BUSN102 Final Exam Review

Intrinsic Reward

The personal satisfaction you feel when you perform well and complete goals.

Extrinsic Reward

Something given to you by someone else as recognition for good work: extrinsic rewards include pay increases, praise, and promotions.

Scientific Management

Studying workers to find the most efficient way of doing things and then teaching people those techniques.

Time-motion Studies

Studies, begun by Frederick Taylor, of which tasks must be performed to complete a job and the time needed to do each task.

Principle of Motion Economy

Theory developed by Frank and Lillian Gilbreth that every job can be broken down into a series of elementary motions.

Maslow's Hierarchy of Needs

Physiological needs, safety needs, social needs, esteem needs, and self-actualization needs.

Motivators

In Herzberg's theory of motivating factors, job factors that cause employees to be productive and that give them satisfaction.

Hygiene factors

In Herzberg's theory of motivating, job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased.

Goal-setting Theory

The idea that setting ambitious but attainable goals can motivate workers and improve performance, if the goals are accepted, accompanied by feedback , and facilitated by organizational conditions.

Management by Objectives(MBO)

A system of goal setting and implementation; it involves a cycle of discussion, review, and evaluation of objectives among top and middle-level managers, supervisors, and employees.

Expectancy Theory

Victor Vroom's theory that the amount of effort employees exert on a specific task depends on their expectations of the outcome.

Reinforcement Theory

Theory that positive and negative reinforcers motivate a person to behave in certain ways.

Equity Enrichment

The idea that employees try to maintain equity between inputs and outputs compared to others in similar positions.

Job Enrichment

A motivational strategy that emphasizes motivating the worker through the job itself.

5 Characteristics of Job Enrichment

Skill variety, task Identity, task significance, autonomy, feedback

Skill Variety

The extent to which a job demands different skills.

Task Indentity

The degree to which the job requires doing a task with a visible outcome from beginning to end.

Task Significance

The degree to which the job has a substantial impact on the lives or work of others in the company.

Autonomy

The degree of freedom, independence, and discretion in scheduling work and determining procedures.

Feedback

The amount of direct and clear information given about job performance.

Job Rotation

A job enrichment strategy that involves moving employees from one job to another

Theory X

Workers dislike work and seek to avoid it. Must threaten with punishment to get people to work.

Theory Y

People like to work, they are committed.

Ouchi's Theory Z

U.S. -Type A- Focus on individual
Japan- Type J-Focus on organization or group

Goal Setting Theory

1. Goals Accepted by workers. 2. Accompanied by feedback. 3. Facilitated by oraganizational conditions.

Expectancy Theory- Vroom

1. Can I accomplish the task? 2. What is my reward? 3. Is the reward worth my effort.

Human Resource Management (HRM)

The process of determining human resource needs and then and then recruiting, selecting, developing, motivating, evaluating, compensating, and scheduling employees to achieve organizational goals.

Affirmative Action

Employment activities designed to "right past wrongs" by increasing opportunities for minorities and women.

Reverse Discrimination

Discrimination against members of a dominant or majority group (whites or males) usually as a result of policies designed to correct previous discrimination against minority or disadvantaged groups.

Job Analysis

A study of what employees do who hold various job titles.

Job Description

A summary of the objectives of a job, the type of work to be done, the responsibilities and duties, the working conditions, and the relationships of the job to other functions.

Job Specifications

A written summary of the minimum qualifications required of workers to do a particular job.

Recruitment

The set of activities used to obtain a sufficient number of the right employees at the sight time.

Selection

The process of gathering information and deciding who should be hired, under legal guidelines, to serve the best interests of the individual and the organization.

Contingent Workers

Employees that include part-time workers, temporary workers, seasonal workers, independent contractors, interns, and co-op students.

Training and Development

All attempts to improve productivity by increasing am employee's ability to perform. Training focuses on short-term skills, whereas development focuses on long-term abilities.

Orientation

The activity that introduces new employees to the organization; to fellow employees; to their immediate supervisors; and to the policies, practices, and objectives of the firm.

On-The-Hob-Training

Training at the workplace that lets the employee learn by doing or by watching others for a while and then imitating them.

Apprentice Programs

Training programs during which a learner works alongside an experienced employee to master the skills and procedures of a craft.

