MGMT 300 midterm 1 terms

Job performance

The value of the set of employee behaviors that contribute to organizational goal accomplishment.

Task performance

Employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces.

Routine task performance

Well-known responses to demands that occur in a normal, routine, or otherwise predictable way.

Adaptive task performance

Employee responses to task demands that are novel, unusual, or otherwise unpredictable.

Creative task performance

The degree to which individuals develop ideas or physical outcomes that are both novel and useful.

Job analysis

How organizations identify the sets of behaviors that represent 'task performance' for different jobs.

Occupational Information Network (O*NET)

An online database that includes the characteristics of most jobs in terms of tasks, behaviors, and required knowledge, skills, and abilities.

Citizenship behavior

Voluntary employee activities that may or may not be rewarded but contribute to the overall quality of the setting in which work takes place.

Interpersonal citizenship behavior

Behaviors that benefit coworkers and involve assisting, supporting, and developing other organizational members beyond normal job expectations.

Helping

Assisting coworkers with heavy workloads, aiding them with personal matters, and showing new employees the ropes.

Courtesy

Keeping coworkers informed about matters relevant to them.

Sportsmanship

Maintaining a good attitude with coworkers, even in difficult situations.

Organizational citizenship behavior

Behaviors that benefit the larger organization by supporting and defending the company.

Voice

Involves speaking up and offering constructive suggestions for improving the organization.

Civic virtue

Participating in the company’s operations at a deeper-than-normal level.

Boosterism

Representing the organization positively when out in public.

Counterproductive behavior

Intentional employee behaviors that hinder organizational goal accomplishment.

Property deviance

Behaviors that harm the organization’s assets and possessions.

Sabotage

The purposeful destruction of physical equipment, processes, or products.

Theft

A form of property deviance that is as costly as sabotage.

Production deviance

Behaviors that reduce the efficiency of work output directed against the organization.

Substance abuse

Using drugs or alcohol at work which compromises production efficiency.

Political deviance

Behaviors that intentionally disadvantage individuals rather than the organization.

Gossiping

Casual conversations about other people with unconfirmed facts.

Incivility

Rude, impolite, and discourteous communication.

Personal aggression

Hostile verbal and physical actions directed at other employees.

Harassment

Unwanted physical or verbal contact from a colleague ongoing.

Abuse

Actions that endanger physical and psychological well-being.

Prosocial counterproductive behavior

Well-intentioned behaviors that violate norms and potentially harm the organization.

Knowledge work

Cognitive work using theoretical and analytical knowledge.

Service work

Work providing intangible goods to customers through direct interaction.

Gig work

Short-term, temporary jobs often structured as freelance work.

Management by objectives (MBO)

Management philosophy evaluating employees based on performance goals.

Behaviorally anchored rating scales (BARS)

Performance assessment by measuring directly observable job behaviors.

360-degree feedback

Performance information collected from multiple sources regarding an employee.

Forced ranking

A performance evaluation system involving ranking employees against each other.

Social performance management

Systems for employee feedback to understand performance improvements.

Organizational commitment

The desire of an employee to remain a member of the organization.

Withdrawal behavior

Actions taken by employees to avoid work situations, possibly leading to quitting.

Affective commitment

Desire to remain with the organization due to emotional attachment.

Continuance commitment

Desire to remain due to awareness of costs associated with leaving.

Normative commitment

Desire to remain due to a feeling of obligation.

Focus of commitment

People, places, and things that inspire commitment to the organization.

Erosion model

Suggests employees with fewer bonds are more likely to quit.

Social influence model

Direct linkages to employees who leave increase the likelihood of quitting.

Embeddedness

Summarizes links to organization, community, fit, and what is sacrificed for job change.

Volunteering

Giving of time or skills to non-profit or charitable groups.

Exit

Active, destructive response to end or restrict organizational membership.

Voice

Active, constructive response to improve the situation.

Loyalty

Passive, constructive support for a situation with hope for improvement.

Neglect

Passive, destructive response where job effort declines.

Stars

Employees with high commitment and high performance, serving as role models.

Citizens

Employees with high commitment but low task performance, active in extra-role activities.

Lone wolves

Low organizational commitment but high task performance, focused on personal goals.

Apathetics

Low levels of commitment and performance, exerting minimal effort.

Psychological withdrawal

Actions providing a mental escape from work.

Physical withdrawal

Actions providing a physical escape from work.

Independent forms model

Withdrawal behaviors that are uncorrelated and fulfill different needs.

Compensatory forms model

Withdrawal behaviors that negatively correlate with each other.

Progression model

Withdrawal behaviors that are positively correlated.

Psychological contracts

Beliefs about mutual obligations between employees and organizations.

Transactional contracts

Narrow obligations focusing on monetary exchanges.

Relational contracts

Broader, subjective obligations between employees and organizations.

Perceived organizational support

Degree employees believe the organization values them.

Job Satisfaction

Pleasurable emotional state from the appraisal of one’s job.

Values

Things individuals consciously or subconsciously desire to attain.

Value-percept theory

Job satisfaction depends on whether jobs meet valued needs.

Pay satisfaction

Feelings about pay adequacy, security, and worth.

Promotion satisfaction

Feelings regarding promotion policies and fairness.

Supervision satisfaction

Feelings about the boss's competence and communication.

Coworker satisfaction

Feelings about fellow employees' qualities.

Satisfaction with work

Feelings about work tasks' characteristics.

Meaningfulness

The degree tasks are viewed as significant in an employee’s belief system.

Responsibility for outcomes

Degree to which employees perceive they drive work quality.

Knowledge of results

Extent to which employees are aware of their performance.

Job characteristics theory

Identifies characteristics of intrinsically satisfying jobs.

Variety

Degree of different activities required involving various skills.

Identity

Degree job requires completing identifiable work with visible outcomes.

Significance

Degree job impacts others' lives substantially.

Autonomy

Degree of freedom and discretion in performing the job.

Feedback

Degree job activities provide clear performance information.

Knowledge/skill

Employee needs for personal achievement or self-development.

Growth need strength

Employee's strong needs for personal accomplishment.

Job enrichment

Expanding duties to provide more variety, identity, and autonomy.

Job crafting

Employees proactively redefine their jobs.

Moods

States of feeling that are mild and long-lasting.

Pleasantness

Feeling pleasant or unpleasant.

Activation

Feeling activated or unaroused.

Flow

Total immersion in a task where time becomes irrelevant.

Affective events theory

Workplace events generate emotional reactions influencing work behaviors.

Emotions

Intense feelings lasting a brief period directed at specific circumstances.

Positive emotions

Joy, pride, relief, hope, love, and compassion.

Negative emotions

Anger, anxiety, fear, guilt, shame, sadness, envy, and disgust.

Emotional labor

Management of emotions to fulfill job duties.

Emotional contagion

One person 'catches' the emotions of another.

Life satisfaction

Sense of happiness with one’s life.

Stress

Psychological response to demands exceeding a person's resources.

Stressors

Demands causing stress.

Strains

Negative consequences of stress.

Transactional theory of stress

Explains how stressors are perceived and how people react.