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Chapter 10

MGTA01H3 Chapter Notes - Chapter 10: Flextime, Telecommuting, Longrun


Department
Management
Course Code
MGTA01H3
Professor
Bill Mc Conkey
Chapter
10

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Chapter: Maagig ad Leadig Eployees
Psychological Contracts in Organizations
a psychological contract are sets of expectations held by employees concerning what
contributions are made to the organization and what the organization will provide the employee
in return, referred to as inducements
human relations are the interactions and attitude between employers and employees
The Importance of Job Satisfaction
job satisfaction is the degree of enjoyment and accomplishment employees derive from
performing their jobs
morale are positive or negative overall attitude that employees have toward their workplace
Why Businesses Need Satisfied Employees
when workers are satisfied, it benefits the organization
highly satisfied employees equal to a more efficient and smooth-running business
low morale results in high turnover where the workforce must replace the percentage of people
ho left the orgaizatio’s orkfore, hih a egatiely affet the usiess
o vacancies, disruption in production, decreased productivity, high retraining costs
Motivation in the Workplace
motivation is the set of forces that drives people to behave in a certain manner
Classical Theory and Scientific Management
the classical theory of motivation presumes that workers are motivated almost solely by money
The Principles of Scientific Management (1911) Frederick Taylor
o scientific management breaking down jobs into easily repeated components, and
devising more efficient tools and machines for performing them
Behaviour Theory: The Hawthorne Studies
the Hawthorne effect is the increase of productivity when workers feel they are receiving
special attention from their management
Contemporary Motivation Theories
Theory X is a management approach based on the belief that people are naturally lazy and
uncooperative, therefore must be punished or rewarded to be made productive
Theory Y is a management approach based on the belief that people are naturally energetic,
growth-oriented, self-motivated, responsible, cooperative, and are interested in being
productive
Maslo’s hierarchy of human needs model describes five levels of human needs and argues
that the lower-level needs must be fulfilled first before satisfying the higher-level needs, and
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