Org. Behavior - Chapters 8&9

Front 1

Area of job freedom

Back 1

Area of discretion after all restraints have been applied

Front 2

Codetermination

Back 2

Government-mandated worker representation on the board of directors of a firm.

Front 3

Employee ownership

Back 3

Program in which employees provide the capital to purchase control of an existing operation.

Front 4

Empowerment

Back 4

Process that provides greater autonomy to employees through the sharing of relevant information and the provision of control over factors affecting the job performance.

Front 5

Ethical imperative

Back 5

Belief that participation ought to be used by managers for moral reasons.

Front 6

Industrial democrary

Back 6

Government-mandated worker participation at various levels of the organizations with regard to decisions that affect workers.

Front 7

Leader-member exchange model

Back 7

Idea that leaders and their followers exchange information, resources, and role expectations that determine the quality of their interpersonal relationships

Front 8

Overparticipation

Back 8

Condition in which employees have more participation than they want.

Front 9

Participation

Back 9

Mental and emotional involvement of people in group situations that encourages them to contribute to group goals and share responsibility for them.

Front 10

Participative Management

Back 10

Use of programs that develop a substantial sense of empowerment among employees.

Front 11

Quality Circles

Back 11

Voluntary groups that receive training in statistical techniques and problem-solving skills and then meet to produce ideas for improving productivity and working conditions.

Front 12

Self Managing Teams

Back 12

Natuarl work groups that are given a large degree of decision-making autonomy and expected to control their own behavior and results. Also known as self-directing teams, socitechnical teams, or semi-autonomous work groups.

Front 13

Suggestion programs

Back 13

Formal plans to encourage individual employees to recommend work improvements. A monetary award frequently is offered for acceptable suggestions.

Front 14

Total Quality Management (TQM)

Back 14

Process of getting every employee involved in the task of searching for continuous improvements in their operations.

Front 15

Underparticipation

Back 15

Condition in which employees want more participation than they have.

Front 16

Absences

Back 16

Employees who fail to show up for work as scheduled.

Front 17

Attitudes

Back 17

Feelings and beliefs that largely determine how employees will perceive their environment, commit themselves to intended actions, and ultimately behave.

Front 18

Behavior intentions

Back 18

Employee plans and predispositions to act in a certain way (e.g. arrive late, skip work, slow down, be creative, or resign).

Front 19

Closed-end questions

Back 19

Those questions presented in an interview or survey format which direct the respondent to simply select and mark the answers that best represent his or her own feelings.

Front 20

job involvement

Back 20

Degree of which employees immerse themselves in their jobs, invest time and energy in them, and view work as a central part of their overall lives.

Front 21

job satisfaction

Back 21

Set of favorable or unfavorable feelings with which employees view their work.

Front 22

Job satisfaction survey

Back 22

Procedure by which employees report their feelings twoard their jobs and work environment.

Front 23

Morale

Back 23

Level of job satisfaction within a group.

Front 24

Negative affectivity

Back 24

A personal characteristic of employees that inclines them to be predisposed to be dissatisfied at work

Front 25

Open-ended questions

Back 25

Those questions presented in an interview or survey format in which employees respond in their own words in their own words to express their feelings, thoughts, and intentions.

Front 26

Organizational citizenship behaviors

Back 26

Discretionary actions that promote the organization's success.

Front 27

Organizational commitment

Back 27

Degree to which an employee identifies with the organization and wants to continue actively participating in it.

Front 28

Performance satisfaction effort loop

Back 28

Flow model that shows the directional relationship between performance, satisfaction, and effort.

Front 29

Physical withdrawal

Back 29

Unauthorized absences, early departures, extended breaks, work slowdowns, or acts of aggression and retaliation.

Front 30

Positive affectivity

Back 30

A personal characteristic of employees that inclines them to be predisposed to be satisfied at work.

Front 31

Psychological withdrawal

Back 31

Emotional detachment from one's job, such as engaging in daydreaming

Front 32

Reliability

Back 32

Capacity of a survey instrument to produce consistent results

Front 33

Social desirability bias

Back 33

Modifying one's responses to a survey or an interviewer based on what the respondent thinks that society values.

Front 34

Spillover effect

Back 34

Impact of job satisfaction on life satisfaction, and visa verse.

Front 35

Tardiness

Back 35

Arriving late for work

Front 36

Theft

Back 36

Unauthorized removal of compay resources by an employee

Front 37

Turnover

Back 37

Rate at which employees leave an organization

Front 38

Validity

Back 38

Capacity of a survey instrument to measure what it claims to measure

Front 39

Violence

Back 39

Various forms of verbal or physical aggression at work

Front 40

Work Moods

Back 40

Emplyee feelings about their jobs that can change within a day, hour, or minute.