BUS 360 Exam 1

Achievement-nurturing orientation

Cross-cultural value describing the degree to which people in a culture emphasize competitive versus cooperative relations with other people

Agreeableness

A personality dimension describing people who are trusting, helpful, good-natured, considerate, tolerant, selfless, generous, and flexible

Collectivism

A cross-cultural value describing the degree to which people in a culture emphasize duty to groups to which they belong and to group harmony

Conscientiousness

A personality dimension describing people who are organized, dependable, goal-focused, thorough, disciplined, methodical, and industrious

Dark triad Traits

A cluster of three socially undesirable (dark) personality traits: Machiavellianism, narcissism, and psychopathy

Distributive justice

An ethical principle stating that appropriate decision criteria should be applied to calculate how various benefits and burdens are distributed

Ethic of care

An ethical principle stating that everyone has a moral obligation to help others within their relational sphere to grow and self-actualize

Ethics

Moral principles (human good) or societal norms that determine whether actions are right or wrong and outcomes are good or bad

Extraversion

A personality dimension describing people who are outgoing, talkative, sociable, and assertive

Five-factor model (FFM) of personality

The five broad dimensions representing most personality traits: conscientiousness, emotional stability, openness to experience, agreeableness, and extraversion

Individualism

A cross-cultural value describing the degree to which people in a culture emphasize independence and personal uniqueness

Machiavellianism

A personality trait of people who demonstrate a strong motivation to achieve their own goals at the expense of others, who believe that deceit is a natural and acceptable way to achieve their goals, who take pleasure in outwitting and misleading others using crude influence tactics, and who have a cynical disregard for morality

Moral intensity

The degree to which an issue demands the application of ethical principles

Moral sensitivity

A person’s ability to recognize the presence of an ethical issue and determine its relative importance

Myers-Briggs Type Indicator (MBTI)

An instrument designed to measure the elements of Jungian personality theory, particularly preferences regarding perceiving and judging information

Narcissism

A personality trait of people with a grandiose, obsessive belief in their superiority and entitlement, a propensity to aggressively engage in attention-seeking behaviors, an intense envy of others, and tendency to exhibit arrogance, callousness, and exploitation of others for personal aggrandizement

Neuroticism

A personality dimension describing people who tend to be anxious, insecure, self-conscious, depressed, and temperamental

Openness to experience

A personality dimension describing people who are imaginative, creative, unconventional, curious, nonconforming, autonomous, and aesthetically perceptive

Organizational politics

Use of influence tactics for personal gain at the perceived expense of others and the organization

Personality

The relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics

Power distance

A cross-cultural value describing the degree to which people in a culture accept unequal distribution of power in a society

Psychopathy

A personality trait of people who ruthlessly dominate and manipulate others without empathy or any feelings of remorse or anxiety, use superficial charm, yet are social predators who engage in antisocial, impulsive, and often fraudulent thrill-seeking behavior

Uncertainty avoidance

A cross-cultural value describing the degree to which people in a culture tolerate ambiguity (low uncertainty avoidance)

Utilitarianism

An ethical principle stating that the only moral obligation is to seek the greatest good for the greatest number of people

values

Relatively stable, evaluative beliefs that guide a person’s preferences for outcomes or courses of action in a variety of situations

Affective organizational commitment

An individual’s emotional attachment to, involvement in, and identification with an organization

Attitudes

The cluster of beliefs, assessed feelings, and behavioral intentions toward a person, object, or event (called an attitude object)

cognitive dissonance

An emotional experience caused by a perception that our beliefs, feelings, and behavior are incongruent with one another

Continuance commitment

An individual’s calculative attachment to an organization

Emotional intelligence (EI)

A set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others

Emotional labor

The effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions

Emotions

Physiological, behavioral, and psychological episodes experienced toward an object, person, or event that create a state of readiness

Exit-voice-loyalty-neglect (EVLN) model

The four ways, as indicated in the name, that employees respond to job dissatisfaction

