Intro to business ch 8

Pattern of actions by the members of an organization that directly or indirectly influence an organizations effectiveness

Employee Behavior

Total set of work related behaviors the organization expects employees to display.

Performance Behaviors

Behavior of individuals who make a positive overall contribution to the organization

Organizational Citizenship

Behavior that detracts from organizational performance

Counterproductive Behaviors

Doesn't show up for work

Absenteeism

Annual percentage of an organization's workforce that leaves and must be replaced

Turnover Rate

Personal attributes that vary from one person to another

Individual differences

The relatively stable set of psychological attributes that distinguish one person from another

personality

Agreeableness, conscientiousness, emotionality, extraversion, openness

"Big five" personality traits

the extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills

Emotional Intelligence

the extent to which people believe that their behavior has a real effect on what happens to them

Locus of control

Person's believe about their capabilities to perform a task

Self-Efficacy

extent to which a person believes that power and status differences are appropriate within hierarchical social systems

Authoritarianism

behavior directed at gaining power and controlling the behavior of others

Machiavellianism

extent to which a person believes they are a worthwhile and deserving individual

Self-Esteem

The degree to which a person is willing to take chances and make risky decisions

Risk Propensity

A person’s beliefs about specific ideas, situations, or other people

attitudes

what are the three parts of attitude structure

Cognition, Affect, Intention

Knowledge a person presumes to have

Cognition

A person’s feelings towards something

Affect

Part of an attitude that guides a person’s behavior

Intention

When two sets of cognitions or perceptions are contradictory or incongruent

Cognitive Dissonance

degree of enjoyment that people derive from performing their jobs

Job satisfaction

an individual’s identification with the organization and its mission

Organizational commitment

set of forces that cause people to believe in certain ways

Motivation

Workers are solely motivated by money

Classical theory of motivation

Tendency for productivity to increase when workers believe they are receiving special attention from management

Hawthorne Effect

people are naturally lazy and uncooperative

Theory X

people are naturally energetic, growth-oriented, self motivated, and interested in being productive

Theory Y

several needs that have to be satisfied in work

hierarchy of human needs model

job satisfaction depends on hygiene and motivation

two factor theory

an individual’s desire to accomplish a goal or a task as effectively as possible

Need for achievement

an individual’s desire for human companionship

Need for Affiliation

the desire to control one’s environment

Need for power

People are motivated to work toward rewards they want and that they believe they have a reasonable chance of obtaining

Expectancy theory

People evaluate their treatment by the organization relative to the treatment of others

Equity Theory

Provides a reward when employees exhibit desired behaviors

Positive reinforcement

Unpleasant consequences of an undesirable behavior

Punishment

learning that occurs when people observe the behaviors of others, recognize their consequences, and alter their own behavior as a result

Social Learning

Set of procedures involving both managers and subordinates in setting goals and evaluating progress

Management by objectives

Method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company

Participate Management and Empowerment

Increasing job satisfaction by adding one or more motivating factors to job activities

Job Enrichment

Increasing job satisfaction by designing a more satisfactory fit between workers and their jobs

Job redesign

Increasing job satisfaction by allowing two or more people to share a single full time job

Work Sharing/ Job sharing

allowing workers to adjust work schedules on a daily or weekly basis

flextime programs

Form of flextime that allows people to perform some or all of a job away from standard office settings

Telecommuting

Set of expectations held by an employee concerning what they will contribute to an organization, and what the organization will in return provide the employee

Psychological contract

The extent to which a persons contributions and the organizations inducements match one another

Person-job fit