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Laboratory Management > B - Lesson 7 Personnel Management > Flashcards

B - Lesson 7 Personnel Management Flashcards

1
Q

is defined as an administrative specialization that focuses on hiring and developing employees to become more valuable to the company.

A

Personnel management

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2
Q

It is sometimes considered to be a sub category of human resources that only focuses on administration.

A

Personnel management

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3
Q

concentrates on certain administrative human resource categories.

A

Managing personnel

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4
Q

It includes job analyses, strategic personnel planning, performance appraisals and benefit coordination.

A

Managing personnel

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5
Q

It also involves recruitment, screening and new employee orientation and training

A

Managing personnel

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6
Q

Lastly, it involves wages, dispute resolution and other record keeping duties.

A

Managing personnel

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7
Q

is the organizational function that manages all issues related to the people in an organization.

A

Human resource management

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8
Q

That includes but is not limited to compensation, recruitment and hirin g, performance management, organization development, safety, wellness, benefits, employee motivation, communication, policy administration, and training.

A

Human resource management

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9
Q

is also a strategic and comprehensive approach to managing people and the workplace culture and environment.

A

Human resource management

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10
Q

Done well, it enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization’s goals and objectives.

A

Human resource management

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11
Q

provide the knowledge, necessary tools, training, administrative services, coaching, legal and management advice, and talent management oversight that the rest of the organization needs for successful operation.

A

department members

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12
Q

Conducting job analyses

A

HUMAN RESOURCE MANAGEMENT

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13
Q

Planning labor needs and recruiting job candidates

A

HUMAN RESOURCE MANAGEMENT

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14
Q

Selecting job candidates

A

HUMAN RESOURCE MANAGEMENT

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15
Q

Orienting and training new employees

A

HUMAN RESOURCE MANAGEMENT

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16
Q

Managing wages and salaries

A

HUMAN RESOURCE MANAGEMENT

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17
Q

Providing incentives and benefits

A

HUMAN RESOURCE MANAGEMENT

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18
Q

Appraising performance

A

HUMAN RESOURCE MANAGEMENT

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19
Q

Communicating (interview, counseling, disciplining)

A

HUMAN RESOURCE MANAGEMENT

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20
Q

Training and develop ment

A

HUMAN RESOURCE MANAGEMENT

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21
Q

Building employee commitment

A

HUMAN RESOURCE MANAGEMENT

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22
Q

Why is HRM important? You do not want to:

Hire the wrong person for the job
Experience high turnover
Find your people not doing their best
Waste time with useless interviews
Have your company taken to court because of discriminatory actions
Have your company cited under occupational safety laws for unsafe practices
Allow lack of training to undermine your department’s effectiveness

A
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23
Q

are offered by companies for their employees.

A

Personnel program

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24
Q

may include counseling programs or help with college tuition

A

Personnel program

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25
Q

When the possible scenario is pre-planned it is a lot faster and more effective for a company to address the situation, when there is guidelines for ‘how are we about to manage this’.

A

Personnel management action plan

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26
Q

Naturally, some situation (like a natural disaster) might not be pre-meditable, but there should be a rule-set of values to guide such situations.

A

Personnel management action plan

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27
Q

One of the main contents is the overall view, the five-year plan etc. how to maintain certain amount of people in the house and how to keep them educated while business is running.

A

Personnel management action plan

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28
Q

Written statements of an organization’s goals and objectives concerning matters that effect the people in the organization

A

Personnel policy

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29
Q

It is a plan of action

A

Personnel policy

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30
Q

A statement of the intentions of the management to a general course of action

A

Personnel policy

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31
Q

general guide to action; it does not state the detailed process by which it has to be implemented. This is the role of procedures

A

policy

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32
Q

1)be specific or general in its institution
2)deal with one or many, aspect of a problem
3)place limits within which action is to be taken
4)specify the steps in making decision

A

policy

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33
Q

Types of policies

A

▪ IMPLIED POLICY
▪ EXPRESSED POLICY

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34
Q

It is the policy neither written nor expressed verbally have usually developed over time and follow a precedent

A

IMPLIED POLICY

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35
Q

these are specified verbally or in writing

A

EXPRESSED POLICY

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36
Q

Policies are often classified by subject such as

A

sales, production, purchasing, human resources or finance

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37
Q

they may be referred to as general or departmental policy, depending on the scope of activities to which they apply

A

Policies

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38
Q

Characteristics of personnel policies

A

▪ Specific
▪ Consistency
▪ Permanency
▪ Flexible
▪ With Purpose
▪ Recognize individual differences
▪ Be formulated with regards for the interest of all parties, i.e. employer,employee (individual/ groups) public and clients.
▪ Confirm to the government regulations
▪ Be forward looking and forward planning for continuing development

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39
Q

▪ Helps to give employees a sense of security and individual worth.

