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143 Terms

1

Adverse Impact

When a seemingly fair practice has a negative effect on a certain group of people. Example: A company implements a new hiring test that disproportionately disqualifies minority applicants.

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2

Arbitration

A process where a neutral third party helps resolve disputes between two parties. Example: An employee and employer agreeing to arbitration to settle a contract dispute.

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3

Assessment Center

A testing process where candidates perform different tasks to evaluate their skills. Example: Candidates participate in role-playing exercises and simulations to be evaluated for management roles.

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4

Cafeteria Benefit Programs

A system where employees choose their benefits from a menu of options. Example: Employees select between various health plans, flexible spending accounts, and vacation days.

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5

Comparable Worth

Equal pay for jobs that are different but require similar skill levels and responsibility. Example: A male-dominated field is compared to a female-dominated field to ensure equal pay for similar skill levels.

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6

Development

Helping employees improve their skills for current and future roles. Example: Offering leadership training programs for promising employees.

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7

Diversity Training

Training to help employees understand and work effectively with people from diverse backgrounds. Example: Workshops on cultural competence and unconscious bias.

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8

Employment-at-Will

The idea that an employer can fire an employee at any time, for any legal reason. Example: A company terminates an employee without providing a reason, as allowed by employment-at-will doctrine.

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9

Flexible Benefit Programs

Employees get a certain amount of credits to choose benefits that meet their needs. Example: Employees can choose between additional vacation days or health insurance credits.

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10

Human Capital

The knowledge, skills, and abilities of employees that have value for the organization. Example: A highly skilled software engineer contributes significantly to innovation.

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11

Human Resources Management (HRM)

Systems and practices that manage employees within an organization. Example: Implementing performance management systems and employee engagement surveys.

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12

Job Analysis

A process to determine what a job requires in terms of skills, duties, and responsibilities. Example: An HR manager conducts interviews and surveys to define a marketing manager’s role.

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13

Labor Relations

The relationship between employees (often through unions) and employers. Example: Negotiating collective bargaining agreements to improve working conditions.

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14

Management by Objectives (MBO)

A process where managers and employees set goals together, which are then achieved within a set time. Example: A department sets sales goals in collaboration with the sales team.

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15

Needs Assessment

Identifying which jobs or departments need training. Example: Conducting surveys to find skills gaps in the sales team.

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16

Orientation Training

Training to help new employees understand their role, company policies, and culture. Example: A newcomer participates in a week-long orientation program that covers company values and procedures.

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17

Outplacement

Helping employees find new jobs after they leave a company. Example: A company provides resume workshops and job search assistance for laid-off employees.

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18

Performance Appraisal (PA)

An assessment of an employee's job performance. Example: A supervisor rates an employee’s performance on a scale and provides feedback.

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19

Recruitment

The process of attracting and hiring candidates for job openings. Example: Posting job ads on online job boards and social media.

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20

Reliability

The consistency of results from a test or measurement over time. Example: A recruitment test yields similar results across multiple administrations.

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21

Right-to-Work

Laws that allow people to work without joining a union. Example: A person works in a unionized workplace but chooses not to join the union.

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22

Selection

The process of choosing the best candidates for a job. Example: Interviewing several applicants and selecting the most qualified candidate.

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23

Structured Interview

An interview where all candidates are asked the same questions in the same order. Example: A panel interview where each interviewee answers the same twelve questions.

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24

360-Degree Appraisal

A performance review method where feedback is gathered from multiple sources, including peers, managers, and subordinates. Example: An employee receives evaluations from supervisors, co-workers, and direct reports.

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25

Team Training

Training to help employees work together more effectively. Example: A company conducts team-building exercises to improve communication.

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26

Termination Interview

A meeting where an employee is informed about their dismissal and the reasons behind it. Example: A manager explains to an employee the reasons for their termination.

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27

Training

Teaching employees the skills they need to perform their current job. Example: A company provides technical training on new software to its staff.

