ORB: Ch 1-5 for Midterm Flashcards
1
Q
Ch 1: Intro to the field of OB
ability
(MARS)
A
The natural aptitudes and learned capabilities required to successfully complete a task
2
Q
Ch 1: Intro to the field of OB
corporate social responsibility (CSR)
A
Organizational activities intended to benefit society and the environment beyond the firm’s immediate financial interests or legal obligations
3
Q
Ch 1: Intro to the field of OB
counterproductive work behaviours (CWBs)
A
Voluntary behaviours that have the potential to directly or indirectly harm the organization
4
Q
Ch 1: Intro to the field of OB
deep-level diversity
A
Differences in the psychological characteristics of employees, including personalities, beliefs, values, and attitudes
5
Q
Ch 1: Intro to the field of OB
evidence-based management
A
The practice of making decisions and taking actions based on research evidence
6
Q
Ch 1: Intro to the field of OB
human capital
A
The knowledge, skills, abilities, creative thinking, and other valued resources that employees bring to the organization
7
Q
Ch 1: Intro to the field of OB
inclusive workplace
A
A workplace that values people of all identities and allows them to be fully themselves while contributing to the organization
8
Q
Ch 1: Intro to the field of OB
MARS model
A
A model depicting the four variables—motivation, ability, role perceptions, and situational factors—that directly influence an individual’s voluntary behaviour and performance
9
Q
Ch 1: Intro to the field of OB
motivation
(MARS)
A
The forces within a person that affect the direction, intensity, and persistence of effort for voluntary behaviour
10
Q
Ch 1: Intro to the field of OB
open systems
A
The view that organizations depend on the external environment for resources, affect that environment through their output, and consist of internal subsystems that transform inputs to outputs
11
Q
Ch 1: Intro to the field of OB
organizational behaviour (OB)
A
The study of what people think, feel, and do in and around organizations
12
Q
Ch 1: Intro to the field of OB
organizational citizenship behaviours (OCBs)
A
Various forms of cooperation and helpfulness to others that support the organization’s social and psychological context
13
Q
Ch 1: Intro to the field of OB
organizational effectiveness
A
The extent to which an organization has a good fit with its external environment, effectively transforms inputs to outputs through human capital, and satisfies the needs of key stakeholders
14
Q
Ch 1: Intro to the field of OB
organizations
A
Groups of people who work interdependently toward some purpose
15
Q
Ch 1: Intro to the field of OB
role perceptions
(MARS)
A
The degree to which a person understands the job duties assigned to or expected of them
16
Q
Ch 1: Intro to the field of OB
stakeholders
A
Individuals, groups, and other entities that affect, or are affected by, the organization’s objectives and actions
17
Q
Ch 1: Intro to the field of OB
surface-level diversity
A
The observable demographic or physiological differences in people, such as their race, ethnicity, gender, age, and physical disabilities
18
Q
Ch 1: Intro to the field of OB
task performance
A
The individual’s voluntary goal-directed behaviours that contribute to organizational objectives;
includes proficiency, adaptivity, and proactivity
19
Q
Ch 1: Intro to the field of OB
values
A
Relatively stable evaluative beliefs that guide a person’s preferences for outcomes or courses of action in a variety of situations
20
Q
Ch 1: Intro to the field of OB
work–life integration
A
The extent to which people are effectively engaged in their various work and nonwork roles and have a low degree of role conflict across those life domains
21
Q
Ch 1: Intro to the field of OB
joining and staying
with the organization
A
refers to agreeing to become an organizational member and remaining with the organization
22
Q
Ch 1: Intro to the field of OB
maintaining work attendance
A
minimizing absenteeism when capable of working and avoiding scheduled work when not fit (i.e., low presenteeism)
23
Q
Ch 1: Intro to the field of OB
situational factors
(MARS)
A
include conditions beyond the employee’s immediate control that constrain or facilitate behaviour and performance
24
Q
Ch 2: Individual Differences (Personality & Values)
achievement-nurturing orientation
A
A cross-cultural value describing the degree to which people in a culture emphasize competitive versus cooperative relations with other people
25
# *Ch 2: Individual Differences (Personality & Values)*
**agreeableness**
A personality dimension describing people who are trusting, helpful, good-natured, considerate, tolerant, selfless, generous, and flexible
26
# *Ch 2: Individual Differences (Personality & Values)*
**collectivism**
A cross-cultural value describing the degree to which people in a culture emphasize duty to groups to which they belong and to group harmony
27
# *Ch 2: Individual Differences (Personality & Values)*
**conscientiousness**
A personality dimension describing people who are organized, dependable, goal-focused, thorough, disciplined, methodical, and industrious
28
