Chapter 9 Flashcards

1
Q

Performance behaviours

A

Directly involved in performing a job

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2
Q

Organizational citizenship

A

Provide positive benefits to the organization in more indirect ways (does not help the rest of the organization outside of their own work)

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3
Q

Absenteeism

A

When an employee is absent from work, whether legitimately or not, that person’s work does not get done, and a substitute must be hired to do it or others in the organization must pick up the slack

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4
Q

Tardiness

A

Counterproductive behaviour (being late)

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5
Q

Turnover

A

People quitting their job (nature of the job, the nature of supervision, a poor person-job fit, the external labour market, and family influences. Stress and burnout also cause a turnover.)

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6
Q

5 fundamental traits

A

Agreeableness, Conscientiousness, Positive or negative Emotional Stability (Neuroticism), Extraversion (More extraversion or more introversion), and openess

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7
Q

Emotional Intelligence

A

The extent to which people possess social skills, are self-aware, can manage their emotions (self-regulate), can motivate themselves, and can express empathy for others.

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7
Q

Machiavellianism

A

Refers to behaviour that is designed to gain power and control (high - rational and non-emotional)

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8
Q

Attitudes

A

Reflection of our beliefs and feelings about ideas situations
and other people

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9
Q

Job Satisfaction

A

Extent to which people have positive attitudes
toward their jobs

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10
Q

Organizational (job) Commitment

A

Reflects an individual’s identification with the organization and its mission

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11
Q

Psychological Contract

A

Expectations held by employees concerning their
contribution to an organization and what the organization will provide in return (ex. effort for pay and benefits)

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12
Q

Person–job fit

A

The person–job fit refers to the extent to which a person’s contributions and the organization’s inducements match one another.

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13
Q

Motivation

A

The set of forces that cause people to behave in certain ways

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14
Q

Classical Theory

A

Workers are motivated primarily by money, therefore, paying employees more would result in higher levels of production

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15
Q

Scientific Management

A

Analyze jobs and find more efficient ways to perform them (time-and-motion studies)

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16
Q

Human Resources Model (Theory X and Theory Y)

A

Two diametrically opposed perceptions of employees
Theory X: Employees dislike work (Lazy, Irresponsible, Uncooperative) and Threaten, or punish, for
results
Theory Y: Employees like work (Energetic, Growth oriented, Responsible, Cooperative) and Use intrinsic, rather than extrinsic rewards

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17
Q

Hawthorne Effect

A

Tendency for workers productivity to increase when they are receiving special attention from management

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18
Q

Maslow’s Hierarchy of Needs

A

Basic needs must be met before an individual seeks
higher level needs (lowest - physiological needs, security needs, social needs, esteem needs, self-actualization needs - highest)

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19
Q

Hertzberg Two-Factor Theory

A

Highlights two sets of factors associated with satisfaction and dissatisfaction in the workplace
Motivating factors: (Satisfaction vs. No Satisfaction: Recognition, Responsibility, Advancement, Achievement, Work itself)
Hygiene factors: (Dissatisfaction vs. No Dissatisfaction: Supervisors, Working Conditions, Pay and Security, Interpersonal Relations, Company Policies and
Procedures)

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20
Q

Expectancy Theory

A

People are motivated to work towards rewards that
they want and believe they have a reasonable chance of obtaining (M = E x I x V)

21
Q

Equity Theory

A

Individuals compare their perceptions of what they contribute (inputs)/what they receive(outputs) < = >others’ inputs/others’ inputs
Feelings of equity or inequity

22
Q

Reinforcement

A

Applying (or withholding) positive (or negative)
consequences in order to motivate employees

23
Q

Positive reinforcement

A

Apply positive consequences when employees exhibit desired behaviours

24
Q

Punishment

A

Apply negative consequences when employees exhibit undesirable behaviours

25
Q

Omission

A

Withhold positive consequences when employees exhibit undesirable behaviours

26
Q

Negative reinforcement

A

Withhold negative consequences when employees exhibit desired behaviours

27
Q

Goal Setting Theory + SMART Goals

A

Focus on setting goals to help motivate
employees
Specific
Measurable
Achievable
Realistic
Time framed

28
Q

Management by Objectives

A

System of collaborative goal setting that extends from the top (managers) to the bottom (employees) of the firm to help employees learn more about company-wide objectives

29
Q

Participative Management and Empowerment

A

Employees are more satisfied and self-motivated if they have a say in how they do their jobs and how the company is managed

30
Q

Team Management

A

Individual employees are given decision-making responsibility for certain narrow activities

31
Q

Types of teams

A

Problem solving teams, transnational teams, self-managed teams, project teams (ventures), and virtual teams

32
Q

Job Enrichment

A

Expanding or adding one or more motivating factors to a job which is used to increase job satisfaction

33
Q

Job Redesign

A

Increases job satisfaction by improving the employee–job fit to help with growth or achievement (Combining tasks, creating natural work groups, establishing client relationships)

34
Q

Modified Work Schedules

A

Allow individuals to fulfill work commitments more effectively around personal or community obligations (flextime, compressed workweek, telecommuting, workshare program)

35
Q

Flextime

A

Adjusts the standard daily work schedule to fit employees’ needs (All must be available during
the core time)

36
Q

Compressed Workweek

A

Employees work less days but complete the same amount of hours (work more hours during the day)

37
Q

Telecommuting

A

Employees do all or some work away from the office, home-based office technology is used

38
Q

Workshare Programs (job sharing)

A

Two people share a single, full-time position (Useful for those who wish to stay in the workforce part-time -mothers with young children or partially retired persons)

39
Q

The Perspectives on Leadership

A

The process of motivating others to meet goals
Trait perspective, Behaviour perspective, Situational perspective, Transactional perspective, Transformational perspective, Charismatic (Idealized influence) perspective, Romance perspective

40
Q

Trait Approach

A

Identifies traits that would distinguish leaders from non-leaders

41
Q

Behavioural Approach

A

Determines how the behaviours of successful leaders differs from those of unsuccessful leaders

42
Q

The situational approach

A

Appropriate leadership behaviour varies from one situation to the next

43
Q

3 leadership styles

A

Autocratic (absolute power), Democratic, and Free-Rein

44
Q

Transactional Leadership

A

Emphasizes routine, regimented activities that focus
on maintaining stability or the status quo

45
Q

Transformational Leadership

A

The ability of the leader to recognize the need for
change; create a vision to make that change happen

46
Q

Charismatic Leadership

A

Possess a high level of confidence, Possess a strong need to influence others, Communicate high expectations of subordinates, and Generally more successful at influencing subordinates

47
Q

Leaders as Coaches

A

Help select team members and other new employees, Provide some general direction, Help train and develop the team, and Help the team get the information and resources

48
Q

Cross-cultural leadership

A

New leaders are coming from diverse
backgrounds and These new leaders may have different leadership styles

49
Q

Strategic Leadership

A

Able to see the whole picture and envision necessary changes

50
Q

Ethical Leadership

A

Follows high standards of ethical leadership

51
Q

Virtual Leadership

A

Involves communication electronically rather than face to face