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MGTA01H3 (583)
Chapter 10

Chapter 10 notes (What I used to study for final)

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University of Toronto Scarborough
Management (MGT)
Chris Bovaird

CHAPTER 10 Psychological contract: 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 Human relations: interactions between employers and employees and their attitudes toward one another - satisfies and motivates work force Job satisfaction: the pleasure and feeling of accomplishment employees derive from performing their jobs well - more likely to have high morale Morale: the generally positive or negative mental attitude of employees toward their work and workplace - reflects the degree to which they perceive that their needs are being met by their jobs - by maintaining satisfied employees, management gains a more efficient and smooth-running company - low morale may result in turn over Turnover: the percentage of an organizations workforce that leaves and must be replaced - along with satisfaction and morale, motivation is also a key component in ensuring a business is successful Motivation: the set of forces that causes people to behave in certain ways Theories for motivation Classical theory of motivation: a theory of motivation that presumes that workers are motivated almost solely by money Scientific management: breaking down jobs into easily repeated components, and devising more efficient tools and machines for performing them Hawthorne Effect: the tendency for workers productivity to increase when they feel they are receiving special attention from management Contemporary Motivation Theories Theory X: a management approach based on the belief that people must be forced to be productive because they are naturally lazy, irresponsible and uncooperative www.notesolution.com
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