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121 Cards in this Set

  • Front
  • Back

Job Performance

the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment
Task performance
includes employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces
Routine task performance
involves well-known responses to demands that occur in a normal, routine, or otherwise predictable way
Adaptive task performance
aka “adaptability”, involves employee responses to task demands that are novel, unusual, or unpredictable
Creative task performance
the degree to which individuals develop ideas or physical outcomes that are both novel and useful
Job analysis
a process by which an organization determines requirements of specific jobs
Occupational Information Network
an online database that includes the characteristics of most jobs in terms of tasks, behaviors, and the required knowledge, skills, and abilities (O*NET)
Citizenship behavior
voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting in which work takes place
Interpersonal citizenship behavior
going beyond normal job expectations to assist, support, and develop coworkers and colleagues
Helping
assisting coworkers who have heavy workloads, aiding them with personal matters, and showing new employees the ropes
Courtesy
keeping coworkers informed about matters that are relevant to them
Sportsmanship
maintaining a positive attitude with coworkers through good and bad times
Organizational citizenship behavior
going beyond normal expectations to improve operations of the organization, as well as defending the organization and being loyal to it
Voice
when an employee speaks up to offer constructive suggestions for change, often in reaction to a negative work event
Civic virtue
participation in company operations at a deeper-than-normal level through voluntary meetings, reading, and keeping up with news that affects the company
Boosterism
positively representing the organization when in public
Counterproductive behavior
employee behaviors that intentionally hinder organizational goal accomplishment
Property deviance
behaviors that harm the organization’s assets an possessions
Sabotage
purposeful destruction of equipment, organizational processes, or company products
Theft
stealing company products or equipment from the organization
Production deviance
intentionally reducing organizational efficiency of work output
Wasting resources
using too many materials or too much time to do too little work
Substance abuse
the abuse of drugs or alcohol before coming to work or while on the job
Political deviance
behaviors that intentionally disadvantage other individuals
Gossiping
casual conversations about other people in which the facts are not confirmed as true
Incivility
communication that is rude, impolite, discourteous, and lacking in good manners
Personal aggression
hostile verbal and physical actions directed toward other employees
Harassment
unwanted physical contact or verbal remarks from a colleague
Abuse
employee assault or endangerment from which physical and psychological injuries may occur
Knowledge work
jobs that primarily involve cognitive activity versus physical activity
Service work
providing a service that involves direct verbal or physical interactions with customers
Management by objectives (MBO)
a management philosophy that bases employee evaluations on whether specific performance goals have been met
Behaviorally anchored rating (BAR) scales
use of examples of critical incidents to evaluate an employee’s job performance behaviors directly
360
degree feedback - a performance evaluation system that uses ratings provided by supervisors, coworkers, subordinates, customers, and the employees themselves
Forced ranking
a performance management system in which managers rank subordinates relative to one another
Organizational commitment
an employee’s desire to remain a member of an organization
Withdrawal behavior
employee actions that are intended to avoid work situations
Affective commitment
an employee’s desire to remain a member of an organization due to a feeling of emotional attachment
Continuance commitment
an employee’s desire to remain a member of an organization due to an awareness of the costs of leaving
Normative commitment
an employee’s desire to remain a member of an organization due to a feeling of obligation
Focus of commitment
the people, places, and things that inspire a desire to remain a member of an organization
Erosion model
a model that suggests that employees with fewer bonds with coworkers are more likely to quit the organization
Social influence model
a model that suggests that employees with direct linkages to coworkers who leave the organization will themselves become more likely to leave
Embeddedness
an employee’s connection to an sense of fit in the organization and community
Exit
a response to a negative work event by which one becomes often absent from work or voluntarily leaves the organization
Voice
when an employee speaks up to offer constructive suggestions for change, often in reaction to a negative work event
Loyalty
a passive response to a negative work event in which one publicly supports the situation but privately hopes for improvement
Neglect
a passive, destructive response to a negative work event in which one’s interest and effort in work decline
Stars
employees with high commitment levels and high task performance levels who serve as role models within the organization
Citizens
employees with high commitment levels and low task performance levels who volunteer to do additional activities around the office
Lone wolves
employees with low commitment levels and high task performance levels who focus on their own career rather than what benefits the organization
Apathetics
employees with low commitment levels and low task performance levels who exert the minimum amount of effort needed to keep their jobs
Psychological withdrawal
mentally escaping the work environment
Daydreaming
a form of psychological withdrawal in which one’s work is interrupted by random thoughts or concerns
Socializing
a form of psychological withdrawal in which one verbally chats with coworkers about non-work topics
Looking busy
a form of psychological eithdrawal in which one attempts to appear consumed with work when not performing actual work tasks
Moonlighting
a form of psychological withdrawal in which employees use work time and resources to do nonwork-related activities
Cyberloafing
a form of psychological withdrawal in which employees surf the internet, email, and instant message to avoid doing work-related activities
Physical withdrawal
a physical escape from the work environment
Tardiness
a form of physical withdrawal in which employees arrive late to work or leave work early
Long breaks
a form of physical withdrawal in which employees take longer-than-normal lunches or breaks to spend less time at work
Missing meetings
a form of physical withdrawal in which employees neglect important work functions while away from the office
Absenteeism
a form of physical withdrawal in which employees do not show up for an entire day of work
Quitting
a form of physical withdrawal in which employees voluntarily leave the organization