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28

Union Shop

A workplace where employees must join the union after a certain period. Example: New hires must become union members within 30 days of employment.

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29

Validity

The degree to which a test measures what it is supposed to measure. Example: A test predicts job performance accurately, demonstrating high validity.

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30

Affirmative Action

Efforts to recruit and hire individuals from groups that have been historically discriminated against. Example: A company actively seeks applications from minority candidates.

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31

Managing Diversity

Recognizing and leveraging the differences in employees to benefit the organization. Example: Developing policies that promote inclusivity and support for diverse employees.

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32

Mentors

Experienced individuals who help guide and support others, usually less experienced employees. Example: A senior manager mentors junior staff to help them develop their careers.

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33

Monolithic Organization

An organization with a very homogeneous workforce, typically with few employees from diverse backgrounds. Example: A company with an all-white executive team and no diversity initiatives.

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34

Multicultural Organization

An organization that values and promotes cultural diversity, using it to its advantage. Example: A company that celebrates various cultural holidays and encourages diverse hiring.

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35

Pluralistic Organization

An organization that actively works to have a diverse workforce and involves employees from various backgrounds. Example: A business implements outreach programs to engage underrepresented communities.

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36

Reasonable Accommodation

Adjustments made to the work environment or processes to help employees with disabilities perform their jobs. Example: Providing wheelchair access and modified workstations.

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37

Sexual Harassment

Unwanted conduct of a sexual nature that creates a hostile or offensive work environment. Example: Inappropriate jokes or comments made in the workplace affecting an employee's comfort.

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38

Authentic Leadership

Leadership style where the leader is true to themselves and their values while leading others. Example: A leader openly shares their values and encourages transparency.

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39

Autocratic Leadership

A leadership style where the leader makes decisions without consulting others. Example: A manager unilaterally determines project deadlines without team input.

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40

Behavioral Approach

A perspective on leadership that focuses on the behaviors and actions of effective leaders. Example: Leaders who demonstrate support and guidance towards their team.

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41

Charismatic Leader

A leader who inspires and excites followers with their personality and vision. Example: A CEO whose passionate speeches energize and motivate employees.

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42

Democratic Leadership

A leadership style where the leader involves subordinates in the decision-making process. Example: A manager seeks team input before finalizing a project plan.

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43

Fiedler’s Contingency Model of Leadership Effectiveness

A theory stating that leadership effectiveness depends on the leader’s style and the situation. Example: A task-oriented leader succeeds in a crisis due to their decisiveness.

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44

Group Maintenance Behaviors

Actions that help maintain a harmonious and satisfied group. Example: Team members resolving conflicts amicably and supporting one another.

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45

Hersey and Blanchard’s Situational Theory

A theory suggesting that a leader should adjust their style based on the maturity of the employee. Example: A leader provides directive support to a new employee while empowering a seasoned worker.

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46

Intergroup Leader

A leader who manages collaborations between different groups or organizations. Example: A project manager coordinating efforts between sales and marketing departments.

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47

Job Maturity

The level of skill and knowledge an employee has for a specific task. Example: A junior developer shows low job maturity, while a senior developer demonstrates high job maturity.

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48

Laissez-Faire Leadership

A leadership style where the leader takes a hands-off approach and allows employees to make decisions on their own. Example: A manager lets the team decide how to approach a project with minimal guidance.

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49

Lateral Leadership

Leadership among peers at the same hierarchical level, encouraging collaboration and joint problem-solving. Example: Colleagues working together to share responsibilities on a committee.

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50

Leader-Member Exchange (LMX)

A theory focusing on the relationship between leaders and individual team members, emphasizing personalized interactions. Example: A manager develops strong relationships with select team members, enhancing workflow.

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51

Level 5 Leadership

A leadership style that combines determination and humility to build lasting organizational success. Example: A CEO balances ambition with a commitment to their employees' well-being.

