MGMT 5314 CH 7 & 8 VOCAB

Reputation

prominence of an organizations brand in the minds of the public and the perceived quality of its goods and services.

Trust

willingness to be vulnerable to an authority based on positive expectations about the authority’s actions and intentions

Justice

Perceived fairness of an authority’s decision making

Ethics

degree to which the behaviors of an authority are in accordance with generally accepeted moral norms

Disposition based trust

rooted in ones own personally as opposed to a careful assessment of the trustee’s trustworthiness

Cognition based trust

rooted in a rational assessment of the authority’s trustworthiness

Affect based trust

trust that depends on feelings towards the authority that go beyond rational assessment

trust propensity

general expectation that the words, promises, and statements of individuals can be relied upon

Trustworthiness

characteristics or attributes of a person that inspire trust, including competence, character and benevolence

Ability

Relatively stable capabilities of people for performing a particular range of related activities

Benevolence

belief that an authority wants to do good for an employee, apart from any selfish or profit centered motives.

Integrity

perception that an authority adheres to a set of acceptable values and prinicples

Distributive Justice

perceived fairness of decision making OUTCOMES

Procedural justice

perceived fairness of decision making making OUTCOMES

Interpersonal Justice

perceived fairness of the interpersonal treatment received by employees from authorities

Abusive supervision

sustained display of hostile verbal and nonverbal behaviors on the part of supervisors excluding physical contact

Informational justice

perceived fairness of the communications provided to employees from authorities

Whistle blowing

when employees expose illegal actions by their employer

Four component model

model that argues that ethical behaviors result from the multistage sequence of moral awareness, moral judgement, moral intent, and ethical behavior

Moral awareness

when an authority recognizes that a moral issue exists in a situation

moral intensity

degree to which an issue has ethical urgency

moral attentiveness

degree to which people chronically perceive and consider issues of morality during their experiences

moral judgement

when an authority can accurately identify the “right” course of action

Cognitive moral development

as people age and mature they move through several states of moral development, each more mature and sophisticated than the prior one

moral principles

prescriptive guides for making moral judgements

moral intent

authority’s degree of commitment to the moral course of action

moral identity

degree to which a person self identifies as a moral person

ability to focus

degree to which employees can devote their attention to work

What degree does trust have on job performance

moderately positive

What degree does trust have on organizational commitment

strong positive

Economic exchange

work relationships that resemble a contractual agreement by which employees fulfill job duties in exchange for financial compensation

Social exchange

work relationships that are characterized by mutual investments with employees willing to engage in “extra mile” sorts of behaviors because they trust that their effort will eventually be rewarded

corporate social responsibility

perspective that acknowledges that the responsibility of a business encompasses the economic, legal, ethical, and citizenship expectations of society

expertise

knowledge and skills that distinguish experts from novices

Explicity knowledge

knowledge that is easily communicated and available to everyone

Tacit knowledge

knowledge that employees can only learn through experience

Operant conditioning

involve → antecedents, behaviors, and consequences

contingencies of reinforcement

four specific consequences used by organizations to modify employee behavior

What is used to increase desired behaviors

positive and negative reinforcement

What is used to decrease undesired behaviors

punishment and execution

What is positive reinforcement

positive outcome follows a desired behavior

What is negative reinforcement

unwanted outcome is removed following a desired behavior

What is punishment

an unwanted outcome follows an unwanted behavior

what is extinction

removal of a positive outcome following an unwanted behavior

schedules of reinforcement

timing of when contingencies are applied or removed

continuos reinforcement

specific consequence follows each and every occurrence of certain behavior

fixed interval schedule

reinforcement occurs at fixed time periods

variable interval schedules

reinforcement occurs at random periods of time

fixed ratio schedule

reinforcement occurs at following a fixed number of desired behaviors

variable ratio schedule

behaviors are reinforced after varying a number of them have been exhibited

social learning theory

theory that argues that people in organizations learn by observing others

behavior modeling

employees observe the actions of other, learn from what they observe, and then repeat the observed behavior

What are the four steps involved in the modeling process

1. attentional

2. retention

3. production

4. reinforcement

learning orientation

predispositioned or attitude according to which building competence is deemed more important by an employee than demonstrating competence

performance prove orientation

predispositioned or attitude by which employees focus on demonstrating their competences so that others think favorably of them

perfromance avoid orientation

predipositioned or attitude by which employees focus on demonstrating their competence so that others will not think poorly of them

programmed decisions

decisions that are somewhat automatic because peoples knowledge allows them to recognize the situation and the course of action to be taken

intuition

emotional judgment based on quick, unconscious, gut feelings

crisis situation

change sudden or evolving that results in an urgent problem that must be addressed immediately

non programmed decisions

decisions made by employees when a problem is is new, complex, or not recognized

rational decision making

step by step approach to making decisions that is designed to maximize outcomes by examining all available alternatives

bounded rationality

notion that people do not have the ability or resources to process all available information and alternatives when making a decision

satisficing

when a decision maker chooses the first acceptable alternative considered

selective perception

tendency for people to see their environment only as it affects them and as it is consistent with their expectations

projection bias

faulty perception by decision makers that others think, feel, and act the same way as they do

social identity theory

theory that people identify themselves based on the various groups to which they belong and judge others based on the group they associate with

stereotype

assumptions made about others based on their social group membership

heuristics

simple and efficient rules of thumb that allow us to make decisions more easily

availability bias

tendency for people to base their judgements on information that is easier to recall

fundamental attribution error

tendency for people to judge others behaviors as being due to INTERNAL factors such as ability, motivation, or attitudes

self serving bias

when we attribute our own failures to EXTERNAL factors and success to INTERNAL factors

consensus

used by decision makers to attribute cause; whether other individuals behave the same way under similar circumstances dis

distinctiveness

used by decision makers to attribute cause; whether the person being judged acts in a similar fashion under different circumstances

consistency

used by decision makers to attribute cause, whether this individual has behaved this way before under similar circumstances

escalation of commitement

common decision making error in which the decision maker continues to follow a failing course of action

what degree does learning have on job performance

moderately positive

what degree does learning have on organizational commitment

weak positive

training

systematic effort by organizations to facilitate the learning of job-related knowledge and behavior

knowledge transfer

exchange of knowledge between employees

behavior model training

formalized method of training in which employees observe and learn from employees with significant amounts of tacit knowledge

communities of practice

group of employees who learn from one another through collaboration over an extended period of time

transfer of training

occurs when employees retain and demonstrate the knowledge, skills, and behaviors required for their job after training ends

climate for transfer

organizational environment that supports the use of new skills