Off-The-Job Training

Internal of external training programs away from the workplace that develop any of a variety of skills or foster personal development

Online Training

Training programs in which employees complete classes via the internet.

Vestibule Training

Training done in schools where employees are that on equipment similar to that used on the job.

Job Simulation

The use of equipment that duplicates job conditions and tasks so trainees can learn skills before attempting them on the job.

Management Development

The process of training and educating employees to become good managers, and then monitoring the progress of their managerial skills over time.

Networking

The process of establishing and maintaining contacts with key managers in and outside the organization and using those contacts to weave strong relationships that serve as informal development systems.

Mentor

An experienced employee who supervises, coaches, and guides lower-level employees by introducing them to the right people and generally being their organizational sponsor.

Performance Appraisal

An evaluation that measures employee performance against established standards in order to make decisions about promotions compensation, training, or termination.

Fringe Benefits

Benefits such as sick-leave pay, vacation pay, pension plans, and health plans that represent additional compensation beyond base wages.

Cafeteria- Style Fringe Benefits

Fringe benefits plan that allows employees to choose the benefits they want up to a certain dollar amount.

Flextime Plan

Work schedule that gives employees some freedom to choose which hours to work, as long as they work the required number of hours or complete their assigned tasks.

Core Time

In a flextime plan, the period when all employees are expected to be at their job stations.

Compressed Workweek

Work schedule that allows an employee to work a full number of hours per week but in fewer days.

Job Sharing

An arrangement whereby two part-time employees share one full-time job.

Union

An employee organization whose main goal is representing its members in employee-management negotiation of job-related issues.

Knights of Labor

The first national labor union; formed in 1869.

American Federation of Labor(AFL)

An organization of craft unions that championed fundamental labor issues; founded in 1886.

Industrial Unions

Labor organizations of unskilled and semiskilled workers in mass-production industries such as automobiles and mining.

Congress Of Industrial Organizations(CIO)

Union organization of unskilled workers; broke away from the American Federation of Labor(AFC) in 1935 and rejoined it in 1955.

Yellow-dog Contract

A type of contract that required employees to agree as a condition of employment not to join a union; prohibited by the Norris- La Guardia Acrt in 1932.

Collective Bargaining

The process whereby union and management representatives form a labor-management agreement, or contract, for workers.

Negotiated Labor-management Agreement

Agreement that sets the tone and clarifies the terms under which management and labor agree to function over a period of time.

Union Security Clause

Provision in a negotiated labor-management agreement that stipulates that employees who benefit from a union must either officially join or at least pay dues to the union.

Closed Shop Agreement

Clause in a labor-management that specified workers had to be members of a union before being hired.( was outlawed by the Taft Hartley Act in 1947).

Union Shop Agreement

Clause in a labor-management agreement that says workers do not have to be members of a union to be hired but must agree to join the union within a prescribed time(period).

Agency Shop Agreement

Clause in a labor-management agreement that says, employers may hire nonunion workers; employees are not required to join the union but must pay a union fee.

Right-to-work laws

Legislation that gives workers the right, under an open shop agreement, to join or not to join.

Open Shop Agreement

Agreement in right-to-work states that vies workers the option to join or not join a union, if one exists in their workplace.

Grievance

A charge by employees that management is not abiding by the terms of the negotiated labor-management agreement.

Shop Stewards

Union officials who work permanently in an organization and represent employee interests on a daily basis.

Injunction

A court order directing someone to do something or to refrain from doing something.

Strikebreakers

Workers hired to do the jobs of striking workers until the labor dispute is resolved.

Givebacks

Concessions made by union members to management; gains from labor negotiations are given back to management to help employees remain competitive and thereby save jobs.

Mediation

The use of a third party called a mediator, who encourages both sides in a dispute to continue negotiating and often makes suggestions for resolving the matter.

Arbitration

The agreement to bring in an impartial third party to render a binding decision in a labor dispute.

Primary Boycott

When a union encourages both its members and the general public not to buy the products of a firm involved in a labor dispute.

Secondary Boycott

An attempt by labor to conceive others to stop doing business with a firm that is subject to a primary boycott; prohibited by the Taft-Hatley Act.

Lockout

An attempt by management to put pressure on unions by temporarily closing the business.

Cooling-off Period

When workers in a critical industry reform to their jobs while the union and management continue negotiations.

