Brightenburg Exam 1 Book Terms Flashcards
1
Q
Organizational Behavior
A
Systematic study and application of knowledge about how individuals and groups act within the organizations where they work
2
Q
3 Key Levels of Analysis for Organizational Behavior
A
Individual
Group
Organization
3
Q
Hypotheses
A
Educated guesses made for a scientific problem that can be tested
4
Q
Variables
A
Entities that can take on different values
5
Q
Surveys
A
A primary method of research
Used to analyze responses/reactions to specific questions
6
Q
Pulse survey
A
A type of survey that is done frequently
Only asks a few questions, so is quick and easy
7
Q
Organizational Opinion Survey
A
AKA attitude survey
Used to evaluate morale, engagement, and satisfaction
8
Q
Field studies are
A
Research conducted in ACTUAL organizations with ACTUAL workers
Done through observation, interviews, surveys, or experiments
9
Q
Control group
A
The group in an experiment that receives no treatment
(gather a baseline score to compare to)
10
Q
Reliability
A
Consistency of a measurement
11
Q
Validity
A
The degree to which a measure captures what it intends to measure
12
Q
Cross-Sectional Studies..
A
Count data at ONLY one point in time
13
Q
Correlation
A
Measures the strength of the relationship between two variables
14
Q
Causation
A
The act of making something happen
15
Q
Diversity
A
Compositional differences among people in a work unit
16
Q
Equity
A
Fair treatment of everyone in a way that gives everyone EQUAL OPPORTUNITIES to perform, while also considering unique needs
17
Q
Inclusion (in DEI)
A
Degree to which individuals can bring the aspects of themselves that make them unique while also being treated as insiders
17
Q
Advantages of DEI
A
Greater Innovation
Better Understanding AND service to customers
More positive attitudes
higher performance
18
Q
Similarity-attraction phenomenon
A
We are attracted to those who are similar to us (male to male, for example)
19
Q
Surface Level Diversity
A
Highly visible traits
20
Q
Deep-Level Diversity
A
Non-highly visible traits such as values, beliefs, and attitudes
21
Q
Faultline
A
An attribute that divides a group into subgroup
Gender, race, etc. can cause this
22
Q
Stereotypes
A
Generalizations about a particular group of people
23
Q
Unconscious/implicit biases
A
Stereotypes held by us that are NOT known by us
24
3 Pieces Prohibiting Sex Discrimination at Work
EPA - Equal Pay Act
Title VII of Civil Rights Act
Lilly Ledbetter Fair Pay Act
25
Glass Ceiling
A situation where some qualified employees are prevented from advancing to higher-level positions due things like discrimination
Women and other underrepresented groups often face this
26
Glass Cliff
Tendency of women and other underrepresented groups to be promoted to leadership... in a poor performing/struggling firm
27
Neurodivergent/neuroatypical
Individuals that show naturally occurring differences in their cognitive functioning and process information differently
28
Allyship
Practice of providing active support and advocacy to individuals experiencing discrimination
29
Idiosyncratic deals (I-deals)
Negotiated arrangements between employees and managers that benefit the employee and the organization
30
Affirmative action
policies designed to recruit, promote, train, and retain employees that belong to a protected class
31
Culture
The values, beliefs, and customs that exist in a society
32
Individualistic cultures
Cultures in which people define themselves as an individual and form looser ties with their groups
They value autonomy and independence of the person
U.S. UK and Australia are examples
33
Collectivistic Cultures
People have stronger bonds to their GROUPS
Group membership = one's identity
China, Japan, Latin America are examples
34
Power Distance
degree to which the society views an unequal distribution of power as acceptable
35
Uncertainty Avoidance
Degree to which people feel threatened by ambiguous, risky, or unstructured situations
36
Aggressive cultures
Value achievement, competitiveness, money, materialistic things
37
Nurturing cultures
Value relationships, caring for the weak, and quality of life
38
Global mindset
openness to learning about other cultures and ability to communicate across cultural boundaries
39
Ethnocentrism
Belief own culture is superior to others
40
Person-Organization Fit
Degree to which a person's values, personality, goals, and other characteristics match those of the organization
41
Person-job fit
Degree to which a person's skill, knowledge, abilities, and other characteristics match the job demands
42
Overqualification
Employee's skills > the job's skills
More likely to experience negative job attitudes
43
Values
Stable life goals that people have
Reflect what is important to us
Established throughout our life and experiences
44
Acronym for Big 5 Personality Traits
OCEAN
Or
CANOE
45
Openness
Curiosity, originality, intellectual, creative, OPEN to new ideas
46
Conscientiousness
Organized, systematic, punctual, achievement oriented, dependable
Uniformly predicts how high a person can perform.
47
Extraversion
Outgoing, social, talkative, enjoys socializing
48
Agreeableness
Tolerant, sensitive, trusting, kind, and warm
49
Neuroticism
The only one you want low
Anxious, irritable, moody
50
Positive Affective People...
