Ch8

Front 1

Employee behavior

Back 1

the pattern of actions by the members of an organization that directly or indirectly influences the organization’s effectiveness

Front 2

Performance Behaviors

Back 2

are the total set of work-related behaviors that the organization expects employees to display.

Front 3

Organizational Citizenship

Back 3

includes the positive employee behaviors that do not directly contribute to the bottom line.

Front 4

Counterproductive Behaviors

Back 4

detract from, rather than contribute to, organizational performance

Front 5

absenteeism

Back 5

which occurs when an employee does not show up for work

Front 6

turnover

Back 6

which occurs when people quit their jobs.

Front 7

Individual differences

Back 7

are personal attributes that vary from one person to another

Front 8

Personality

Back 8

is the relatively stable set of psychological attributes that distinguish one person from another.

Front 9

“big five” personality traits

Back 9

five pfundamental personality traits especially relevant to organizations
-agreeableness, conscientiousness, emotionality, extraversion, and openness

Front 10

Emotional intelligence

Back 10

refers to the extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills.

Front 11

Attitudes

Back 11

reflect our beliefs and feelings about specific ideas, situations, or other people.

Front 12

job satisfaction

Back 12

which reflects the extent to which people have positive attitudes toward their jobs

Front 13

organizational commitment

Back 13

which reflects an individual’s identification with the organization and its mission.

Front 14

psychological contract

Back 14

is the overall set of expectations held by employees and the organization regarding what employees will contribute to the organization (contributions) and what the organization will provide in return (inducements).

Front 15

person-job fit

Back 15

refers to the extent to which a person’s contributions and the organization’s inducements match one another.

Front 16

Motivation

Back 16

the set of forces that cause people to behave in certain ways

Front 17

classical theory of motivation

Back 17

employees are motivated solely by money

Front 18

Hawthorne effect

Back 18

the tendency for productivity to increase when workers believe they are receiving special attention from management

Front 19

Theory X

Back 19

is the managerial assumption that workers are lazy and need direction

Front 20

Theory Y

Back 20

is the managerial assumption that workers are energetic, cooperative, and self-motivated.

Front 21

Hierarchy of Needs Model

Back 21

theory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher level needs

Front 22

two-factor theory

Back 22

theory of motivation holding that job satisfaction depends on two factors, hygiene and motivation

Front 23

Expectancy Theory

Back 23

suggests that employees are especially motivated to work toward rewards when they have a greater probability of achieving them. This theory explains why people may not work as hard when their salaries are based solely on seniority, for example

Front 24

Equity Theory

Back 24

focuses on employees’ perceptions of fairness and unfairness in the workplace. Many people evaluate their treatment by the organization relative to the treatment of others

Front 25

Positive reinforcement

Back 25

used when a company or manager provides a reward when employees exhibit desired behaviors

Front 26

punishment

Back 26

used to change behavior by presenting people with unpleasant consequences if they exhibit undesired behaviors.

Front 27

Management by objectives (MBO)

Back 27

a system of collaborative goal setting, extending through all levels of an organization. MBO is primarily concerned with the implementation of plans in organizations.

Front 28

participative management and empowerment

Back 28

method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company

Front 29

Job Enrichment

Back 29

These programs attempt to add motivating factors to job activities.

Front 30

Job Redesign

Back 30

programs attempt to create a better fit between employees and their jobs by restructuring work

Front 31

Work-Share Programs

Back 31

method of increasing job satisfaction by allowing two or more people to share a single full-time job

Front 32

Flextime programs

Back 32

allow workers to choose their working hours by adjusting a standard work schedule

Front 33

Telecommuting

Back 33

allows employees to perform some or all of their jobs away from standard office settings.

Front 34

Advantages and Disadvantages of Modified Schedules and Alternative Workplaces.

Back 34

Some advantages include: (a) more freedom in employees’ personal lives; (b) ability of employees to coordinate work around family members’ schedules; (c) an increased sense of freedom for employees; and (d) higher commitment and satisfaction for employees. Some disadvantages include: (a) the inability of employees to meet deadlines; (b) coordinating work schedule with family members’ schedules; and (c) employer perceptions that unobserved workers are not actually working.