I/o Psyc 4

Front 1

gobal job satisfaction

Back 1

overall feelings about job

Front 2

job satisfaction

Back 2

the degree of pleasure an emmployee gets from his or her job

Front 3

measurement of job satisfaction

Back 3

- job descriptive index
- minnestoa satisfaction questionnaire
both highly reguarded in I/O psyc

Front 4

job facet satisfaction

Back 4

feelings about selected dimensions or facets of jobs e.g. supervisors, co-workers, pay etc.

Front 5

5 categories of emotions foun in the workplace

Back 5

1)positive (happy,pride)
2)negative (sad,desire)
3)existential (guilt,shame)
4)nasty (anger,envy)
5)empathetic (sympathy,compassion)

Front 6

job satisfaction and performance

Back 6

evidence weak
therefore enhancing both will likely be unsuccessful

Front 7

job satisfaction and turnover

Back 7

more people dislike their job more likely to quit but affected by job availability

Front 8

job satisfaction and absence

Back 8

if you like you job , more likely to put in effort and go to work

Front 9

job involvement

Back 9

the degree to whch a person identifies psychologically with their work and the importance of work to ones self image

Front 10

organizational commitment

Back 10

the degree to which an emplote feels a sense of allegiance to their employer

Front 11

allen and myer's 3 components of organizational commitment

Back 11

-affect, employees emotional attachment to and identification with organization.
-continuance, commitment based on costs associated with leaving the organisation
-normative, feelings of obiligations to remain with the organization

Front 12

morrow's focal point of commitment

Back 12

-occupation
-organization
-job

Front 13

organizational justice

Back 13

the overarching theoretical concept petaining to the fair treatment of ppl in organizations. 3 types
-distributive
-procedual
-interactional

Front 14

distributive justice

Back 14

the fairness with which the outcomes or results are distributed among members of an organization

Front 15

equity

Back 15

people should recevive rewards that are consistent with their contributions

Front 16

equality

Back 16

all individuals have equal chance

Front 17

procedual justice

Back 17

the fairness by which means are used to achieve results in an organization

Front 18

criteria by which procedures can be judged as fair

Back 18

1) consistent
2) bias free
3) accurate
4) correctable in case of error
5) representative of all concerned
6) based on prevailing ethical standards

Front 19

interactional justice

Back 19

the fairness with which people are treated within an organisation and the timeliness, completeness and accuracy of the information received in an organzation

Front 20

interpersonal justice

Back 20

showing concern for individuals and respecting them as people who have dignity

Front 21

informational justice

Back 21

providing knowledge about procedures that demonstrate reguard for peoples concerns

Front 22

organizational citizenship behaviour/ prosocial behaviour

Back 22

the contributions that emploees make to the overall welfare of the organization that go beyond their required job

Front 23

organizational citizenship behaviour/ prosocial behaviour
5 components

Back 23

1)alturism
2)conscientiousness
3)courtesy
4)sportsmanship
5)Civic Virtue

Front 24

1)alturism

Back 24

reflects willfully helping specific people with an organizationally relevant task or problem

Front 25

2)conscientiousness

Back 25

being punctual, having attendance better than group norm and judiciously following company rules, regulations and procedures

Front 26

3)courtesy

Back 26

being mindful and respectful of other peoples rights

Front 27

4)sportsmanship

Back 27

avoiding complaints, petty grievances, gossiping and falsly magnifying problems

Front 28

5)Civic Virtue

Back 28

responsible participation in the political life of the organization

Front 29

psychological contract

Back 29

the implied exchange relationship that exsists between an employee and the organization

Front 30

transactional contracts

Back 30

short time frame specific obligaions, financial resources primary vehicle of exchange

Front 31

relational contracts

Back 31

long term relationships with diffuse obligations

Front 32

mutuality

Back 32

the extent to which workers and employers share beliefs about the specific terms of exchange

Front 33

reciprocity

Back 33

communications to eachother

Front 34

responses to break of the psychological contract (5)

Back 34

1)voice (voice concerns)
2)silence (compliance but loss of commitment)
3)retreat (megligence and shirking of responsibility)
4)Destruction (retaliation against employer)
5) exit (quits or provokes dissmisal)

Front 35

organizational merger

Back 35

the joining of 2 organizations of approimately equal status and power

Front 36

Acquisition

Back 36

the process by which one organisation acquires or subsumes the resources of a second organisation.
parent and target

Front 37

3 phases of a merger process (marks ,2002)

Back 37

-Precombination (emphasisi on financial issues)
-cobination (jockey for power and clashes)
-postcombination (importance of combining 2 cultures acute)

Front 38

individual responses to downsizing:
terminated personnel

Back 38

employment has a number of psychological benefits which are lost when a person becomes unemployeed

Front 39

individual responses to downsizing:
surviving personnel

Back 39

often respond with less trust and commitment

Front 40

anti social behaviour

Back 40

any behaviour that brings harm or is intended to bring harm to an organization or its members

Front 41

revenge to an organization for:

Back 41

breach in psychological contract OR organizational justice

Front 42

venting

Back 42

talking heatedly to friends or family "blows off steam"

Front 43

Dissipation

Back 43

employee gives harmdoer the benefit of the doubt

Front 44

fatigue

Back 44

maintain negative feelings for a long period of time

Front 45

explosion

Back 45

can make employee work harder, mobiliza opposition to the harm doer or even engage in physical violence

Front 46

preventive stratgegies

Back 46

(such as employee training) remove the hazard or reduce its impact on employees or their likely hood of exposure

Front 47

reactive strategies

Back 47

(such as formal organizational emergency plans) improve the organizations ability to recognize and deal with problems as they arise

Front 48

rehabilitation strategies

Back 48

(such as counselling) help employees cope with and recover from problems that exsist