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Chapter 8

Terms in this set (53)

employee behavior
the pattern of actions by the members of an organization that directly or indirectly influences the organization's effectiveness
Performance Behaviors
the total set of work-related behaviors that the organization expects employees to display
organizational citizenship
positive behaviors that do not directly contribute to the bottom line
personality
the relatively stable set of psychological attributes that distinguish one person from another
agreeableness
a person's ability to get along with others
conscientiousness
a reflection of the number of things a person tries to accomplish
emotionality
the degree to which people tend to be positive or negative in their outlook and behaviors toward others
extraversion
a person's comfort level with relationships
openness
reflects how open or rigid a person is in terms of his or her beliefs
Myers-Briggs Type Indicator (MBTI)
a popular questionnaire that some organizations use to assess personality types
4 general dimensions
extraversion vs. introversion
sensing vs. intuition
thinking vs. feeling
judging vs. perceiving
emotional intelligence (EQ)
The extent to which people are self-aware, manage their emotions, motivate themselves, express empathy for others, and possess social skills
self-awareness
a person's capacity for being aware of how they are feeling
managing emotions
a person's capacities to balance anxiety, fear, and anger so that they do not overly interfere with getting things accomplished
motivating oneself
a person's ability to remain optimistic and to continue striving in the face of setbacks, barriers, and failure
empathy
a person's ability to understand how others are feeling even without being explicitly told
social skills
a person's ability to get along with others and to establish positive relationships
locus of control
the extent to which people believe that their behavior has a real effect on what happens to them
self-efficiacy
a person's belief about his or her capabilities to perform a task
authoritarianism
the extent to which a person believes that power and status differences are appropriate within hierarchical social systems such as organizations
Machiavellianism
used to describe behavior directed at gaining power and controlling the behavior of others
self-esteem
the extent to which a person believes that he or she is a worthwhile and deserving individual
risk propensity
the degree to which a person is willing to take chances and make risky decisions
cognition
the knowledge a person presumes to have about something
affect
a person's feelings toward something
intention
part of an attitude that guides a person's behavior
cognitive dissonance
when two sets of cognitions or perceptions are contradictory or incongruent
attitudes
a person's beliefs and feelings about specific ideas, situations, or people
job satisfaction
degree of enjoyment that people derive from performing their jobs
organizational commitment
an individual's identification with the organization and its mission
psychological contract
set of expectations held by an employee concerning what he or she will contribute to an organization (referred to as contributions) and what the organization will in return provide the employee (referred to as inducements)
person-job fit
the extent to which the contributions made by the individual match the inducements offered by the organization
motivation
the set of forces that cause people to behave in certain ways
classical theory of motivation
theory holding that workers are motivated solely by money
Hawthorne Effect
tendency for productivity to increase when workers believe they are receiving special attention from management
theory x
theory of motivation holding that people are naturally lazy and uncooperative
theory y
theory of motivation holding that people are naturally energetic, growth-oriented, self-motivated, and interested in being productive
Hierarchy of human needs model
theory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher-level needs
two-factor theory
theory of motivation holding that job satisfaction depends on two factors, hygiene and motivation
expectancy theory
theory of motivation holding that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining
equity theory
theory of motivation holding that people evaluate their treatment by the organization relative to the treatment of others
positive reinforcement
reward that follows desired behaviors
punishment
unpleasant consequences of an undesirable behavior
management by objectives (MBO)
set of procedures involving both managers and subordinates in setting goals and evaluating progress
participative management and empowerment
method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company
job enrichment
method of increasing job satisfaction by adding one or more motivating factors to job activities
job redesign
method of increasing job satisfaction by designing a more satisfactory fit between workers and their jobs
combining tasks
involves enlarging jobs and increasing their variety to make employees feel that their work is more meaningful
forming natural work groups
help employees see the importance of their jobs in the total structure of the firm
Establishing Client Relationships
letting employees interact with customers
work sharing (job sharing)
method of increasing job satisfaction by allowing two or more people to share a single full-time job
flextime programs
method of increasing job satisfaction by allowing workers to adjust work schedules on a daily or weekly basis
telecommuting
form of flextime that allows people to perform some or all of a job away from standard office settings
THIS SET IS OFTEN IN FOLDERS WITH...