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HR > Exam 1 > Flashcards

Exam 1 Flashcards

1
Q

Human Resource Management

A

Goal is to understanding how to effectively maximize the value of the employee

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2
Q

Human Capital

A

An organization’s employees, described in terms of their training, experience, judgment, intelligence, relationships, and insight.

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3
Q

How does human resource management contribute to an organization’s performance?

A

Well-managed Human Resources can be a source of sustainable competitive advantage by contributing to quality, profits, and customer satisfaction.

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4
Q

Organizational Behavior

A

Describes an interdisciplinary field dedicated to understanding and managing people at work

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5
Q

Contingency Approach

A

Calls for using the OB concepts and tools that best suit the situation, instead of trying to rely on “one best way,”

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6
Q

Hard Skills

A

The technical expertise and knowledge to do a particular task or job function

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7
Q

Soft Skills

A

Relate to our human interactions and include both interpersonal skills and personal attributes

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8
Q

Portable Skills

A

Relevant in every job, at every level, and throughout your career

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9
Q

Why is OB Valuable to your job and career

A

The farther you go, the more OB Skills you’ll need

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10
Q

Ethics

A

Guides our behavior by identifying right, wrong, and the many shades of gray in between

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11
Q

Ethical Dilemmas

A

Situations with two choices, neither of which resolves the situation in an ethically acceptable manner

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12
Q

3 Levels of Organizational Behavior

A

Individual
Group/Team
Organization

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13
Q

Personal Attributes:

A

Attitude
Personality
Teamwork
Leadership

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14
Q

Interpersonal Skills:

A

Active Listening
Positive Attitudes
Effective Communication

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15
Q

Ill-conceived goals

A

We set goals and incentives to promote a desired behavior, but they encourage a negative one

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16
Q

Motivated Blindness

A

We overlook the unethical behavior of another when it’s in our interest to remain ignorant

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17
Q

Indirect Blindness

A

We hold others less accountable for unethical behavior when it’s carried out through third parties

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18
Q

The slippery slope

A

We are less able to see others’ unethical behavior when it develops gradually

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19
Q

Overvaluing Outcomes

A

We give a pass to unethical behavior if the outcome is good

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20
Q

Person factors

A

Infinite characteristics that give individuals their unique identities

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21
Q

Situation factors

A

All the elements outside us that influence what we do, the way we do it, and the ultimate results of our actions

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22
Q

Interactional Perspective

A

States that behavior is a function of interdependent person and situation factors

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23
Q

Organizing Framework for Understanding and Applying OB

A

Inputs: Personal Factors, Situation Factors

V

Processes: Individual Level, Group/Team Level, Organizational Level

V

Outcomes: Individual Level, Group/Team Level, Organizational Level

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24
Q

Economists perspective on employees:

A

Employees = Expense

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25
Q

HRM perspective on employees:

A

Employees = Value

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26
Q

Values

A

Abstract ideals that guide our thinking and behavior across all situations

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27
Q

Values when it comes to time and context

A

Generally remain stable across time

Not specific to context

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28
Q

A match between an individual’s values and environment/behavior leads to

A

Positive attitudes and motivation

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29
Q

Schwartz’s Value Theory

A

Two dimensions of values:

First Bipolar Dimension
Second Bipolar Dimension

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30
Q

First Bipolar Dimension:

A

<———————————->
Self-Transcendence. Self-Enhancement

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31
Q

Second Bipolar Dimension

A

<———————————->
Openness to Change. Conservation

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32
Q

What did Schwartz think about values?

A

They are motivational

Represent broad goals over time

Some are incongruent and some are complementary

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33
Q

Attitudes

A

Our feelings or opinions about people, places, and objects and range from positive to negative

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34
Q

Workplace attitudes

A

An outcome of various OB-related processes, including leadership

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35
Q

Cognitive component of an attitude

A

Our beliefs or ideas about an object or situation

“I believe”

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36
Q

Affective Component of an attitude

A

Our feelings or emotions about a given object or situation

“I feel”

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37
Q

Behavioral component of an attitude

A

The way we intend or expect to act toward someone or something

“I intend”

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38
Q

Cognitive Dissonance

A

The psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions (ideas, beliefs, values, or emotions)

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39
Q

What is significant about the behavioral component of attitudes?

A

Very few people follow through with their intentions

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40
Q

Values represent beliefs that influence behaviors ______________; attitudes relate to behavior ______________

A

Across all situations

Toward specific targets

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41
Q

Perceived behavioral control

A

The perceived ease or difficulty of performing the behavior, assumed to reflect past experience and anticipated obstacles.

