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31 Cards in this Set
- Front
- Back
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Job Satisfaction
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Pleasurable, positive emotional state resulting from the cognitive appraisal of one’s job or job experiences (Locke, 1976)
Stems from perception that our jobs are fulfilling � |
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Antecedents of Job Satisfaction�
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Job characteristics
Individual/personal characteristics Social factors Growth opportunities |
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Job Descriptive Index
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Job Descriptive Index (JDI) – most frequently used, best validated
5 dimensions: satisfaction with type of work, pay, promotion opportunities, supervision, coworkers (and overall) � |
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Counterproductive behaviors
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Counterproductive behaviors: any behaviors that bring, or intended to bring, harm to an organization, its employees or its stakeholders
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Organizational Commitment and its components
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Affective
Continuance Normative |
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Affective commitment
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Affective commitment – employees’ emotional attachment to organization
Strong belief in and acceptance of organization’s goals and values Willingness to exert effort on behalf of organization Strong desire to remain part of organization |
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Continuance commitment
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Continuance commitment – sunk costs associated with leaving
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Normative commitment
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Normative commitment – moral obligation to continue employment with organization
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Suppression
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Suppression: hiding displays of felt emotions such as anger, jealousy (can lead to job dissatisfaction)
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Emotional labor
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Emotional labor: effort, planning, and control required by employees to express organizationally desired emotions during interpersonal interactions
Customer service |
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Role ambiguity
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Role ambiguity: unclear role expectations
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Role conflict
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Role conflict: inconsistent role expectations
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Emotion-focused
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Emotion-focused: cognitive (thought-related) strategies that minimize the emotional effects of stress-inducing events
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Problem-focused
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Problem-focused: behaviors or actions targeted toward solving or handling the stress-inducing problem itself
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Work–family enrichment
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Work–family enrichment: occurs when attitudes and behaviors have positive carryover from one domain to the other; bidirectional; spillover model
Research indicates: Positively related to physical and mental health, job and family satisfaction Negatively related to problem drinking and depression |
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Sandwiched generation
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Sandwiched generation – baby boomers caring for elderly parents and their own children under 18
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What does a lethal employee look like?
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White, male employee between the ages of 30 and 60.
�A social isolate whom no one knows very well. �Experienced at least one triggering event within one year of his violent incident. �Often vocally aggressive and acts out violent behaviors. �Often exhibits bizarre and unusual behaviors observed by coworkers. � |
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Work group
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Work group: interdependent collection of individuals who share responsibility for specific outcomes for their organizations
Must share common goals that affect each other Terms “work groups” and “teams” are used interchangeably � |
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Role differentiation
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Role differentiation: process by which a group or organization establishes distinct roles for various group or organization members
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Cohesion
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Strength of members’ motivation to maintain membership in a group as well as the links or bonds that have developed among members
Has both positive and negative consequences for groups and organizations Cohesive groups are more satisfied than noncohesive groups Group cohesion is positively linked to performance (based on meta-analytic analysis� |
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Tuckman's Model
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Tuckman’s five stages of group development
Forming – members get to know each other Storming – members question one another, disagreement and conflict emerge Norming – groups become more cohesive, establish unity Performing – group is focused on productivity Adjourning – group dissolves because project is finished |
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Free riding
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Free riding – happens when employees perceive their efforts are not necessary to group success and rewards
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Sucker Effect
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Sucker effect – occurs when group members decide they will no longer be a “sucker” and reduce their effort
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Types of Teams
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Production teams: employees who produce output (front-line employees)
Management teams: coordinate workers to ensure production Service teams: employees who work together to attend to customers’ needs Project teams: employees who carry out specific projects only; are dissolved upon completion Cross-functional teams: represent various departments Advisory teams: employees who work in parallel to production processes |
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Initiating Structure
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Initiating structure – behaviors through which leaders define roles in achieving group’s goals (e.g., assigning specific tasks, planning ahead, defining procedures)
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Consideration
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Consideration – extent to which leaders act in a supportive way and show concern and respect for their subordinates (e.g., two-way communication, establishing favorable rapport)�
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Fiedler's Favorable Situation
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Situational favorability: function of the leader’s perception of situational control (defined by leader–member relations, task structure, position power)
Degrees of situational favorability match up with leader style or orientation (measured by the least preferred coworker scale) Responses are mixed, no support for some quadrants � |
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Leader Member Exchange Theory
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Demographic and organizational factors affect LMX development – gender dissimilarity, number of subordinates, employee workload
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Implicit Leadership Theory
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Emphasizes subordinates’ perceptions of leader behaviors
Leadership as the outcome of a perceptual process involving leaders and subordinates Prototype – one’s mental representation of a leader Leadership effectiveness is more about followers’ perceptions than leaders’ actions |
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Transformational Leadership Theory
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Interaction of leader and follower raises both to higher levels of motivation and morality (Bass, 1985)
Transformational leaders attempt to motivate subordinates to transcend self-interests and achieve more than they think is possible Transactional leadership – leader–follower relationship is based on exchanges only, leaders operate on contingent reinforcement � |
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4 Components of Transformational Leader
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Transformational leaders exhibit:
Idealized influence Inspirational motivation Intellectual stimulation Individualized consideration |
