Organizational Behavior (Test 2)

Front 1

four reasons why managers work hard to motivate their employees

Back 1

1) to avoid the consequences of job dissatisfaction

2) to attract and keep workers

3) to enhance task performance and organizational outcomes

4) to inspire organizational citizenship

Front 2

job

Back 2

a specified task or set of tasks and individual does as part of an occupation

Front 3

task performance

Back 3

the behaviors, both mental and physical,that individuals exhibitin pursuit of organizational goals

Front 4

organizational citizenship

Back 4

behaviors on behalf of the organization that go well beyond normal job expectations, and which may serve a larger societal purpose

Front 5

exit

Back 5

dissatisfied employees quit an organization in response to job dissatisfaction

Front 6

Voice

Back 6

Dissatisfied employees choose to stay in their company and actively try to improve conditions there

Front 7

Loyalty

Back 7

Dissatisfied employees accept the status quo without raising any objections or making suggestions for improvements

Front 8

Neglect

Back 8

Satisfied employees stay in the company and exhibit passive withdrawal behaviors such as minimizing their effort

Front 9

EVLN model

Back 9

A model of job satisfaction comprised of two action behaviors: exit and voice, the two passive behaviors: loyalty and neglect

Front 10

Job satisfaction

Back 10

A collection of attitudes about the various parts of the job

Front 11

Organizational commitment

Back 11

Employees' involvement with, identification with, and emotional attachment to their organization

Front 12

Continuance commitment

Back 12

Employees' objective (non-emotional) decision that it is in their best interest remain with the organization

Front 13

Normative commitment

Back 13

Feelings of obligation to remain with one's company

Front 14

Psychological contract

Back 14

The individual's beliefs about the exchange between himself or herself and his or her employer

Front 15

Employability

Back 15

The idea that workers' abilities and competencies are the basis for their job security

Front 16

Employee customer profit chain model

Back 16

A model which suggests that employees' satisfaction with their jobs and company leads to less turnover, more motivated staff, and consistent service

Front 17

Scientific management

Back 17

Principles introduced by Taylor, including the idea that breaking work down into its smallest parts maximizes efficiency because each part is relatively simple to learn and do and therefore workers can easily be replaced

Front 18

Core job characteristics

Back 18

Five characteristics that describe what makes a job motivating

Front 19

Skill variety

Back 19

The extent to which a job involves a variety of different activities that require different skills and abilities

Front 20

Task identity

Back 20

The extent to which a job involves the completion of a whole identifiable piece of work

Front 21

Task significance

Back 21

The degree to which the job is perceived by the worker as being important and having significant impact on others

Front 22

Autonomy

Back 22

The degree to which the job provides freedom and discretion in scheduling the work and in determining the procedures to be used

Front 23

Feedback

Back 23

The extent to which performing the job results in the worker receiving clear information about the effectiveness of his or her performance

Front 24

Job diagnostic survey

Back 24

A survey which assesses any job based on the five core job characteristics and some related factors

Front 25

Motivating potential score

Back 25

An employee's score on the job diagnostic survey, which shows with some precision which characteristics of his or her job are motivating to him or her

Front 26

Growth need strength

Back 26

The degree to which an individual values complex, challenging work; one of the measures included in the job diagnostic survey

Front 27

Job enlargement

Back 27

Broadening an individual's work;"horizontal loading"

Front 28

Job rotation

Back 28

Giving workers more variety by rotating them from one kind of job to another kind of job

Front 29

Job enrichment

Back 29

Redesigning jobs so that workers have more autonomy, responsibility, and feedback; also called "vertical loading" because it moves decision making lower in the hierarchy

Front 30

Five ways to enrich a job

Back 30

1) put two or more tasks together
2) create natural work units
3) establish client relationships
4) expand jobs vertically
5) open feedback channels

Front 31

Flextime

Back 31

Allowing employees to choose their own hours

Front 32

Gliding schedule

Back 32

A form of flex time in which employees are allowed to choose their own hours around a common core of time during which they are required to be in the office

Front 33

Compressed workweek

Back 33

A form of flextime in which employees are allowed to work a certain number of hours during a certain number of days or weeks

Front 34

Telecommuting

Back 34

Any work arrangement that allows employees to do some of their work at home

Front 35

Virtual relationship

Back 35

Telecommuting that is primarily conducted through technology

Front 36

Job sharing

Back 36

Allowing two or more persons to share the responsibilities and the benefits of one job position, each working part-time

Front 37

Open plan office

Back 37

An office design in which traditional, individual(cellular) spaces are replaced by individual work units organized into one large room

Front 38

Cellular spaces

Back 38

Traditional, individual workspaces

Front 39

Performance appraisal

Back 39

The formal evaluation of employee's performance

Front 40

Meritocracy

Back 40

A system in which people are rewarded according to established standards of performance

Front 41

360 degree performance appraisal

Back 41

An appraisal of employee by his or her bosses, coworkers, and subordinates

Front 42

Stress

Back 42

A state of tension experienced when one's usual modes of coping are insufficient

Front 43

Stressor

Back 43

Any event that causes a person to feel stress

Front 44

Eustress

Back 44

A state of stress which is experienced as positive

Front 45

Job stress

Back 45

The harmful physical and emotional responses that occur when the requirements of the job do not match the worker's capabilities, resources, or needs

