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1 job satisfaction
HRthe sense of fulfillment and pride felt by people who enjoy their work and do it well. Various factors influence job satisfaction, and our understanding of the significance of these stems in part from Frederick Herzberg. He called elements such as remuneration, working relationships, status, and job security “ hygiene factors” because they concern the context in which somebody works. Hygiene factors do not in themselves promote job satisfaction, but serve primarily to prevent job dissatisfaction. Motivators contribute to job satisfaction and include achievement, recognition, the work itself, responsibility, advancement, and growth. An absence of job satisfaction can lead to poor motivation, stress, absenteeism, and high labor turnover. -
2 job design
HRthe process of putting together various elements to form a job, bearing in mind organizational and individual worker requirements, as well as considerations of health, safety, and ergonomics. The scientific management approach of Frederick Winslow Taylor viewed job design as purely mechanistic, but the later human relations movement rediscovered the importance of workers’ relationship to their work and stressed the importance of job satisfaction. -
3 family friendly policy
HRa variety of working practices designed to enable employees to achieve a satisfactory work-life balance. A family friendly policy is often introduced by an organization to facilitate the reintroduction of women with children into the workplace. Equal opportunities legislation and corporate good practice, however, require that such a policy is open to all employees. Typically, a family friendly policy will allow for a variety of flexible working practices and may go further by providing childcare or eldercare facilities, or paid time off for participation in community activities as part of a community involvement program. Although the introduction of a family friendly policy may initially be expensive, benefits to the organization, including improved employee retention and higher motivation and job satisfaction levels, are believed to offset these costs. -
4 Herzberg, Frederick
(b. 1923) Gen MgtU.S. psychologist and academic. Took a particular interest in motivation and put forward the “hygiene-motivation theory” of job satisfaction. Herzberg was a coauthor of The Motivation to Work (1959) and the author of “One More Time: How do You Motivate Employees?” (1968), one of the most requested reprints of all time from Harvard Business Review. Through his work for the U.S. Public Health Service, Herzberg became an influential figure in the human relations school of the 1950s. -
5 hygiene factors
Gen Mgt -
6 Mayo, Elton
(1880–1949) Gen MgtAustralian psychologist and academic. Responsible for finding, through the Hawthorne experiments, that job satisfaction increases through employee participation in decision making, rather than through short-term incentives. The results of the Hawthorne studies were published in Mayo’s The Human Problems of an Industrial Civilization (1933), and were further publicized by one of his collaborators, Fritz Jules Roethlisberger. Mayo is recognized as the founder of the human relations school of management.In the early part of his career, Mayo studied in London and Edinburgh and taught at Queensland University. He arrived in the United States in 1923 and worked at the University of Pennsylvania before moving to Harvard. It was while he was at Harvard that Mayo became involved in the Hawthorne Studies. -
7 motivation
Gen Mgt1. the creation of stimuli, incentives, and working environments which enable people to perform to the best of their ability in pursuit of organizational success. Motivation is commonly viewed as the magic driver that enables managers to get others to achieve their targets. In the 20th century, there was a shift, at least in theory, away from motivation by dictation and discipline, exemplified by Frederick Winslow Taylor’s scientific management, toward motivation by creating an appropriate corporate climate and addressing the needs of individual employees. Although it is widely agreed to be one of the key management tasks, it has frequently been argued that one person cannot motivate others but can only create conditions for others to self-motivate. Many management theorists have provided insights into motivation. Elton Mayo’s Hawthorne experiments identify some root causes of selfmotivation, and Abraham Maslow’s hierarchy of needs provides insight into personal behavior patterns. Other influential research has been conducted by Frederick Herzberg, who looked at job satisfaction, and Douglas McGregor whose Theory X and Theory Y suggest management styles that motivate and demotivate employees.2. (S. Africa)a formal written proposal -
8 motivators
Gen Mgt -
9 occupational psychology
HRthe branch of psychology concerned with the assessment of the well-being of employees within their work environment in order to improve performance and efficiency, job satisfaction, and occupational health. The eight main areas of occupational psychology include: human-machine interaction; design of working environment; health and safety; personnel recruitment and assessment; performance appraisal and career development; counseling and personal development; training; motivation; industrial relations; and organization change and development. -
10 office design
