Term
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Definition
-increased recruiting, selection and training costs and work disruptions
-Like absenteeism, managers can never eliminate turnover, but they can minimize it among high-performing employees
-satisfied employees have low levels of turnover, dissatisfied have higher levels |
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Term
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Definition
| -has a direct/immediate impact on an organizations functioning |
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Term
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Definition
-explain why employees engage in some behaviors rather than others
-predict how employees will respond to various actions/decisions
-influence how employees behave |
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Term
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Definition
| managers want to know what factors will influence the efficiency/effectiveness of their employees |
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Term
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Definition
-is an attitude rather than a behavior
-satisfied employees are more likely to show up for work, higher levels of performance, and stay with an organization
-satisfied employees increase customer satisfaction and loyalty |
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Term
| Organizational Citizenship Behavior (OCB) |
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Definition
-satisfied employees are more likely to help others, talk positively about an organization, and go above and beyond expectations
-OCB can have positive benefits for an organization
-factors that influence individual OCB:
1. perceptions of fairness
2. type of citizenship behavior a person's work group exhibits (low group level OCB, higher performance ratings |
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Term
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Definition
-managers should control job satisfaction rather than trying to control behavior
-employees will respond in various ways there is no way of predicting how they will respond |
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Term
Attitudes
Cognitive component |
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Definition
Component of attitude that describes beliefs and opinions
-EX: the belief that "discrimination" |
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Term
Attitudes
Affective component |
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Definition
-EX: "I don't like Pat because he discriminates against minorities
-the term attitude usually refers to the affective component
-affect leads to behavioral outcomes |
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Term
Attitudes
Behavioral component |
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Definition
| -EX: I might choose to avoid Pat because of my feelings about him |
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Term
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Definition
-Employees with high levels of job involvement strongly identify with the work they do
-results in higher employee engagement |
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Term
| Organizational commitment |
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Definition
-Better indicator of turnover than job satisfaction
-person strongly identifies with their employing ORGANIZATION, rather than the actual work they do (job involvement |
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Term
| Perceived organizational support |
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Definition
-shows that the commitment of the organization to the employee can be beneficial
-high levels of perceived organizational support leads to higher job satisfaction |
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Term
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Definition
-key elements include respect, type of work, work-life balance etc.
-results in higher performance at a lower cost for the organization because less recruiting/training costs |
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Term
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Definition
-A manage can reduce high dissonance by using rewards to motivate the employee to believe there is consistency
-low dissonance, when perceived there was no choice (following manager's orders)
-High dissonance when action was performed voluntarily |
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Term
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Definition
-often described in terms of measurable traits that a person exhibits
-like attitudes, affects how employees behave |
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Term
Myer Briggs Type Indicator (MTBI):
Extraversion (E) versus Introversion (I) |
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Definition
-(E)- need action-oriented work environment, that lets them be with others and variety of experiences
(I) Introverted employees focus on understanding and prefer a quiet concentrated work environment, in depth limited experiences |
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Term
(MTBI) personality
Sensing (S) versus Intuition (I) |
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Definition
-Sensing (S) employees dislike new problems, have high need for closure, practical and prefer routine, precise work
-Intuition (I) types rely on unconscious processes and look at the "big picture"
-dislike routine, dislike precision, impatient |
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Term
(MTBI) Personality
Thinking versus Feeling |
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Definition
Thinking- unemotional and uninterested in people's feelings, logical and relate mostly only to other thinking types
Feeling- like harmony, sympathetic relate well to people |
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Term
(MTBI) Personality
Judging versus Perceiving |
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Definition
Judging types want to control, prefer order and structure
(J) are good planners, decisive
Perceiving types are flexible and spontaneous
(P) are curious, adaptable and tolerant
-focus on starting a task, postpone decisions |
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Term
Personailty: The Big 5 Model
Extraversion |
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Definition
degree to which someone is social, talkative, assertive, and comfortable in relationships
--best predictor of performance for managerial and sales positions |
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Term
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Definition
| degree to which someone is good-natured, cooperative, and trusting. |
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Term
The Big 5 Model:
conscientiousness |
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Definition
the degree to which someone reliable, responsible, dependable, persistent, and achievement oriented
--Best PRedictor of job performance for five different occupational groups (managers, salespeople, police, semiskilled and skilled employees) |
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Term
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Definition
| degree to which someone is calm, enthusiastic, and secure (positive) or tense, nervous depressed and insecure (negative) |
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Term
The Big Five Model:
Openness to experience |
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Definition
| the degree to which someone has a wide range of interest and is imaginative, artistically sensitive, or intellectual |
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Term
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Definition
internal locus of control: person believes they control his/her own destiny
external locus of control: person believes lives are controlled by outside forces
-less job satisfaction |
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Term
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Definition
-individual with high Machiavellianism is pragmatic, maintains emotional distance, and
-believes that ENDS JUSTIFY MEANS |
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Term
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Definition
-directly related to expectations for success
-high self-esteem takes more risk , higher job satisfaction
-low SEs seek approval from others, and managers tend to be concerned with pleasing others, less likely to take unpopular stands |
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Term
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Definition
refers to the ability to adjust behavior to external, situational factors
-highly sensitive to external cues, and behave differently in different situations
-high behavioral consistency between who they are/what they do |
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Term
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Definition
Affects how long managers take to make decisions and how much information they use
high risk-taking managers take less time to make decisions and use less information
-managers should try to align employee risk-taking with specific job demands |
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Term
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Definition
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Term
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Definition
describes people who identify opportunities, show initiative, take action, and persevere until meaningful action occurs
-more likely to be seen as leaders and change agents in organization |
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Term
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Definition
individuals subject themselves to continual time pressure and deadlines
-have moderate to high levels of stress
-emphasize QUANTITY over quality |
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Term
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Definition
| the economic recession has prompted a reexamination making it a key factor in keeping a job |
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Term
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Definition
factors that influence include
perceiver, target, or situation
-characteristics of the target, context of the situation
personal characteristics:
attitudes, personality, motives, interests, experiences, expectations |
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Term
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Definition
high distinctiveness, external attribution
EX: person is late, who is never late
high consensus, external
EX: other people who take the same route were also late
High consistency, internal
EX: if a person is late 3x/week, it is probably due to internal |
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Term
| Fundamental attribution theory |
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Definition
when judging other people's behaviors, we overestimate internal factors and underestimate external
EX: manager blames poor performance of her sales reps to laziness rather than to an innovative competitive product line |
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Term
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Definition
| A manager attributes his/her success to "having a good eye for detail" and "natural creativity" |
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Term
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Definition
single characteristics influences general impression of a person
EX: when students evaluate their classroom instructor. If a teacher has low enthusiasm they get rated lower on other characteristics just bc of that |
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Term
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Definition
-reinforcements (rewards)
-learned behavior |
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Term
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Definition
4 processes:
1. attentional process
2. Retention process
3. motor reproduction process
4. Reinforcement process |
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Term
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Definition
-offers a logical approach toward achieving the desired behavior
-reinforcement increases as employee gets closer to desired behavior |
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Term
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Definition
| -Emotional intelligence positively relates to job performance at all levels |
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Term
| Eliminating any reinforcement that is maintaining an undesired behavior |
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Definition
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Term
| If your boss is flexible, adaptable and tolerant he would score high on which MTBI? |
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Definition
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