| Term | Definition |
|---|
| job analysis | a study of the tasks required to do a particular job well. |
| job description | the tasks and responsibilities of jobs. |
| job specification | a list of the skills, knowledge, and abilities a person must have to fill a job. |
| collective bargaining | negotiating a labor agreement. |
| right-to-work law | state laws that an employee does not have to join a union. |
| orientation | presentation to get the new employee ready to perform his or her job. |
| training and development | activities that provide learning situations in which an employee acquires additional knowledge or skills to increase job performance. |
| performance appraisal | a comparison of actual performance with expected performance to assess an employee's contributions to the organization. |
| agency shop | workers don't have to join a union but must pay union dues. |
| union shop | nonunion workers can be hired but must join the union later. |
| open shop | workers do not have to join the union or pay union dues. |
| outsourcing (contract logistics) | turning over all or part of the logistics function to an independent third party. |
| scientific management | a system of management developed by Fredrick W. Taylor and based on four principles: developing a scientic approach for each element of a job, scientifically selecting and training workers, encouraging cooperation between workers and managers, and dividing work and responsibility between management and workers according to who can better perform a particular task. |
| Hawthorne effect | the phenomenon that employees perform better when they feel singled out for attention or feel that management is concern about their welfare. |
| Maslow's hierarchy of needs | a theory of motivation developed by Abraham Maslow; holds that humans have five levels of needs and act to satisfy their unmet needs. At the base of the hierarchy are fundamental physiological needs, followed in order by safety, social, esteem, and self-actualization needs. |
| Theory X | a management style, formulated by Douglas McGregor, that is based on a pessimistic view of human nature and assumes that the average person dislikes work, will avoid it if possible, prefers to be directed, avoids responsibility, and wants security above all. |
| Theory Y | A management style, formulated by Douglas McGregor, that is based on a relatively optimistic view of human nature; assumes that the average person wants to work, accepts all responsibility, is willing to help solve problems, and can be self-directed and self-controlled. |
| job enlargement | the horizontal expansion of a job by increasing the number and variety of tasks that a person performs. |
| job enrichment | the vertical expansion of a job by increasing the employee's autonomy, responsibility, and decision-making authority. |
| job rotation | the shifting of workers from one job to another; also called cross-training. |
| job sharing | a scheduling option that allows two individuals to split the tasks, responsibilities, and work hours of one 40-hour-per-week job. |
| work teams | like a work group but also requires the pooling of knowledge, skills, abilities, and resources to achieve a common goal. |
| self-managed teams | teams without formal supervision that plan, select alternatives, and evaluate their own performance. |
| problem-solving teams | usually members of the same department who meet regularly to suggest ways to improve operations and solve specific problems. |
| group cohesiveness | the degree to which group members want to stay in the group and tend to resist outside influences. |
| cross-functional teams | members from the same organizational level but from different functional areas. |
Combine with other sets
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