Gen Mgtthe arrangement of workspace so that work can be performed in the most efficient way. Office design incorporates both ergonomics and work flow, which examine the way in which work is performed in order to optimize layout. Office design is an important factor in job satisfaction. It affects the way in which employees work, and many organizations have implemented open-plan offices to encourage teamwork. The development of information and communications technologies has led to changes in traditional layouts and some offices are designed to facilitate hot-desking or hoteling. The design of workspaces must conform to health and safety legislation. -
11 organization behavior
Gen Mgtthe study of human and group behavior within organizational settings. The study of organization behavior involves looking at the attitudes, interpersonal relationships, performance, productivity, job satisfaction, and commitment of employees, as well as levels of organizational commitment and industrial relations. Organization behavior can be affected by corporate culture, leadership, and management style. Organization behavior emerged as a distinct specialism from organization theory in the late 1950s and early 1960s through attempts to integrate different perspectives on human and management problems and develop an understanding of behavioral dynamics within organizations. -
12 psychological contract
HRthe set of unwritten expectations concerning the relationship between an employee and an employer. The psychological contract addresses factors that are not defined in a written contract of employment such as levels of employee commitment, productivity, quality of working life, job satisfaction, attitudes to flexible working, and the provision and take-up of suitable training. Expectations from both employer and employee can change, so the psychological contract must be reevaluated at intervals to minimize misunderstandings. -
13 CPD
abbr. HRcontinuing professional development: ongoing training and education throughout a career to improve the skills and knowledge used to perform a job or succession of jobs. CPD should be a planned, structured process, involving the assessment of development needs and the tailoring of training to meet those needs. CPD is founded on the belief that the development of professionals should not finish after initial qualification, especially in a fast changing business environment in which skills are likely to obsolesce quickly. CPD requires commitment and resources from the employee, the employer, and supportive agencies such as professional bodies. Advocates of CPD argue that it can enhance employability and career development by keeping skills up to date and broadening a person’s skill base. Dominic Cadbury has said that CPD should be centered on the individual, who must take responsibility for the continuing assessment and satisfaction of his or her own development needs. Much can be found in support of the principle of CPD in the concepts of David Kolb’s experiential learning cycle, Peter Honey and Alan Mumford’s learning types, the personal development cycle, and lifelong learning. -
14 psychic income
HRthe level of satisfaction derived from a job rather than the salary earned doing it (slang) -
15 quality of working life
HRthe degree of personal satisfaction experienced at work. Quality of working life is dependent on the extent to which an employee feels valued, rewarded, motivated, consulted, and empowered. It is also influenced by factors such as job security, opportunities for career development, work patterns, and work-life balance. -
16 Music
The serious composer who thinks about his art will sooner or later have occasion to ask himself: why is it so important to my own psyche that I compose music? What makes it seem so absolutely necessary, so that every other daily activity, by comparison, is of lesser significance? And why is the creative impulse never satisfied; why must one always begin anew? To the first question-the need to create-the answer is always the same-self-expression; the basic need to make evident one's deepest feelings about life. But why is the job never done? Why must one always begin again? The reason for the compulsion to renewed creativity, it seems to me, is that each added work brings with it an element of selfdiscovery. I must create in order to know myself, and since selfknowledge is a never-ending search, each new work is only a part-answer to the question "Who am I?" and brings with it the need to go on to other and different part-answers. (Copland, 1952, pp. 40-41)When collaboration occurs, when, for a while, the lines of conscious and unconscious thought run along the same track, we achieve the feeling of wholeness and satisfaction which is characteristic of our response to great art and other transcendent states of mind. The patterns of music, translated, analyzed, shorn of detail, are able to stimulate the patterns of emotions on many levels simultaneously, thus bringing various hierarchical states of consciousness and unconsciousness into harmony with one another during the existence of the music for us, whether this is in a performance or purely in the memory. As this happens we experience the sense of unity which arises from the cessation of conflict between conscious and unconscious. (McLaughlin, 1970, pp. 104-105)Historical dictionary of quotations in cognitive science > Music
См. также в других словарях:
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job satisfaction — N UNCOUNT Job satisfaction is the pleasure that you get from doing your job. I doubt I ll ever get rich, but I get job satisfaction … English dictionary
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job satisfaction — UK / US noun [uncountable] the feeling that you have when you enjoy your job … English dictionary
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