# *Ch 2: Individual Differences (Personality & Values)*
**counterproductive work behaviours (CWBs)**
Voluntary behaviours that have the potential to directly or indirectly harm the organization
29
# *Ch 2: Individual Differences (Personality & Values)*
**dark triad**
A cluster of 3 socially undesirable (dark) personality traits:
(1) machiavellianism,
(2) narcissism,
(3) psychopathy
30
# *Ch 2: Individual Differences (Personality & Values)*
**extraversion**
A personality dimension describing people who are outgoing, talkative, sociable, and assertive
31
# *Ch 2: Individual Differences (Personality & Values)*
**five-factor (Big Five) model**
The 5 broad dimensions representing most personality traits: conscientiousness, neuroticism, openness to experience, agreeableness, and extraversion
32
# *Ch 2: Individual Differences (Personality & Values)*
**individualism**
A cross-cultural value describing the degree to which people in a culture emphasize independence and personal uniqueness
33
# *Ch 2: Individual Differences (Personality & Values)*
**Machiavellianism**
A personality trait of people whodemonstrate a strong motivation to achieve their own goals at the expense of others, who believe that deceitis a natural and acceptable way to achieve their goals,whotake pleasure in outwitting and misleading others using crude influence tactics,and who have a cynical disregard for morality
34
# *Ch 2: Individual Differences (Personality & Values)*
**mindfulness**
A person’s receptive and impartial attention to and awareness of the present situation as well as to one’s own thoughts and emotions in that moment
35
# *Ch 2: Individual Differences (Personality & Values)*
**moral intensity**
The degree to which an issue demands the application of ethical principles
36
# *Ch 2: Individual Differences (Personality & Values)*
**moral sensitivity**
A person’s ability to recognize the presence of an ethical issue and determine its relative importance
37
# *Ch 2: Individual Differences (Personality & Values)*
**Myers-Briggs Type Indicator (MBTI)**
An instrument designed to measure the elements of Jungian personality theory, particularly preferences regarding perceiving and judging information
38
# *Ch 2: Individual Differences (Personality & Values)*
**narcissism**
A personality trait of people with a grandiose, obsessive belief in their superiority and entitlement, a propensity to aggressively engage in attention-seeking behaviours, an intense envy of others, and tendency to exhibit arrogance, callousness, and exploitation of others for personal aggrandizement
39
# *Ch 2: Individual Differences (Personality & Values)*
**neuroticism**
A personality dimension describing people who tend to be anxious, insecure, self-conscious, depressed, and temperamental
| (opposite is emotional stability)
40
# *Ch 2: Individual Differences (Personality & Values)*
**openness to experience**
A personality dimension describing people who are imaginative, creative, unconventional, curious, nonconforming, autonomous, and aesthetically perceptive
41
# *Ch 2: Individual Differences (Personality & Values)*
**organizational politics**
The use of influence tactics for personal gain at the perceived expense of others and the organization
42
# *Ch 2: Individual Differences (Personality & Values)*
**personality**
The relatively enduring pattern of thoughts, emotions, and behaviours that characterize a person, along with the psychological processes behind those characteristics
43
# *Ch 2: Individual Differences (Personality & Values)*
**power distance**
A cross-cultural value describing the degree to which people in a culture accept unequal distribution of power in a society
44
# *Ch 2: Individual Differences (Personality & Values)*
**psychopathy**
A personality trait of people who ruthlessly dominate and manipulate others without empathy or any feelings of remorse or anxiety, use superficial charm, yet are social predators who engage in antisocial, impulsive, and often fraudulent thrill-seeking behaviour
45
# *Ch 2: Individual Differences (Personality & Values)*
**uncertainty avoidance**
A cross-cultural value describing the degree to which people in a culture tolerate ambiguity (low uncertainty avoidance) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance)
46
# *Ch 2: Individual Differences (Personality & Values)*
**values**
Relatively stable evaluative beliefs that guide a person’s preferences for outcomes or courses of action in a variety of situations
47
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**attribution process**
The perceptual process of deciding whether an observed behaviour or event is caused largely by internal or external factors
48
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**categorical thinking**
Organizing people and objects into preconceived categories that are stored in our long-term memory
49
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**confirmation bias**
The process of screening out information that is contrary to our values and assumptions, and to more readily accept confirming information
50
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**contact hypothesis**
