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