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42
Q

Theory of Planned Behavior Determinants of Intention

A

Attitude toward the behavior

Subjective Norm

Perceived Behavioral Control

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43
Q
A
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44
Q

Organizational commitment

A

The extent to which an individual identifies with an organization and commits to its goals

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45
Q

Psychological contracts

A

An individual’s perception about the reciprocal exchange between him- or herself and another party

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46
Q

Flextime

A

A policy of giving employees flexible work hours so they can come and go at different times, as long as they work a set number of hours or meet deadlines

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47
Q

Employee Engagement

A

The extent to which employees give it their all to their work roles

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48
Q

Stressors

A

Environmental characteristics that cause stress

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49
Q

Perceived Organizational Support

A

The extent to which employees believe their organization values their contributions and genuinely cares about their well-being

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50
Q

Job Satisfaction

A

An effective or emotional response towards various facts of a job

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51
Q

Job Involvement

A

Represents the extent to which an individual is personally engaged in his or her work role

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52
Q

Withdrawl cognitions

A

An individual’s overall thoughts and feelings about quitting

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53
Q

Organizational citizenship behavior

A

Individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization

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54
Q

Counterproductive work behavior

A

Behavior that harms other employees, the organization as a whole, and/or organizational stakeholders such as customers and shareholders

55
Q

Turnover

A

The total number of workers who leave a company over a certain time period.

56
Q

Value attainment

A

the importance someone attaches to the task

57
Q

Equity

A

Employee perceptions of fairness and feeling fairly treated

58
Q

Individual Differences

A

The many attributes, such as traits and behaviors, that describe each of us as a person

59
Q

Are Individual Differences Fixed or Flexible?

A

Both

60
Q

Examples of Individual Differences from relatively fixed to relatively flexible

A

Values
Intelligence
Ability
Personality
Attitudes
Emotions

61
Q

Intelligence

A

An individual’s capacity for constructive thinking, reasoning, and problem solving

62
Q

Linguistic Intelligence

A

potential to learn and use spoken and written languages

63
Q

Logical-Mathematical Intelligence

A

Potential for deductive reasoning, problem analysis, and mathematical calculation

64
Q

Musical intelligence

A

Potential to appreciate, compose, and perform music.

65
Q

Bodily-kinesthetic intelligence

A

Potential to use mind and body to coordinate physical movement

66
Q

Spatial intelligence

A

Potential to recognize and use patterns

67
Q

Interpersonal Intelligence

A

Potential to understand, connect with, and effectively work with others

68
Q

Intrapersonal intelligence

A

Potential to understand and regulate yourself

69
Q

Naturalist intelligence

A

Potential to live in harmony with your environment.

70
Q

Practical Intelligence

A

The ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to, shape, and select environments

71
Q

Personality

A

The combination of relatively stable physical, behavioral, and mental characteristics that gives individuals their unique identities

72
Q

Big Five Personality Dimensions:

A

Extroversion
Agreeableness
Conscientiousness
Emotional stability
Openness to experience

73
Q

Proactive Personality

A

Someone who is relatively unconstrained by situational forces and who effects environmental change.

74
Q

The Dark Triad

A

Narcissism
Psychopathy
Machiavellianism

75
Q

Conscientiousness

A

Focus on doing the right thing, know what’s expected

76
Q

Self-Efficacy

A

A belief about your chances of successfully accomplishing a specific task

77
Q

Narcissists

A

Having a grandiose sense of self-importance; requiring or even demanding excessive admiration; having a sense of entitlement; lacking empathy; and tending to be exploitative, manipulative, and arrogant

78
Q

Psychopaths

A

A lack of guilt, remorse or concern for others when their own actions do others harm

79
Q

Machiavellianism

A

A belief that the ends justify the means, maintenance of emotional distance, and use of manipulation

80
Q

Core self-evaluations (CSEs)

A

A broad personality trait comprised of four narrow and positive individual traits:

Generalized self-efficacy
Self esteem
Locus of control
Emotional Stability

81
Q

Self-esteem

A

General belief about your self-worth

82
Q

Locus of control

A

A relatively stable personality characteristic that describes how much personal responsibility we take for our behavior and its consequences

83
Q

External Locus of Control

A

A belief that one’s performance is the product of circumstances beyond their immediate control

84
Q

Internal locus of control

A

A belief that one can control the events and consequences that affect their lives

PREFERRED BY COMPANIES

85
Q

Emotional Stability

A

Tendency to be relaxed, secure, unworried, and less likely to experience negative emotions under pressure

86
Q

Emotional Intelligence

A

The ability to monitor your own emotions and those of others, to discriminate among them, and to use this information to guide your thinking and actions

87
Q

Key Components of Emotional Intelligence

A

Self-Awareness
Self-Management
Social Awareness
Relationship Management

88
Q

Emotions

A

Complex, relatively brief responses aimed at a particular target, such as a person, information, experience, or event. They also change psychological and/or physiological states

89
Q

Organizations and Emotions

A

For many years emotions were seen as the antithesis of rationality, but now organizations are trying to harness their power.