General adaptation syndrome

A model of the stress experience, consisting of three stages: alarm reaction, resistance, and exhaustion

Job satisfaction

A person’s evaluation of their job and work context

Norm of reciprocity

A felt obligation and social expectation of helping or otherwise giving something of value to someone who has already helped or given something of value to you

Service profit chain model

A theory explaining how employees’ job satisfaction influences company profitability indirectly through service quality, customer loyalty, and related factors

stress

An adaptive response to a situation that is perceived as challenging or threatening to the person’s well-being

stressors

Any environmental conditions that place a physical or emotional demand on a person

trust

Positive expectations one person has toward another person or group in situations involving risk

Work–life integration

The degree that people are effectively engaged in their various work and nonwork roles and have a low degree of role conflict across those life domains

ability

the natural aptitudes, learned capabilities, and habits required to successfully complete a task.

adaptive task performance

How well employees modify their thoughts and behavior to align with and support a new or changing work process or work setting

corporate social responsibility

Organizational activities intended to benefit society and the environment beyond the firm’s immediate financial interests or legal obligations

counterproductive work behaviors CWBs

Voluntary behaviors that have the potential to directly or indirectly harm the organization

deep-level diversity

Differences in the psychological characteristics of employees, including personalities, beliefs, values, and attitudes

evidence-based management

The practice of making decisions and taking actions based on research evidence

human capital

The knowledge, skills, abilities, creative thinking, and other valued resources that employees bring to the organization

inclusive workplace

A workplace that values people of all identities and allows them to be fully themselves while contributing to the organization

MARS model of individual behavior

A model depicting the four variables-motivation, ability, role perceptions, and situational factors—that directly influence an individual’s voluntary behavior and performance

motivation

The forces within a person that affect the direction, intensity, and persistence of effort for voluntary behavior

open systems

The view that organizations depend on the external environment for resources, affect that environment through their output, and consist of internal subsystems that transform inputs to outputs

organizational behavior

The study of what people think, feel, and do in and around organizations

organizational citizenship behaviors

Various forms of cooperation and helpfulness to others that support the organization’s social and psychological context

organizational effectiveness

An ideal state in which an organization has a good fit with its external environment, effectively transforms inputs to outputs through human capital, and satisfies the needs of key stakeholders

organizations

Groups of people who work interdependently toward some purpose

proactive task performance

How well employees take the initiative to anticipate and introduce new work patterns that benefit the organization

proficient task performance

How well employees perform the work efficiently and accurately

remote work

Any arrangement whereby an individual performs organizational tasks while located away from the employer’s physical premises, usually connected through various forms of information technology

role perceptions

The degree to which a person understands the job duties assigned to or expected of them

stakeholders

Individuals, groups, and other entities that affect, or are affected by, the organization’s objectives and actions

surface-level diversity

The observable demographic or physiological differences in people, such as their race, ethnicity, biological sex, age, and physical disabilities

task performance

The individual’s voluntary goal-directed behaviors that contribute to organizational objectives; includes proficient, adaptive, and proactive task performance

work-life integration

The degree that people are effectively engaged in their various work and nonwork roles and have a low degree of role conflict across those life domains

Human Resource Management

• Refers to the policies, practices, and systems that influence employees’ behavior, attitudes, and performance.

• Plays a role in company’s effectiveness, and competitiveness.

• Effectiveness depends on the satisfaction of stakeholder’s needs.

Analysis and design of work

Job analysis, work analysis, job descriptions.- Responsibilities of HR Depts.

Recruitment and Selection

Recruiting, posting job descriptions, interviewing, testing, coordinating use of temporary employees.

- Responsibilities of HR Depts.

Training and Development

Orientation, skills training, development programs, career development.

- Responsibilities of HR Depts.

Performance Management

Performance measures, preparation and administration of performance appraisals, feedback and coaching, discipline.

- Responsibilities of HR Depts.

Compensation and Benefits

Wage and salary administration, incentive pay, insurance, vacation, retirement plans, profit sharing, health and wellness, stock plans.

