Organizational Behavior Test 1

Front 1

Person Organization Fit

Back 1

Person's values, personality, goals, that determine a persons fit for a job

Front 2

Person Job Fit

Back 2

Person's skill knowledge, and other abilities determine fit for job

Front 3

Values

Back 3

Stable life goals

Front 4

Terminal Values

Back 4

End states of life people desire

ex. successful career, world peace, etc.

Front 5

Instrumental Values

Back 5

Acceptable modes of conduct or traits

Front 6

Personality

Back 6

Encompasses the relatively stable feelings, thoughts, and behavioral patterns a person has

Front 7

Big Five

Back 7

Front 8

Extraversion

Back 8

How a person "re-charges" degree of socialness

Front 9

Myers Briggs Type Indicator

Back 9

Front 10

Positive and Negative Affective

Back 10

Positive= More positive moods

Negative= more negative moods

Front 11

Negative Person Tips

Back 11

1. Understand that you are unlikely to change the person

2. Keep an open mind

3. Set a limit on conversations with that person

4. Try to get them to change the situation

Front 12

Self-Monitoring

Back 12

Degree to which a person is able to monitor his/her actions and appearance in social situations

Problems:

High Stress

Less accurate feedback

Less Committed

Front 13

Proactive Personality

Back 13

Person's inclination to fix what is received as wrong, take action quicker

Front 14

Self Esteem

Back 14

Degree about positive feelings of self

Front 15

Self Efficacy

Back 15

Belief that one can perform a specific task sucessfully

Front 16

Internal Locus of Control

Back 16

Can control own destiny

Front 17

External Locus of Control

Back 17

Things happen because of outside factors

Front 18

Perception

Back 18

Process by which individuals detect and interpret environmental stimuli

Front 19

Self-Enhancement Bias

Back 19

Overestimate our performance and capabillities

Front 20

Self-Effacement Bias

Back 20

Underestimate performance and capabilities

Front 21

False Consensus Error

Back 21

Overestimate how similar we are to other people

Front 22

Stereotypes

Back 22

Generalizations based on group characteristics

Front 23

Self Fulfilling Prophecy

Back 23

Making stereotypes happen through your own actions

Front 24

Selective Perception

Back 24

Paying attention to parts of the environment while ignoring other parts

Front 25

Three factors of external and internal attributions

Back 25

Consensus: Do other people behave the same way?

Distinctiveness: Does this person behave the same way across different situations?

Consistency: Does this person behave the same way in different occasions in the same situation?

Front 26

Self-Serving Bias

Back 26

Attributing our failure to the situation, not ourselves

Front 27

Job Satisfaction

Back 27

The feelings people have towards their jobs

Front 28

Organizational Commitment

Back 28

Emotional attachment people have towards a company they work for

Front 29

Attitude

Back 29

Our opinions, beliefs, and feelings about aspects of our environment

Front 30

Attitude Surveys

Back 30

Given periodically to track work attitudes

Front 31

Exit Interview

Back 31

Meeting with a departing employee

Front 32

Psychological Contract Breach

Back 32

Violation of an unwritten understanding b/w the employee and the organization regarding expectations

Front 33

Organizational Citizenship behavior

Back 33

Voluntary behaviors employees perform to help others and benefit the organization

Front 34

Hygiene Factors

Back 34

Company policies, supervision, working conditions, salary, safety, and security on the job

Front 35

Distributive Justice

Back 35

The degree to which outcomes received from the organization are fair

Front 36

Extinction

Back 36

Removal of rewards following negative behavior

Front 37

Ob Mod

Back 37

Front 38

Procedural Justice

Back 38

Degree to which fair decision making procedures are used to arrive at a decision

Front 39

Benevolents vs Entitleds

Back 39

Benevolents- Don't expect much in return

Entitleds- Expect a lot w/o much in return

Front 40

Equity Sensitivity

Back 40

Explains different reactions to inequity

Front 41

Expectancy

Back 41

Whether the person believes that high levels of effort will lead to outcomes of interest such as performance or success

Front 42

Valence

Back 42

Value of the rewards awaiting the person as a result of performance

Front 43

Referent

Back 43

Person we compare ourselves to in equity theory

Front 44

Instrumentality

Back 44

The degree to which the person believes that performance is related to secondary outcomes such as rewards

Front 45

Job Characteristics Model

Back 45

Front 46

Skill Variety

Back 46

Extent to which the job requires a person to utilize multiple high level skills

Front 47

Task Identity

Back 47

Degree to which a person is in charge of completing an identifiable piece of work from start to finish

Front 48

Task Significance

Back 48

refers to whether a person's job substantially affects other people's work

Front 49

Autonomy

Back 49

Degree to which a person has freedom to decide how to perform his/her tasks

Front 50

Empowerment

Back 50

Removal of conditions that make a person powerless

Front 51

Structural Empowerment

Back 51

Refers to the aspects of the work environment that give employees discretion, autonomy, and the ability to do their jobs effectively

Front 52

Goal Commitment

Back 52

Degree to which a person is dedicated to reaching the goal

Front 53

Smart Goal

Back 53

Front 54

360 Degree Feedback

Back 54

System where feedback is gathered from supervisors, peers, subordinates, and even customers

Front 55

3 Important Key Factors of Performance Appraisal

Back 55

Adequate Notice- Revealing criteria to employees

Fair Hearing- Two way communication, hear employee side

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