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Expanding a job vertically by adding higher-skill activities and delegating greater authority.
The persons who seem to have slightly more absences than the rest of the staff. (Supervisor can counsel them.)
BARS (Behaviorally Anchored Rating Scale)
This rating scale is considered to be the best, most effective method for evaluations.
The relief that follows the release of accumulated feelings, emotions and frustrations that comes through their expression in a harmless fashion.
The ability to help employees discover and meet their goal which are in harmony with those of the organization.
Emotional Intelligence (EI)
A combination of self-awareness, self-managment, plus social awareness and the ability to manage personal relationships with others.
360 degree feedback
Gathering data on your skills, abilities, and style from your manager, peers, subordinates and even customers.
Management by Objectives (MBO)
A planning and controling technique where specific objectives and measurable results are agreed on before the appraisal process begins.
Information that serves to clarify and/or verify understanding and to indicate either agreement or dissent.
Providing lower-level employees with the authority to examine problem situations and resolve them as they arise.
The most important information is previewed or learned at the beginning of the training process. This is called . . .
The exchange of knowledge, skills and feelings through specific, direct and clear wording.
The leadership style who relies on the employee's sense of responsibility, training and good judgement. This supervisor "lets go" of some authority and empowers his/her employees.
The conscious process of securing information of all kinds (including feelings and emotions) through attention and observation.
The people who work only so long as they need the cash. They feel no deep responsibility for the job and make a conscious choice to be absent. (Supervisor can counsel them.)
The rule of discipline which covers advance warning, immediacy, impartiality, and consistency.
Critcal information that is reviewed and summarized at the end of the training process. This is called . . .
The process in which skilled co-workers or supervisors explain and demonstrate the performance of a key job skill.
A tendency to let one favorable or unfavorable incident or trait affect the judgement of an individual as a whole.
A theory on an individuals judgement about the attractivenss and probability of a reward. (What's in it for me?)
An actual and specific occurence either favorable or unfavorable, that serves to illustrate the general nature of an employee's performance.
A person who places priority on unleashing and expanding the capabilities of subordinates.
A systematic technique for determing the worth of a job, compared with other jobs in an organization.
A set of assumptions in which a supervisor acts as if (s)he believes that most people can set challenging goals and provide their own intiative to attain goals.
The learning process by which trainees gain knowledge at their own pace by consulting resources and asking for guidance when they think it is needed. (Often use CD's, DVD's or Internet courses)
The informal communication network that employees use to convey information of interest to them.
The ongoing process of clarifying and communicating performance expectations to employees, and then providing coaching and feedback to ensure the desired actions.
Job breakdown analysis
The segmentation of a particular job into important steps that advance the work toward its completion.
Traditional management thinking that people do not like to work and they try to avoid responsibility. Above all, they want security.
The persons who willfully stay away from work in the hope that their absence will cause an inconvenience for you. (Professional counseling is required.)
Helping employees learn through supervisory observation, demonstration, questioning and feedback.
An important element, at a particular step, that might make or break a job or injure the worker.
This scientist developed a hierarchy of motivational needs. They include from bottom to top - survival, safety, social, esteem, self-actualization.
Penalties for substandard performance or broken rules that get increasingly harsh as the infraction is repeated.
1. Identify need for training
2. set objectives
3. design training
4. deliver training
5. evaluate effectiveness
6. facilitate transfer are the steps for what process?
Leadership characteristics that can help inspire others around them. (Self-confident, assertive, high expectations and personal energy)
In Maslow's Hierarchy of Needs, the ______________ need is the most motivating to an employee?
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