-Responsibilities of HR Depts.

Employee relations/labor relations

Attitude surveys, employee handbooks, labor law compliance, relocation and outplacement services.

Personnel Policies

Policy creation, policy communications.

-Responsibilities of HR Depts.

Employee data and information systems

Recordkeeping, H R information systems, workforce analytics, social media, intranet and Internet access.

-Responsibilities of HR Depts.

Legal compliance

Policies to ensure lawful behavior, safety inspections, accessibility accommodations, privacy policies, ethics.

-Responsibilities of HR Depts.

Support for business strategy

Human resource planning and forecasting, talent management, change management, organization development.

-Responsibilities of HR Depts.

People Analytics

using statistical insights from employee data to make talent management decisions

Relational Analytics

emphasizes the role of informal and formal workplace relationships, which serve as conduits for resources like information, goodwill, and influence that drive individual and organizational effectiveness as well as turnover, burnout and organizational change efforts

Administrative Services and Transactions

Compensation, Hiring, and staffing

Emphasis on Resource efficiency and service quality

Business Partner Services

Developing effective HR systems and helping implement business plans, talent management

emphasis: knowing the business and exercising influence-problem solving, designing effective systems to ensure needed competencies

Strategic Partner

contributing to business strategy based on considerations of human capital, business capabilities, readiness, and developing HR practices as strategic differentiators

emphasis: knowledge of HR and of the business competition, the market, and business strategies

Perceived Organizational Support

employees’ global belief that the organization values their contributions and cares about their well-being

Strategic HRM function

• Time spent on administrative tasks is decreasing.

• Roles as a strategic business partner, change agent, and employee advocate are increasing.

Shared Service Model

Central place for administrative and transactional tasks.

Includes centers of expertise or excellence, service centers, and business partners.

Role of Technology in the HRM Function

• Reducing HRM role in administrative tasks, maintaining records, and providing self-service to employees.

  • Shift to self-service gives employees access to many HR functions.

  • HR managers have more time to work with managers on employee issues.

Outsourcing Strategic Role of the HRM Function

Most commonly outsourced activities:

Benefits administration.

Relocation.

Payroll.

Strategic Role in the HRM Function

• Lead efforts focused on talent management and performance management.

• Use and analyze data to make a business case for ideas and problem solutions.

• Use people management skills across the business.

• Structure and responsibilities changing to ensure strategic role.

HR analytics and evidenced-based HR

• HR can engage in evidence-based HR.

• Requires use of HR or workforce analytics.

Big Data

• Information merged from HR databases, corporate financial statements, employee surveys, and other data sources.

• Results in evidence-based HR decisions.

• Shows that HR practices influence the organization’s bottom line, including profits and costs.

Attribution process

The perceptual process of determining whether an observed behavior or event is caused largely by internal (personal characteristics) or external (situational) factors

categorical thinking

Organizing people and objects into preconceived categories that are stored in our long-term memory

confirmation bias

The process of screening out information that is contrary to our decisions, beliefs, values, and assumptions, while more readily accepting confirming information

contact hypothesis

A theory stating that the more we interact with someone, the less prejudiced or perceptually biased we will be against that person

empathy

The ability to understand another person’s situation or viewpoint (perspective taking), be sensitive to their thoughts and feelings, and experience their emotions

False-consensus effect

A perceptual error in which we overestimate the extent to which others have beliefs and characteristics similar to our own

fundamental attribution error

The tendency to see the person rather than the situation as the main cause of that person’s behavior

halo effect

A perceptual error whereby our general impression of a person, usually based on one prominent characteristic, colors our perception of other characteristics of that person

johari window

A model and process of self-awareness and mutual understanding that encourages disclosure and feedback to increase our own open area and reduce the blind, hidden, and unknown areas

locus of control

A person’s general belief about the amount of control they have over personal life events

mental models

Visual and relational images that we develop in our mind to describe, explain, and predict the world around us

perception

The process of receiving information about and making sense of the world around us