Intrinsic Reward

The personal satisfaction you feel when you perform well and complete goals.

Extrinsic Reward

Something given to you by someone else as recognition for good work: extrinsic rewards include pay increases, praise, and promotions.

Scientific Management

Studying workers to find the most efficient way of doing things and then teaching people those techniques.

Time-motion Studies

Studies, begun by Frederick Taylor, of which tasks must be performed to complete a job and the time needed to do each task.

Principle of Motion Economy

Theory developed by Frank and Lillian Gilbreth that every job can be broken down into a series of elementary motions.

Maslow's Hierarchy of Needs

Physiological needs, safety needs, social needs, esteem needs, and self-actualization needs.

Motivators

In Herzberg's theory of motivating factors, job factors that cause employees to be productive and that give them satisfaction.

Hygiene factors

In Herzberg's theory of motivating, job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased.

Goal-setting Theory

The idea that setting ambitious but attainable goals can motivate workers and improve performance, if the goals are accepted, accompanied by feedback , and facilitated by organizational conditions.

Management by Objectives(MBO)

A system of goal setting and implementation; it involves a cycle of discussion, review, and evaluation of objectives among top and middle-level managers, supervisors, and employees.

Expectancy Theory

Victor Vroom's theory that the amount of effort employees exert on a specific task depends on their expectations of the outcome.

Reinforcement Theory

Theory that positive and negative reinforcers motivate a person to behave in certain ways.

Equity Enrichment

The idea that employees try to maintain equity between inputs and outputs compared to others in similar positions.

Job Enrichment

A motivational strategy that emphasizes motivating the worker through the job itself.

5 Characteristics of Job Enrichment

Skill variety, task Identity, task significance, autonomy, feedback

Skill Variety

The extent to which a job demands different skills.

Task Indentity

The degree to which the job requires doing a task with a visible outcome from beginning to end.

Task Significance

The degree to which the job has a substantial impact on the lives or work of others in the company.

Autonomy

The degree of freedom, independence, and discretion in scheduling work and determining procedures.

Feedback

The amount of direct and clear information given about job performance.

Job Rotation

A job enrichment strategy that involves moving employees from one job to another

Theory X

Workers dislike work and seek to avoid it. Must threaten with punishment to get people to work.

Theory Y

People like to work, they are committed.

Ouchi's Theory Z

U.S. -Type A- Focus on individual
Japan- Type J-Focus on organization or group

Goal Setting Theory

1. Goals Accepted by workers. 2. Accompanied by feedback. 3. Facilitated by oraganizational conditions.

Expectancy Theory- Vroom

1. Can I accomplish the task? 2. What is my reward? 3. Is the reward worth my effort.

Human Resource Management (HRM)

The process of determining human resource needs and then and then recruiting, selecting, developing, motivating, evaluating, compensating, and scheduling employees to achieve organizational goals.

Affirmative Action

Employment activities designed to "right past wrongs" by increasing opportunities for minorities and women.

Reverse Discrimination

Discrimination against members of a dominant or majority group (whites or males) usually as a result of policies designed to correct previous discrimination against minority or disadvantaged groups.

Job Analysis

A study of what employees do who hold various job titles.

Job Description

A summary of the objectives of a job, the type of work to be done, the responsibilities and duties, the working conditions, and the relationships of the job to other functions.

Job Specifications

A written summary of the minimum qualifications required of workers to do a particular job.

Recruitment

The set of activities used to obtain a sufficient number of the right employees at the sight time.

Selection

The process of gathering information and deciding who should be hired, under legal guidelines, to serve the best interests of the individual and the organization.

Contingent Workers

Employees that include part-time workers, temporary workers, seasonal workers, independent contractors, interns, and co-op students.

Training and Development

All attempts to improve productivity by increasing am employee's ability to perform. Training focuses on short-term skills, whereas development focuses on long-term abilities.

Orientation

The activity that introduces new employees to the organization; to fellow employees; to their immediate supervisors; and to the policies, practices, and objectives of the firm.

On-The-Hob-Training

Training at the workplace that lets the employee learn by doing or by watching others for a while and then imitating them.

Apprentice Programs

Training programs during which a learner works alongside an experienced employee to master the skills and procedures of a craft.

