Mgt 350 Chapter 7

Front 1

Reputation

Back 1

The prominence of an organization's brand in the minds of the public and the perceived quality of its goods and services, 200

Front 2

trust

Back 2

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

Front 3

justice

Back 3

The perceived fairness of an authority's decision making.

Front 4

ethics

Back 4

The degree to which the behaviors of an authority are in accordance with generally accepted moral norms.

Front 5

Cognition-based trust

Back 5

Trust that is rooted in a rational assessment of the authority's trustworthiness.

Front 6

Disposition-based trust

Back 6

Trust that is rooted in one's own personality, as opposed to a careful assessment of the trustee's trustworthiness, 202–204, 207

Front 7

Affect-based trust

Back 7

Trust that depends on feelings toward the authority that go beyond rational assessment.

Front 8

Trust propensity

Back 8

A general expectation that the words, promises, and statements of individuals can be relied upon, 203, 204

Front 9

Trustworthiness

Back 9

Characteristics or attributes of a person that inspire trust, including competence, character, and benevolence, 205

Front 10

Ability

Back 10

Relatively stable capabilities of people for performing a particular range of related activities.

Front 11

Benevolence

Back 11

The belief that an authority wants to do good for an employee, apart from any selfish or profit-centered motives, 205

Front 12

Integrity

Back 12

The perception that an authority adheres to a set of acceptable values and principles, 205

Front 13

Distributive justice

Back 13

The perceived fairness of decision-making outcomes, 208, 210
-Equity (ex. all team members receive the same amount of relevant rewards)
-equality norm (ex.all students receive same grade on group project regardless of individual participation)
-need norm (ex. well fare of a particular employee is the critical concern)

Front 14

Procedural justice

Back 14

The perceived fairness of decision-making processes
=when authorities adhere to rules of fair process
-voice (employees can express their opinion and views)
-correct-ability (employee can request and appeal)
-consistency (across people and time)
-Bias suppression (Neutral and objective)
-representativeness (procedures consider the needs of the whole group?)
-accuracy ( Procedures based on accurate information)

Front 15

Interpersonal justice

Back 15

The perceived fairness of the interpersonal treatment received by employees from authorities, 210–211
-respect (Do authorities treat employees with sincerity/ genuine?)
-propriety (Do authorities refrain from improper remarks?)

Front 16

Abusive supervision

Back 16

The sustained display of hostile verbal and nonverbal behaviors on the part of supervisors, excluding physical contact, 210

Front 17

Informational justice

Back 17

The perceived fairness of the communications provided to employees from authorities, 211–212
-justification
-truthfulness

Front 18

Whistle-blowing

Back 18

When employees expose illegal actions by their employer, 213

Front 19

Four-component model

Back 19

A model that argues that ethical behaviors result from the multistage sequence of moral awareness, moral judgment, moral intent, and ethical behavior, 213, 220

Front 20

Moral awareness

Back 20

When an authority recognizes that a moral issue exists in a situation.

Front 21

Moral intensity

Back 21

The degree to which an issue has ethical urgency, 214, 216

Front 22

Moral attentiveness

Back 22

The degree to which people chronically perceive and consider issues of morality during their experiences, 215–217

Front 23

Cognitive moral development

Back 23

As people age and mature, they move through several states of moral development, each more mature and sophisticated than the prior one, 217

Front 24

Moral principles

Back 24

Prescriptive guides for making moral judgments, 219

Front 25

Moral intent

Back 25

An authority's degree of commitment to the moral course of action, 219–220

Front 26

Moral identity

Back 26

The degree to which a person views him- or herself as a moral person, 220

Front 27

Ability to focus

Back 27

The degree to which employees can devote their attention to work, 221

Front 28

Economic exchange

Back 28

Work relationships that resemble a contractual agreement by which employees fulfill job duties in exchange for financial compensation, 222

Front 29

social exchange

Back 29

Work relationships that are characterized by mutual investment, with employees willing to engage in “extra mile” sorts of behaviors because they trust that their efforts will eventually be rewarded, 222

Front 30

Corporate social responsibility

Back 30

A perspective that acknowledges that the responsibility of a business encompasses the economic, legal, ethical, and citizenship expectations of society, 223–224

Front 31

factors that influence truest levels

Back 31

Front 32

Types of trust over time

Back 32

Front 33

Combined Effects of Distributive and Procedural Justice

Back 33

Front 34

The Effects of Justice on Theft During a Pay Cut

Back 34

Front 35

The Four-Component Model of Ethical Decision Making

Back 35

Front 36

Effects of Trust on Performance and Commitment

Back 36

Front 37

motivating forces --> performance

Back 37

- strongest performance effect is self-efficacy/competence, because people who feel a sense of internal self-confidence tend to outperform those who doubt their capabilities
-second most powerful motivating force; people who receive such goals outperform the recipients of easy goals.
-The motivational force created by high levels of valence, instrumentality, and expectancy is the next most powerful motivational variable for task performance.
- Finally, perceptions of equity have a somewhat weaker effect on task performance

Front 38

preconventional stage

Back 38

At this stage, right versus wrong is viewed in terms of the consequences of various actions for the individual. For example, children seek to avoid punishment for its own sake, regardless of any concern about moral order

Front 39

conventional stage

Back 39

At this stage, right versus wrong is referenced to the expectations of one's family and one's society. At first, people seek the approval of friends and family members, conforming to stereotypes about what's right

Front 40

principled (or postconventional) stage

Back 40

At this stage, right versus wrong is referenced to a set of defined, established moral principles. Research suggests that fewer than 20 percent of Americans reach this principled stage. Philosophers have identified a number of moral principles that serve as prescriptive guides for making moral judgments, with some of the most influential shown in.

Front 41

How trust effects job performance?

Back 41

trust has a moderate positive effect on performance. employees who are willing to vulnerable to authorities tend to have higher levels of task performance.
-more likely to engage in citizenship behavior and less likely to engage in counterproductive behavior

Front 42

How trust effects organization commitment?

Back 42

trust has a strong positive effect on commitment. employees who are willing to vulnerable to authorities tend to have higher levels of affective commitment.

Front 43

affect-based trust

Back 43

the feeling towards authority that go beyond any rational assessment (cognation based trust )

Front 44

cognition- based trust

Back 44

trustworthiness factors
-ability
-benevolence ( favor or kindness towards others)
-integrity
= rooted in rational assessment of authorities ( boss) trustworthiness

Front 45

disposition-based trust

Back 45

your personality traits includes a general propensity to trust others - trust propensity

Front 46

trustor

Back 46

the person who is doing the trusting

Front 47

truster

Back 47

the person who is being trusted