Mgmt 339 Exam 2 (Ch. 10)

Front 1

Turnover

Back 1

voluntary
involuntary

Front 2

Involuntary turnover

Back 2

turnover initiated by the organization (often among people who would prefer to stay)

Front 3

Voluntary turnover

Back 3

turnover initiated by employees (often whom the company would prefer to keep)

Front 4

Employment-at-will

Back 4

a doctrine that, in absence of a specific contract, either an employer or employee could sever the employment relationship at any time.

Front 5

Principles of Justice

Back 5

- Outcome fairness
- Procedural justice
- Interactional justice

Front 6

Outcome fairness

Back 6

refers to the judgement that people make with respect to the outcomes received relative to the outcomes received by other people with whom they identify

Front 7

Procedural justice

Back 7

a concept of justice focusing on the methods used to determine the outcomes received

Front 8

Interactional justice

Back 8

a concept of justice referring to the interpersonal nature of how the outcomes were implemented

Front 9

Progressive Discipline

Back 9

effective discipline programs have two central components:
- documentation
- progressive punitive measures

the organization determines responses for first, second, third offenses, and so on

Front 10

Alternative dispute resolution (ADR)

Back 10

a method of resolving disputes that does not rely on the legal system

four stages:
1. open door policy
2. peer review
3. mediation
4. arbitration

Front 11

stage 1: open door policy

Back 11

the two people in conflict (e.g., supervisor and subordinate) attempt to arrive at a settlement together. if none can be reached, they proceed to

Front 12

stage 2: peer review

Back 12

a panel composed of representatives from the organization that are at the same level of those people in the dispute hears the case and attempts to help the parties arrive at a settlement. if none can be reached, they proceed to

Front 13

stage 3: mediation

Back 13

a neutral third party from outside the organization hears the case and, via a nonbinding process, tries to help the disputants arrive at a settlement. if none can be reached, the parties proceed to

Front 14

stage 4: arbitration

Back 14

a professional arbitrator from outside the organization hears the case and resolves it unilaterally by rendering a specific decision or award. most arbitrators are experienced employment attorneys or retired judges.

Front 15

Progression of withdrawal

Back 15

a theory that dissatisfied individuals enact a set of behaviors in succession to avoid their work situation

three categories:
- behavior change
- physical job withdrawal
- psychological withdrawal
--- job involvement
--- organizational commitment

Front 16

Job involvement

Back 16

the degree to which people identify themselves with their jobs

Front 17

Organizational commitment

Back 17

the degree to which an employee identifies with the organization and is willing to put forth effort on its behalf

Front 18

Physical job withdrawal

Back 18

several ways a dissatisfied worker can physically withdrawal from the organization:
- leave the job
- internal transfer
- absenteeism
- tardiness

Front 19

Job satisfaction

Back 19

a pleasurable feeling that results from the perception that one's job fulfills or allows for the fulfillment of one's important job values

important aspects:
- values, perceptions, and importance

Front 20

Sources of job dissatisfaction

Back 20

1. unsafe working conditions
2. Personal dispositions
3. tasks and roles
4. supervisor and coworkers
5. pay and benefits

Front 21

unsafe working conditions

Back 21

each employee has a right to safe working conditions under the occupational safety and health act of 1970 (OSHA)

Front 22

Personal dispositions (negative affectivity)

Back 22

a term used to describe a dispositional dimension that reflects pervasive individual differences in satisfaction with any and all aspects of life

Front 23

tasks and roles

Back 23

job rotation - the process of systematically moving a single individual from one job to another over the course of time

Front 24

supervisors and coworkers

Back 24

a person may be satisfied with his or her _______ for one of two reasons:
- shared values, attitudes, and philosophies
- strong social support

Front 25

pay and benefits

Back 25

for many people, pay is a reflection of self worth, so pay satisfaction takes on critical significance when it comes to retention.