A theory stating that the more we interact with someone, the less prejudiced or perceptually biased we will be against that person
51
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**empathy**
A person’s understanding of and sensitivity to the feelings, thoughts, and situations of others
52
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**false-consensus effect**
A perceptual error in which we overestimate the extent to which others have beliefs and characteristics similar to our own
53
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**fundamental attribution error**
The tendency to see the person rather than the situation as the main cause of that person’s behaviour
54
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**global mindset**
An individual’s ability to perceive, appreciate, and empathize with people from other cultures, and to process complex cross-cultural information
55
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**halo effect**
A perceptual error whereby our general impression of a person, usually based on one prominent characteristic, colours our perception of other characteristics of that person
56
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**Johari Window**
A model of self-awareness and mutual understanding with others that advocates disclosure and feedback to increase our open area and reduce the blind, hidden, and unknown areas
57
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**locus of control**
A person’s general belief about the amount of control they have over personal life events
58
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**mental models**
Knowledge structures that we develop to describe, explain, and predict the world around us
59
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**perception**
The process of receiving information about and making sense of our surrounding environment
60
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**positive organizational behaviour**
A perspective of organizational behaviour that focuses on building positive qualities and traits within individuals or institutions as opposed to focusing on what is wrong with them
61
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**primacy effect**
A perceptual error in which we quickly form an opinion of people based on the first information we receive about them
62
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**recency effect**
A perceptual error in which the most recent information dominates our perception of others
63
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**selective attention**
The process of attending to some information received by our senses and ignoring other information
64
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**self-concept**
An individual’s self-beliefs and self-evaluations
65
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**self-efficacy**
A person’s belief that they have the ability, motivation, correct role perceptions, and favourable situation to complete a task successfully
66
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**self-enhancement**
A person’s inherent motivation to have a positive self-concept (and to have others perceive them favourably), such as being competent, attractive, lucky, ethical, and important
67
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**self-fulfilling prophecy**
The perceptual process in which our expectations about another person cause that person to act more consistently with those expectations
68
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**self-serving bias**
The tendency to attribute our favourable outcomes to internal factors and our failures to external factors
69
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**self-verification**
A person’s inherent motivation to confirm and maintain their existing self-concept
70
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**social identity theory**
A theory stating that people define themselves by the groups to which they belong or have an emotional attachment
71
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**stereotype threat**
An individual’s concern about confirming a negative stereotype about their group
72
# *Ch 3: Perceiving Ourselves & Others in Organizations*
**stereotyping**
The process of assigning traits to people based on their membership in a social category
73
# *Ch 4: Workplace Emotions, Attitudes, & Stress*
**affective organizational commitment**
| (includes normative commitment)
An individual’s emotional attachment to, involvement in, and identification with an organization
| (normative commitment = obligation or moral duty to the organization)
74
# *Ch 4: Workplace Emotions, Attitudes, & Stress*
**attitudes**
The cluster of beliefs, assessed feelings, and behavioural intentions towards a person, object, or event (called an attitude object)
75
# *Ch 4: Workplace Emotions, Attitudes, & Stress*
**cognitive dissonance**
An emotional experience caused by a perception that our beliefs, feelings, and behaviour are incongruent with one another
| (contradicting beliefs/feelings/behaviour)