A

Advantages of personnel policies

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40
Q

▪ Gives the employees pride and loyalty to the organization for which they work.

A

Advantages of personnel policies

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41
Q

▪ Employees tend to give good service and identify themselves with the goals of the organization.

A

Advantages of personnel policies

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42
Q

▪ As guide to action, save a great deal of time of the administrator.

A

Advantages of personnel policies

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43
Q

▪ A clearly written policy saves the time of the employee as well.

A

Advantages of personnel policies

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44
Q

▪ Every organization should have a complete set of well developed personnel policies before it begins to function.

A

Procedure of personnel policies

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45
Q

▪ Every organization should review its policies, in order to determine what they are and how they can be improved to meet the present and future needs.

A

Procedure of personnel policies

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46
Q

▪ A policy committee is formulated

A

Procedure of personnel policies

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47
Q

The committee includes

A

▪ Personnel manager
▪ Head of various departments
▪ Various supervisory personnel

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48
Q

gather all written personnel policies already existing, to this new policies will be added

A

Procedure of personnel policies

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49
Q

▪ During committee’s study regarding policies, they should be sensitive to the ideas of the employees

A

Procedure of personnel policies

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50
Q

▪ Their opinion should be obtained, which they think would improve the service

A

Procedure of personnel policies

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51
Q

▪ After studying the problem and their possible solutions, committee will submit the report to the administrator or the board of directors and giving final approval is their responsibility

A

Procedure of personnel policies

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52
Q

▪ After studying the problem and their possible solutions, committee will submit the report to the administrator or the board of directors and giving final approval is their responsibility

A

Procedure of personnel policies

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53
Q

Some personnel policies

A

▪ Remuneration policy
▪ Insurance benefits
▪ Pension plans
▪ Medical insurance
▪ Recruitment policy

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54
Q

– a good personnel policy on salaries informs the employee of her salary at the outset, when she can expect a raise and on what basis(merit or length of service) and if any premiums are paid for overtime, night duty etc.

A

Remuneration policy

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55
Q

Sources of labor

A

Recruiting and Labor Markets

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56
Q

The process of generating a pool of qualified applicants for organizational jobs

A

Recruiting

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57
Q

▪ The external supply pool from which organizations attract their employees

A

Labor Markets

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58
Q

creates competition for employees, raising labor costs.

A

Low unemployment

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59
Q

results the availability of more applicants and more qualified applicants.

A

High unemployment

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60
Q

▪ All individuals who are available for selection if all possible recruitment strategies are used.

A

Labor Force Population

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61
Q

▪ A subset of the labor force that is available for selection using a particular recruiting approach.

A

Applicant Population

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62
Q

▪ All persons who are actually evaluated for selection

A

Applicant Pool

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63
Q

Recruiting Decisions

A

▪ Recruiting method
▪ Recruiting message
▪ Applicant qualifications required
▪ Administrative procedures

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64
Q

▪ Advertising medium chosen, including use of employment agencies

A

▪ Recruiting method

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65
Q

▪ What is said about the job and how it is said

A

▪ Recruiting message

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66
Q

▪ Education level and amount of experience necessary, for example

A

▪ Applicant qualifications required

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67
Q

▪ When recruiting is done, applicant follow-up, and use of previous applicant files

A

▪ Administrative procedures

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68
Q

Internal Recruiting

A

▪ Organizational Databases
▪ Job Posting
▪ Promotions and Transfers

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69
Q

▪ Profiles containing background and KSA information on current employees that allow for key word searches to locate suitable candidates for open positions and career development.

A

Organizational Databases

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70
Q

▪ A system in which the employer provides notices of job openings and employees respond by applying.

A

Job Posting

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71
Q

▪ Upward and lateral movements of employees

A

Promotions and Transfers

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72
Q

Employee-Focused Recruiting

A

▪ Current-Employee Referrals
▪ Re-recruiting of Former Employees and Applicants

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73
Q

▪ A reliable source composed of acquaintances, friends, and family members of employees that are recommended by current employees.

A

Current-Employee Referrals

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74
Q

▪ Can violate EEO regulations if it is the sole source of applicants.

