front 1 Motivation | back 1 Motivation is the reason why employees work hard and effectively for a business |
front 2 Autocratic Leadership | back 2 Leader makes all decisions, one way communication |
front 3 Bonus | back 3 an extra reward given to employees for reaching a certain target |
front 4 Commission | back 4 salespeople are given a % of the selling price if they make a sale. employees get rewarded with a % of the firms profits annually |
front 5 Delegation | back 5 Passing responsibility to subordinates to complete tasks |
front 6 Democratic leadership | back 6 Leader consults with employees before making decision - two way communication |
front 7 Discrimination | back 7 Treating an employee differently because of age, ethnicity, gender, |
front 8 Dismissal | back 8 End of employement due to underperformance or breaking company regulations |
front 9 Functions of management | back 9 Planning, Commanding, Controlling, Organising and co-ordinating |
front 10 Herzberg's Hygiene Factors | back 10 "basic employee needs which must be fulfilled before employees can be motivated |
front 11 Induction training | back 11 Training to familairise new employees with the workplace, co workers and procedures |
front 12 Job enrichment | back 12 employees are given additional responsibility in their day to day tasks which often involved more training or development. |
front 13 Job rotation | back 13 employees switch simple tasks for a short time. |
front 14 Labour productivity | back 14 Labour productivity – output per worker measured by Output/no. of workers |
front 15 Labour turnover | back 15 is the amount of employees leaving a business in a year and is calculated as a share of the total workforce |
front 16 Lassez-Faire Leadership | back 16 A "hand's off" approach to leadership where most decisions and responisbility are delegated to employeeds |
front 17 Legal Minimum Wage | back 17 Government sets the lowest pay rate for workers within a country |
front 18 Maslow's Hierarchy of needs | back 18 ranked human needs in order from survival needs to self actualisation |
front 19 Off the job training | back 19 Training off site at a college or specialist training location |
front 20 On the job training | back 20 Training at the workplace under the direction of an experienced employee |
front 21 Opportunities for promotion | back 21 Employees are given a position of higher responsibility and/or status in an organisation |
front 22 Recruitment and Selection | back 22 Finding and choosing the correct candidate for the vacant job post |
front 23 Salary | back 23 fixed payment usually paid monthly |
front 24 Span of control | back 24 No of subordinates who report to each manager/supervisor |
front 25 Taylor | back 25 viewed workers as machines – they more you pay they harder they will work. |
front 26 Team working | back 26 – group of employees are given responsibility for a specific project, department or unit of work. |
front 27 Trade Union | back 27 Organisation of employees who aim to improve the pay and conditions of their members |
front 28 Training | back 28 improving the knowledge and skills of employees so they perform their jobs more effectively. |
front 29 Unfair dismissal | back 29 Ending a work contract without proper or legal justification. |
front 30 Wages | back 30 payment for work, usually paid weekly |
front 31 External recruitment | back 31 Hiring an employee for a post not currently employed by the business |
front 32 Internal recruitment | back 32 Hiring an employee for a post currently employed by the business in another post |
front 33 Redundancy | back 33 Losing employment as the postion no longer exists - for example after a factory is closed |
front 34 Mintzberg's Roles of Management, | back 34 Mintzberg identified 10 roles common to all managers under three categories, interpersonal, informational and decisional roles |
front 35 McGregor's Leadership Roles, | back 35 Management attitudes to employees - theory X sees employees as lazy and irresponsible, theory y as hardworking and responsible |
front 36 Mayo, | back 36 Recommended working in teams, greater consultation between workers and managers and allowing greater control over the daily lives of employees to improve motivation |
front 37 McClelland/Vroom Expectancy Theory, | back 37 Expectancy theory based on valence, expectancy and instrumentality connecting employee efforts to rewards in order to improve motivation. |
front 38 Performance Related Pay, | back 38 A bonus scheme used to motivate employees for above average performance |
front 39 Emotional Intelligence, | back 39 managers ability to understand their own emotions and those around them, leading to attaining business objectives. |
front 40 Worker participation, | back 40 o any process in the company that allows workers to exert influence over their work or their working conditions. |
front 41 Job Redesign, | back 41 Restructuring the elements including tasks, duties and responsibilities of a specific job in order to make it more encouraging and inspiring for the employees or |
front 42 Empowerment, | back 42 delegation of some authority and responsibility to employees and involving them in the decision-making process |
front 43 Fringe benefit, | back 43 an extra benefit in addition to an employee's money wage or salary, for example a company car, private healthcare, etc. |
front 44 Job description, | back 44 Duties and responsibilities of a postion |
front 45 Person specifications, | back 45 description of the qualifications, skills, experience, knowledge and other attributes (selection criteria) which a candidate must possess to perform the job duties. |
front 46 Contract of employment, | back 46 A contract is an agreement between employee and employer setting out terms and conditions of a job. |
front 47 Staff morale, | back 47 attitude, satisfaction and overall outlook of employees towards an organization or a business. |
front 48 Diversity and equality policies, | back 48 outlines how a business will avoid discrimination against employees, and create a safe and inclusive workplace |