mie 201 chapter 9

human relations

relations with or between employees and the behavior of individuals and groups in organizational settings.

motivation

an inner drive that directs a person’s behavior toward goals.

morale

an employee’s attitude toward their job, employer, and colleagues.

intrinsic rewards

the personal satisfaction and enjoyment felt after attaining a goal.

extrinsic rewards

benefits and/or recognition received from someone else.

classical theory of motivation

theory suggesting that money is the sole motivator for workers.

Maslow’s hierarchy

a theory that arranges the five basic needs of people—physiological, security, social, esteem, and self-actualization—into the order in which people strive to satisfy them.

physiological needs

the most basic human needs to be satisfied—water, food, shelter, and clothing.

security needs

the need to protect oneself from physical and economic harm.

social needs

the need for love, companionship, and friendship—the desire for acceptance by others.

esteem needs

the need for respect—both self-respect and respect from others.

self-actualization needs

the need to be the best one can be; at the top of Maslow’s hierarchy.

hygiene factors

aspects of Herzberg’s theory of motivation that focus on the work setting and not the content of the work; these aspects include adequate wages, comfortable and safe working conditions, fair company policies, and job security.

motivational factors

aspects of Herzberg’s theory of motivation that focus on the content of the work itself; these aspects include achievement, recognition, involvement, responsibility, and advancement.

Theory X

McGregor’s traditional view of management whereby it is assumed that workers generally dislike work and must be forced to do their jobs.

Theory Y

McGregor’s humanistic view of management whereby it is assumed that workers like to work and that under proper conditions employees will seek out responsibility in an attempt to satisfy their social, esteem, and self-actualization needs.

Theory Z

a management philosophy that stresses employee participation in all aspects of company decision making.

equity theory

an assumption that how much people are willing to contribute to an organization depends on their assessment of the fairness, or equity, of the rewards they will receive in exchange.

expectancy theory

the assumption that motivation depends not only on how much a person wants something but also on how likely they are to get it.

goal-setting theory

refers to the impact that setting goals has on performance.

behavior modification

changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself.

reinforcement theory

the theory that behavior can be strengthened or weakened through the use of rewards and punishments.

job rotation

movement of employees from one job to another in an effort to relieve the monotony often associated with job specialization.

job enlargement

the addition of more tasks to a job instead of treating each task as separate.

job enrichment

the incorporation of motivational factors, such as opportunity for achievement, recognition, responsibility, and advancement, into a job.

flextime

a program that allows employees to choose their starting and ending times, provided that they are at work during a specified core period.

compressed workweek

a four-day (or shorter) period during which an employee works 40 hours.

job sharing

performance of one full-time job by two people on part-time hours.

Remote work

a working arrangement in which employees do not commute or work in a central office; sometimes called telecommuting.

hybrid work

a flexible working arrangement that blends in-office and remote work.

asynchronous work

a flexible scheduling strategy that allows employees to set their own work hours and work independently from their colleagues.