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MGTA01H3 (583)
Chapter 10

Chapter 10 Notes

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University of Toronto Scarborough
Management (MGT)
Chris Bovaird

Chapter 10 Motivating and Leading Employees PSYCHOLOGICAL CONTRACTS IN ORGANIZATIONS - psychological contract the set of expectations held by an employee concerning what he or she will contribute to an organization and what the organization will provide the employee (inducements) in return - human relations interactions between employers and employees and their attitudes toward one another THE IMPORTANCE OF JOB SATISFACTION - job satisfaction the pleasure and feeling of accomplishment employees derive from performing their jobs well - morale the generally positive or negative mental attitude of employees toward their work and workplace Why Businesses Need Satisfied Employees - turnover the percentage of an organizations workforce that leaves and must be replaced low morale may increase this percentage MOTIVATION IN THE WORKPLACE - motivation the set of forces that causes people to behave in certain ways Classical Theory and Scientific Management - 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 The Behaviour Theory: The Hawthorne Studies - first challenge to classical theory of human relations management - a study at Hawthorne Works of Western Electric examine the relationship between changes in the physical environment and worker output, with an eye to increasing productivity increasing lighting levels improved productivity but so did lowering lighting levels raising the pay of workers failed to increase productivity - Hawthorne effect the tendency for workers productivity to increase when they feel they are receiving special attention from management Contemporary Motivation Theories The Human-Resources Model: Theories X and Y www.notesolution.com
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