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168 Cards in this Set
- Front
- Back
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Employee behaviors that contribute either positively or negatively to the accomplishment of organizational goals
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Job Performance |
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Employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produce
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Task Performance |
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Well-known or habitual responses by employees to predict-able task demand
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routine task performance
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thoughtful responses by an employee to a unique or unusual task (ex what you do when a plane crash as opposed to routine safety instruction)
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adaptive task performance
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Ideals or physical outcomes that are both novel and useful
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creative task performance
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A process by which an organization determines requirements of specific job
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job analysis
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Voluntary employee behaviors that contribute to organizational goals by improving the context in which work takes place
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citizenship behaviour
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Assisting co-workers who have heavy work-loads, aiding them with personal matters, and showing new employees the rope
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helping
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Sharing important information with co-workers
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courtesy
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Going beyond normal expectations to improve operations of the organization, defend it, and be loyal to it
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organizational citizenship behaviou
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Speaking up to offer constructive suggestions for change, often in reaction to a negative work event
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voice
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Participating in company operations at a deeper-than-normal level through voluntary meetings, readings, and keeping up with the news that affects the company
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civic virtue
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Positively representing the organization when in public
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boosterism
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Employee behaviors that intentionally hinder organizational goal accomplishment
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counterproductive behaviou
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Behaviours that harm the organization’s assets and possession
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property deviance
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intentional destruction of equipment, organizational processes, or company product
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sabotage
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intentionally reducing organizational efficiency of work output |
production deviance |
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using too many materials or too much time to do to little work |
wasting resources |
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behaviours that intentionally disadvantage another individual
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political deviance |
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communication that is rude, impolite, discouteus and lacking in good manners |
incivillity |
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name the 4 points about counter productive behaviour |
1. people who engadge in one type of counter productive behaviour often engage in other 2. this behaviour is relevant to all jobs (so is citizenship) 3. might be contagiouse " ripple effect" 4. it is not always low performers |
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what are the three components to job performance? |
1. task 2. citizenship 3. counter productive |
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A management philosophy that bases employee evaluations on whether specific performance goals have been met
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management by objectives (MBO
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When is MBO useful? |
when job performance can be qunatified |
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Use of examples of critical incidents to evaluate an employee’s job performance behaviors directl
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behaviourally anchored rating scales |
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A performance evaluation system that uses ratings provided by supervisors, co-workers, subordinates, customers, and the employees themselves
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360 feedback |
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what feedback system asks the employees feedback of self? |
360 feedback |
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limitations to 360 feedback? |
co-workers could give untruths to protect each other |
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what uses the vitality curve? |
forced ranking |
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A performance management system that forces managers to rank each of their people into one of three categories: the top 20 percent, the vital middle 70 percent, or the bottom 10 percent
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forced ranking
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what does continuous commitment focus on that the others do not? |
family |
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what are the three types of organization commitment that strengthen overall commitment? |
1. Affective - you want to 2. continuance - you feel like you need too - you are aware of the cost of leaving 3. normative- the feeling of obligation |
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A passive response to a negative work event in which one publicly supports the situation but privately hopes for improvement
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loyalty |
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A passive, destructive response to a negative work event in which one’s interest and effort in the job decline
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neglect |
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what are the 4 primary responses to negative events at work? |
1. attempt to remove your self from the situation(absent from work, or quitting) (exit) 2. try and change the circumstances (voice) work through the situation 3. grit and bear it - maintain effort despite unhappiness (loyalty) 4. mentally check out - your performance might deteriorate (neglect) |
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what two responses would someone who has high organization commitment use when a negative work environment arises? |
voice or loyalty |
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types of psychological withdrawal (6) (neglect) |
day dreaming socializing looking busy cyberloadfing moonlighting |
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types of physical withdrawal(5) (exit) |
tardiness long breaks missing meetings quitting absenteeism |
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what words describe physical and psychological withdrawal? |
exit and neglect |