90
Q

Emotional Labor

A

The effort required to display emotions that one is not really feeling.

91
Q

Sympathy

A

A feeling of pity for another, offering advice

92
Q

Empathy

A

Our ability to understand how someone feels, letting them talk

93
Q

Emotional Contagion

A

The influence of one person’s affect on the moods of others

94
Q

Perception

A

A cognitive process that enables us to interpret and understand our surroundings

95
Q

Stages of Social Perception:

A

Selective attention/comprehension

Encoding and simplification

Storage and retention

Retrieval and response

96
Q

Attention

A

The process of becoming consciously aware of someone or something

97
Q

Cognitive categories

A

Groups of objects that are considered equivalent

98
Q

Schema

A

A person’s mental picture or summary of a particular event or type of stimulus

99
Q

Event Memory

A

Memories that describe sequences of events in familiar situations

100
Q

Semantic memory

A

Refers to general knowledge about the world and definitions and associated traits with different mental definitions

101
Q

Person memory

A

Memories about individuals or people

102
Q

Implicit cognition

A

Any thoughts or beliefs that are automatically activated from memory without our conscious awareness

103
Q

Stereotype

A

An individual’s set of beliefs about the characteristics or attributes of a group

104
Q

How stereotypes are formed and maintained:

A

Categorization
Inferences
Expectations
Maintenance

105
Q

Discrimination

A

When employment decisions about an individual are based on reasons not associated with performance or related to the job

106
Q

Relationship between Stereotypes and Discrimination

A

Stereotypes can lead to discrimination

107
Q

How to combat stereotypes:

A

Educate
Create opportunities
Increase people’s awareness

108
Q

Casual attributions

A

Suspected or inferred causes of behavior

109
Q

Internal factors

A

Factors within a person (such as ability)

110
Q

External Factors

A

Factors within the environment (such as a difficult task)

111
Q

Consensus (in attribution theory)

A

Compares an individual’s behavior with that of his or her peers

112
Q

Distinctiveness (in attribution theory)

A

Compares a person’s behavior on one task with his or her behavior on other tasks

113
Q

Consistency (in attribution theory)

A

Judges whether the individual’s performance on a given task is consistent over time

114
Q

Fundamental attribution bias

A

Tendency to attribute another person’s behavior to his or her personal characteristics, rather than to situation factors

115
Q

Self-serving bias

A

Tendency to take more personal responsibility for success than for failure

116
Q

Kelley’s attribution theory

A

People make casual attributions by observing three dimensions of behavior:

Consensus
Distinctiveness
Consistency

117
Q

Demographics

A

The statistical measurements of populations and their qualities (such as age, race, gender, or income) over time

118
Q

Diversity

A

The multitude of individual differences and similarities that exist among people

119
Q

Surface-level characteristics

A

Those that are quickly apparent to interactants, such as race, gender, and age

120
Q

Deep-level characteristics

A

Those that take time to emerge in interactions, such as attitudes, opinions, and values

121
Q

Discrimination

A

Occurs when employment decisions about an individual are based on reasons not associated with performance or related to the job

122
Q

Affirmative action

A

An intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past

123
Q

Managing diversity enables

A

People to perform to their maximum potential

124
Q

The Four Layers of Diversity

A

Personality

Internal Characteristics (Surface Level)

External Influences (Deep Level)

Organizational dimensions (Deep Level)

125
Q

Access-and-legitimacy perspective

A

Recognition that the organization’s markets and constituencies are culturally diverse

126
Q

Glass ceiling

A

An invisible but absolute barrier that prevents women from advancing to higher-level positions

127
Q

Americans with Disabilities Act

A

Prohibits discrimination against those with disabilities and requires organizations to reasonably accommodate an individual’s disabilities

128
Q

Underemployed

A

Working at jobs that require less education than attained

129
Q

Ethnocentrism

A

The belief that one’s native country, culture, language, and behavior are superior.

130
Q

Diversity Climate

A

An organizational climate characterized by openness towards and appreciation of individual differences

131
Q

Psychological safety

A

The extent to which people feel free to express their ideas and beliefs without fear of negative consequences

132
Q

On-ramping

A

Encourages people to reenter the workforce after a temporary career break

133
Q

Managing Diversity metaphor

A

Being invited to dance vs. being asked to dance

134
Q

Inclusion

A

Organizational members brought together in a meaningful way to increase success

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