Jeopardy

Front 1

Counterproductive

Back 1

A type of Job performance defined as employee behaviors that intentionally hinder organizational goal accomplishment.

Front 2

Civic virtue

Back 2

A type of citizenship behavior which is defined as participating in the company's operations at a deeper than normal level.

Front 3

Inimitable

Back 3

The extent to which the skills and talents can NOT be copied by other organizations.

Front 4

Affective commitment

Back 4

A job related attitude refers to identification with, involvement in, and emotional attachment to the organization.

Front 5

Personality

Back 5

A stable set of characteristics representing internal properties of an individual, which are reflected in behavioral tendencies across a variety of situations.

Front 6

Conscientiousness

Back 6

A type of big five personality that has the characteristics of being dependable, organized, reliable, and ambitious. This personality trait has the biggest influence on job performance.

Front 7

Agreeableness

Back 7

One of the characteristics of this big five trait is to avoid conflicts.

Front 8

Extrovert

Back 8

A big five personality prioritize status striving, and is Outgoing.

Front 9

Psychological Empowerment

Back 9

Meaningfulness, self determination, competence, impact.

Front 10

Instrumentality

Back 10

The belief that successful performance will result in some outcome.

Front 11

Valence

Back 11

Reflects the anticipated value of the outcomes associated with performance. It can be positive, negative, or zero.

Front 12

Expectancy

Back 12

The belief that a specific amount of effort will result in a specific level of performance.

Front 13

Distributive justice

Back 13

Percieved fairness of decision making outcomes. Employees decide if outcomes are allocated fairly using equity norms.

Front 14

Informational Justice

Back 14

A type of justice reflects the perceived fairness of the communications provided to employees from authorities.

Front 15

Moral Awareness

Moral Judgment

Moral Intent

Ethical Behavior

Back 15

The four components of ethical decision making.

Front 16

Ability

Back 16

The skills, competencies, and areas of expertise that enable an authority to be successful in some specific area.

Front 17

Citizenship behavior

Back 17

Non-mandatory beneficial behaviors to the organization - it is part of job performance.

Front 18

Normative commitment

Back 18

Commitment due to a feeling of obligation.

Front 19

Voice

Back 19

A type of citizenship behavior which involves speaking up and offering constructive suggestions for change.

Front 20

Continuance

Back 20

Commitment due to the costs of leaving the organization.

Front 21

Openness to experience

Back 21

This personality has these characteristics: curious, imaginative, creative, complex, refined and sophisticated.

Front 22

Growth need strength

Back 22

[This] captures whether employees have strong needs for personal accomplishment or developing themselves beyond where they currently are.

Front 23

Identity

Back 23

The degree to which the job requires completing a whole, identifiable, piece of work from beginning to end with a visible outcome is known as [this].

Front 24

Feedback

Back 24

The degree to which carrying out the activities required by the job provides the worker with clear information about how well he or she is preforming is known as [this]

Front 25

Goal commitment

Back 25

The degree to which a person accepts a goal and is determined to try to reach it.

Front 26

Feedback

Back 26

[This] consists of updates on employee progress toward goal attainment. It is one of the variables that specify when assigned goals will have stronger or weaker effects on task performance.

Front 27

Intrinsic

Back 27

Motivation that is felt when task performance serves as its own reward is known as [This].

Front 28

Equity

Back 28

[This] theory argued that you compare your ratio of outcomes and inputs to the ratio of some comparison other.

Front 29

Trust propensity

Back 29

[This] is most obvious in interactions with strangers, in which any acceptance of vulnerability would amount to "blind trust."

Front 30

Moral intensity

Back 30

The degree to which an issue has ethical urgency, driven by if the potential for harm is perceived to be high.

Front 31

Trust

Back 31

The willingness to be vulnerable to a trustee based on positive expectations about the trustee's actions and intentions.