Human Resource Management

Motivation

100

Occurs when someone gets satisfaction from an activity itself without threats or rewards from outside.

Intrinsic motivation

200

He believed that the main reason for why people work in money

Frederick Taylor

300

J.S Adams’ theory of motivation suggests that people make social comparisons of fairness in the workplace (based on the ratio of their input (effort) to output (rewards).

Equity Theory

400

Hertzberg's 2 factory theory of motivation. What are the two needs?

Motivational needs (achievement, recognition, the work itself) and Hygiene needs (company policy, supervision, relationships)

500

Name the 5 levels in Maslow's hierarchy of needs

Basic, safety, love, esteem, self-actualization

Organizational Structure

100

• A diagram that outlines the formal roles, responsibilities, and reporting lines of an organization.

Organizational Chart

200

• Formal route by which a decision must travel through the organization.

Chain of Command

300

• How many subordinates are directly under the authority of a manager.

Span of Control

400

A manager gives the authority for a particular decision but not the responsibility for the outcome of that decision.

Delegation

500

• Decision making maintained within a small group of managers operating close to the head of the business.

Centralization

Organizational Structure 2

100

the transfer of information from one entity to another. It is vital to how a business operates

Communication

200

refers to the norms, attitudes, values, goals, and practices that characterises an organization, a country or a region of the world.

Culture

300

In Ghana and it translates to very good cola.

Pee Cola

400

This type of organizational structure has many levels of hierarchy

Tall Organizational Structure

500

This type of organization has a lot of rules, regulations and procedures

Bureaucratic

Leadership/Management

100

Leader who:

Views employees as family.

Parent-Oriented

• Paternalistic

200

Leader style:

Holds onto as much power and decision making as possible. Do not consult employees when making a decision. 

• Structured environment

Autocratic leader

300

Key functions of management-name 3

• Planning

• Organizing

• Commanding

• Coordinating, and

• Controlling.

400

Key attributes of leadership

• Ability to inspire people to follow him or her voluntarily.

• Motivate

• Rely on instincts-Risk takers

• Have vision

• Inspire change and innovation

500

Leadership style:

• Involves employees in decision making

• Consults employees regularly

Democratic leader

Rando

100

Leadership style:

• “To leave alone”

• Manager gives employees considerable freedom

• Employees set their own goals, make their own decisions, and resolve problems as they see fit.

Laissez-faire leader

200

Financial motivators (name 3)

• Salary

• Wages (time vs. piece)

• Commission

• Profit-Related Pay

• Performance-Related Pay

• Employee Share-Ownership Schemes

• Fringe Benefits

300

Non-financial motivators (name 2)

• Job enrichment

• Job rotation

• Job enlargement

• Empowerment

• Purpose/Opportunity to Make a Difference

• Teamwork

400

The highest level in Maslow's hierarchy of needs

Self-actualization

500

Daniel Pink said believed businesses must tap into employees’ intrinsic motivation. To do this, businesses should create settings that allow for (3 things):

Autonomy – Being self-sufficient to direct our own lives

Mastery – Self-improvement to learn and create new things

Purpose – Self-esteem and drive to do better by ourselves.