Introduction to Business Practice Chapter 9

The pattern of actions by the members of an organization that directly or indirectly influences the organization's effectiveness

The total set of work-related behavoiours that the organization expects employees to display

Positive behaviours that do not directly contribute to the bottom line

Behaviours that detract from organizational performance

When an employee does not show up for work

Annual percentage of an organization's workforce that leaves and must be replaced

Personal attributes that vary from one person to another

The relatively stable set of psychological attributes that distinguish one person from another

The extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess skills

A person's beliefs and feelings about specific ideas, situations, or people

Degree of enjoyment that people derive from performing their jobs

An individual's identification with the organization and its mission

The set of expectations held by an employee concerning what he or she will contribute to an organization (contributions) and what the organization will provide the employee (inducements) in return

The extent to which a person's contributions and the organization's inducements match one another

The set of forces that causes people to behave in certain ways

A theory of motivation that presumes that workers are motivated almost solely by money

Analyzing jobs and finding better, more efficient ways to perform them

The use of industrial-engineering techniques to study every aspect of a specific job to determine how to perform it most efficiently

The tendency for workers' productivity to increase when they feel they are receiving special attention from management

A management approach based on belief that people must be forced to be productive because they are naturally lazy, irresponsible, and unco-operative

A management approach based on the belief that people want to be productive because they are naturally energetic, responsible, and co-operative

Theory of motivation describing five levels of human needs and arguing that basic needs bust be fulfilled before people work to satisfy higher-level needs

A theory of human relations developed by Frederich Herzberg that indentifies factors that must be present for employees to be satisfied with their jobs and factors that , if increased, lead employees to work harder

The theory that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining

The theory that people compare (1) what they contribute to their job with what they get in return, and (2) their input/output ratio with that of other employees

Reward that follows desired behaviours

Unpleasant consequences of an undesirable bahaviour

A system of collaborative goal setting that extends from the top of an organization to its bottom

Method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company

A technique for maximizing quality of production. Employees are grouped into small teams that define, analyze, and sove quality and other process-related problems within their area

A method of increasing employees' job satisfaction by extending or adding motivating factors such as responsibility or growth

A method of increasing employees' job satisfactions by improving the person-job fit through combining tasks, creating natural work groups, and/or establishing client relationship

A method of increasing employees' job satisfaction by allowing them some choice in the hours they work

Employees work fewer days per week, but more hours on the day they do work

Allowing employees to do all of some of their work away from the office

A method of increasing employee job satisfaction by allowing two people to share one job

The process of motivating other to work to meet specific objectives

A leadership approach focused on identifying the essential traits that distinguished leaders

A leadership approach focused on determining what behaviours are employed by leaders

Leader behaviour focusing on how tasks should be performed in order to meet certain goals and to achieve certain performance standards

Leader bahaviour focusing on satisfaction, motivation, and well-being of employees.

Leadership approach that assumes that appropriate leader behaviour varies from one situation to another

The set of abilities that allows a leader to recognize that need for change, to create a vision to guide that change, and to execute the change effectively

Type of influence based on the leader's personal charisma

Leader behaviours that reflect high ethical standards

Leadership in settings where leaders and followers interact electronically rather than in face-to-face settings