Chapter 8/10 Flashcards
Organization Citizenship:
Positive behaviors that do not directly contribute to the bottom line. (Doing good things beyond just being productive at their actual work)
Performance Behaviors:
Total set of work-related behaviors that the organization expects employees to display.
Counterproductive behavior:
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.
Big 5 personality traits:
- Agreeableness: persons ability to get along with others.
- Conscientiousness: individuals persistence, dependableness, and orderliness.
- Emotionality: degree to which people tend to be positive or negative in their outlook and behaviors toward others.
- Extroversion: person’s comfort level with relationships. (Introvert/extrovert)
- Openness: reflects how open or rigid a person is in terms of his or her beliefs.
Myers-Briggs type indicator (MBTI):
A popular questionnaire that some organizations use to assess personality types.
Emotional Intelligence (Emotional Quotient):
Extent to which people are self aware, can manage their emotions, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills.
Locus of control:
Extent to which people believe that their behavior has a real effect on what happens to them.
Self efficacy:
A person’s belief about his or her capabilities to perform a task.
Authoritarianism:
The extent to which a person believes that power and status differences are appropriate within hierarchical social systems such as organizations.
Machiavellianism:
Used to describe behavior directed at gaining power and controlling the behavior of others.
Self-esteem:
The extent to which a person believes that he or she is a worthwhile and deserving individual.
Risk Propensity:
The degree to which a person is willing to take chances and make risky decisions
Attitudes:
A person’s beliefs and feelings about specific ideas, situations, or people.
Cognitions:
The knowledge a person presumes to have about something.
Affect:,
A person’s feelings toward something.
Intention:
Part of an attitude that guides a person’s behavior.
Cognitive Dissonance:
When two sets of cognitions or perceptions are contradictory or incongruent.
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, and what the organization will in return provide the employee.
Person-Job Fit:
The extent to which a person’s contributions and the organizations inducements match one another.
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 5 levels of human needs that must be fulfilled before people work to satisfy higher level needs.
Lowest to highest: Physiological needs Security Social Esteem Self-actualization
Two factor theory:
Theory of motivation holding that job satisfaction depends on two factors, hygiene, and motivation.
Need for achievement:
An individual’s desire to accomplish a goal or task as effectively at possible.
Need for affiliation:
Individuals desire for human companionship.
Need for power:
The desire to control one’s environment, including financial, material, informational, and human resources.
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.
Equity Theory:
Theory of motivation holding that people evaluate their treatment by the organization relative to the treatment of others.
Positive reinforcement:
Reward that follows desired behaviors.
Punishment
Unpleasant consequences of an undesirable behavior.
Social learning
Learning that occurs when people observe behaviors of others, recognize their consequences, and alter their own behavior as a result.
Management by objectives:
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 satisfaction by designing a more satisfactory fit between workers and their jobs. (Combing tasks, forming natural work groups, establishing client relationships)
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.
Human Resource Management:
Set of organizational activities directed at attracting, developing and maintaining an effective workforce.
Human Capital:
Reflects the organizations investment in attracting, retaining, and motivating an effective workforce.
Job specification:
Description of the skills abilities and other credentials and qualifications required by a job.
Replacement chart:
List of each management position, who occupies it, how long that person will likely stay in the job, and who is qualified as a replacement.
Employee information system (skills inventory):
Computerized system containing information on each employees education, skills, work, experiences, and career aspirations.
Adverse impact:
When minorities and women meet or pass the requirement for a job at a Rate less than 80 percent of the rate of majority group members.
Equal employment opportunity commission:
Federal agency enforcing several discrimination related laws.
Affirmative action:
Intentionally seeking and hiring employees from groups that are underrepresented in the organizations.
Quid pro quo harassment:
Form of sexual harassment in which sexual favors are requested in return for job-related benefits.
Hostile work environment:
Form of sexual harassment deriving from off-color jokes, lewd comments and so forth.
Employment at Will:
Principle, increasingly modified by legislation and judicial decision, that organizations should be able to retain or dismiss employees at their discretion.
Patriot act:
Legislation that increased U.S. Govt power to investigate and prosecute suspected terrorists.
Internal recruiting :
Considering present employees as candidates for openings.
External recruiting:
Attracting person’s outside the organization to apply for jobs.
Realistic job preview:
Providing the applicant with a real picture of what performing the job that the organization is trying to fill would be like.
Wage:
Compensation in the form of money paid for time worked.
Salary.
Compensation in the form of money paid for discharging the responsibilities of a job.
Incentive program:
Special compensation program designed to motivate high performance.
Bonus:
Individual performance incentive in the form of a special payment made over and above the employees salary.
Merit salary system:
Individual incentive linking compensation to performance in nonsales jobs.
Pay For Performance (variable pay):
Individual incentive that rewards a manager for especially productive output.
Profit sharing plan:
Incentive plan for distributing bonuses to employees when company profits rise above a certain level.
Gainsharing plan:
Incentive plan that rewards groups for productivity improvements.
Pay-for-knowledge plan:
Incentive plan to encourage employees to leave new skills or become proficient at different jobs.
Benefits:
Compensation other than wages and salaries.
Workers compensation insurance:
Legally required insurance for compensating workers injured on the job.
Cafeteria benefits plan:
Benefit plan that sets limits on benefits per employee, each of whom may choose from a variety of alternative benefits.
Vestibule training:
Off the job training conducted in a simulated environment.
Performance appraisal:
evaluation of an employees job performance to determine the degree to which the employee is performing effectively.
360 degree feedback.
Performance appraisal technique in which managers are evaluated by everyone around them - their boss, their peers, and their subordinates.
Knowledge workers:
Employees who are value because of the knowledge they possess.
Contingent worker:
Employee hired on something other than a full-time basis to supplement an organizations permanent workforce.
Labor union:
Group of individuals working together to achieve shared job-related goals, such as higher pay, shorter working hours, more job security, greater benefits, or better working conditions.
Labor relations:
Process of dealing with employees who are represented by a union.
Collective bargaining:
Process by which labor and management negotiate conditions of employment for Union-represented workers.
Contract issues that are most important to union negotiators:
Compensation, benefits, job security.
Cost of living adjustment:
Labor contract clause trying future raises to changes in consumer purchasing power.
Wage reopener clause:
Clause allowing wage rates to be renegotiated during the life of a labor contract.
Strike:
Labor action in which employees temporarily walk off the job and refuse to work.
Work slowdown:
Labor action in which workers perform jobs at a slower than normal pace.
Lockout:
Management tactic whereby workers are denied access to the employers workplace.
Strike breaker
Worker hired as a permanent replacement or temporary replacement for a striking employee.
Mediation:
Method of resolving a labor desolate which s third party suggests but does not impose.
Arbitration:
Method of resolving a labor dispute which both parties agree to submit to the judgement of a neutral party.
