Topic 3 Terms Flashcards
360-Degree Review
Assessment that gathers feedback from a jobholder’s bosses, peers and subordinates, internal and external customers, and self-ratings
Assertiveness
The willingness and ability to communicate information and opinions in a calm, focused and pleasant way, without being aggressive
Attitude
A predisposition to respond in a positive or negative way to someone or something in one’s environment
Attribution
The assignment of meaning to others’ behaviors or events
Authoritarianism
The tendency to adhere rigidly to conventional values and to obey recognized authority
Automatic Information Processing
Screening that takes place without conscious awareness
Awareness Of Others
Being aware of the behaviors, preferences, styles, biases, and personalities of others
Behavioral and social traits
Characteristics that reflect how a person appears when interacting with others in social settings
Behaviorally Anchored Rating Scale
Links performance ratings to specific and observable job behaviors
Bonuses
Extra pay awards for special performance accomplishments
Cognitive Dissonance
A state of inconsistency between an individual’s attitudes and behavior
Cognitive Traits
Characteristics that describe the way a person thinks and processes information
Consensus
Takes into account how others respond in the same situation
Consistency
Addresses an individual’s behavior across time
Contrast Effect
Interpretation of someone by contrasting them with another event or situation
Controlled Processing
Consciously deciding what information to pay attention to and what to ignore
Counter-Productive Work Behaviors (CWBs)
Actions that purposely disrupt relationships, processes, satisfaction, and performance in the workplace
Cultural Quotient
Describes someone’s ability to work effectively across cultures
Culture
The learned and shared way of thinking and acting among a group of people or society
Display Rules
The degree to which it is appropriate to show emotions
Distinctiveness
Considers how consistent a person’s behavior is across different situations
Distributive Justice
The perceived fairness of rewards and outcomes
Dogmatism
Belief that leads a person to see the world as a threatening place and to regard authority as absolute
Drive To Acquire
The need to obtain physical and psychological gratification
Drive To Bond
The need to connect with other people individually and in groups
Drive To Comprehend
The need to understand things and gain a sense of mastery
Drive To Defend
The need to be protected from threats and obtain justice
Ecological Fallacy
Acting with the mistaken assumption that a generalized cultural value applies equally to all members of the culture
Ego
The idea or opinion one has of oneself especially as it relates to intelligence and importance as a person
Ego-Drive
Refers to one’s desires to persuade others to earn their commitment
Emotion
The range of feelings in the form of emotions and moods that people experience
Emotion and Mood Cognition
The spillover effect of one’s emotions and mood onto others
Emotional Intelligence
The ability to understand and interpret emotions and to use this understanding to effectively manage social interactions
Emotional Labor
The need to show certain emotions in order to perform a job
Emotions
Strong positive or negative feelings directed towards someone or something
Employee Engagement
The deep connection with the organization and passion for one’s job
Employee Stock Ownership Plans (ESOPs)
Plans that give stock to employees or allow them to purchase stock at special prices
Employee Value Proposition
Represents the exchange of benefits provided by an organization in return for the effort, loyalty, commitment, creativity, and performance of employees
Equity Theory
Argues that people are motivated to behave in ways that restore or maintain a sense of balance in their minds
Esteem Needs
Reflect one’s desire for recognition, status, and respect from others, as well as the need for self-esteem
Existence Needs
Desires for physiological and material well-being, or the basic requirements of human life
Expectancy
People’s belief that if they try, they will perform
Expectancy Theory
Says that work motivation by individual beliefs regarding effort-performance relationships and work outcomes
External Attribution
Assigning the cause of the behavior to facts outside of the person’s control
Extrinsic Motivation
The tangible and external inducements that drive someone to do a task
Felt Negative Inequity
When an individual believes that he or she has received relatively less than others in proportion to work efforts
Felt Positive Inequity
When an individual believes that he or she has received relatively more than others
Forced Distribution
Performance appraisal fallacy that forces a set percentage of persons into predetermined rating categories
Frame of Reference
The combination of traits, characteristics and experiences that influence how individuals perceive and respond to a stimulus or event
Fundamental Attribution Error
Refers to the tendency to attribute others’ poor performance to internal cuases
Gain Sharing
Rewards employees in some proportion to productivity gains
Goal Setting
The process of developing, negotiating, and formalizing the targets or objectives that a person is responsible for accomplishing
Graphic Rating Scales
Assigns scores to specific performance dimensions in a performance appraisal
Growth Needs
Desires for continued personal growth and development
Halo Effect
Occurs when one attribute of a person or situation is used to develop an overall impression of that individual or situation
Higher-Order Needs
Also known as self-actualization and esteem needs
Horns Effect
Occurs when a single negative trait leads to an overall negative impression of a person
Individual Differences
The ways in which people are similar and dissimilar in their personal characteristics
Individualism/Collectivism
The tendency of members of a culture to emphasize individual self-interests or group relationships
Instrumental Values
These reflect a person’s beliefs about the means to achieve desired ends
Instrumentality
The belief that if they perform, they will receive the outcome
Interactional Justice
The extent to which people feel they are treated fairly, and with dignity and respect
Internal Attribution
Assigning the cause of one’s behavior to themselves
Interpretation
Applying reasoning or meaning to information
Intrinsic Motivation
The intangible, positive feelings of satisfaction and contentment that one experiences as a result of good performance
Job Involvement
The extent to which an individual feels dedicated to a job
