Bus 1010 Chapter 8 Flashcards
Employee Behavior
The pattern of actions by the members of an organization that directly or indirectly influences the organizations effectiveness.
Performance Behavior
The total set of work-related behaviors that the organization expects employees to display.
Organizational Citizenship
Positive behaviors that do not directly contribute to the bottom line.
Counterproductive Behaviors
Behaviors that detract from organizational performance.
Absenteeism
When an employee does not show up for work.
Turnover
Annual percentage of an organization’s workforce that leaves and must be replaced.
Individual differences
personal attributes that vary from one person to another.
Personality
The relatively stable set of psychological attributes that distinguish one person from another.
Big Five personality traits
Five fundamental personality traits especially relevant to organizations.
Agreeableness, Conscientiousness, Emotionality, Extra/Intraversion, openness.
Emotional Intelligence (Emotional Quotient)
The extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and posses social skills.
Attitudes
A person’s beliefs and feelings about specific ideas, situations, or people.
Job satisfaction
Degree of enjoyment that people derive from performing their jobs.
Organizational Commitment
An individual’s identification with the organization and its mission.
Psychological Contract
Set of expectations held by an employee concerning what he or she will contribute to an organization (referred to as contributions) and what the organization will in return provide the employee (referred to as inducements).
Person-Job fit
The extent to which a person’s contributions and the organization’s inducements match one another.
Motivation
The set of forces that cause people to behave in certain ways.
Classical Theory of Motivation
Theory holding that workers are motivated solely by money.
Hawthorne Effect
Tendency for productivity to increase when workers believe they are receiving special attention from management.
Theory X
Theory of motivation holding that people are naturally lazy and uncooperative.
Theory Y
Theory of motivation holding that people are naturally energetic, growth-oriented, self-motivated, and interested in being productive.
Hierarchy of Human Needs Model
Theory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher-level needs.
Two-factor Theory
theory of motivation holding that job satisfaction depends on two factors, hygiene and motivation.
Expectancy theory
Theory of motivation holding that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining.
Positive Reinforcement
Reward that follows desired behaviors.
Punishment
Unpleasant consequences of an undesirable behavior.
Management by Objectives (MBO)
Set of procedures involving both managers and subordinates in setting goals and evaluating progress.
Participative Management and empowerment
Method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company.
Job Enrichment
Method of increasing job satisfaction by adding one or more motivating factors to job activities.
Job Redesign
Method of increasing job satisfaction by designing a more satisfactory fit between workers and their jobs.
Work Sharing (Job Sharing)
Method of increasing job satisfaction by allowing two or more people to share a single full-time job.
Flextime Programs
Method of increasing job satisfaction by allowing workers to adjust work schedules on a daily or weekly basis.
Telecommuting
Form of flextime that allows people to perform some or all of a job away from standard office settings.