A

Current-Employee Referrals

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75
Q

▪ Individuals who have left for other jobs might be willing to return.

A

Re-recruiting of Former Employees and Applicants

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76
Q

Internet Recruiting
▪ Advantages

A

▪ Recruiting cost savings
▪ Recruiting time savings
▪ Expanded pool of applicants
▪ Morale building for current employees

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77
Q

Internet Recruiting
▪ Disadvantages

A

▪ More unqualified applicants
▪ Additional work for HR staff members
▪ Many applicants are not seriously seeking employment
▪ Access limited or unavailable to some applicants

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78
Q

General Recruiting Process Metrics

A

▪ Yield ratios
▪ Selection rate
▪ Acceptance Rate
▪ Success Base Rate

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79
Q

▪ A comparison of the number of applicants at one stage of the recruiting process to the number at the next stage.

A

Yield ratios

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80
Q

▪ The percentage hired from a given group of candidates.

A

Selection rate

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81
Q

▪ The percent of applicants hired divided by total number of applicants.

A

Acceptance Rate

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82
Q

▪ Comparing the percentage rate of past applicants who were good employees to that of current employees.

A

Success Base Rate

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83
Q

3 Groups of Motivational Theories

A

Internal
Process
External

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84
Q
  • the process of arousing and sustaining goal-directed behavior
A

Motivation

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85
Q

▪ Suggest that variables within the individual give rise to motivation and behavior

A

Internal

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86
Q

▪ Example: Maslow’s hierarchy of needs theory

A

Internal

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87
Q

▪ Emphasize the nature of the interaction between the individual and the environment

A

Process

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88
Q

▪ Example: Expectancy theory

A

Process

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89
Q

▪ Focus on environmental elements to explain behavior

A

External

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90
Q

▪ Example: Two-factor theory

A

External

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91
Q

Early Philosophers of Motivational Theories

A

Max Weber
Sigmund Freud
Adam Smith
Frederick Taylor

92
Q

—work contributes to salvation; Protestant work ethic

A

Max Weber

93
Q

—delve into the unconscious mind to better understand a person’s motives and needs

A

Sigmund Freud

94
Q

— enlightened self interest; that which is in the best interest and benefit to the individual and to other people

A

Adam Smith

95
Q

— founder of scientific management; emphasized cooperation between management and labor to enlarge company profits

A

Frederick Taylor

96
Q

One of the most popular needs theories is Abraham Maslow’s hierarchy of needs theory.

A

Maslow’s Hierarchy of Needs Theory

97
Q

Maslow proposed that motivation is the result of a person’s attempt at fulfilling five basic needs:

A

physiological, safety, social, esteem and self-actualization

98
Q

are those needs required for human survival such as air, food, water, shelter, clothing and sleep

A

Physiological needs

99
Q

As a manager, you can account for the (?)of your employees by providing comfortable working conditions, reasonable work hours and the necessary breaks to use the bathroom and eat and/or drink.

A

physiological needs

100
Q

include those needs that provide a person with a sense of security and wellbeing.

A

Safety needs

101
Q

Personal security, financial security, good health and protection from accidents, harm and their adverse effects are all included in [?].

A

safety needs

102
Q

As a manager, you can account for the safety needs[?] of your employees by providing safe working conditions, secure compensation (such as a salary) a especially important in a bad economy.

A

safety needs

103
Q

[?], also called love and belonging, refer to the need to feel a sense of belonging and acceptance.

A

Social needs

104
Q

[?] are important to humans so that they do not feel alone, isolated and depressed.

A

Social needs

105
Q

Friendships, family and intimacy all work to fulfill [?].

A

social needs

106
Q

As a manager, you can account for the [?] of your employees by making sure each of your employees know one another, encouraging cooperative teamwork, being an accessibl balance.

A

social needs

107
Q

refer to the need for selfesteem and respect, with self-respect being slightly more important than gaining respect and admiration from others.

A

Esteem needs

108
Q

As a manager, you can account for the [?] of your employees by offering praise and recognition when the employee does well, and offering promotions and additional responsibility to reflect your belief that they are a valued employee

A

esteem needs

109
Q

describe a person’s need to reach his or her full potential

A

Selfactualization needs

110
Q

The need to become what one is capable of is something that is highly personal.

A

Self-actualization needs

111
Q

While I might have the need to be a good parent, you might have the need to hold an executivelevel position within your organization.