76
# *Ch 4: Workplace Emotions, Attitudes, & Stress*
**continuance commitment**
An individual’s calculative attachment to an organization
77
# *Ch 4: Workplace Emotions, Attitudes, & Stress*
**emotional intelligence (EI)**
A set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others;
EI can be learned to some extent
78
# *Ch 4: Workplace Emotions, Attitudes, & Stress*
**emotional labour**
The effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions
79
# *Ch 4: Workplace Emotions, Attitudes, & Stress*
**emotions**
Physiological, behavioural, and psychological episodes experienced toward an object, person, or event that create a state of readiness;
emotions can directly affect behaviour
80
# *Ch 4: Workplace Emotions, Attitudes, & Stress*
**exit-voice-loyalty-neglect (EVLN) model**
The 4 ways that employees respond to job dissatisfaction;
(1) **Exit**:
- Leaving the situation
- Quitting, transferring, being absent)
(2) **Voice**:
- Changing the situation
- Problem solving, complaining, communicating
(3) **Loyalty**:
- Patiently waiting for the situation to improve
- I.e., employee thinking “I’m loyal to the company, I’ll just wait for a better boss/supervisor” (this is problematic though because their productivity may be affected)
(4) **Neglect**:
- Reducing work effect/quality
- Increasing absenteeism
81
# *Ch 4: Workplace Emotions, Attitudes, & Stress*
**general adaptation syndrome**
| (model of stress experience)
A model of the stress experience, consisting of three stages:
(1) alarm reaction,
(2) resistance, and
(3) exhaustion
82
# *Ch 4: Workplace Emotions, Attitudes, & Stress*
**job satisfaction**
A person’s evaluation of their job and work context
83
# *Ch 4: Workplace Emotions, Attitudes, & Stress*
**norm of reciprocity**
A felt obligation and social expectation of helping or otherwise giving something of value to someone who has already helped or given something of value to you
84
# *Ch 4: Workplace Emotions, Attitudes, & Stress*
**service profit chain model**
A theory explaining how employees’ job satisfaction influences company profitability indirectly through service quality, customer loyalty, and related factors
85
# *Ch 4: Workplace Emotions, Attitudes, & Stress*
**stress**
An adaptive response to a situation that is perceived as challenging or threatening to the person’s well-being
86
# *Ch 4: Workplace Emotions, Attitudes, & Stress*
**stressors**
Environmental conditions that place a physical or emotional demand on the person
87
# *Ch 4: Workplace Emotions, Attitudes, & Stress*
**4 common workplace stressors**
(1) organizational constraints,
(2) interpersonal conflict,
(3) work overload, and
(4) low task control
88
# *Ch 4: Workplace Emotions, Attitudes, & Stress*
**trust**
Positive expectations one person has toward another person or group in situations involving risk
89
# *Ch 4: Workplace Emotions, Attitudes, & Stress*
**work–life integration**
The extent to which people are effectively engaged in their various work and nonwork roles and have a low degree of role conflict across those life domains
90
# *Ch 5: Employee Motivation*
**distributive justice**
The perception that appropriate decision criteria (rules) have been applied to calculate how various benefits and burdens are distributed
91
# *Ch 5: Employee Motivation*
**drives**
Hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions to energize individuals
92
# *Ch 5: Employee Motivation*
**employee engagement**
A person’s emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals
93
# *Ch 5: Employee Motivation*
**equity theory**
A theory explaining how people develop perceptions of fairness in the distribution and exchange of resources
94
# *Ch 5: Employee Motivation*
**expectancy theory**
A motivation theory based on the idea that work effort is directed toward behaviours that people believe will lead to desired outcomes
95
# *Ch 5: Employee Motivation*
**extrinsic motivation**
Motivation that occurs when people want to engage in an activityfor instrumental reasons, that is, to receive something that is beyond their personal control
96
# *Ch 5: Employee Motivation*
**four-drive theory**
A motivation theory based on the innate drives to acquire, bond, comprehend, and defend that incorporates both emotions and rationality;
**Drive to acquire:** seek, acquire, control, retain objects or experiences
**Drive to bond:** form social relationships and develop mutual caring commitments with others
**Drive to comprehend:** satisfy our curiosity, know, and understand ourselves and the environment
**Drive to defend:** protect ourselves physically and socially
97
# *Ch 5: Employee Motivation*
**goal**
A cognitive representation of a desired end state that a person is committed to attain
98
# *Ch 5: Employee Motivation*
**interactional justice**
The perception that appropriate rules have been applied in the way the people involved are treated throughout the decision process
99
# *Ch 5: Employee Motivation*
**intrinsic motivation**
Motivation that occurs when people are fulfilling their needs for competence and autonomy by engaging in the activity itself, rather than from an externally controlled outcome of that activity