Independent forms model
a model that predicts that the various withdrawal behaviors are uncorrelated
Compensatory forms model
a model indicating that the various withdrawal behaviors are negatively correlated; engaging in one makes another less likely
Progression model
a model indicating that the various withdrawal behaviors are positively correlated; engaging in one makes another more likely
Psychological contracts
employee beliefs about what employees owe the organization and what the organization owes them
Transactional contracts
psychological contracts that focus on a narrow set of specific monetary obligations
Relational contracts
psychological contracts that focus on a broad set of open-ended and subjective obligations
Perceived organizational support
the degree to which employees believe that the organization values their contributions and cares about their well-being
Job Satisfaction
a pleasurable emotional state resulting from the appraisal of one’s job or job experiences (how a person feels and thinks about his or her job)
Values
things that people consciously or unconsciously want to seek or attain
Value-percept theory
a theory that argues that job satisfaction depends on whether the employee perceives that his or her job supplies those things that he or she values
Pay satisfaction
employees’ feelings about the compensation for their jobs
Promotion satisfaction
employees’ feelings about how the company handles promotions
Supervision satisfaction
employees’ feelings about their boss, including his or her competency, communication, and personality
Coworker satisfaction
employees’ feelings about their coworkers, including their abilities and personalities
Satisfaction with the work itself
employees’ feelings about their actual work tasks
Meaningfulness of work
a psychological state reflecting one’s feelings about work tasks, goals, and purpose, and the degree to which they contribute to society and fulfill one’s ideals and passions
Responsibility for outcomes
a psychological state indicating the degree to which employees feel they are key drivers of the quality of work output
Knowledge of results
a psychological state indicating the extent to which employees are aware of how well or how poorly they are doing
Job characteristics theory
a theory that argues that five core characteristics (variety, identity, significance, autonomy, and feedback) combine to result in high levels of satisfaction with the work itself
Variety
the degree to which a job requires different activities and skills
Identity
the degree to which a job offers completion of a whole, identifiable piece of work
Significance
the degree to which a job really matters and impacts society as a whole
Autonomy
the degree to which a job allows individual freedom and discretion regarding how the work is to be done
Feedback
the degree to which the job itself provides information about how well the job holder is doing
Knowledge and skill
the degree to which employees have the aptitude and competence needed to succeed on their job
Growth need strength
the degree to which employees desire to develop themselves further
Job enrichment
when job duties are responsibilities are expanded to provide increase levels of core job characteristics
Moods
states of feeling that are mild in intensity, last for an extended period of time, and are not directed at anything
Pleasantness
the degree to which an employee is in a good versus bad mood
Activation
the degree to which moods are aroused and active, as opposed to not
Flow
a state in which employees feel a total immersion in the task at hand, sometimes losing track of how much time has passed
Affective events theory
a theory that describes how workplace events can generate emotional reactions that impact work behaviors
Emotions
intense feelings, often lasting for a short duration, that are clearly directed at someone or some circumstance
Positive emotions
employees’ feelings of job, pride, relief, hope, love, and compassion
Negative emotions
employees’ feelings of fear, guilt, shame, sadness, envy, and disgust
Emotional labor
when employees manage their emotions to complete their job duties successfully
Emotional contagion
the idea that emotions can be transferred from one person to another
Life satisfaction
the degree to which employees feel a sense of happiness with their lives in general
Organizational Behavior (OB)
a field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations. P7
Human Resource Management
takes the theories and principles studied in OB and explores the “nuts and bolts” applications of those principles in organizations. Field of study that focuses on the application of OB theories and principles in organizations. P7
Strategic Management
focuses on the product choices and industry characteristics that affect an organization’s profitability. P8
Resource-based view
“perspective describes what exactly makes resources valuable – that is, what makes them capable of creating long-term profits for the firm.” A model that argues that rare and inimitable resources help firms maintain competitive advantages. P12
Inimitable
it cannot be imitated. P13
History
a collective pool of experiences, wisdom, and knowledge that benefits the organization. P13
Numerous small decisions
the idea that people make many small decisions day in and day out. P13
Socially Complex Resources
Resources created by people, such as culture, teamwork, trust and reputation. The source of competitive advantage is known, but the method of replicating the advantage is unclear. P14
Rule of One-Eighth
The belief that at best one-eighth of 12 percent of organizations will actually do what is required to build profits by putting people first. P17
Method of Experience
People hold firmly to some belief because it is consistent with their own experience and observations. P17
Method of Intuition
People hold firmly to some belief because it “just stands to reason” – it seems obvious or self-evident. P17
Method of Authority
People hold firmly to some belief because some respected official, agency, or source has said it is so. P17
Method of Science
People accept some belief because scientific studies have tended to replicate that result using a series of samples, settings, and methods. P17
Theory
collection of assertions – both verbal and symbolic – that specify how and why variables are related, as well as the conditions in which they should (and should not) be related. P19
Hypotheses
written predictions that specify relationships between variables. P21
Correlation
describes the statistical relationship between two variables, can be positive or negative and range from 0 to 1. P21
Causal Inferences
The establishment that one variable does cause another, based on covariation, temporal precedence, and the elimination of alternative explanations. P23
Meta-analysis
A method that combines the results of multiple scientific studies by essentially calculating a weighted average correlation across studies (with larger studies receiving more weight). P23
Evidence-based management
perspective that argues that scientific findings should form the foundation for management education. P24