A

Self-actualization needs

112
Q

Because this need is individualized, as a manager, you can account for this need by providing challenging work, inviting employees to participate in decision and autonomy in their jobs.

A

Self-actualization needs

113
Q

– making and giving them flexibility a set of assumptions of how to manage individuals motivated by higher order needs

A

Theory Y

114
Q

a set of assumptions of how to manage individuals motivated by lower order needs

A

Theory X

115
Q

Naturally indolent

A

McGregor’s Assumptions About People Based on Theory X

116
Q

Lack ambition, dislike responsibility, and prefer to be led

A

McGregor’s Assumptions About People Based on Theory X

117
Q

Inherently selfcentered and indifferent to organizational needs

A

McGregor’s Assumptions About People Based on Theory X

118
Q

Naturally resistant to change

A

McGregor’s Assumptions About People Based on Theory X

119
Q

Gullible, not bright, ready dupes

A

McGregor’s Assumptions About People Based on Theory X

120
Q

Experiences in organizations result in passive and resistant behaviors; they are not inherent

A

McGregor’s Assumptions About People Based on Theory Y

121
Q

Motivation, development potential, capacity for assuming responsibility, readiness to direct behavior toward organizational goals are present in people

A

McGregor’s Assumptions About People Based on Theory Y

122
Q

Management’s task — arrange conditions and operational methods so people can achieve their own goals by directing efforts to organizational goals

A

McGregor’s Assumptions About People Based on Theory Y

123
Q

McClelland’s Need Theory

A

Need for Achievement
Need for Power
Need for Affiliation

124
Q

a manifest (easily perceived) need that concerns individuals’ issues of excellence, competition, challenging goals, persistence, and overcoming difficulties

A

Need for Achievement

125
Q

a manifest (easily perceived) need that concerns an individual’s need to make an impact on others, influence others, change people difference in life

A

Need for Power

126
Q

or events, and make a a manifest (easily perceived) need that concerns an individual’s need to establish and maintain warm, close, intimate relationships with other people

A

Need for Affiliation

127
Q

Herzberg’s Two-factor Theory

A

Hygiene Factor

128
Q

work condition related to dissatisfaction caused by discomfort or pain

A

Hygiene Factor

129
Q

maintenance factor

A

Hygiene Factor

130
Q

contributes to employee’s feeling not dissatisfied

A

Hygiene Factor

131
Q

contributes to absence of complaints

A

Hygiene Factor

132
Q

work condition related to the satisfaction of the nee psychological growth

A

Motivation Factor

133
Q

job enrichment

A

Motivation Factor

134
Q

leads to superior performance & effort

A

Motivation Factor

135
Q

TwoFactor Theory of Motivation

A

Hygiene and Motivational Factor

136
Q

Hygiene factors are those job factors which are essential for existence of motivation at workplace.

A

Hygiene factors

137
Q

These do not lead to positive satisfaction for long if these factors are absent / if these factors are nonexistant at workplaceterm.

A

Hygiene factors

138
Q

But , then they lead to dissatisfaction.

A

Hygiene factors

139
Q

In other words, hygiene factors are those factors which when adequate/reasonable in a job, pacify the employees and do not make them dissatisfied.

A

Hygiene factors

140
Q

These factors are extrinsic to work. Hygiene factors are also called as dissatisfiers or maintenance factors as they are required to avoid dissatisfaction. These factors describe the job environment/scenario. The hygiene factors symbolized the physiological needs which the individuals wanted and expected to be fulfilled.

A

Hygiene factors

141
Q

Hygiene factors include:

A

✓ Pay
✓ Company Policies and administrative policies
✓ Fringe benefits
✓ Physical Working conditions
✓ Status
✓ Interpersonal relations
✓ Job Security

142
Q
  • The pay or salary structure should be appropriate and reasonable. It must be equal and competitive to those in the same industry in the same domain.
A

✓ Pay

143
Q
  • The company policies should not be too rigid. They should be fair and clear. It should include flexible working hours, dress code, breaks, vacation, etc.
A

✓ Company Policies and administrative policies

144
Q
  • The employees should be offered health care plans (mediclaim), benefits for the family members, employee help programmes, etc.
A

✓ Fringe benefits

145
Q
  • The working conditions should be safe, clean and hygienic. The work equipments should be updated and well-maintained.
A

✓ Physical Working conditions

146
Q
  • The employees’ status within the organization should be familiar and retained
A

✓ Status

147
Q
  • The relationship of the employees with his peers, superiors and subordinates should be appropriate and acceptable. There should be no conflict or humiliation element present.
A

✓ Interpersonal relations

148
Q
  • The organization must provide job security to the employees.
A

✓ Job Security

149
Q

According to Herzberg, the hygiene factors cannot be regarded as motivators.

