Human Resource Management Chapter 5 Mathis Jackson Valentine

motivation
the desire within a person causing that person to act.
Performance =
ability * effort * support
equity
the perceived fairness of what the person does compared with what the person recieves.
psycological contract
the unwritten expectations employees and employers have about the nature of their work relationship
job satisfaction
a positive emotional state resulting from evaluating one’s job experiences.
attitude survey
a survey that focuses on employees’ feelings and beliefs about their jobs and the organization.
Organizational commitment
the degree to which employees believe in and accept organizational goals and desire to remain with the organization
employee engagement
the extent to which an employee’s thoughts and behaviors are focused on the employer’s success
loyalty
being faithful to an institution or employer
absenteeism
any failure by an employee to report for work as scheduled or to stay at work when scheduled
turnover
the process in which employees leave an organization and have to be replaced
involuntary turnover
employees are terminated for poor performance, work rule violations or through layoffs
voluntary turnover
employees leave by choice
functional turnover
lower-performing or disruptive employees leave
dysfunctional turnover
key individuals and high performers leave
uncontrollable turnover
employees leave for reasons outside the control of the employer
controllable turnover
employees leave for reasons that could be influenced by the employer
churn
hiring new workers while layin off others
exit interview
an interview in which individuals who are leaving an organization are asked to give their reasons
drivers of retention
organizational and management factors, employee-supervisor relationships, job and work-life balance, rewards, career training and development, employer policies and practices