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A form of psychological withdrawal in which employees use Internet, email, and instant mes-saging access for their personal enjoyment rather than work dut
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cyberloafing
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A form of physical with-drawal in which employ-ees do not show up for an entire day of wor
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absenteeis
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A form of psychological withdrawal in which employees use work time and resources to do non-work-related activitie
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moonlighting
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A model that predicts that the various with-drawal behaviours are uncorrelated, so that engaging in one type of withdrawal has little bearing on engaging in other type
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independent forms mode
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A model indicating that the various withdrawal behaviours are nega-tively correlated, so that engaging in one type of withdrawal makes one less likely to engage in other type
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compensatory forms mode
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A model indicating that the various with-drawal behaviours are positively correlated, so that engaging in one type of withdrawal makes one more likely to engage in other ty
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progression model
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Employee beliefs about what employees owe the organization and what the organization owes the
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psychological contract
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Psychological contracts that focus on a narrow set of specific monetary obligation
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transactional contract
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Psychological contracts that focus on a broad set of open-ended and subjective obligations
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relational contracts |
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The degree to which employees believe that the organization values their contributions and cares about their well-be
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perceived organizational support
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list some commitment inititives |
social events, time to play, encourage friendship building, offer opportunities |
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An employee’s desire to remain a member of an organization due to a feeling of emotional attachmen
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affective commitmen
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An employee’s desire to remain a member of an organization due to an awareness of the costs of leavin
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continuance commitmen
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An employee’s desire to remain a member of an organization due to a feeling of obligation
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normative commitment
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The people, places, and things that inspire a desire to remain a member of an organization
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focus of commitment
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A model that suggests that employees with direct linkages to co-workers who leave the organization will them-selves be more likely to leav
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social influence model
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An employee’s connection to and sense of fit in the organization and commun
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embeddedness
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what are the big 5 personality dimensions? |
Conscientiousness agreeableness neuroticism openness extraversion |
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what personality dimensions are most important and least detected by interviewers? |
neuroticism and conscientiousness |
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what is the most common personality test given? |
Wonderlic Personnel Test A 12-minute test of general cognitive ability used to hire job applicant
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The degree to which situations have clear behavioral expectations, incentives, or instructions that make differences between individuals less important
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situational strength
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The degree to which situations provide cues that trigger the expression of a given personality trait
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trait activation
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Capabilities associated with manipulating and controlling object
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psychomotor ability
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The degree to which people can harness emotions and employ them to improve their chances of being successful in whatever they are seeking to do
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use of emotions
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The capacity to perceive, understand and recall patterns of information
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perceptual ability
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The general level of cognitive ability that plays an important role in determining the more narrow cognitive ability
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general cognitive ability
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Capabilities associated with visual and mental representation and manipulation of objects in spac
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spatial ability
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A diverse set of abilities associated with sensing and solving problems using insight, rules, and lo
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reasoning ability
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Capabilities associated with doing basic mathematical operations and selecting and applying formulas to solve the mathematical problem
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quantitative ability
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A propensity to view one’s own cultural values as “right” and those of other cultures as “wrong”
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ethnocentrism
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The culture promotes gender equality and minimizes role differences between men and women. High: Nordic Europe, Eastern Europe. Low: Middle East
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Gender egalitarianism.
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The culture values assertiveness, confrontation, and aggressiveness in social relationships. High: Germanic Europe, Eastern Europe. Low: Nordic Europe.
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Assertiveness. T
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The culture engages in planning and investment in the future while delaying individual or collective gratification. High: Germanic Europe, Nordic Europe. Low: Middle East, Latin America, Eastern Europe
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Future orientation.
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The culture encourages and rewards members for excel-lence and performance improvements. High: Anglo, Confucian Asia, Germanic Europe. Low: Latin America, Eastern Europe.
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Performance orientation.
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The culture encourages and rewards members for being gen-erous, caring, kind, fair, and altruistic. High: Southern Asia, Sub-Saharan Africa. Low: Latin Europe, Germanic Europe.
