Exam 1

Question 1

Human Resource Management

Answer 1

takes the theories and principles studied in

OB and explores the “nuts-and-bolts” applications of those principles in organizations

Question 2

Strategic management

Answer 2

focuses on the product choices and industry characteristics that affect an organization’s profitability

Question 3

individual outcomes

Answer 3

job performance and organizational commitment.

Question 4

individual mechanism

Answer 4

job satisfaction, stress, motivation; Trust, justice, and ethics; learning and decision making

Question 5

individual characteristics

Answer 5

Personality and cultural values; ability

Question 6

group mechanisms

Answer 6

team characteristics and diversity; team processes and communication; leader power and negotiation; leader styles and behaviors

Question 7

organizational mechanisms

Answer 7

organizational

structure; organizational culture

Question 8

resource-based view

Answer 8

This perspective describes what exactly makes

resources valuable for organizations

Question 9

inimitable resource

Answer 9

it cannot be imitated

Question 10

socially complex resources

Answer 10

culture,

teamwork, trust, and reputation

Question 11

OB surveys

Answer 11

The authors coded each prospectus for information that might suggest OB issues were valued. Examples
of valuing OB issues included describing employees as a source of competitive advantage in strategy
and mission statements, emphasizing training and continuing education, having a human resources
management executive, and emphasizing full-time rather than temporary or contract employees

Question 12

Rule of One-Eighth

Answer 12

Because one-half times one-half times one-half equals one-eighth, at best 12 percent
of organizations will actually do what is required to build profits by putting people first

Question 13

Methods of Knowing

Answer 13

experience, intuition, authority, science

Question 14

Method of experience

Answer 14

People hold firmly to some belief because it is consistent with their own
experience and observations.

Question 15

Method of intuition

Answer 15

People hold firmly to some belief because it “just stands to reason”—it
seems obvious or self-evident.

Question 16

Method of authority

Answer 16

People hold firmly to some belief because some respected official, agency,
or source has said it is so.

Question 17

Method of science

Answer 17

People accept some belief because scientific studies have tended to replicate
that result using a series of samples, settings, and methods

Question 18

theory

Answer 18

defined as a collection of assertions—both verbal and symbolic—that specify how and why variables are related, as
well as the conditions in which they should (and should not) be related

Question 19

hypotheses

Answer 19

are written predictions that specify relationships between variables

Question 20

correlation

Answer 20

abbreviated r, describes the statistical relationship between two variables

Question 21

correlation strength

Answer 21

a correlation of .50 is considered “strong” in organizational behavior research,
given the sheer number of things that can affect how employees feel and act. A .30 correlation
is considered “moderate,” and many studies discussed in this book will have results in this range.
Finally, a .10 correlation is considered “weak” in organizational behavior research.

Question 22

causation/causal inferences

Answer 22

establishing that one variable really does cause
another. Requires establishing three things. First, that the two variables are correlated. Second,
that the presumed cause precedes the presumed effect in time. Third, that no alternative explanation exists for the correlation

Question 23

Meta-analyses

Answer 23

takes all of the correlations found in studies of a particular relationship and calculates a weighted average

Question 24

job performance

Answer 24

the value of the set
of employee behaviors that
contribute, either positively
or negatively, to organizational goal accomplishment

Question 25

Task performance

Answer 25

refers to employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces.

Question 26

Routine task performance

Answer 26

involves well-known responses to demands that occur in a normal, routine, or otherwise predictable way

Question 27

adaptive task performance

Answer 27

involves employee responses to task demands that are novel, unusual, or, at the very least, unpredictable

Question 28

creative task performance

Answer 28

refers to the degree to which individuals develop ideas or physical outcomes that are both novel and useful

Question 29

job analysis

Answer 29

First, a list of the activities involved in a job is generated. This list generally results from data from several sources, including observations, surveys, and interviews of employees. Second, each activity on this list is rated by “subject matter experts,” according to things like the importance and frequency of the activity. Third, the activities that are rated highly in terms of their importance and frequency are retained and used to define task performance