100
# *Ch 5: Employee Motivation*
**Maslow’s needs hierarchy theory**
A motivation theory of needs arranged in a hierarchy, whereby people are motivated to fulfill a higher need as a lower one becomes gratified
101
# *Ch 5: Employee Motivation*
**motivation**
The forces within a person that affect the direction, intensity, and persistence of effort for voluntary behaviour
102
# *Ch 5: Employee Motivation*
**need for achievement (nAch)**
A learned need in which people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success
103
# *Ch 5: Employee Motivation*
**need for affiliation (nAff)**
A learned need in which people seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation
104
# *Ch 5: Employee Motivation*
**need for power (nPow)**
A learned need in which people want to control their environment, including people and material resources, to benefit either themselves (personalized power) or others (socialized power)
105
# *Ch 5: Employee Motivation*
**needs**
Goal-directed forces that people experience
106
# *Ch 5: Employee Motivation*
**organizational behaviour modification (OB Mod)**
A theory that explains employee behaviour in terms of the antecedent conditions and consequences of that behaviour
107
# *Ch 5: Employee Motivation*
**procedural justice**
The perception that appropriate procedural rules have been applied throughout the decision process
108
# *Ch 5: Employee Motivation*
**self-reinforcement**
Reinforcement that occurs when an employee has control over a reinforcer but doesn’t ‘take’ it until completing a self-set goal
109
# *Ch 5: Employee Motivation*
**social cognitive theory**
A theory that explains how learning and motivation occur by observing and modelling others as well as by anticipating the consequences of our behaviour
110
# *Ch 5: Employee Motivation*
**strengths-based coaching**
An approach to coaching and feedback that focuses on building and leveraging the employee’s strengths rather than trying to correct their weaknesses;
- Maximize employee potential by focusing on strengths rather than weaknesses
- Strengths-based coaching process:
- Employee identifies area of strength/potential
- Coach helps employee discover how to leverage strengths
- Discussion of situational barriers and solutions
- Strengths-based coaching motivates because:
- People seek feedback about their strengths, not flaws
- Personality, interests, preferences stabilize as an adult
111
# *Ch 5: Employee Motivation*
**expectancy theory of motivation**
| effort, performance, and outcomes
Effort-to-Performance (**E-to-P Expectancy**): probability that a specific effort level will result in a specific performance level
Performance-to-Outcome (**P-to-O Expectancy**): probability that a specific performance level will result in specific outcomes
**Valence**: anticipated satisfaction from the outcome
112
# *Ch 5: Employee Motivation*
**increasing E-to-P expectancies**
| (expectancy theory of motivation)
- hire/train staff, and adjust job duties to skills
- provide sufficient time and resources
- provide coaching and modelling (examples of succesful coworkers)
113
# *Ch 5: Employee Motivation*
**increasing P-to-O expectancies**
| (expectancy theory of motivation)
- measure performance accurately
- explain how rewards are linked to performance
- provide examples of coworkers rewarded for performance
114
# *Ch 5: Employee Motivation*
**increasing Outcome Valences**
| (expectancy theory of motivation)
- ensure that rewards are values (by the performer)
- individualize rewards (i.e., do they want praise or higher salary?)
- minimize countervalent outcomes
115
# *Ch 5: Employee Motivation*
SMARTER goals
| (effective goal setting features // similar to SMART goals)
- **Specific**: what, how, where, when, and with whom the task needs to be accomplished
- **Measurable**: how much, how well, at what cost
- Achievable (*Note:* Pierre says it should be **Absolute, Audacious, & Accountable**): challenging, yet accepted (E-to-P)
- Relevant (*Note:* Pierre says it should be **Results-oriented**): within the employee’s control
- **Time-framed**: due date and when it will be assessed
- **Exciting**: employee commitment, not just compliance
- **Reviewed**: feedback and recognition on goal progress and accomplishment
116
# *Ch 5: Employee Motivation*
**Characteristics of Effective Feedback**
- **Specific**: refers to identifiable behaviour/outcomes
- **Relevant**: behaviour/outcomes within employee’s control
- **Timely**: as soon as possible
- **Credible**: trustworthy source (knowledgeable, unbiased)
- **Sufficiently frequent**: more often for learners, otherwise according to task cycle (not just once a year!)
117
# *Ch 5: Employee Motivation*
**Sources of Feedback**
- **Nonsocial sources**:
- Feedback not conveyed directly by people (i.e., electronic displays)
- **Social sources**:
- Feedback directly from others
- Multisource feedback: full circle of people around employee
- **Preferred feedback source**:
- Use nonsocial feedback for goal progress feedback
- Use social sources for conveying positive feedback