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Humane orientation
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The degree to which a culture has a loosely knit social framework (individualism) or a tight social framework (collectivism)
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individualism-collectivism
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The degree to which a culture prefers equal power distribution (low power distance) or an unequal power distribution (high power distance
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power distance
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The degree to which a culture tolerates ambiguous situations (low uncertainty avoidance) or feels threatened by them (high uncertainty avoidanc
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uncertainty avoidanc
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he degree to which a culture values stereotypically male traits (masculinity) or stereotypically female traits (femininit
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masculinity–femininit
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The degree to which a culture stresses values that are past-and present-oriented (short-term orientation) or future-oriented (long-term orientation
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short-term vs. Long-term orientation
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what is an internal locus vs external locus? |
external belives in fate and no matter how hard you work people will only like you if they want too internal locus of control- belives in working hard to have success |
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A dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance
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negative affectivity
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one’s a tendency to view the cause of events and personal outcomes as internally or externally controlled
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locus of contro
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A dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elatio
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positive affectivity
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Situations in which two people have just met
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zero acquaintance situations
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A strong desire to obtain power and influence within a social structure as a means of expressing one’s personality
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status striving
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A strong desire to accomplish task-related goals as a means of expressing one’s personalit
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accomplishment striving
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A strong desire to obtain acceptance in personal relationships as a means of expressing one’s personalit
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communion striving
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conscientiousness
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Dimension of personality-reflecting traits like being dependable, organized, reliable, ambitious, hard-working, and perseverin
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Dimension of personality-reflecting traits like being kind, cooperative, sympathetic, helpful, courteous, and warm
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agreeableness
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Dimension of personality-reflecting traits like being nervous, moody, emotional, insecure, jealous, and unstable
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neuroticism
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Dimension of personality-reflecting traits like being curious, imaginative, creative, complex, refined, and sophisticated
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openness to experience
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Dimension of personality-reflecting traits like being talkative, sociable, passionate, assertive, bold, and dominae
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extraversion
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The five major dimensions of personality: conscientiousness, agreeableness, neuroticism, openness to experience, and extraversio
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Big Five |
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he structures and propensities inside a person that explain his or her characteristic patterns of thought, emotion, and behavior; personality reflects what people are like and creates their social reputation
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personality |
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A pleasurable emotional state resulting from the appraisal of one’s job or job experiences; represents how a person feels and thinks about his or her jo
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job satisfaction |
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Things that people consciously or unconsciously want to seek or attain
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values |
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A theory that argues that job satisfaction depends on whether the employee perceives that his or her job supplies those things that he or she values
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value-percept theory
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pay satisfaction
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Employees’ feelings about the compensation for their jobs
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A psychological state indicating the degree to which work tasks are viewed as something that counts in the employee’s system of philosophies and b
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meaningfulness of work |
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A psychological state indicating the degree to which employees feel they are key drivers of the quality of work output
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responsibility for outcomes |
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A psychological state indicating the extent to which employees are aware of how well or how poorly they are doing
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knowledge of results
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A theory that argues that five core characteristics (variety, identity, significance, autonomy, and feedback) combine to result in high levels of satisfaction with the work itself
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job characteristics theory
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The degree to which a job requires different activities and skill
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variety |
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The degree to which a job offers the completion of a whole, identifiable piece of work
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identity |
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The degree to which a job really matters and impacts society as a whole
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significane |
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The degree to which a job provides freedom, independence, and discretion to perform the wor
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autonomy |
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In job characteristics theory, the degree to which the job itself provides information about how well the job holder is doin
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feedback |
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The degree to which employees have the aptitude and competence needed to succeed on their job
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knowledge and skill
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The degree to which employees desire to develop themselves further
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growth need strength
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When job duties and responsibilities are expanded to provide increased levels of core job characterise
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job enrichment
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When employees shape, mould, and redefine their job in a proactive way
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job crafting |
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The degree to which an employee is in a good mood versus a bad mood
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pleasantness |
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The degree to which moods are aroused and active, as opposed to unaroused and inactive
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activation
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feeling totally immersed in a task - losing track of time |
flow |
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A theory that describes how workplace events can generate emotional reactions that impact work behaviors
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affective events theory