Question 30

Occupational Information Network (or O*NET)

Answer 30

is an online database that includes, among other things, the characteristics of most jobs in terms of tasks, behaviors, and the required knowledge, skills, and abilities (http://www.onetonline.org)

Question 31

citizenship behavior

Answer 31

voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting or context in which work takes place

Question 32

interpersonal citizenship behavior

Answer 32

Such behaviors benefit coworkers and colleagues and involve assisting, supporting, and developing other organizational members in a way that goes beyond normal job expectations. Helping, Courtesy, Sportsmanship

Question 33

Helping

Answer 33

involves assisting coworkers who have heavy workloads, aiding them with personal matters, and showing new employees the ropes when they first arrive on the job

Question 34

Courtesy

Answer 34

refers to keeping coworkers informed about matters that are relevant to them.

Question 35

Sportsmanship

Answer 35

involves maintaining a good attitude with coworkers, even when they’ve done something annoying or when the unit is going through tough times

Question 36

organizational citizenship behavior

Answer 36

These behaviors benefit the larger organization by supporting and defending the company, working to improve its operations, and being especially loyal to it. Voice, Civic virtue, Boosterism

Question 37

Voice

Answer 37

involves speaking up and offering constructive suggestions regarding opportunities to improve unit or organizational functioning or to address problems that could lead to negative consequences for the organization

Question 38

Civic virtue

Answer 38

refers to participating in the company’s operations at a deeper-than-normal level by attending voluntary meetings and functions, reading and keeping up with organizational announcements, and keeping abreast of business news that affects the company

Question 39

Boosterism

Answer 39

means representing the organization in a positive way when out in public, away from the office, and away from work

Question 40

counterproductive behavior

Answer 40

Employee behaviors that are against organizational norms and intentionally hinder organizational goal accomplishment

Question 41

Property deviance

Answer 41

refers to behaviors that harm the organization’s assets and possessions; sabotage, Theft

Question 42

Production deviance

Answer 42

is also directed against the organization but focuses specifically on reducing the efficiency of work output; Wasting resources, Substance abuse

Question 43

political deviance

Answer 43

refers to behaviors that intentionally disadvantage other individuals rather than the larger organization; Gossiping, Incivility

Question 44

personal aggression

Answer 44

hostile verbal and physical actions directed toward other employees; Harassment, Abuse

Question 45

correlation between counterproductive behavior and task performance

Answer 45

there’s only a weak negative correlation between task performance and counterproductive behavior

Question 46

knowledge work

Answer 46

engage in cognitive work, applying theoretical and analytical knowledge acquired through education and continuous learning

Question 47

Service work

Answer 47

work that provides nontangible goods to customers through direct electronic, verbal, or physical interaction

Question 48

behaviorally anchored rating scales (BARS)

Answer 48

measure performance by directly assessing job performance behaviors. uses “critical incidents”—short descriptions of effective and ineffective behaviors—to create a measure that can be used to evaluate employee performance

Question 49

360-degree feedback

Answer 49

involves collecting performance information not just from the supervisor but from anyone else who might have firsthand knowledge about the employee’s performance behaviors. These other sources of performance information typically include the employee’s subordinates, peers, and customers

Question 50

Organizational commitment

Answer 50

is defined as the desire on the part of an employee to remain a member of the organization

Question 51

withdrawal behavior

Answer 51

a set of actions that employees perform to avoid the work situation—behaviors that may eventually culminate in quitting the organization

Question 52

affective commitment

Answer 52

defined as a desire to remain a member of an organization due to an emotional attachment to, and involvement with, that organization EMOTION-BASED

Question 53

continuance commitment

Answer 53

defined as a desire to remain a member of an organization because of an awareness of the costs associated with leaving it COST-BASED

Question 54

normative commitment

Answer 54

defined as a desire to remain a member of an organization due to a feeling of obligation OBLIGATION-BASED

Question 55

erosion model

Answer 55

suggests that employees with fewer bonds will be most likely to quit the organization

