1
The employer’s decision to terminate a worker’s employment contract, usually due to the worker’s incompetence and/or a breach of their employment contract. Retirar o efeito da inflação.
Dismissal
The issues or factors that are beyond the control of the organization, e.g. minimum wage legislation.
External factors
Document containing the particulars of a job, e.g. the job title, roles and responsibilities, and other duties.
Job description
The amount of people who leave an organization, expressed as a percentage of the workforce, per time period (usually one year).
Labour turnover
This activity happens when an organization relocates some of its operations overseas, usually due to cost advantages.
Offshoring
Occurs when an organization no longer has a job for the employer or when the employer can no longer afford to hire the employee, i.e. the job ceases to exist.
Redundancy
The administrative systems within an organization, such as the formal policies and procedures of the business. It includes the formal rules, regulations and procedures of the organization.
Bureaucracy
The situation where decision-making is predominantly made by a very small group of senior managers at the top of the organizational hierarchy.
Centralization
Also known as a horizontal structure, this type of organizational structure has only a few layers of management.
Flat organization
Management style that involves centralised and autonomous decision-making, without input from others in the organization.
Autocratic management
The act of line managers entrusting and empowering employees with authority to successfully complete a particular task, project or job role.
Delegation
Management style that involves treating workers as family members, so managers make decisions believed to be in the best interest of the workforce.
Paternalistic management
Type of non-financial motivation that involves workers switching between jobs (tasks) for a period of time.
Job rotation
The intrinsic desire to do something, which exists when workers do something because they actually want to, rather than because they have to.
Motivation
A hands-off approach to leadership by devolving decision-making power to the workforce.
Laissez-faire leadership
Refers to how many workers are directly accountable to (or under the authority of) a particular line manager.
Span of control
Also known as perks, these are financial benefits of a job in excess of the basic pay (wage or salary).
Fringe benefits
Type of financial reward system which remunerates workers a certain percentage of the annual profits that the business earns.
Profit-related pay
Type of financial payment system that rewards workers a certain percentage of the sales of each good or service that they are responsible for completing.
Commission
Type of training led by external specialists and takes place away from the place of work.
Off the job training
The formal lines of authority in an organization. It can be seen via an organizational chart, which shows the formal path through which commands and decisions are communicated from senior managers to subordinates.
Chain of command
The delegation of decision-making power to workers, granting them the autonomy and authority to be in charge of their own jobs and to execute their own ideas.
Empowerment
A. Maslow’s theory of motivation that people are motivated by different levels of needs: physiological, safety, social (love and beginning), esteem and self-actualization.
Hierarchy of needs
Also known as outsourced vendors or the contractual fringe, these are the individuals or other organizations hired on a contract basis to carry out a specific but non-core role in Charles Handy’s Shamrock organization.
Outsourced workers
Also known as a matrix structure, this flexible organizational structure is based on the specific needs of a particular short-term or temporary project.
Project-based organization