exam

organizational citizenship behavior

(OCB)

Behaviors that are not part of an employee's job but which make the organization a better place to work (e.g., helping others, staying late).

consistency theory

Korman’s Theory that employees will be motivated to perform at levels, consistent with their levels of self-esteem.

self-esteem

The extent to which a person views themselves as a valuable and worthy individual.

chronic self-esteem

A person’s overall feeling about themselves.

situational self-esteem

A persons feeling about themselves in a particular situation, such as repairing vehicles or providing customer service.

socially influenced self-esteem

how a person feels about themselves based on the expectations of others.

organization based self-esteem (OBSE)

The level of an employees, competence and self-worth as a member of an organization.

self-fulfilling prophecy

individuals will perform as well or as poorly as they expect to perform.

galatea effect

when high self expectations result in higher levels of performance.

pygmalion effect

The idea that if people believe that something is true, they will act in a manner consistent with that belief.

golem effect

when negative expectations of an individual causes a decrease in that individual’s actual performance.

intrinsic motivation

The person will seek to perform well because they either enjoy performing the actual tasks or enjoy the challenge of successfully completing the task.

extrinsic motivation

Work motivation that arises from such nonpersonal factors as pay, coworkers, and opportunities for advancement.

work preference inventory (WPI)

A measure of an individual’s orientation toward intrinsic versus extrinsic motivation.

self regulation

a person’s ability to select, set, and modify goals to adapt to changing conditions. (4 steps)

job characteristics theory

The theory proposed by Hackman and Oldham that suggests that certain characteristics of a job will make the job more or less satisfying, depending on the particular needs of the worker.

basic biological needs

The first step in Maslow’s needs hierarchy, concerning survival needs for food, air, water, and the like.

safety needs

The second step in Maslow’s hierarchy, concerning the need for security, stability, and physical safety.

social needs

The third step in Maslow’s hierarchy, concerning the need to interact with other people.

ego needs

The fourth step in Maslow’s hierarchy, concerning the individual’s need for recognition and success.

self-actualization needs

The fifth step in Maslow’s hierarchy, concerning the need to realize one’s potential.

employee resource groups

A group of employees with similar interests, experiences, or demographics who meet to discuss those experiences.

needs theory

A theory based on the idea that employees will be satisfied with jobs that satisfy their needs

ERG theory

Aldefer’s needs theory, which describes three levels of satisfaction: existence, relatedness, and growth.

Developed after Maslow's hierarchy of needs.

two-factor theory

Herzberg’s needs theory, postulating that there are two factors involved in job satisfaction: hygiene factors and motivators.

hygiene factors

In Herzberg’s two-factor theory, job-related elements that result from but do not involve the job itself.

motivators

In Herzberg’s two-factor theory, elements of a job that concern the actual duties performed by the employee.

need for achievement

According to trait theory, the extent to which a person desires to be successful.

Motivated by jobs that are challenging and over which they have some control

need for affiliation

The extent to which a person desires to be around other people.

Employees are motivated by jobs in which they can work with and help other people.

need for power

According to trait theory, the extent to which a person desires to be in control of other people.

This refers to a person's motivation to influence, direct, or guide others in their work environment.

self-determination theory

developed by Ryan and Deci (2000) and proposes that people have innate needs for three things: competency, autonomy, and relatedness.

competency

The need from self-determination theory to be able to successfully perform the tasks that are important to us.

autonomy

The need from self-determination theory to decide what we want to do and how we are going to do it.

relatedness

The need from self-determination theory to feel that we are part of a group and connected to others.

four drive theory of human nature

postulates that employees are influenced by four drives: acquiring, bonding, learning, and defending. Employees will be motivated to perform well and remain in a job if each of these drives

realistic job preview (RJP)

hierarchy

of needs model by Maslow that describes a five-level structure of human needs, where individuals progress from basic physiological needs to self-actualization.

goal setting

A method of increasing performance in which employees are given specific performance goals to aim for.

operant conditioning

A type of learning based on the idea that humans learn to behave in ways that will result in favorable outcomes and learn not to behave in ways that result in unfavorable outcomes.

premack principle

reinforcement is relative and that a supervisor can reinforce an employee with something that on the surface does not appear to be a reinforcer.

reinforcement hierarchy

A rank-ordered list of reinforcers for an individual.

social recognition

A motivation technique using such methods as personal attention, signs of approval, and expressions of appreciation.

pay for performance

A compensation structure where employees receive financial rewards based on their individual or team performance outcomes.

merit pay

An incentive plan in which employees receive pay bonuses based on performance appraisal scores.

profit sharing

A group incentive method in which employees get a percentage of the profits made by an organization.

gainsharing

A group incentive system in which employees are paid a bonus based on improvements in group productivity.

baseline

The level of productivity before the implementation of a gainsharing plan

stock options

A group incentive method in which employees are given the option of buying stock in the future at the price of the stock when the options were granted.

expectancy theory

Vroom’s theory that motivation is a function of expectancy, instrumentality, and valence.

expectancy (e)

The perceived relationship between the amount of effort an employee puts in and the resulting outcome.

