MANAGING PEOPEL

exam 1 friday

Organizational Behavior

A field of study devoted to understanding, explaining, and improving the attitudes and behaviors of individuals and groups in organizations.

2 Resource

Based View

3 Human Capital

The knowledge, skills, abilities, and experiences possessed by employees that create organizational value.

4 Rule of One

Eighth

5 Scientific Method

A process of collecting and analyzing data to test theories and answer questions objectively.

6 Theory

A collection of assertions that specifies how and why variables are related.

7 Hypothesis

A prediction that specifies the expected relationship between variables.

8 Correlation

The degree to which two variables are related to one another.

9 Meta

Analysis

10 Evidence

Based Management

11 Job Performance

The value of employee behaviors that contribute positively or negatively to accomplishing organizational goals.

12 Task Performance

Employee behaviors directly involved in transforming organizational resources into goods or services.

13 Routine Task Performance

Well

14 Adaptive Task Performance

The ability to adjust to changing work situations and demands.

15 Creative Task Performance

Developing useful and novel ideas or solutions.

16 Citizenship Behavior

Voluntary employee activities that contribute to the organization beyond formal job requirements.

17 Interpersonal Citizenship Behavior

Behaviors that help coworkers and improve workplace relationships.

18 Helping

Assisting coworkers with work

19 Courtesy

Keeping others informed and preventing work

20 Sportsmanship

Maintaining a positive attitude even in difficult situations.

21 Organizational Citizenship Behavior

Actions that benefit the organization as a whole.

22 Voice

Speaking up with constructive suggestions for organizational improvement.

23 Civic Virtue

Participating responsibly in the organization's political and governance activities.

24 Boosterism

Representing and promoting the organization positively to outsiders.

25 Counterproductive Behavior

Employee behaviors that intentionally hinder organizational accomplishment.

26 Property Deviance

Damaging or misusing company property and resources.

27 Production Deviance

Purposely reducing work efficiency or productivity.

28 Political Deviance

Behaviors that disadvantage coworkers through manipulation or favoritism.

29 Personal Aggression

Hostile actions directed toward coworkers.

30 Knowledge Work

Jobs focused on managing, analyzing, and creating information.

31 Service Work

Jobs involving direct interaction with customers to provide services.

32 Management by Objectives (MBO)

A performance evaluation system based on achievement of specific goals.

33 Behaviorally Anchored Rating Scales (BARS)

Performance measures that use specific behavioral examples as rating anchors.

34 360

Degree Feedback

35 Forced Ranking

A performance evaluation method requiring employees to be ranked against one another.

36 Organizational Commitment

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

37 Affective Commitment

Commitment based on emotional attachment to and involvement with the organization.

38 Continuance Commitment

Commitment based on awareness of the costs associated with leaving the organization.

39 Normative Commitment

Commitment based on feelings of obligation to remain with the organization.

40 Job Embeddedness

The collection of forces that keep employees attached to their jobs and communities.

41 Links

Formal and informal connections employees have with other people and activities.

42 Fit

The degree to which an employee matches the organization and community.

43 Sacrifice

The perceived cost of leaving a job or community.

44 Withdrawal Behavior

Actions employees perform to avoid work situations.

45 Exit

Leaving the organization by quitting.

46 Voice Response

Attempting to improve conditions through communication and suggestion.

47 Loyalty

Remaining supportive while waiting for conditions to improve.

48 Neglect

Ignoring problems and allowing conditions to worsen.

49 Psychological Withdrawal

Mentally disengaging from work while remaining physically present.

50 Physical Withdrawal

Removing oneself physically from the workplace.

51 Independent Forms Model

Theory suggesting withdrawal behaviors occur independently of one another.

52 Compensatory Forms Model

Theory suggesting one withdrawal behavior compensates for another.

53 Progression Model

Theory proposing that withdrawal behaviors become increasingly severe over time.

54 Psychological Contract

Employee beliefs regarding mutual obligations between themselves and the organization.

55 Transactional Contract

A psychological contract focused on short

56 Relational Contract

A psychological contract emphasizing long

57 Perceived Organizational Support

The belief that the organization values employee contributions and cares about employee well

58 Star Employee

High performance and high commitment employee.

59 Citizen Employee

Moderate performance with strong commitment to the organization.

60 Lone Wolf Employee

High performance but low organizational commitment.

61 Apathetic Employee

Low performance and low commitment.

62 Job Satisfaction

A pleasurable emotional state resulting from the appraisal of one's job or job experiences.

63 Value

Percept Theory

64 Value Fulfillment

The extent to which a job provides the things a person values.

65 Pay Satisfaction

Satisfaction with salary and compensation.

66 Promotion Satisfaction

Satisfaction with advancement opportunities.

67 Supervision Satisfaction

Satisfaction with a supervisor's treatment and leadership.

68 Coworker Satisfaction

Satisfaction with coworkers and workplace relationships.

69 Satisfaction with the Work Itself

Satisfaction derived from the actual tasks performed on the job.

70 Job Characteristics Theory

Theory proposing that specific job characteristics create meaningful and satisfying work.

71 Skill Variety

The degree to which a job requires different skills and talents.

72 Task Identity

The degree to which a job involves completing a whole and identifiable piece of work.

73 Task Significance

The degree to which a job affects the lives or work of others.

74 Autonomy

The degree of freedom and independence employees have in performing work.

75 Feedback

Clear information about the effectiveness of job performance.

76 Meaningfulness of Work

The feelin