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71 Cards in this Set
- Front
- Back
Organizational Behavior
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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
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Resource-Based View
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a perspective that describes what exactly makes resources valuable and therefore capable of creating long-term profits for the firm
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Inimitable
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something that cannot be imitated by a competing firm
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history
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a collective pool of experience, wisdom, and knowledge that benefits the organization
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socially complex resources
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resources whose development is not clearly understood, such as culture, trust, reputation
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rule of one-eighth
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a rule that explains why so few organizations are truly effective at how they manage their people
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theory
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a collection of assertions- both verbal and symbolic- that specify how and why the variables are related as well as the conditions in which they should and should not be related
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hypotheses
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written predictions that specify relationships between variables
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correlation
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describes the statistical relationship between two variables
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meta-analysis
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takes all of the correlations found in studies of a particular relationship and calculates a weighted-average
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Job performance
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the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment
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Organizational Commitment
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the desire on the part of an employee to remain a member of the organization
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task performance
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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 peformance
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involves employee responses to task demands that are novel, unusual, or at the very least unpredictable
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job analysis
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a process used to identify the sets of behaviors that represent "task performance" for different 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
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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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voluntary behaviors that benefit coworkers and colleagues such as helping, courtesy, and sportsmanship
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organizational citizenship behavior
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voluntary behaviors that benefit the larger organization such as voice, civic virtue, and boosterism
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counterproductive behavior
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behaviors that intentionally hinder organizational goal accomplishment
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property deviance
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behaviors that intentionally reduce the efficiency of work outputs such as wasting resources and substance abuse
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political deviance
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behaviors that intentionally disadvantage other employees such as gossiping and incivility
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personal aggression
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hostile verbal and physical actions directed toward other employees such as harassment and abuse
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withdrawal behavior
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a set of actions that employees perform to avoid the work situation
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affective commitment
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a desire to remain a member of an organization due to an emotional attachment to, and involvement with that organization
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continuance commitment
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a desire to remain a member of an organization because of awareness of the costs associated with leaving it
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normative commitment
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a 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 various people, places, and things that can inspire a desire to remain a member of that organization
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Erosion model
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a theory that suggests that employees with fewer bonds will be most likely to quit that organization
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social influence model
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a theory that suggests that employees who have direct ties with "leavers" will themselves become more likely to leave
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exit-voice-loyalty-neglect
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a framework that captures most of the possible responses to a negative work event
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stars
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high commitment high task performance
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citizens
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high organizational commitment low task performance
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lone wolves
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low organizational commitment high task performance
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apathetics
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low organizational commitment low task performance
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psychological withdrawal
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actions that provide a mental escape from the work envoironment
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physical withdrawals
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actions that provide a physical escape whether short or long term, from the work environment
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independent forms model
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a model that argues that the various withdrawal behaviors are uncorrelated with one another
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compensatory forms model
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a model that argues that the various withdrawal behaviors are negatively correlated with each other
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progression model
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a model that argues that eh various withdrawal behaviors are positively correlated with one another (most proven)
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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
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values
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things that people consciously or sub-consciously 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 you perceive that your job supplies the things that you value
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job characteristics theory
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a theory that describes the central characteristics of intrinsically satisfying jobs
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variety
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the degree to which the job requires a number of different activities that involve a number of different skills and talents
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identity
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the degree to which the job requires completing a whole identifiable piece of work from beginning to end with a visible outcome
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Significance
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the degree to which the job has a substantial impact on the lives of other people particularly people in the world at large
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autonomy
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the degree to which the job provides freedom, independence, and discretion to the individual performing the work
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moods
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states of feeling that are often mild in intensity and last for an extended period of time and are not explicitly directed at or caused by anything
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emotions
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states of feeling that are often intense last for only a few minutes and are clearly directed at someone or some circumstance
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emotional labor
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the need to manage emotions to complete job duties successfully
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emotional contagion
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a process whereby one person can catch or be infected by the emotions of another person
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life satisfaction
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the degree to which employees feel a sense of happiness with their lives
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motivation
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a set of energetic forces that originate both within and outside an employee initiate work related effort, and determine its direction intensity and persistence
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expectancy theory
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a theory that describes the cognitive process that employees go through to make choices among different voluntary responses
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expectancy
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the belief that exerting a high level of effort will result in the successful performance of some task
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self-efficacy
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the belief that a person has the capabilities needed to execute the behaviors required for task success
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instrumentality
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the belief that successful performance will result in some outcome
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valence
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the anticipated value of the outcomes associated with performance
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Intrinsic motivation
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motivation that is felt when task performance serves as its own reward
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meaning of money
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the degree to which people view money as having symbolic not just economic value
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goal-setting theory
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a theory that views specific and difficult goals as the primary drivers of intensity and persistence of effort
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goal commitment
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the degree to which a person accepts a goal and is determined to try to reach it
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equity theory
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a theory that suggests that motivation and performance depend on how one's own ratio of outcomes to inputs compares to the ratio of a comparison other
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equity distress
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an internal tension that can only be alleviated by restoring balance to the outcome/input ratio
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psychological empowerment
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an energy rooted in the belief that work tasks contribute to some larger purpose
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meaningfulness
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the value of a work goal or purpose relative to a persons own ideals and passions
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self determination
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a sense of choice in the initiation and continuation of work tasks
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competence
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a persons belief in his or her capability to perform work tasks successfully
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impact
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the sense that a person's actions make a difference
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