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• Changing behavior and encouraging appropriate actions by relating the consequences of behavior to behavior itself. behavior modification
• A theory that suggests that money is the sole motivator for workers. classical theory of motivation
• A four-day (or shorter) period in which an employee works 40 hours. compressed workweek
• 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. equity theory
• The need for respect - both self-respect and respect from others. esteem needs
• An assumption that motivation depends not only on how much a person wants something but also on how likely he or she is to get it. expectancy theory
• A program that allows employees to choose their starting and ending times provided that they are at work during a specified core period. flextime
• The study of the behavior of individuals and groups in organizational settings. human relations
• Aspects of Herzberg´s theory of motivation that relate to the work setting rather than the content of the work; these aspects include adequate wages, comfortable and safe working conditions, fair company policies, and job security. hygiene factors
• Adding more tasks to a job instead of treating each task as separate. job enlargement
• Incorporating motivational factors such as opportunity for achievement, recognition, responsibility, and advancement into a job job enrichment
• Allowing employees to move from one job to another in an effort to relieve the boredom often associated with job specialization job rotation
• Performance of one full-tome job by two people on part-time hours. job sharing
• 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. Maslow´s hierarchy
• An employee´s attitude toward his or her job, employer, and colleagues. morale
• An inner drive that directs a person´s behavior toward goals. motivation
• Aspects of Herzberg´s theory of motivation that relate to the content of the work itself; these aspects include achievement, recognition, involvement, responsibility, and advancement. motivational factors
• The most basic human needs to be satisfied--water, food, shelter, and clothing. physiological needs
• The need to be the best one can be; at the top of Maslow´s hierarchy. self-actualization needs
• McGregor´s theory of the traditional view of management whereby it is assumed that workers generally dislike work and must be forced to do their jobs. Theory X
• McGregor´s theory of the humanistic view of management whereby it is assumed that workers like to work and that under proper conditions employees will normally seek out responsibility in an attempt to satisfy their social, esteem, and self-actualizat Theory Y
• A management philosophy that stresses employee participation in all aspects of organizational decision making. Theory Z
• Legally mandated plans that try to increase job opportunities for minority groups by analyzing the current pool of workers, identifying areas where women and minorities are underrepresented, and establishing specific hiring and promotion goals, wit affirmative action programs
• A method of resolving labor and management differences in which a third party is brought in to settle the dispute and whose solution is legally binding and enforceable. arbitration
• Nonfinancial forms of compensation provided to employees, such as pension plans, health insurance, paid vacation and holidays, and the like. benefits
• Monetary rewards offered by companies for exceptional performance as incentives to further increase productivity. bonuses
• A labor tactic that attempts to keep people from purchasing the products of a company. boycott
• The negotiation process through which management and unions reach an agreement about compensation, working hours, and working conditions for the bargaining unit. collective bargaining
• A compensation system that pays a fixed amount or a percentage of the employee’s sales. commission
• A method of resolving labor and management differences in which a third party is brought in to keep the two sides talking. conciliation
• Training that augments the skills and knowledge of managers and professionals. development
• The participation of different ages, genders, races, ethnicities, nationalities, and abilities in the workplace. diversity
• All the activities involved in determining an organization’s human resources needs as well as acquiring, training, and compensating people to fill those needs. human resources management
• The determination, through observation and study, of pertinent information about a job, including specific tasks and necessary abilities, knowledge, and skills. job analysis
• A formal, written explanation of a specific job, including job title, tasks, relationships with other jobs, physical and mental skills required, duties, responsibilities, and working conditions. job description
• A description of the qualifications necessary for a specific job in terms of education, experience, and personal and physical characteristics. job specification
• The formal, written document that spells out the relationship between the union and management for a specified period of time—usually two or three years. labor contract
• Employee organizations formed to deal with employers for achieving better pay, hours, and working conditions. labor unions
• Management’s version of a strike wherein a work site is closed so that employees cannot go to work. lockout
• A method of resolving labor and management differences in which a third party is brought in to suggest or propose a solution to the problem. mediation
• Familiarizing newly hired employees with fellow workers, company procedures, and the physical properties of the company. orientation
• A public protest against management practices that involves union members marching (and carrying anti-management signs) at the employer’s plant. picketing
• A form of compensation whereby a percentage of company profits is distributed to employees whose work helped to generate them. profit sharing
• Advancement to a higher level job with increased authority, responsibility, and pay. promotion
• Forming a pool of qualified applicants from which management can select employees. recruiting
• A financial reward calculated on a weekly, monthly, or annual basis. salary
• The process of collecting information about applicants and using that information to make hiring decisions. selection
• Employment changes involving resignation, retirement, termination, or layoff. separations
• People hired by management to replace striking employees; called “scabs” by the striking union members. strikebreakers
• A labor tactic in which employees walk off the job. strikes

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