MOS 2181 Quiz 1-3 Flashcards
Field of Study that focuses on the applications of OB theories and principles in organizations
Human Resources Management
Field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviours of individuals and groups in organization
Organizational Behaviour
Field of study devoted to exploring the product choices and industry characteristics that affect on organization’s profitability
Strategic Management
Using scientific methods to design optimal and efficient work processes and tasks
Scientific Management
An organizational form that emphasizes the control and coordination of its members through a strict chain of command
Bureaucracy
Field of study that recognizes the psychological attributes of individual workers and social forces within work group share important effects on work behaviours
Human Relations Movement
A model that argues that rare and inimitable resources help firms maintain competitive advantage
Resource-based view
In short Supply
Rare
Incapable of being imitated or copied
Inimitable
A collective pool of experience,wisdom, and knowledge that benefits the organization
History
Small decisions that people make every day
Numerous Small Decisions
Resources created by people, such as culture, teamwork, trust, and reputation
Socially Complex Resources
The belief that at best one-eighth, or 12 percent, of organizations will actually do what is required to build profits by putting people first
The rule of one-eighth
A collection of verbal and symbolic assertions that specify how and why variables are related, as well as the conditions in which they should (and should not) be related
Theory
Written predictions that specify relationships between variables
Hypotheses
The statistical relationship b/n two variables
Correlation
Correlation can be…
(Can be +ve or -ve and ranges from -1 to +1)
Concluding that one variable really does cause another
Casual Inference
A method that combines results of multiple scientific studies by essentially calculating a weighted average correlation across studies
Meta Analysis
Employee behaviours that contribute either positively or negatively to the accomplishment of organizational goals
Job performance
Employee behaviours that are directly involved in the transformation of organizational resources into the goods or services that the organization produces
Task Performance
Well-known or habitual responses by employees to predictable task demands
Routine Task Performance
Thoughtful responses by an employee to unique or unusual task demands
Adaptive Task Performance
Ideals or physical outcomes that are both novel and useful
Creative Task Performance
A national database of occupations in Canada
National Occupational Classification
Voluntary employee behaviours that contribute to organizational goals by improving the context in which work takes place
Citizenship Behaviour
Going beyond normal job expectations to assist, support, and develop coworkers and colleagues
Interpersonal Citizenship Behaviour
Assisting coworkers who have heavy workloads, aiding them with personal matters, and showing new employees the ropes
Helping
Sharing important information with coworkers
Courtesy
Maintaining a +ve attitude with coworkers through god and bad times
Sportsmanship
Going beyond normal expectations to improve operations of the organization, defend it, and be loyal to it
Organizational Citizenship Behaviour
Speaking up to offer constructive suggestions for change, often in reaction to a negative work event
Voice
Participating in company operations at a deeper than normal level (through voluntary meetings, readings, and keeping up with news that affects the company)
civic virtue
Positively representing the organization when in public
Boosterism
Employee behaviours that intentionally hinder organizational goal accomplishment
Counterproductive Behaviour
Behaviours that harm the organization’s assets and possesions
Property Deviance
Intentional destruction of equipment, organizational process, or company products
Sabotage (physical)
Stealing company products or equipment from the organization
Theft
Intentionally reducing organizational efficiency of work output
Production Deviance
Using too many materials or too much time to do too little work
Wasting Resources
The abuse of drugs or alcohol before coming to work or while on the job
Substance Abuse
Behaviours that intentionally disadvantage other individuals
Political Deviance
Casual conversations about other people in which the facts are not confirmed as true
Gossiping
Communication that is rude, impolite, discourteous, and lacking in good manners
Incivility
Hostile verbal and physical actions directed toward other emplyees
Personal Aggression
Unwanted physical contact or verbal remarks from a colleague
Harassment
Employee assault or endangerment from which physical and psychological injuries may occur
Abuse
A management philosophy that bases employee evaluations on whether specific performance goals have been met
Management by objectives (MBO)
Use of examples of critical incidents to evaluate an employee’s job performance behaviours directly
Behaviourally Anchored Rating Scales
A performance evaluation system that uses ratings provided by supervisors, coworkers, subordinates, customers, and the employees themselves
360 degree feedback
A performance management system that forces managers to rank each of their people into one of three categories
Forced Ranking
An employee’s desire to remain a member of an organization
Organizational Commitment
Employee actions that are intended to avoid work situations
Withdrawal Behaviour
An employee’s desire to remain a member of an organization due to a feeling of emotional attachment
Affective commitment
An employee’s desire to remain a member of an organization due to an awareness of the costs of leaving
Continuance Commitment
An employee’s desire to remain a member of an organization due to a feeling of obligation
Normative commitment
A model that suggests that employees with fewer bonds with coworkers are more likely to quit the organization
Erosion Model
A model that suggests that employees with direct linkages to coworkers who leave the organization will themselves be more likely to leave
Social Influence Model
An employee’s connection to and sense of fit in the organization and community
Embeddedness
An active response to a negative work event which one ends or restricts organizational membership
Exit
A passive response to a negative work event in which one publicly supports the situation but privately hopes for improvement
Loyalty
A passive, destructive response to a negative work event in which one’s interest and effort in the job declines
Neglect
Actions that provide a mental escape from the work environment
Psychological Withdrawal
A form of psychological withdrawal in which one’s work is interrupted by random thoughts or concerns
Daydreaming
A form of psychological withdrawal in which one verbally chats with coworkers about non-work topics
Socializing
A form of psychological withdrawal in which one attempts to appear consumed with work when not performing actual work tasks
Looking Busy
A form of psychological withdrawal in which employees use work time and resources to do non-work related activities
Moonlighting
A form of psychological withdrawal in which employees use Internet, email, and instant messaging access for their personal enjoyment rather than work duties
Cyberloafing
A physical escape from the work environment
Physical withdrawal
A form of physical withdrawal in which employees arrive late to work or leave work early
Tardiness
A form of physical withdrawal in which employees take longer than normal lunches or breaks to spend less time at work
Long Breaks
A form of physical withdrawal in which employees do not show up for an entire day of work
Absenteeism
A form of physical withdrawal in which employees voluntarily leave the organization
Quitting
A model that predicts that various withdrawal behaviours are uncorrelated so that engaging in one type of withdrawal has little bearing on engaging other types
Independent forms Model
A model indicating that the various withdrawal behaviours are negatively correlated so that engaging in one type of withdrawal makes one less likely to engage in other types
Compensatory forms Model
A model indicating that the various withdrawal behaviours are positively correlated so that engaging in one type of withdrawal makes one more likely to engage in other types
Progression Model
Psychological contracts that focus on a narrow set of specific monetary obligations
Transactional Contracts
Psychological Contracts that focus on a broad set of open-ended and subjective obligations
Relational Contracts
The degree to which employees believe that the organization values their contributions and cares about their well being
Perceived Organizational Support
A form of physical withdrawal in which employees neglect important work functions while away from the office
Missing Meetings
Employee beliefs about what employees owe the organization and what the organization owes them
Psychological Contracts
The people, places, and things that inspire a desire to remain a member of an organization
Focus of Commitment
translating principles into practice based on the best scientific evidence rather than personal preference
Evidence-Based Management