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52

Participation in Decision Making

The process where a leader involves employees in making decisions. Example: A manager invites team feedback before finalizing a policy.

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53

Path-Goal Theory

A theory that suggests leaders help employees achieve their goals by clarifying the path and removing obstacles. Example: A leader provides resources that help a team meet their sales targets.

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54

Power

The ability to influence or control the behavior of others. Example: A manager has the power to make hiring decisions.

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55

Pseudotransformational Leaders

Leaders who focus on their self-interest rather than the needs of their followers, despite claiming to want positive change. Example: A leader promotes themselves while neglecting team development.

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56

Psychological Maturity

The self-confidence and respect an employee has for themselves. Example: An employee confidently presents ideas due to their strong self-regard.

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57

Relationship-Motivated Leadership

A leadership style focused on building positive relationships with others. Example: A manager invests time in team bonding and morale-building activities.

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58

Servant-Leader

A leader who prioritizes the needs of others and helps them develop and perform to the best of their ability. Example: A manager spends time coaching team members to enhance their skills.

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59

Shared Leadership

A leadership style where leadership roles are rotated among team members based on expertise. Example: Team members take turns leading discussions based on their knowledge.

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60

Situational Approach

A leadership theory suggesting that there is no single best way to lead, and that leadership styles should change according to the situation. Example: A leader becomes more directive during a crisis but consultative during routine work.

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61

Strategic Leadership

A leadership style that focuses on providing direction and vision to achieve long-term goals. Example: A leader outlines a five-year plan to expand the organization.

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62

Substitutes for Leadership

Factors that reduce the need for leadership by influencing employees in the same way leaders would. Example: Strong team norms that foster accountability mean less direct management is needed.

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63

Supervisory Leadership

Leadership focused on overseeing and providing feedback on employees' day-to-day tasks. Example: A supervisor regularly checks in with employees to guide their daily work.

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64

Task-Motivated Leadership

A leadership style focused primarily on completing tasks and achieving goals. Example: A team leader emphasizes meeting deadlines over team morale.

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65

Task Performance Behaviors

Actions taken to ensure a team or organization meets its goals. Example: A project team conducts regular check-ins to track progress on deliverables.

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66

Trait Approach

A leadership theory focusing on identifying personal traits that great leaders share. Example: Research into the common traits of successful leaders reveals qualities like honesty and confidence.

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67

Transactional Leaders

Leaders who manage through rewards and punishments based on performance. Example: A manager rewards top performers with bonuses while addressing underperformance.

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68

Transformational Leader

A leader who inspires and motivates others to go beyond their self-interests for the good of the organization. Example: A leader encourages innovation and embraces change to drive progress.

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69

Vision

A clear and compelling picture of the future state of an organization. Example: A company’s vision statement outlines its goal to lead the industry in sustainable practices.

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70

Vroom Model

A leadership model that focuses on how leaders involve others in decision-making processes. Example: A manager uses the Vroom model to decide whether to make decisions alone or consult the team.

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71

Alderfer’s ERG Theory

A human needs theory that suggests people have three core needs: Existence (basic material needs), Relatedness (social relationships), and Growth (personal development). Example: Employees seek fulfillment from salary (Existence), teamwork (Relatedness), and promotion opportunities (Growth).

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72

Empowerment

The process of sharing power with employees, enhancing their confidence in their abilities, and making them feel that they are influential contributors to the organization. Example: A manager empowers their team by allowing them to make project decisions.

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73

Equity Theory

A theory that states people assess how fairly they have been treated based on two key factors: outcomes and inputs. Example: Employees compare their workload and pay with those of their peers.

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74

Expectancy

Employees’ perception of the likelihood that their efforts will enable them to achieve their performance goals. Example: An employee believes that increased effort will lead to a promotion.

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75

Expectancy Theory

A motivation theory proposing that people will behave based on their perceived likelihood that their effort will lead to a certain outcome. Example: Employees work longer hours believing it will enhance their chances of hitting sales targets.