Off-The-Job Training

Internal of external training programs away from the workplace that develop any of a variety of skills or foster personal development

Online Training

Training programs in which employees complete classes via the internet.

Vestibule Training

Training done in schools where employees are that on equipment similar to that used on the job.

Job Simulation

The use of equipment that duplicates job conditions and tasks so trainees can learn skills before attempting them on the job.

Management Development

The process of training and educating employees to become good managers, and then monitoring the progress of their managerial skills over time.

Networking

The process of establishing and maintaining contacts with key managers in and outside the organization and using those contacts to weave strong relationships that serve as informal development systems.

Mentor

An experienced employee who supervises, coaches, and guides lower-level employees by introducing them to the right people and generally being their organizational sponsor.

Performance Appraisal

An evaluation that measures employee performance against established standards in order to make decisions about promotions compensation, training, or termination.

Fringe Benefits

Benefits such as sick-leave pay, vacation pay, pension plans, and health plans that represent additional compensation beyond base wages.

Cafeteria- Style Fringe Benefits

Fringe benefits plan that allows employees to choose the benefits they want up to a certain dollar amount.

Flextime Plan

Work schedule that gives employees some freedom to choose which hours to work, as long as they work the required number of hours or complete their assigned tasks.

Core Time

In a flextime plan, the period when all employees are expected to be at their job stations.

Compressed Workweek

Work schedule that allows an employee to work a full number of hours per week but in fewer days.

Job Sharing

An arrangement whereby two part-time employees share one full-time job.

Union

An employee organization whose main goal is representing its members in employee-management negotiation of job-related issues.

Knights of Labor

The first national labor union; formed in 1869.

American Federation of Labor(AFL)

An organization of craft unions that championed fundamental labor issues; founded in 1886.

Industrial Unions

Labor organizations of unskilled and semiskilled workers in mass-production industries such as automobiles and mining.

Congress Of Industrial Organizations(CIO)

Union organization of unskilled workers; broke away from the American Federation of Labor(AFC) in 1935 and rejoined it in 1955.

Yellow-dog Contract

A type of contract that required employees to agree as a condition of employment not to join a union; prohibited by the Norris- La Guardia Acrt in 1932.

Collective Bargaining

The process whereby union and management representatives form a labor-management agreement, or contract, for workers.

Negotiated Labor-management Agreement

Agreement that sets the tone and clarifies the terms under which management and labor agree to function over a period of time.

Union Security Clause

Provision in a negotiated labor-management agreement that stipulates that employees who benefit from a union must either officially join or at least pay dues to the union.

Closed Shop Agreement

Clause in a labor-management that specified workers had to be members of a union before being hired.( was outlawed by the Taft Hartley Act in 1947).

Union Shop Agreement

Clause in a labor-management agreement that says workers do not have to be members of a union to be hired but must agree to join the union within a prescribed time(period).

Agency Shop Agreement

Clause in a labor-management agreement that says, employers may hire nonunion workers; employees are not required to join the union but must pay a union fee.

Right-to-work laws

Legislation that gives workers the right, under an open shop agreement, to join or not to join.

Open Shop Agreement

Agreement in right-to-work states that vies workers the option to join or not join a union, if one exists in their workplace.

Grievance

A charge by employees that management is not abiding by the terms of the negotiated labor-management agreement.

Shop Stewards

Union officials who work permanently in an organization and represent employee interests on a daily basis.

Injunction

A court order directing someone to do something or to refrain from doing something.

Strikebreakers

Workers hired to do the jobs of striking workers until the labor dispute is resolved.

Givebacks

Concessions made by union members to management; gains from labor negotiations are given back to management to help employees remain competitive and thereby save jobs.

Mediation

The use of a third party called a mediator, who encourages both sides in a dispute to continue negotiating and often makes suggestions for resolving the matter.

Arbitration

The agreement to bring in an impartial third party to render a binding decision in a labor dispute.

Primary Boycott

When a union encourages both its members and the general public not to buy the products of a firm involved in a labor dispute.

Secondary Boycott

An attempt by labor to conceive others to stop doing business with a firm that is subject to a primary boycott; prohibited by the Taft-Hatley Act.

Lockout

An attempt by management to put pressure on unions by temporarily closing the business.

Cooling-off Period

When workers in a critical industry reform to their jobs while the union and management continue negotiations.