chapter 9 Flashcards
Task demands
stressors associated with the task itself.
Physical demands
stressors associated with the job setting
Role demands
role conflict or role ambiguity that people can experience in groups
psychological contract
expectations of what workers will contribute to the organization and what the organization will provide in return
contributions
What the individual provides to the organization
inducements
What the organization provides to the individual
Person–job fit
The extent to which the contributions made by the individual match the inducements offered by the organization
“Big Five” personality traits
Agreeableness, Conscientiousness, Neuroticism, Extraversion, Openness
Agreeableness
A person’s ability to get along with others
Conscientiousness
The number of things a person can effectively work on at one time
Neuroticism
Extent to which a person is poised, calm, resilient, and secure
Extraversion
A person’s comfort level with relationships
Openness
A person’s rigidity of beliefs and range of interests
Locus of control
The degree to which a person believes that their behavior has a direct impact on the consequences of that behavior
Self-efficacy
An individual’s beliefs about their capabilities to perform a task
authoritarianism
The extent to which a person believes that power and status differences are needed for organizations
Machiavellianism
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
cognitive dissonance
Caused when an individual has conflicting attitudes
Organizational commitment
An attitude that reflects a person’s identification with and attachment to the organization itself
Organizational engagement
The extent to which an employee sees themselves as part of the organization
Selective perception
The process of screening out information that we are uncomfortable with or that contradicts our beliefs
Attribution
The process of observing behavior and attributing causes to it
general adaptation syndrome
alarm, resistance, exhaustion
Type A
Individuals who are extremely competitive, very devoted to work, and have a strong sense of time urgency
Type B
Individuals who are less competitive, less devoted to work, and have a weaker sense of time urgency
creative process
preparation, Incubation, insight, verification
Workplace behavior
A pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness
Performance behaviors
The total set of work-related behaviors that the organization expects the person to display
Organizational citizenship
The behavior of individuals that makes a positive overall contribution to the organization
Dysfunctional behaviors
Those that detract from, rather than contribute to, organizational performance