Positive more frequently
51
Negative Affective People
Negative more frequently
52
Self-monitoring
Extent to which individuals are capable of understanding demands of a situation and altering their actions and appearance to fit it
53
Proactive Personality
Inclination to fix what is perceived as wrong, change the status quo, and take initiative to fix problems
54
Self-esteem
Degree to which one feels positive about themselves
55
Self-Efficacy
Belief that one can perform a specific task successfully
56
Generalized self-efficacy
The general belief we have in our capabilities
57
Internal locus of control
WE control our own destiny
58
External locus of control
Things happen because of an external force like an all-powerful being, other people, or luck
59
Narcissism
Self importance
60
Psychopathy
Someone who is high inthrill-seeking and impulsivity, and has low empathy
61
Machiavellian personality
Ends justify the means, disregard ethics
62
Self-enhancement bias
We tend to see ourselves more positively than others
63
Self-effacement bias
AKA Modesty bias
Tendency to underestimate performance and capabilities and see events in a way that puts us in a more negative light
64
False consensus error
How we OVERestimate how similar we are to others
65
Impostor feelings
Individuals that are very successful and capable, yet feel they are not
Experience self-doubt in their capabilities
66
Self-fulfilling prophecy
When we stereotype someone and it is fulfilled it makes us believe that stereotype is true
67
Selective perception
We pay selective attention to our environment while ignoring others
68
Organizational Commitment
Emotional attachment people have to their company they work for
69
Job engagement
Investment of one's mental, emotional, and physical energies into work
70
Contributors to Job attitudes
Personality
person-environment fit
job characteristics
psychological contract
organizational justice
work relationships
stress
work-life balance
71
Person-Environment fit
fit between what we bring to our work environment and the environmental demands
72
Psychological contract
Unwritten understanding about what the employee will bring to the work environment
73
Psychological contract BREACH
Violation of the unwritten understanding between the employee and the organization regarding
74
Perceived organizational support
degree to which employees feel that the organization cares about their well-being, values them, and fulfills their needs
75
Exit Interview
Done with a departing employee to best figure out what went wrong
76
Job performance
Degree to which an employee successfully fulfills the factors included in the job description
77
Organizational Citizenship
Voluntary behaviors employees perform to help others and benefit the organization
78
Voice as an OCB
Speaking up about problems and improvement-oriented suggestions
79
Counterproductive work behaviors (CWB)
Intentional employee behaviors that harm an organization
80
Absenteeism
Unscheduled absences from work
81
Presenteeism
Employees showing up when sick due to fears of absences
82
Turnover
Employee leaving an organization (voluntary or involuntary)
83
Things that can determine whether or not we leave a job
Age (younger more likely to leave)
Time of employment
Personality
84
Job embeddedness
A condition where people have strong links and fit with their organization and job; thus leaving would entail a large number of sacrifices
85
Moral disengagement
Disregarding the ethical implications of one's behaviors
86
Whistleblowers
Report wrongdoing, have moderate levels of commitment
87
Upskilling
Teaching employees new skills
88
Job Performance Equation
P = Motivation X Ability X Environment
89
Motivation
Desire to achieve a goal or a certain performance level
90
Intrinsic motivation
Pursuing an activity because it is inherently enjoyable and not because of apparent rewards
91
Extrinsic motivation
Performing an activity because it is related to desirable outcomes such as financial rewards, status, or approval from others
92
Maslow's Hierarchy of Needs
Physiological needs (most basic)
Safety and Security
Love and belonging
Self-esteem
Self-actualization (most complex)
93
ERG Theory
Existence, Relatedness, Growth
94
Existence
Need corresponding to Maslow's physiological and safety needs
95
Relatedness
Corresponds to social needs
96
Growth
Maslow's esteem and self-actualization
97
Hygiene factors
Factors that are extrinsic to the job such as company policies and working conditions
98
Motivators
Factors that are intrinsic to the job such as achievement, recognition, interesting work, increased responsibilities, and growth opportunities
99
Need for achievement
Those who have a strong need for success
100
Need for affiliation
The need to be liked and accepted by others
101
Need for power
Those who want to influence others and control their environment
102
Equity Theory
Inputs matching outcomes
103
Referent
The person we compare ourselves to in equity theory
104
Equity Sensitivity
A personality trait explaining different reactions to inequity
105
Benevolents
Give without waiting to receive much in return
106
Entitleds
Expect to receive a lot for little input
107
Dimensions of Organizational Justice
Procedural
Interactional
Distributive
108
Procedural Justice
Fair decision-making procedures and how often they are used
109
Interactional Justice
Degree to which people are treated with respect, kindness, and dignity in interpersonal interactions
110
Expectancy Theory
Individual motivation to put more or less effort is determined by this calculation in which we evaluate our position
111
Expectancy
The person believes that high levels of effort will lead to outcomes of interest, such as performance or success
112
Instrumentality
Degree to which the person believes that performance is related to SECONDARY outcomes
113
Valence
Value of rewards awaiting the person as a result of performance
114
Positive reinforcement
Method of increasing the desired behavior by rewarding positive behavior with positive consequences
115
Negative reinforcement
Used to increase the desired behavior, removal of unpleasant things when positive behavior is done
116
Extinction
Used to decrease the frequency of negative behaviors
Removal of rewards following negative behavior
117
Punishment
Presenting negative consequences following unwanted behaviors
118
Continuous schedule
Reinforcers follow ALL instances of positive behaviors with a reward
119
Fixed-interval schedule
Providing rewards after a specified amount of time
120
Fixed-ratio schedule
Providing rewards every NTH time the right behavior is demonstrated
121
