Chapter 9: Employee Motivation and Management Theories

These flashcards cover key concepts related to employee motivation and management theories discussed in Business 101.

Motivation

The drive that compels employees to work with passion and connect with their company.

Intrinsic Rewards

Motivations that come from within, such as personal satisfaction and pride in one's work.

Extrinsic Rewards

Tangible motivations from an external source, often temporary, like monetary bonuses or recognition.

Scientific Management

A theory developed by Fred Taylor that focuses on optimizing work methods for better efficiency.

Hawthorne Effect

The phenomenon where people improve their performance when they know they are being observed.

Maslow's Hierarchy of Needs

A motivational theory proposing that people are motivated by unmet needs, structured from basic physiological needs to self-actualization.

Hygiene Factors

Aspects of a job that do not motivate employees but can cause dissatisfaction if not addressed.

Herzberg's Two-Factor Theory

A theory that divides workplace factors into motivators, which increase satisfaction, and hygiene factors, which do not motivate but can prevent dissatisfaction.

Theory X and Theory Y

McGregor's theories that classify management styles based on assumptions about employee motivation: Theory X sees employees as disliking work, while Theory Y sees them as enjoying work.

Equity Theory

A theory that suggests employees assess their job satisfaction by comparing their inputs and outcomes relative to others.

Job Enrichment

A motivational strategy that enhances a worker's job by increasing autonomy and responsibility.

Job Rotation

Moving employees between different tasks to promote variety and reduce monotony.

Expectancy Theory

The theory suggesting that an employee's motivation is based on expected outcomes and rewards for performance.

Management by Objectives (MBO)

A management theory that focuses on setting specific measurable goals with employee participation.

Cultural Differences in Motivation

Recognition that motivational strategies may need to vary based on cultural contexts and employee backgrounds.

Generational Differences in the Workplace

The variations in motivations and values between different age groups of employees, such as Baby Boomers, Generation X, Y, and Z.

Feedback

Information provided to employees regarding their performance to help them improve and feel valued.