instrumentality (i)

The extent to which the outcome of a worker’s performance, if noticed, results in a particular consequence.

valence (v)

The extent to which an employee values a particular consequence.

internal locus of control

The extent to which people believe that they are responsible for and in control of their success or failure in life.

equity theory

based on the premise that our levels of motivation and job satisfaction are related to how fairly we believe we are treated in comparison with others. If we believe we are treated unfairly, we attempt to change our beliefs or behaviors until the situation appears to be fair. Three components are involved in this perception of fairness: inputs, outputs, and input/output ratio.

input/output radio

The ratio of how much employees believe they put into their jobs to how much they believe they get from their jobs.

organizational justice

A theory that postulates that if employees perceive they are being treated fairly, they will be more likely to be satisfied with their jobs and motivated to do well.

affective commitment

the extent to which an employee wants to remain with the organization, cares about the organization, and is willing to exert effort on its behalf.

continuance commitment

the extent to which an employee believes they must remain with the organization due to the time, expense, and effort that they have already put into it or the difficulty they would have in finding another job.

normative commitment

the extent to which an employee feels obligated to the organization and, because of this obligation, must remain with the organization.

job satisfaction

the attitude employees have towards their jobs

organizational commitment

the extent to which an employee identifies with and is involved with an organization

affective commitment

the extent to which an employee wants to remain with an organization and cares about the organization

continuance commitment

the extent to which employees believe they must remain with an organization due to the time, expense, and effort they have already put into the organization

normative commitment

the extent to which employees feel an obligation to remain with an organization

social information processing theory

states that employees model their levels of satisfaction and motivation from other employees

distributive justice

the perceived fairness of the decisions made in an organization

procedural justice

the perceived fairness of the methods used by an organization to make decisions

interactional justice

the perceived fairness of the interpersonal treatment that employees receive in an organization

informational justice

the extent to which a supervisor is open and transparent in sharing information

interpersonal justice

the extent to which a supervisor adequately treats an employee

job enlargement

a system in which employees are given more tasks to perform at the same time

job enrichment

a system in which employees are given more responsibility over the tasks and decisions related to their job

job diagnostic survey (JDS)

a measure of the extent to which a job provides opportunities for growth, autonomy and meaning

self-directed teams

groups of employees who work together to achieve a common goal without a designated leader

quality circles

employee groups that meet to propose changes that will improve productivity and the quality of work life

faces scale

a measure of job satisfaction in which raters place a mark under a facial expression that is most similar to the way they feel about their jobs

job descriptive index (JDI)

a measure of job satisfaction that yields scores on five dimensions

Minnesota satisfaction questionnaire (MSQ)

a measure of job satisfaction that yields scores on 20 dimensions

job in general (JIG) scale

a measure of the overall level of job satisfaction

organizational commitment questionnaire (OCQ)

a 15-item questionnaire that taps three organizational commitment dimensions

organizational commitment scale (OCS)

a nine-item survey that taps three aspects of organizational commitment

well pay

a method of absenteeism control in which employees are paid for their unused sick leave

financial bonus

a method of absenteeism control in which employees who meet an attendance standard are given a cash reward

games

an absenteeism control method in which games such as poker and bingo are used to reward employee attendance

paid time off program (PTO)

an attendance policy in which all paid vacations, sick days, holidays, and so forth are combined

person/organization fit

the extent to which an employee's personality, values, attitudes, philosophy, and skills match those of the organization

embeddedness

the extent to which employees have links to their jobs and community, the importance of these links, and the ease with which they can be broken and replaced at another job

underemployment

occurs when individuals are working fewer hours than desired or are employed in jobs that don't fully utilize their skills, education, or financial needs

labour underutilization

the labor underutilization rate is a broader measure that includes both unemployed and underemployed individuals

job satisfaction

an employee's emotional reaction to their work, including feelings of pleasure or contentment

importance of job satisfaction in I-O psychology

one of the most researched variables in industrial-organizational (I-O) psychology because it can be easily measured and is related to various work outcomes, such as job performance, organizational commitment, motivation, and health

fit vs. job satisfaction

Job satisfaction is influenced by the features and opportunities that a career can offer, which align with an individual's needs and goals

factors influencing job satisfaction

• Fit with the job, organization, and values
  - Type of organization
  - Fairness and equity in the workplace
  - Relationships with coworkers and supervisors
  - Career choice

person-environment fit

how well an individual's interests, skills, and values align with their job and work environment

how person-environment fit relates to job satisfaction

It emphasizes the importance of matching individuals' preferences with job characteristics to enhance satisfaction and performance

job characteristics model

includes Skill Variety, Task Identity, Task Significance, Autonomy, and Task Feedback; these factors influence job satisfaction

fairness in the workplace

involves how rewards and resources are distributed, how decisions are made, and how employees are treated

impact of fairness on job satisfaction

has a significant impact on job satisfaction, influencing engagement, productivity, and retention

measuring job satisfaction challenges

Satisfaction isn't always just yes or no; it can be more complicated and may require multiple questions to capture true feelings

organizational commitment

refers to the degree of an individual's attachment to and involvement in their organization