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48 Cards in this Set
- Front
- Back
gobal job satisfaction
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overall feelings about job
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job satisfaction
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the degree of pleasure an emmployee gets from his or her job
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measurement of job satisfaction
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- job descriptive index
- minnestoa satisfaction questionnaire both highly reguarded in I/O psyc |
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job facet satisfaction
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feelings about selected dimensions or facets of jobs e.g. supervisors, co-workers, pay etc.
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5 categories of emotions foun in the workplace
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1)positive (happy,pride)
2)negative (sad,desire) 3)existential (guilt,shame) 4)nasty (anger,envy) 5)empathetic (sympathy,compassion) |
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job satisfaction and performance
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evidence weak
therefore enhancing both will likely be unsuccessful |
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job satisfaction and turnover
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more people dislike their job more likely to quit but affected by job availability
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job satisfaction and absence
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if you like you job , more likely to put in effort and go to work
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job involvement
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the degree to whch a person identifies psychologically with their work and the importance of work to ones self image
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organizational commitment
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the degree to which an emplote feels a sense of allegiance to their employer
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allen and myer's 3 components of organizational commitment
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-affect, employees emotional attachment to and identification with organization.
-continuance, commitment based on costs associated with leaving the organisation -normative, feelings of obiligations to remain with the organization |
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morrow's focal point of commitment
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-occupation
-organization -job |
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organizational justice
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the overarching theoretical concept petaining to the fair treatment of ppl in organizations. 3 types
-distributive -procedual -interactional |
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distributive justice
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the fairness with which the outcomes or results are distributed among members of an organization
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equity
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people should recevive rewards that are consistent with their contributions
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equality
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all individuals have equal chance
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procedual justice
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the fairness by which means are used to achieve results in an organization
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criteria by which procedures can be judged as fair
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1) consistent
2) bias free 3) accurate 4) correctable in case of error 5) representative of all concerned 6) based on prevailing ethical standards |
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interactional justice
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the fairness with which people are treated within an organisation and the timeliness, completeness and accuracy of the information received in an organzation
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interpersonal justice
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showing concern for individuals and respecting them as people who have dignity
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informational justice
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providing knowledge about procedures that demonstrate reguard for peoples concerns
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organizational citizenship behaviour/ prosocial behaviour
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the contributions that emploees make to the overall welfare of the organization that go beyond their required job
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organizational citizenship behaviour/ prosocial behaviour
5 components |
1)alturism
2)conscientiousness 3)courtesy 4)sportsmanship 5)Civic Virtue |
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1)alturism
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reflects willfully helping specific people with an organizationally relevant task or problem
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2)conscientiousness
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being punctual, having attendance better than group norm and judiciously following company rules, regulations and procedures
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3)courtesy
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being mindful and respectful of other peoples rights
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4)sportsmanship
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avoiding complaints, petty grievances, gossiping and falsly magnifying problems
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5)Civic Virtue
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responsible participation in the political life of the organization
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psychological contract
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the implied exchange relationship that exsists between an employee and the organization
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transactional contracts
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short time frame specific obligaions, financial resources primary vehicle of exchange
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relational contracts
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long term relationships with diffuse obligations
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mutuality
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the extent to which workers and employers share beliefs about the specific terms of exchange
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reciprocity
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communications to eachother
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responses to break of the psychological contract (5)
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1)voice (voice concerns)
2)silence (compliance but loss of commitment) 3)retreat (megligence and shirking of responsibility) 4)Destruction (retaliation against employer) 5) exit (quits or provokes dissmisal) |
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organizational merger
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the joining of 2 organizations of approimately equal status and power
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Acquisition
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the process by which one organisation acquires or subsumes the resources of a second organisation.
parent and target |
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3 phases of a merger process (marks ,2002)
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-Precombination (emphasisi on financial issues)
-cobination (jockey for power and clashes) -postcombination (importance of combining 2 cultures acute) |
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individual responses to downsizing:
terminated personnel |
employment has a number of psychological benefits which are lost when a person becomes unemployeed
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individual responses to downsizing:
surviving personnel |
often respond with less trust and commitment
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anti social behaviour
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any behaviour that brings harm or is intended to bring harm to an organization or its members
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revenge to an organization for:
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breach in psychological contract OR organizational justice
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venting
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talking heatedly to friends or family "blows off steam"
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Dissipation
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employee gives harmdoer the benefit of the doubt
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fatigue
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maintain negative feelings for a long period of time
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explosion
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can make employee work harder, mobiliza opposition to the harm doer or even engage in physical violence
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preventive stratgegies
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(such as employee training) remove the hazard or reduce its impact on employees or their likely hood of exposure
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reactive strategies
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(such as formal organizational emergency plans) improve the organizations ability to recognize and deal with problems as they arise
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rehabilitation strategies
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(such as counselling) help employees cope with and recover from problems that exsist
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