A

Motivational factors

150
Q

The motivational factors yield positive satisfaction.

A

Motivational factors

151
Q

These factors are inherent to work.

A

Motivational factors

152
Q

These factors motivate the employees for a superior performance.

A

Motivational factors

153
Q

These factors are called satisfiers.

A

Motivational factors

154
Q

These are factors involved in performing the job.

A

Motivational factors

155
Q

Employees find these factors intrinsically rewarding.

A

Motivational factors

156
Q

The motivators symbolized the psychological needs that were perceived as an additional benefit.

A

Motivational factors

157
Q

Motivational factors include:

A

✓ Recognition
✓ Growth and promotional opportunities
✓ Responsibility
✓ Meaningfulness of the work

158
Q
  • The employees should be praised and recognized for their accomplishments by the managers.
A

Recognition

159
Q
  • The employees must have a sense of achievement. This depends on the job. There must be a fruit of some sort in the job.
A

Sense of achievement

160
Q
  • There must be growth and advancement opportunities in an organization to motivate the employees to perform well.
A

Growth and promotional opportunities

161
Q
  • The employees must hold themselves responsible for the work. The managers should give them ownership of the work. They should minimize control but retain accountability.
A

Responsibility

162
Q
  • The work itself should be meaningful, interesting and challenging for the employee to perform and to get motivated.
A

Meaningfulness of the work

163
Q
  • the situation in which a person perceives he or she is receiving less than he or she is giving, or is giving less than he or she is receiving
A

Inequity

164
Q

Strategies for Resolution of Inequity

A

▪ Alter the person’s outcomes
▪ Alter the person’s inputs
▪ Alter the comparison other’s outputs
▪ Alter the comparison other’s inputs
▪ Change who is used as a comparison other
▪ Rationalize the inequity
▪ Leave the organizational situation

165
Q

New Perspectives on Equity Theory

A
  1. Equity sensitive
  2. Benevolent
166
Q

Expectancy Theory of Motivation: Key Constructs

A

Valence
Expectancy
Instrumentality

167
Q
  • value or importance placed on a particular reward
A

Valence

168
Q
  • belief that effort leads to performance
A

Expectancy

169
Q
  • belief that performance is related to rewards
A

Instrumentality

170
Q

3 Causes of Motivational Problems

A

▪ Belief that effort will not result in performance
▪ Belief that performance will not result in rewards
▪ The value a person places on, or the preference a person has for, certain rewards

171
Q
  • the measure of a person’s cognitive moral development
A

Moral Maturity

172
Q

Personnel selection process

A
  1. Personnel Needs Assessment
  2. Recruitment and Selection
  3. Orientation
  4. Human Resource Management
  5. Corrective Action and Employee discipline
  6. Separation & Termination
173
Q

Process of locating and attracting qualified job applicants

A

Recruitment and Selection

174
Q

Sources of labor market: ➢ Preliminary screening: interview

A

▪ Structured; unstructured; stress
▪ Single or panel/team

175
Q

Human Resource Management

A

a. Staffing & Scheduling
b. Wage Administration
c. Performance Monitoring & Appraisal
c. Performance Appraisal
d. Training Requirements

176
Q
  • matching people with jobs that meet the goals and structure of the organization
A

Staffing

177
Q

matching people on a day-to day basis in relation to the workload

A

Staffing & Scheduling

178
Q

▪ Wage determination (comparison, ranking..)

A
179
Q

Wage Administration

▪ Regulations:

A

➢ Labor provisions
➢ Benefits & Incentives

180
Q

Formal communication system to assess and provide feedback to employees about job performance expectations.

A

Performance Monitoring & Appraisal

181
Q

▪ Person expected to perform the job

A

Performance Appraisal

182
Q

▪ Standards and criteria (expected & measure)

A

Performance Appraisal

183
Q

▪ Measurement instrument

A

Performance Appraisal

184
Q

▪ A competent assessor

A

Performance Appraisal

185
Q

▪ A feedback mechanism (conference)- corrective action & plan for the future.

