BUS 101 Chapter 9

By reducing the need for training

By increasing employee turnover

By enhancing job satisfaction and loyalty

By decreasing the number of holidays

Motivating employees

Increasing profits

Reducing costs

Improving technology

Providing financial incentives

Ensuring emotional involvement

Setting clear goals

Offering flexible work hours

High levels of productivity

High returns to stakeholders

Employee loyalty

All of the above

Intrinsic rewards

Extrinsic rewards

Both intrinsic and extrinsic rewards

None of the above

Offer training and mentoring

Create a positive organizational culture

Build credibility through communication

Blend compensation, benefits, and recognition

The impact of physical conditions

The role of financial incentives

The importance of employee training

The effect of competition among workers

the principles of scientific management

the explanation of the Hawthorne effect

the motivational-maintenance theory

Theory X & Theory Y

Technological advancements

Historical perspectives

Understanding employee needs

Increased productivity

Hygiene factors and motivational factors

Intrinsic and extrinsic factors

Positive and negative factors

Primary and secondary factors

Average person enjoys work

Workers are self-motivated

Most workers need coercion to work

Workers prefer autonomy

Maintain strict control and supervision

Use fear as a primary motivator

Democratic in decision making

Maintain less control and supervision

A management philosophy that stresses employee participation

A theory focused on individual performance

A method for increasing profits

A strategy for reducing employee turnover

Theory X

Theory Y

Theory Z

Theory A

Employee participation in decision making

Maximizing profits

Minimizing costs

Increasing productivity

Time

Recognition

Skills

All of the above