Mgmt Chapter 11

Front 1

When an employee doesn't show up for work.

Back 1

absenteeism

Front 2

The feelings or emotions one has about a situation.

Back 2

affective component of an attitude

Front 3

A learned predisposition toward a given object; a mental position with regard to a fact, state, or person.

Back 3

attitude

Front 4

Actions and judgements.

Back 4

behavior

Front 5

Refers to how one intends or expects to behave toward a situation.

Back 5

behavioral component of an attitude
(intentional component)

Front 6

Big Five personality dimensions

Back 6

extroversion
agreeableness
conscientiousness
emotional stability
openness to experience

Front 7

Administrative changes that managers can make to reduce the stressors that lead to employee burnout.

Back 7

buffers

Front 8

State of emotional, mental, and even physical exhaustion.

Back 8

burnout

Front 9

The activity of inferring causes for observed behavior.

Back 9

causal attribution

Front 10

The beliefs and knowledge one has about a situation.

Back 10

cognitive component of an attitude

Front 11

Describes the psychological discomfort a person experiences between what he already knows and new information or contradictory behavior, or by inconsistency among a person's beliefs, attitudes, and/or actions.

Back 11

cognitive dissonance
Leon Festinger

Front 12

Types of behavior that harm employees and the organization as a whole.

Back 12

counterproductive work behaviors (CWB)

Front 13

Host of programs aimed at helping employees to cope with stress, burnout, substance abuse, health-related problems, family and marital issues, and any general problems that negatively influence job performance.

Back 13

employee assistance programs (EAP)

Front 14

The ability to cope, to empathize with others and to be self-motivated.

Back 14

emotional intelligence

Front 15

Tendency whereby people attribute another person's behavior to his personal characteristics rather than to situational factors.

Back 15

fundamental attribution bias

Front 16

An effect in which we form a positive impression of an individual based on a single trait.

Back 16

halo affect

Front 17

Program that goes beyond stress reduction by encouraging employees to strive for harmonious and productive balance of physical, mental, and social well-being brought about by the acceptance of one's personal responsibility for developing and adhering to a health promotion program.

Back 17

holistic wellness program

Front 18

The extent to which one is personally involved with one's job.

Back 18

job involvement

Front 19

The extent to which one feels positively or negatively about various aspects of one's work.

Back 19

job satisfaction

Front 20

The debilitating lack of faith in one's ability to control one's environment.

Back 20

learned helplessness

Front 21

Measure of how much people believe they control their fate through their own efforts.

Back 21

locus of control

Front 22

Behavior that is dedicated to better understanding and managing people at work.

Back 22

organizational behavior

Front 23

Employee behaviors that are not directly part of employees' job descriptions-- that exceed their work-role requirements-- such as constructive statements about the department

Back 23

organizational citizenship behaviors

Front 24

Behavior that reflects the extent to which an employee identifies with an organization and is committed to its goals.

Back 24

organizational commitment

Front 25

Awareness; interpreting and understanding one's environment.

Back 25

perception

Front 26

The stable psychological traits and behavioral attributes that give a person his identity.

Back 26

personality

Front 27

Someone who is apt to take initiative and persevere to influence the environment.

Back 27

proactive personality

Front 28

A socially determined expectation of how an individual should behave in a specific position; set of behaviors that people expect of occupants of a position.

Back 28

roles

Front 29

The tendency to filter out information that is discomforting, that seems irrelevant, or that contradicts one's belief.

Back 29

selective perception

Front 30

Personal ability to do a task.

Back 30

self-efficacy

Front 31

Self-respect; the extent to which people like or dislike themselves.

Back 31

self-esteem

Front 32

The phenomenon in which people's expectations of themselves or others leads them to behave in ways that make those expectations come true.

Back 32

self-fulfilling prophecy
(Pygmalion effect)

Front 33

Observing one's own behavior and adapting it to external situations.

Back 33

self-monitoring

Front 34

The attributional tendency to take more personal responsibility for success than for failure.

Back 34

self-serving bias

Front 35

The tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs.

Back 35

stereotyping

Front 36

the tension people feel when they are facing or enduring extraordinary demands, constraints, or opportunities and are uncertain about their ability to handle them effectively.

Back 36

stress

Front 37

The source of stress.

Back 37

stressor

Front 38

The movement of employees in and out of an organization when they obtain and then leave their jobs.

Back 38

turnover

Front 39

Behavior describing people involved in a chronic, determined struggle to accomplish more in less time.

Back 39

Type A behavior pattern

Front 40

Abstract ideals that guide one's thinking and behavior across all situations; the relatively permanent and deeply held underlying beliefs and attitudes that help determine a person's behavior.

Back 40

values