core competencies
An integrated knowledge within an organization that sets it out from the competition.
informal factors
Includes the social environment of the workplace and informal work groups.
job description
A written description of the basic tasks, duties, minimum required experience, and
responsibilities required of an employee holding a particular job.
selection
The process of screening, interviewing, and hiring individuals.
cash compensation
Includes hourly wages, salaries, and bonuses.
non-cash compensation
Includes other employee benefits, such as health insurance, pension contributions, tuition
reimbursement, and legal assistance programs.
,separations
The different conditions upon which someone leaves a company; may be voluntary or
involuntary.
hygiene factors
The working conditions, pay, company policies, and interpersonal relationships; they help
eliminate job satisfaction, but do not motivate the employee according to the two-factor theory.
motivators
The need for achievement, recognition, responsibility, and growth; they both eliminate job
dissatisfaction and stimulate motivation.
positive reinforcement
Reward given for desired behavior.
negative reinforcement
Removal of something unpleasant for desire behavior.
punishment
,Giving something unpleasant for an undesired behavior.
extinction
Withdrawal of a reward.
continuous reinforcement
When every desired behavior is reinforced; effective when the behavior is new.
partial reinforcement
When some of the desired behavior is reinforced. Can be classified into four groups: fixed-
interval, fixed-ratio, variable-interval, and variable-ratio.
fixed-interval reinforcement
Rewards according to a specific time interval. Results in average and irregular performance.
fixed-ratio reinforcement
Rewards after a specific number of desired behaviors. Results in high or stable performance.
variable-interval reinforcement
, Rewards according to random times. Results in moderately high and stable performance.
variable-ratio reinforcement
Rewards according to a random number of behaviors. Results in very high performance.
leadership
The ability to influence people to achieve goals for the organization.
legitimate leadership
Leadership dependent upon one's position within the company.
reward leadership
Leadership based on the control that management has over rewarding subordinates.
coercive leadership
Leadership based on the control that management has over punishing subordinates.
expert power
Power based on individual expertise.
An integrated knowledge within an organization that sets it out from the competition.
informal factors
Includes the social environment of the workplace and informal work groups.
job description
A written description of the basic tasks, duties, minimum required experience, and
responsibilities required of an employee holding a particular job.
selection
The process of screening, interviewing, and hiring individuals.
cash compensation
Includes hourly wages, salaries, and bonuses.
non-cash compensation
Includes other employee benefits, such as health insurance, pension contributions, tuition
reimbursement, and legal assistance programs.
,separations
The different conditions upon which someone leaves a company; may be voluntary or
involuntary.
hygiene factors
The working conditions, pay, company policies, and interpersonal relationships; they help
eliminate job satisfaction, but do not motivate the employee according to the two-factor theory.
motivators
The need for achievement, recognition, responsibility, and growth; they both eliminate job
dissatisfaction and stimulate motivation.
positive reinforcement
Reward given for desired behavior.
negative reinforcement
Removal of something unpleasant for desire behavior.
punishment
,Giving something unpleasant for an undesired behavior.
extinction
Withdrawal of a reward.
continuous reinforcement
When every desired behavior is reinforced; effective when the behavior is new.
partial reinforcement
When some of the desired behavior is reinforced. Can be classified into four groups: fixed-
interval, fixed-ratio, variable-interval, and variable-ratio.
fixed-interval reinforcement
Rewards according to a specific time interval. Results in average and irregular performance.
fixed-ratio reinforcement
Rewards after a specific number of desired behaviors. Results in high or stable performance.
variable-interval reinforcement
, Rewards according to random times. Results in moderately high and stable performance.
variable-ratio reinforcement
Rewards according to a random number of behaviors. Results in very high performance.
leadership
The ability to influence people to achieve goals for the organization.
legitimate leadership
Leadership dependent upon one's position within the company.
reward leadership
Leadership based on the control that management has over rewarding subordinates.
coercive leadership
Leadership based on the control that management has over punishing subordinates.
expert power
Power based on individual expertise.
