Organizational Behavior Vocab 1

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Organizational Behavior (OB)

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is a field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations.

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Human Resource Management

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takes the theories and principles studied in OB and explores the "nuts and bolts" applications of those principles in organizations.

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Resource based view

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describes what exactly makes resources valuable- what makes them capable of creating long-term profits for the firm

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inimitable

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cannot be imitated

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Rule of One-Eighth

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The belief that at best one-eight or 12 percent of organizations will actually do what is required to build profits by putting people first

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correlation

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statistical relationship between two variables

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meta-analysis

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correlation across all of the studies

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evidence-based management

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that scientific findings should form the foundation for management education

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Job Performance

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Thevalue of the set of behaviors that contribute, either positively or negatively,to organizational goal accomplishment

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Task Performance

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Thebehaviors directly involved in transforming organizational resources into thegoods or services an organization produces (i.e., the behaviors included in one’sjob description)

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Routine task Performance

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Well-knownresponses to routine/normal task demands

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Adaptive Task Performance

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Responsesto novel/unusual task demands

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Creative Task Performance

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Developingideas or responses that are both novel and useful

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Job Analysis

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A process by which an organization determines requirements of specific jobs

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Citizenship Behavior

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Voluntary employee behaviors that contribute to organizational goals by improving the context in which work takes place

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Interpersonal Citizenship Behaviors

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Going beyond normal job expectations to assist, support, and develop coworkers and colleagues

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Organizational Citizenship Behaviors

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Going beyond normal expectations to improve operations of the organization as well as defending the organization and being loyal to it

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Counterproductive Behavior Behaviors

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Employee behaviors that intentionally hinder organizational goal accomplishment

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Management by objectives

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A management philosophy that bases employee evaluations on whether specific performance goals have been met

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Organizational Commitment

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An employee's desire to remain a member of an organization

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Perceived Organizational Support

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The degree to which employees believe that the organization values their contribution and cares about their well being

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Affective Commitment

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An employee's desire to remain a member of an organization do to a feeling of emotional attachment

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Continuance Commitment

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An employees desire to remain a member of an organization due to an awareness of the costs of leaving

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Normative Commitment

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An employee's desire to remain a member of an organization due to a feeling of obligation

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Embeddedness

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An employee's connection to and sense of fit in the organization and community

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Exit

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Ending or restricting organizational membership

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Voice

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A constructive response where individuals attempt to improve thesituation

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Loyalty

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A passive response where the employee remains supportive whilehoping for improvement

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Neglect

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a passive, destructive response to a negative work even in which one's interest and effort is work decline

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Negative Events

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Events such as a divorce or death of a family member that tend to be appraised as an hindrance

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Withdrawal Behavior

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Employee actions that are intended to avoid work situations

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Psychological Contracts

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Employee beliefs about what employees owe that organization and what the organization owes them

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Stress

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A psychological response to demands wherethere is something at stake and wherecoping with the demands taxes or exceeds aperson’s capacity or resources

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Job Satisfaction

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a pleasurable emotional state resulting from the appraisal of one's job or job experiences. It represents how a person feels and thinks about his or her job.

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Value-percept theory

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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

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Job Characteristics Theory

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A theory that argues that five core characteristics VISAF combine to result in high levels of satisfaction with the work itself

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Variety

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The degree to which a job requires different activities and skills

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Identity

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The degree to which a job offers completion of a whole, identifiable piece of work

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Significance

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The degree to which a job really matters and impacts society as a whole

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Autonomy

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The degree to which a job allows individuals freedom and discretion regarding how the work is to be done

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Feedback

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In job characteristics theory it refers to the degree to which the job itself provides information about how well the job holder is doing. In goal setting theory, it refers to progress updates on work goals

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Affective Events Theory

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A theory that describes how workplace events can generate emotional reactions that impact work behaviors

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Moods

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states of feeling that are mild in intensity, last for an extended period of time, and are not directed at anything

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Emotions

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Intense feelings, often lasting for a short duration, that are clearly directed at someone or some circumstances

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Emotional Contagion

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The idea that emotions can be transferred from one person to another

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Emotional Labor

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when employee manage their emotions to complete their job duties successfully

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Growth Need Strength

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the degree to which employees desire to develop themselves further

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Job Enrichment

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when job duties and responsibilities are expanded to provide increased levels of core job characteristics

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Stressors

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"demands"

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Strain

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"exceeds"

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Hindrance stressors

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stressors that tend to be appraised as thwarting progress toward growth and achievement

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Challenge stressors

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Stressors that tend to be appraised as opportunities for growth and achievement

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Role Conflict

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when others have conflicting expectations of what an individual needs to do

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Role Ambiguity

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When an individual has a lack of direction and information about what needs to be done

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Transactional Theory of Stress

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a theory that explains how stressful demands are perceived and appraised as well as how people respond to perceptions and appraisals

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Primary Appraisal

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evaluation of whether a demand is stressful and if it is the implications of the stressor in terms of personal goals and well-being

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Secondary Appraisal

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when people determine how to cope with the various stressors they face

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Coping

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Behaviors and thoughts used to manage stressful demands and the emotions associated with the stressful demands

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Type A Behavior Pattern

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People who tend to experience more stressors, appraise more demands as stressful, and be prone to experiencing more strains

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Social Support

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the help people receive from others when they are confronted with stressful demands