Front 46

Role conflict

Back 46

When complying with one set of expectations prevents you from complying with the second set of expectations in your job -- for example, when you get requests from two bosses, or when you are asked to do two things at once

Front 47

Role ambiguity

Back 47

When what you are supposed to do is unclear

Front 48

Cognitive demands

Back 48

When your job responsibilities are beyond your cognitive capabilities

Front 49

Overload

Back 49

When the amount of work your assigned is too much for you to do by yourself

Front 50

Commuting

Back 50

Traveling to your job is long, arduous, and at the wrong time of day for you

Front 51

Repetitive stress injuries

Back 51

Performing the same tasks over and over to the point that your body is injured

Front 52

Noise

Back 52

Unwanted sound increases stress

Front 53

Biogenic triggers

Back 53

What you ingest affects your well-being -- for example, caffeine raises your heart rate

Front 54

Safety issues

Back 54

Hazardous jobs and environments are stressful

Front 55

Travel stress

Back 55

Traveling one or more times per month can become annoying(although at times it is relaxing)

Front 56

Shift work

Back 56

Working eight hour shifts outside of normal working hours disrupts your circadian rhythm

Front 57

Work-life conflict

Back 57

The inability to take charge of both your home and your work life is stressful

Front 58

Workaholism

Back 58

Excessively high ranking on the traits of work involvement and a drive to work

Front 59

Type A - Type B personality

Back 59

A constellation of personality traits that predict one's reaction to stressors

Front 60

The AHA! syndrome

Back 60

Tendency to experience anger, hostility and aggressiveness

Front 61

Hardiness

Back 61

Holding attitudes which buffer you from the negative effects of stress

Front 62

Communication

Back 62

The exchange of thoughts, opinions, or information by speaking, writing, or other means

Front 63

Conduit metaphor

Back 63

The idea that language transfers thoughts and feelings from person to person rather like a pipe transfers water from place to place

Front 64

Unintentionality

Back 64

The communication of unintended meanings

Front 65

Noise

Back 65

Any disturbance that disrupts the communication process

Front 66

Selective attention

Back 66

Focusing only on some stimuli while disregarding the others

Front 67

Augmented cognition systems

Back 67

Media that know when to interrupt you, and when not to

Front 68

Information filtering

Back 68

Focusing only on useful knowledge rather than miscellaneous information

Front 69

Attribution

Back 69

The process of explaining the causes of people's behavior, including your own

Front 70

Fundamental attribution error

Back 70

Mistakenly believing that an action was caused by the actor rather than the situation

Front 71

The tendency to attribute one's successes to one's personal attributes while attributing one's failures to external causes

Back 71

Self-serving bias

Front 72

Social categories

Back 72

Stereotypes

Front 73

A preconceived opinion, either favorable or unfavorable, of others

Back 73

Prejudice

Front 74

The process by which we categorize an entire group based on the behavior of a handful of people in that group

Back 74

Illusory correlation

Front 75

Concrete ideas about what our psychological identity is or may become

Back 75

Possible selves

Front 76

The attempt to manage the impression one makes on others

Back 76

Impression management

Front 77

A type of impression management which seeks to make the actor more appealing through both verbal and nonverbal cues

Back 77

Self-presentation strategy

Front 78

Favorable evaluating or agreeing with another person, including flattery, favor-doing an opinion conformity

Back 78

Other-enhancement strategy

Front 79

Language which is comprehensible only to certain groups

Back 79

Jargon

Front 80

Communication channel, such as face-to-face conversation or a text message

Back 80

Medium

Front 81

A policy that encourages employees to take their message to someone higher up in the organization than their boss

Back 81

Open door policy

Front 82

Conversation in which information is exchanged

Back 82

Report talk

Front 83

Conversation that is aimed at relationship building

Back 83

Rapport talk

Front 84

A warlike, oppositional style of interaction used to accomplish a range of interactional goals that have nothing literally to do with fighting

Back 84

agonism

Front 85

The fact that a woman who acts the passively feminine role that society has traditionally dictated for women may be perceived as weak, while a woman who acts assertively may be perceived as bossy

Back 85

Double-bind

Front 86

An individual's tendency to actively construct his or her public image to achieve social goals

Back 86

Self-monitoring

Front 87

The extent to which an individual is interested in other people

Back 87

Personal orientation to others

Front 88

A strategy of paying attention in order to assess the emotional and informational content of a message and establish rapport with the speaker

Back 88

Active listening

Front 89

Questions which can be answered with a yes or no

Back 89

Closed questions

Front 90

Questions which encourage elaborate responses

Back 90

Open questions

Front 91

The phenomenon in which rateers are more highly influenced by a candidate's first impression once it is established than by that candidate's later performance

Back 91

First impression bias

Front 92

Training and development facility staffed by professional interviewers and assessors, and designed with an amenities such as rooms and with one-way mirrors

Back 92

Assessment centers

Front 93

The ongoing give-and-take between the employee and the organization

Back 93

Social exchange

Front 94

A recruitment procedure in which organizations give both favorable and unfavorable work information to candidates

Back 94

Realistic job preview