Question 56

social influence model

Answer 56

suggests that employees who have direct linkages with “leavers” will themselves become more likely to leave

Question 57

embeddedness

Answer 57

summarizes employees’ links to their organization and community, their sense of fit with their organization and community, and what they would have to sacrifice for a job change

Question 58

Withdrawal

Answer 58

a set of actions that employees perform to avoid the work situation

Question 59

Exit-Voice-Loyalty-Neglect

Answer 59

Common employee reactions to negative work events

Question 60

Exit

Answer 60

Ending or restricting organizational membership

Question 61

Voice

Answer 61

A constructive response where individuals attempt to improve the situation

Question 62

Loyalty

Answer 62

A passive response where the employee remains supportive while hoping for improvement

Question 63

Neglect

Answer 63

Reduced interest and effort in the job

Question 64

Stars (Commitment x Performance)

Answer 64

possess high commitment and high performance and | are held up as role models for other employees

Question 65

Citizens (Commitment x Performance)

Answer 65

possess high commitment and low task performance but perform many of the voluntary “extrarole” activities that are needed to make the organization function smoothly

Question 66

Lone wolves (Commitment x Performance)

Answer 66

possess low levels of organizational commitment but high levels of task performance and are motivated to achieve work goals for themselves, not necessarily for their company

Question 67

apathetics

Answer 67

possess low levels of both organizational commitment and task performance and merely exert the minimum level of effort needed to keep their jobs

Question 68

Psychological Withdrawal

Answer 68

Daydreaming, looking busy, cyberloafing, socializing, moonlighting

Question 69

Physical Withdrawal

Answer 69

Tardiness, missing meetings, quitting, long breaks, absent

Question 70

Perceived organizational support

Answer 70

reflects the degree to which employees believe that the organization values their contributions and cares about their well-being

Question 71

job satisfaction

Answer 71

A pleasurable emotional state resulting from the appraisal of one’s job or job experiences

Question 72

Value-percept theory

Answer 72

Job satisfaction depends on whether you perceive that your job supplies the things that you value. What you want, what you have, and how important that is to you

Question 73

Forms of satisfaction

Answer 73

pay, promotion, supervisor, coworker, work itself

Question 74

Satisfaction with the Work Itself

Answer 74

Jobs are more enjoyable when work tasks are challenging and fulfilling.

Question 75

Job Characteristics Theory

Answer 75

Variety, Identity, Significance, Autonomy, Feedback

Question 76

Variety

Answer 76

the extent to which the job requires different activities requiring different skills and talents

Question 77

Identity

Answer 77

the degree to which the job allows an employee to complete a whole, identifiable piece of work

Question 78

Significance

Answer 78

the degree to which the job has an impact on the lives of other people

Question 79

Autonomy

Answer 79

the degree to which the job provides freedom, independence, and discretion to the individual performing the work

Question 80

Feedback

Answer 80

the degree to which the job provides clear information about how well the individual is performing the work

Question 81

knowledge and skill and growth need strength

Answer 81

which captures whether employees have strong needs for personal accomplishment or developing themselves beyond where they currently are

Question 82

activation

Answer 82

being surprised or astonished (high activation) and quiet or still (low activation) vertical axis

Question 83

pleasantness

Answer 83

good mood, bad mood; horizontal axis

Question 84

emotional labor

Answer 84

the need to manage emotions to complete job duties successfully

Question 85

emotional contagion

Answer 85

shows that one person can “catch” or “be infected by” the emotions of another person

Question 86

Relationship between job satisfaction and organizational commitment and job performance

Answer 86

job satisfaction does predict job performance. Why? One reason is that job satisfaction is moderately correlated with task performance. Satisfied employees do a better job of fulfilling the duties described in their job descriptions,61 and evidence suggests that positive feelings foster creativity,62 improve problem solving and decision making,63 and enhance memory and recall of certain kinds of information.64 Positive feelings also improve task persistence and attract more help and support from colleagues.