| scientific management | The managerial philosophy that emphasizes the worker as a well-oiled machine and the determination of the most efficient methods for performing any work-related task.
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| ergonomics | Also called human factors, a field that combines engineering and psychology and that focuses on understanding and enhancing the safety and efficiency of the human–machine interaction.
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| Hawthorne effect | The tendency of individuals to perform better simply because of being singled out and made to feel important.
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| human relations approach | A management approach emphasizing the psychological characteristics of workers and managers, stressing the importance of factors such as morale, attitudes, values, and humane treatment of workers.
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| job analysis | The process of generating a description of what a job involves, including the knowledge and skills that are necessary to carry out the job's functions.
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| KSAOs (KSAs) | Common elements in a person oriented job analysis; an abbreviation for knowledge, skills, abilities, and other characteristics.
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| integrity test | A type of job-screening examination that is designed to assess whether a candidate will be honest on the job.
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| structured interview | A kind of interview in which candidates are asked specific questions that methodically seek to obtain truly useful information for the interviewer.
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| orientation | A program by which an organization introduces newly hired employees to the organization's goals, familiarizes them with its rules and regulations, and lets them know how to get things done.
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| training | Teaching a new employee the essential requirements to do the job well.
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| mentoring | A relationship between an experienced employee—a mentor—and a novice, in which the more experienced employee serves as an advisor, a sounding board, and a source of support for the newer employee.
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| performance appraisal | The evaluation of a person's success at meeting his or her organization's goals.
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| halo effect | A bias, common in performance ratings, that occurs when a rater gives a person the same rating on all of the items being evaluated, even though the individual varies across the dimensions being assessed.
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| 360-degree feedback | A method of performance appraisal whereby an employee's performance is rated by a variety of individuals, including himself or herself, a peer, a supervisor, a subordinate, and perhaps a customer or client.
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| organizational citizenship behavior (OCB) | Discretionary actions on the part of an employee that promote organizational effectiveness but are not included in the person's formal responsibilities.
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| Theory X managers | Managers who assume that work is innately unpleasant and that people have a strong desire to avoid it; such managers believe that employees need direction, dislike responsibility, and must be kept in line.
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| Theory Y managers | Managers who assume that engaging in effortful behavior is natural to human beings; they recognize that people seek out responsibility and that motivation can come from allowing employees to suggest creative and meaningful solutions.
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| waigawa system | A management system dedicated to the idea that when the corporation faces a difficult problem, all rank-related concerns are temporarily set aside so that anyone from any level of the organization can propose a solution.
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| strengths-based management | A management style emphasizing that maximizing an employee's existing strengths is much easier than trying to build such attributes from the ground up.
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| job satisfaction | The extent to which a person is content in his or her job.
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| affective commitment | A kind of job commitment deriving from the employee's emotional attachment to the workplace.
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| continuance commitment | A kind of job commitment deriving from the employee's perception that leaving the organization would be too costly, both economically and socially.
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| normative commitment | A kind of job commitment deriving from the employee's sense of obligation to the organization for the investment it has made in the individual's personal and professional development.
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| job crafting | The physical and cognitive changes individuals can make within the constraints of a task to make the work "their own."
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| transactional leader | An individual in a leadership capacity who emphasizes the exchange relationship between the worker and the leader and who applies the principle that a good job should be rewarded.
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| transformational leader | An individual in a leadership capacity who is concerned not with enforcing the rules but with changing them.
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| organizational identity | Employees' feelings of oneness with the organization and its goals.
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| organizational culture | An organization's shared values, beliefs, norms, and customs.
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| downsizing | A dramatic cutting of the workforce that is an increasingly popular business strategy to enhance profitability.
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| sexual harassment | Unwelcome behavior or conduct of a sexual nature that offends, humiliates, or intimidates another person.
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| job stress | The experience of stress on the job and in the workplace setting.
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| role conflict | The kind of stress that arises when a person tries to meet the demands of more than one important life role, such as worker and mother.
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| burnout | A distressed psychological state in which a person experiences emotional exhaustion and little motivation for work.
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| leisure | The pleasant times before or after work when individuals are free to pursue activities and interests of their own choosing, such as hobbies, sports, and reading.
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| flow | The optimal experience of a match between one's skills and the challenge of a task.
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