Job Satisfaction
An attitude reflecting a person’s positive and negative feelings toward a job, coworkers, and the work environment
Locus Of Control
The extent to which a person feels able to control his or her own life
Long-Term/Short-Term Orientation
The degree to which a culture emphasizes long-term or short-term thinking
Lower-Order Needs
Also known a physiological, safety, and social needs
Machiavellianism
The manipulation of others for personal gain
Masculinity/Femininity
The degree to which a society values assertivness or relationships
Merit Pay
Linking an individual’s salary or wage increase directly to mesaures of performance accomplishment
Moods
Generalized feelings or states of mind that may persist for some time
Motivation
The forces within an individual that account for the level and persistence of an effort expended on a task
Need For Achievement
Refers to an individual’s desire to set and achieve challenging goals
Need For Affiliation
Describes one’s desire for close personal relationships and a sense of belonging
Need For Power
Refers to one’s desire for power either to control other people or to achieve important goals
Needs Theories
Focus on individual needs deficiencies that we want to reduce or eliminate
Normative Assessment
The process of comparing one test taker to his or her peers on a particular trait
Organizational Citizenship Behaviors
Discretionary behaviors that represent a willingness to go above and beyond the call of duty in one’s work
Organizational Commitment
The degree of loyalty an individual feels toward the organization
Organizational Identification
The extent to which ones feels personally identified with one’s membership organization to the point that it becomes part of the self-concept
Organizational Justice
How fair and equitable people view the practices and outcomes of their workplace
Paired Comparison
Comparing each person with every other one in performance appraisal
Perceived Inequity
Occurs when someone believes that he or she has been under-rewarded for work contributions in comparison to other people
Perception
The way we gather, organize, and interpret information around us
Performance Management
The supervision and oversight of employees to achieve objectives in an efficient and effective manner
Performance-Contingent Pay
The idea that you can earn more when you produce more and earn less when you produce less
Person-Job Fit
The extent to which an individual’s skills, interests, and personal characteristics match well with the requirements of the job
Person-Organization Fit
The extent to which an individual’s values, interests, and behaviors are conistsent with the culture of the organization
Personal Conception Traits
Traits that show up a personal beliefs and orientation toward settings and issues
Personality
The overall combination of characteristics that capture the unique nature of a person as that person reacts to and interacts with others
Personality Traits
Enduring characteristics describing an individual’s behavior
Perspective-Takinh
Seeing a situation from all sides
Psychological Needs
The physical requirements for human survival such as air, water, food, sleep, and warmth
Power Distance
Describes a culture’s acceptance of the status and power differences among its members
Proactive Personality
The disposition that identifies whether or not individuals act to influence their environments
Problem-Solving Style
How an individual gathers and evaluates information when solving problems and making decisions
Procedural Justice
The degree to which the processes for making decisions is properly followed
Process Theories
Examine how thought processes affect decisions people make about the direction, level, and persistence of their efforts
Profit Sharing
Rewards employees in some proportion to changes in organizational profits
Projection
The assignment of one’s personal attributes to other individuals
Prototype
A bundle of features expected to be characteristic of people in certain categories or roles
Psychological Contract
The implicit agreement about the exchange of value between the individual and organization
Ranking
Orders each person from best to worst in a performance appraisal
Relatedness Needs
Desires for satisfying interpersonal relationships
Retrieval
Sorting through categories to match them to information from the environment
Safety
An innate desire for security and safety in all aspects of life, be it personal safety, financial security, or physical well-being
Schemas
Cognitive frameworks that organize knowledge about people, objects, or events
Selective Perception
The tendency to single out those aspects of a situation, person, or object that are consistent with one’s needs, values, or attitdues
Selective Screening
Allowing only a portion of information available to enter into cognitive processing
Self-Actualization
The need and desire of a person to realize his or her full potential
Self-Awareness
Being aware of one’s own behaviors, preferences, styles, biases, personalities, and so on
Self-Concept
The view individuals have of themselves as physical, social, spiritual, or moral beings
Self-Efficacy
An individual’s belief about the likelihood of successfully completing a specific task
Self-Esteem
A belief about one’s own worth based on an overall self-evalutaion
Self-Fulfilling Prophecies
The tendency to make something that we think will happen come true
Self-Monitoring
A person’s ability to adjust his or her own behavior to external situation factors
Self-Serving Bias
The tendency to take credit for success and blame external factors for failure
Skill-Based Pay
Rewards people for acquiring and developing job-relevant skills
Social
Term referring to one’s desire for relationships, friendships, intimacy, and sense of belonging
Stereotypes
Groups or categories used to describe individuals
Stock Options
Give the right to purchase shares at a fixed price in the future
Terminal Values
A person’s preferences concerning the ends to be achieved
Uncertainty Avoidance
The cultural tendency to be uncomfortable with uncertainty and risk in everyday life
Valence
The value attached by the individual to various work outcomes
Value Congruence
The extent to which one’s values are in alignment with others and with the organization
Values
Broad preferences concerning appropriate courses of action or outcomes
Withdrawal
The physical or psychological disconnection from the workplace
Work-Home Spillovers
Occurs when what happens at work affects attitudes and behaviors at home
Workplace Bullying
Acting in an abusive, demeaning, intimidating, or violent manner toward another on a continuing basis