A

Performance Appraisal

186
Q

➢ Professional growth & development

A

Training Requirements

187
Q

➢ Includes training assessment
▪ Suggestions; I/EPT; Accreditation

A

Training Requirements

188
Q

➢ Educational Sources
▪ Formal college course
▪ Intensive trainings

A

Training Requirements

189
Q

Fairness: thorough investigations

A

Corrective Action and Employee discipline

190
Q

❑ Employee awareness & Troubleshooting
❑ Warning
❑ Suspension
❑ Dismissal

A

Corrective Action and Employee discipline

191
Q

❑ Voluntary
❑ Involuntary

A

Separation & Termination

192
Q

❖ Exit interview

A

Involuntary

193
Q

a collection of individuals gathered together to perform a specific function for the benefit of the whole organization.

A

Workgroup

194
Q

Synergism, effectiveness & teamwork

A

Work Group Behavior

195
Q

❑ shared values & commitment
❑ success of the group
❑ status of the group
❑ level of participation

A

Workgroup Functional Factors: Emergent behavior

196
Q

❑ Lack of self and group esteem
❑ poor physical working conditions
❑ dictatorial management
❑ members with divergent and conflicting norms
❑ Disagreements

A

Workgroup Dysfunctional Factors:

197
Q

➢ Labor Union is the representative of the employees to the management

A

UNIONISM

198
Q

➢ To provide security

A

UNIONISMMANAGEMENT OF GROUPS

199
Q

➢ Maintenance of pay levels and safe working conditions

A

UNIONISM

200
Q

➢ Ensure fairness in personnel practices

A

UNIONISM

201
Q

❑ Leadership strategies
❑ Structural techniques

A

MANAGEMENT OF GROUPS

202
Q

▪ Sees to it that the members are continually motivated to acquire new skills

A

MANAGING HUMAN RESOURCE: PEOPLE MANAGEMENT BY VALUES

203
Q

▪ Has at its core the values that underlie its vision

A

MANAGING HUMAN RESOURCE: PEOPLE MANAGEMENT BY VALUES

204
Q

▪ Strategies are implemented in line with their goals and objectives

A

MANAGING HUMAN RESOURCE: PEOPLE MANAGEMENT BY VALUES

205
Q

▪ Employees take focused actions to support the achievement of the strategic vision and maintain critical processes

A

MANAGING HUMAN RESOURCE: PEOPLE MANAGEMENT BY VALUES

206
Q

▪ Interaction with the customer environment generates new solutions.

A

MANAGING HUMAN RESOURCE: PEOPLE MANAGEMENT BY VALUES

207
Q

▪ Has members who are clear about objectives for which they stand

A

The new culture demands that the organization

208
Q

▪ Has members whose values include life-giving values such as, human dignity, creativity and cooperation

A

The new culture demands that the organization

209
Q

▪ Has a management system consistent with these values

A

The new culture demands that the organization

210
Q

▪ Has leaders who possess the skills to model these values, setting a living example for employees and earning their commitment

A

The new culture demands that the organization

211
Q

▪ Adapts to the changing environment

A

The new culture demands that the organization

212
Q

▪ Is a creative force in the world society

A

The new culture demands that the organization

213
Q

▪ Has a depth of human, structural, and consumer capital

A

The new culture demands that the organization

214
Q

▪ Has members who are specialized and who have committed their life work to the organization

A

The new culture demands that the organization

215
Q

▪ Functions through policies that encourage alignment, cooperation and agile creativity

A

The new culture demands that the organization

216
Q

▪ Makes the employees feel that the organization is responsive to the customer and is contributing to society through their work

A

The new culture demands that the organization

217
Q

is a management function concerned with hiring, motivating, and maintaining workforce in an organization

A

Human Resource Management

218
Q

deals with issues related to employees such as hiring, training, development, compensation, motivation, communication, and administration

A

Human resource management

219
Q

ensures satisfaction of employees and maximum contribution of employees to the achievement of organizational objectives

A

Human resource management

220
Q

is a state-of-mind, filled with energy and enthusiasm, which drives a person to work in a certain way to achieve desired goals

A

Motivation

221
Q

is a force which pushes a person to work with high level of commitment and focus even if things are against him

A

Motivation

222
Q

translates into a certain kind of human behaviour

A

Motivation

223
Q

It is important to ensure that every team member in an organization is [?].

A

motivated

224
Q

Various psychologists have studied [?] and have formalized their findings in the form various motivation theories.

A

human behaviour

225
Q

These [?] provide great understanding on how people behave and what motivates them.

A

motivation theories

Laboratory Management (13 decks)

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