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76

Extinction

The process of withdrawing or failing to provide a reinforcing consequence, thereby reducing or eliminating a behavior. Example: A manager stops recognizing a team member's bad behavior, leading it to decrease.

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77

Extrinsic Rewards

Rewards given to a person by the boss, the company, or another external party. Example: Bonuses and promotions awarded based on performance.

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78

Goal-Setting Theory

A motivation theory stating that specific, challenging, and attainable goals can energize individuals. Example: Setting clear project deadlines that incentivize employees to meet targets.

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79

Growth Need Strength

The degree to which individuals want personal and psychological development. Example: An employee seeks opportunities for continuous learning and new skills.

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80

Hygiene Factors

Characteristics of the workplace that can cause dissatisfaction if not managed well. Example: Poor office conditions or lack of job security leading to employee dissatisfaction.

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81

Instrumentality

The perceived likelihood that performance will lead to a particular outcome. Example: An employee believes their hard work will result in a bonus.

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82

Intrinsic Reward

A reward that comes from within, such as the satisfaction derived from performing the job. Example: An employee feels personal satisfaction from completing a difficult project.

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83

Job Enlargement

Increasing the number of tasks or responsibilities assigned to an employee. Example: A role that combines multiple functions to broaden an employee's experience.

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84

Job Enrichment

Modifying a job to make it more rewarding, motivating, and satisfying. Example: Allowing an employee to take on more challenging tasks and responsibilities.

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85

Job Rotation

A technique where employees rotate between different tasks or roles within the organization. Example: Employees alternating roles in different departments to gain diverse experience.

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86

Law of Effect

A law stating that behaviors followed by positive consequences are more likely to be repeated. Example: Employees continue a behavior when rewarded for it.

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87

Maslow’s Need Hierarchy

A theory proposing that human needs are organized in a hierarchical order. Example: Individuals need to satisfy basic needs (like food and safety) before striving for social belonging or esteem.

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88

Motivation

The forces that energize, direct, and sustain a person’s efforts toward achieving a goal. Example: An employee is driven by personal achievement and recognition.

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89

Motivators

Factors that make a job more motivating and satisfying. Example: Opportunities for advancement and personal growth within a company.

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90

Negative Reinforcement

The process of removing an undesirable consequence to encourage a desired behavior. Example: Employees receive flexible work hours in exchange for meeting specific performance metrics.

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91

Organizational Behavior Modification (OB Mod)

The application of reinforcement theory in organizational settings. Example: Using performance feedback to reinforce desired employee behaviors.

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92

Outcome

The consequence a person receives for their performance. Example: An employee earns a bonus for exceeding sales targets.

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93

Positive Reinforcement

The application of consequences that increase the likelihood of repeating a behavior by providing rewards. Example: An employee receives praise for a job well done.

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94

Procedural Justice

The fairness of the processes used to make decisions and resolve disputes. Example: Employees feel procedures for promotions are transparent and fair.

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95

Psychological Contract

A set of perceptions about what employees owe their employers and what employers owe their employees. Example: An employee believes their employer promises job security in exchange for loyalty.

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96

Punishment

The administration of an aversive consequence to discourage undesirable behavior. Example: An employee receives a warning for repeated tardiness.

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97

Quality of Work Life (QWL) Programs

Programs designed to create a work environment that enhances employee well-being. Example: Employee assistance programs addressing work-life balance.

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98

Reinforcers

Positive consequences that motivate or encourage specific behaviors. Example: Providing bonuses and recognition to promote high performance.

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99

Stretch Goals

Ambitious targets set to challenge individuals and teams. Example: A company sets a goal to increase sales by 50% within the next year.

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100

Two-Factor Theory

Herzberg’s theory suggesting that there are two factors affecting motivation: hygiene factors and motivators. Example: Improving workplace conditions (hygiene) while also providing growth opportunities (motivators).

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