Chapter 30-32 HR

Question 1

What is Taylor’s theory of management focused on?

Answer 1

Workers are trained to use the most effective method to maximise output

Workers are trained to use the most efficient method to maximize output. Output is monitored and workers are paid per item produced.

Question 2

What does Mayo’s Human Relations theory emphasize?

Answer 2

Morale and productivity are affected by recognition, teamwork, communication and feeling valued, not by the conditions in which people work.

Morale and productivity are affected by recognition, teamwork, communication and feeling valued, not by the conditions in which people work.

Question 3

What is Maslow’s Hierarchy of Needs?

Answer 3

A theory arranging human needs in five layers, where lower needs must be met before higher levels can motivate

Self actualisation, self esteem, love and belonging, security and safety, basic physiology

Question 4

What is self-actualization in Maslow’s theory?

Answer 4

The highest level of psychological development where personal potential is fully realized

Occurs after basic bodily and ego needs have been fulfilled.

Question 5

What does Herzberg’s two-factor theory identify?

Answer 5

Factors that increase motivation and separate factors that cause dissatisfaction

Motivation factors include recognition, responsibility, achieving goals, and opportunity for promotion.

Question 6

What are hygiene factors according to Herzberg?

Answer 6

Conditions that cause dissatisfaction in the workplace

Includes poor working conditions, lack of status, unsatisfactory wages, lack of job security, and poor workplace relationships.

Question 7

What do Vroom, Porter, and Lawler’s Expectancy theories assume?

Answer 7

People act in their own best interest if they believe there is a worthwhile reward for their task

Assumes that working harder will result in getting the reward and that reaching the performance level is likely.

Question 8

Define the Expectancy theory.

Answer 8

The belief that there is a worthwhile reward for the task

Workers believe that there is a worthwhile reward for the task.

Question 9

Define instrumentality in Expectancy theory.

Answer 9

The belief that working harder will result in being rewarded

Workers believe that working harder will result in them being rewarded.

Question 10

Define expectancy in Expectancy theory.

Answer 10

The belief that there is a high likelihood of reaching the required performance level to get the reward

Workers believe there is a high likelihood of them reaching the level of performance required.

Question 11

What are intrinsic rewards?

Answer 11

Positive feelings received from completing work well

Examples include pride and satisfaction.

Question 12

What are extrinsic rewards?

Answer 12

Rewards that come from outside the individual

Examples include material rewards such as pay increases and bonuses.

Question 13

What is the definition of wages?

Answer 13

Payment made by an employer to an employee for work done in a specific period of time, usually earned per hour and paid per week.

Wages are typically calculated based on hours worked.

Question 14

What is a salary?

Answer 14

Yearly payment made by an employer to an employee for work done, paid monthly in arrears.

Salaries are not typically based on hours worked.

Question 15

What is profit-related pay?

Answer 15

Links part of an employee’s pay to the profits of a company.

This incentivizes employees to contribute to the company’s profitability.

Question 16

What are bonus schemes?

Answer 16

Additional pay, on top of a salary, once a performance target has been reached.

Bonuses can be tied to individual, team, or company performance.

Question 17

What are fringe benefits?

Answer 17

Forms of financial motivation other than pay, including:
* Company cars
* Pension schemes
* Sickness benefits
* Subsidised meals
* Staff discounts

Fringe benefits can enhance employee satisfaction and retention.

Question 18

What is job enrichment?

Answer 18

Giving workers more control over the tasks they complete, allowing them to complete tasks that have meaning and are complete in themselves.

Job enrichment aims to enhance employee motivation and satisfaction.

Question 19

What is job enlargement?

Answer 19

Increasing the number of tasks or responsibilities of a worker.

Job enlargement can reduce monotony and increase job satisfaction.

Question 20

What is job design?

Answer 20

The creation of job roles that suit the worker, which are of interest and challenging, and allow them some decision-making.

Effective job design can improve productivity and employee morale.

Question 21

What does empowerment mean in a workplace context?

Answer 21

Allowing workers the power to control their own jobs, make decisions and implement their ideas.

Empowerment can lead to increased job satisfaction and productivity.

Question 22

What is consultation in the workplace?

Answer 22

When an employer talks to and listens to employees’ opinions and takes their views into account when making decisions.

Consultation fosters a collaborative work environment.

Question 23

What are quality circles?

Answer 23

Groups of workers that meet on a regular basis to discuss problems and offer solutions.

Quality circles encourage teamwork and continuous improvement.

Question 24

What does single status in the workplace refer to?

Answer 24

When all artificial barriers separating workers have been removed.

This includes equal access to facilities and resources.

Question 25

What is management by objectives (MBO)?

Answer 25

When management and workers negotiate and agree on performance objectives and understand what they need to do to achieve them.

MBO involves breaking down organizational aims into targets for departments and workers.

Question 26

McGregor theory x managers

Answer 26

Theory X managers believe workers have little ambition, must be supervised, told what to do, are only motivated by money, do not want to be involved in decision-making and want to remain faceless and unknown to management

Question 27

McGregor theory Y managers

Answer 27

Theory Y managers believe workers are ambitious, seek more than financial satisfaction, will be more efficient if trusted to work on their own, want to contribute and want to be seen and noticed, rewarded and appreciated

Question 28

Autocratic leadership

Answer 28

A leadership style characterised by individual control over all decisions and little input
from group members

Question 29

Paternalistic leadership

Answer 29

Paternalistic leadership refers to a style of management where the leader acts as a “father figure” towards employees, making decisions on their behalf and providing a high level of
support and guidance

Question 30

Democratic leadership

Answer 30

The leader consults with subordinates in the decision-making process

Question 31

Bureaucratic leadership

Answer 31

Leaders focus on developing the specialisation of jobs and departments. They have a reliance on procedures and clearly marked status definitions within a hierarchical
structure

Question 32

Laissez faire leadership

Answer 32

he leader has minimal input and subordinates are largely left to get on with their jobs

Question 33

Fiedlers contingency theory

Answer 33

he effectiveness of the leader is based on two contingent factors; the personality of the
leader (low lpc or high lpc) and the amount of control and influence over the situation

Question 34

least preferred person (LPC)

Answer 34

The person who the manager would least like to work with

Question 35

Task oriented leaders

Answer 35

A low LPC score of 57 or below. Managers who are motivated by the task itself, rather
than the people they work with. They are most effective when facing a situation that is
either extremely favourable or extremely unfavourable

Question 36

Relationship oriented leaders

Answer 36

A high LPC score of 64 or above. Managers who are motivated by the people they work
with, rather than the task itself. They are most effective in less extreme circumstances

Question 37

Writght and Taylor’s checklist

Answer 37

A checklist of questions to help managers improve their work performance by responding in different and appropriate ways in different situations

Question 38

Equal opportunities legislation

Answer 38

opportunities is a term that refers to the concept of non-discrimination in employment, education, and business. Equal opportunities ensure equal treatment for all
people, regardless of their background or personal characteristics.

Question 39

The equality act 2010

Answer 39

The Equality Act 2010 legally protects people from discrimination in the workplace and in
wider society

Question 40

ACAS

Answer 40

Advisory, Conciliation and Arbitration Service is a non-departmental public body of
the Government of the United Kingdom. Its purpose is to improve organisations and
working life through the promotion and facilitation of strong industrial relations practice

Question 41

Arbitration

Answer 41

Arbitration is when the ACAS makes a firm decision on a dispute after considering all the
issues. Both parties agree before-hand to accept their solution to the dispute