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intense feelings, often lasting for a short duration, that are clearly directed at someone or some circumstance
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emotion |
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The management of their emotions that employees must do to complete their job duties successfully
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emotional labour |
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The idea that emotions can be transferred from one person to another
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emotional contagion |
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A facet measure of job satisfaction that assesses an individual’s satisfaction with pay, promotion opportunities, supervision, co-workers, and the work itsel
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Job description Index |
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what is a stressor vs a strain? |
stressor demands that cause the stress response. Strain is the negative consequence of stress |
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A theory that explains how stressful demands are perceived and appraised, as well as how people respond to the perceptions of appraisal
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transactional theory of stress |
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Evaluation of whether a demand is stressful and, if it is, the implications of the stressor in terms of personal goals and well-being
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primary appraisa
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job demands that are not stressful? |
benign job demands |
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what stressors are negative? |
hindrance stressors |
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what stressors present an opportunity for growth? |
challenge stressors |
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what is it called when others have a different expectation of what an individual needs to do? |
role conflict |
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what is it called when you have a lack of clarity in your role |
role ambiguity |
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what pressure is presented in the movie Deep Water Horizon? Why? |
Time pressure because there is not enough time to do the job that needs to be done |
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what are things you do out of work to foster growth and learning? |
personal development |
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what is when people determine how to cope with the various stressors they face? |
secondary appraisal |
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physical activities used to deal with a stressful situation? |
behavioral coping |
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thoughts used to deal with a stressful situations? |
cognitive coping |
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what is the result of stressor the harms the human body? |
physiological strain |
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what are stressors that cause depression or anxiety |
psychological strain |
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A type of behaviour exhibited by people who tend to experience more stressors, to appraise more demands as stressful, and to be prone to experiencing more strains than most others
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Type A behavior pattern |
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The help people receive from others that can be used to address a stressful demand directly
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instrumental support
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WHAT ARE 2 types of social support and why? |
instrumental - how you deal with stress directly emotional - the empathy and understanding from others |
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what two factors can determine how stressed an employee is? |
are they type A how much social support they have |
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how do you assess the stress in the workplace? |
stress audit |
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how can workplaces help employees balance their demands? |
supportive practice |
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what programs can help employees deal with issues such as alcohol abuse? |
health and wellness programs |
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Various practices that help workers cope with life’s stressors in a rational manner
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cognitive behavioural techniques |
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what does motivations determine? |
direction, intensity, and persistence of effort |
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A theory that describes the cognitive process employees go through to make choices among different voluntary response
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expectancy theory |
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The belief that successful performance will result in some outcome or outcomes
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instrumentality
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The anticipated value of the outcomes(s) associated with successful performance
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valence |
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Groupings or clusters of outcomes viewed as having critical psycho-logical or physiological consequence
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needs |
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what loses its motivational "juice" once it is satisfied? |
needs |
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what idea is associated with freedom, achievemnt and respect |
the symbolic value of money |
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The idea that money can have symbolic value (e.g., achievement, respect, freedom) in addition to economic value
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meaning of money |
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what are 2 outcomes of citizenship behavior? |
improved quality and quantity of work |
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what are the primary outcomes in organizational behaviour? |
job performance and organizational commitment |
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why are google people hard to find? |
rare and hard to imitate |
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what resources cannot be observed by competitiors? |
the small decision of good people |
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what are the three dimensions of job performance? |
task performance, citizenship behaviour and counterproductive behaviour |
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talk about the 4 ways employees can respond too negative work events? |
exit - physically leave voice - voice concerns this is constructive loyalty - this is passive and hoping things get better neglect - this is a form of withdrawal when employee looses interest in the work |
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what are examples of physical withdrawal? |
tardiness, long breaks, missing meetings absenteeism and quitting |
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what model suggests that withdrawal behaviours escalate? |
progression model |
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three types of commitment? |
affective-you identify with the organization continuance-"profit" to stay and a "cost" to go normative- stying is "right" |
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what is another term for instrumentality? |
outcomes |
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how would you describe valence? |
outcomes that are perceived to be valuable |
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what makes a goal beneficial? |
difficult and specific |
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what happens when an employee feels inequity? |
triggers distress |
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what happens when inequity is over rewarded? |
cognitive distortion in which inputs are reevaluated in a more positive light |
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what 4 words are associated with psychological empowerment and why? |
-meaningfulness - the employee is passionate -self-determination- employees have some choice -competetnce- employees feel capable -impact - employees feel like they are fulfilling a purpose |
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does motivation have a strong relationship with job performance and organization commitment? |
no strong with job performance moderate with organization commitmnet both positive |
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what force of motivation has the strongest association with performance? |
self efficacy/competence |
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what are 3 compensation practices used for motivation? |
individual-focused element ( rates of pay, bonus, lump sum, recognition awards - unit focused - gain sharing -organizational focused - profit-sharing |
