Order 2053606: Read Instructions

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Chapter 10: Motivating and Satisfying Employees and Teams Key Terms Book Title: Foundations of Business Printed By: Yoanna Parra (yoanna.parra@stu.bmcc.cuny.edu) © 2018 Cengage Learning, Cengage Learning

Chapter Review

Key Terms

You should now be able to define and give an example relevant to each of the following terms:

motivation (the individual internal process that energizes, directs, and sustains behavior; the personal “force” that causes you or me to behave in a particular way)

morale (an employee’s feelings about the job, about superiors, and about the firm itself)

scientific management (the application of scientific principles to management of work and workers)

piece-rate system (a compensation system under which employees are paid a certain amount for each unit of output they produce)

need (a personal requirement)

Maslow’s hierarchy of needs (a sequence of human needs in the order of their importance)

physiological needs (the things we require for survival)

safety needs (the things we require for physical and emotional security)

social needs (the human requirements for love and affection and a sense of belonging)

esteem needs (our need for respect, recognition, and a sense of our own accomplishment and worth)

self-actualization needs (the need to grow and develop and to become all that we are capable of being)

motivation–hygiene theory (the idea that satisfaction and dissatisfaction are separate and distinct dimensions)

motivation factors (job factors that increase motivation, although their absence does not necessarily result in dissatisfaction)

hygiene factors (job factors that reduce dissatisfaction when present to an acceptable degree but that do not necessarily result in high levels of motivation)

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Theory X (a concept of employee motivation generally consistent with Taylor’s scientific management; assumes that employees dislike work and will function only in a highly controlled work environment)

Theory Y (a concept of employee motivation generally consistent with the ideas of the human relations movement; assumes responsibility and work toward organizational goals, and by doing so they also achieve personal rewards)

Theory Z (the belief that some middle ground between type A and type J practices is best for American business)

reinforcement theory (a theory of motivation based on the premise that rewarded behavior is likely to be repeated, whereas punished behavior is less likely to recur)

equity theory (a theory of motivation based on the premise that people are motivated to obtain and preserve equitable treatment for themselves)

expectancy theory (a model of motivation based on the assumption that motivation depends on how much we want something and on how likely we think we are to get it)

goal-setting theory (a theory of motivation suggesting that employees are motivated to achieve goals that they and their managers establish together)

management by objectives (MBO) (a motivation technique in which managers and employees collaborate in setting goals)

job enrichment (a motivation technique that provides employees with more variety and responsibility in their jobs)

job enlargement (expanding a worker’s assignments to include additional but similar tasks)

job redesign (a type of job enrichment in which work is restructured to cultivate the worker–job match)

behavior modification (a systematic program of reinforcement to encourage desirable behavior)

flextime (a system in which employees set their own work hours within employer- determined limits)

compressed workweek (allows employees to work a 40-hour work week in four days instead of five)

part-time work (permanent employment in which individuals work less than a standard work week)

job sharing (an arrangement whereby two people share one full-time position)

telecommuting (working at home all the time or for a portion of the work week)

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empowerment (making employees more involved in their jobs by increasing their participation in decision making)

employee ownership (a situation in which employees own the company they work for by virtue of being stockholders)

team (two or more workers operating as a coordinated unit to accomplish a specific task or goal)

problem-solving team (a team of knowledgeable employees brought together to tackle a specific problem)

self-managed teams (groups of employees with the authority and skills to manage themselves)

cross-functional team

virtual team (a team consisting of members who are geographically dispersed but communicate electronically)

Chapter 10: Motivating and Satisfying Employees and Teams Key Terms Book Title: Foundations of Business Printed By: Yoanna Parra (yoanna.parra@stu.bmcc.cuny.edu) © 2018 Cengage Learning, Cengage Learning

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