Term
| Job Characteristics: Hackman & Oldham measure 5 job facets: |
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Definition
| pay, security, social, supervisory and growth |
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Term
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Definition
| tendency to respond to classes of environmental stimuli in predetermined ways |
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Term
| Consequesnces: Withdrawl Behaviors: |
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Definition
absenteeism (only 28% of time off is illness related)
tardiness/lateness
turnover (expensive for companies) |
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Term
| Emotional Regulation, Labor and Dissonance |
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Definition
Emotional Regulation: how an individual influences and expresses their emotions
Emotional Labor: effor, planning, and control required by employees to express organizational desired emotions
Emotional Dissonance: leads to stress, burnout and poor performance, person -env fit (P.E.fit) |
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Term
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Definition
| importance that work plays in one's life |
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Term
| genetic roles in occupations |
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Definition
| -those with higher self esteem are more satisfied at work |
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Term
| Challenge vs Hindrance related stress |
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Definition
Challenge: psoitively related to job satisfaction, negatively to job search
Hindrance: interferes with work, negatively related to job satisfaction and positively to job search
-managerial perspectives of stress |
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Term
| Job Satisfaction and Locke's Percept-Value Theory |
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Definition
-pleasurable, positive emotional state resulting from appraisal of one's job - cognitive
-theory: employers should aid EEs in the pursuit of happiness (situational and individual charactersitics interact to make up satisfaction and observable behavior) |
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Term
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Definition
stress: any force that puts a psychological or physical function beyond its range of stability, leads to strain
strain: outcome that results from stressful expreiences |
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Term
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Definition
-percieved control plays a role in stress (its source)
-role variables effect stress: role ambiguity (unclear expectations) and role conflic (conflicting expectations)
-relationships with EEs and sup contribute
-career development and change |
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Term
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Definition
-represent 45% of the labor force
-faster paced lives today
-satisfaction w child care arrangements important |
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Term
| 3 models of Family Work relations |
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Definition
spillover model:attitudes and beaviors carrover from one domain to another
compensation model: work and family domains counterbalance each other
segmentation model: work and family issues are separate with little overlap |
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Term
| Organization related Aggression |
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Definition
| -risk factors: contact with public, exchange of money, delivering of passengers/goods, having a mobile workplace, working with unstable ppl, working alone or in small groups |
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Term
| violence in the workplace |
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Definition
-1000 workers killed each year
-1.7 million assaulted each year
-interest in workplace violence took off after Patrick Sherrill killed 14 PO EEms in 1986 |
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Term
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Definition
-perceived control impt
-role variables create stress: role ambiguity and conflict
-interpersonal relationships also matter
-career development and change |
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Term
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Definition
loss of:
financial security
time/daily structure
skill use/learning
social interactions
purpse to life
sense of identity |
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Term
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Definition
| -reduction in individual's effor with in a group settings |
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Term
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Definition
| -EEs do ess then their share of work but get all the rewards |
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Term
| group decision making process and stages |
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Definition
-diagnose poblem
-generate solutions
-evaluate solutions
-choose a solution
-action planning and implementation |
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Term
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Definition
-strength of group member's attraction to maintaing membership in the group and the strength of links developed
-positively related to performance |
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Term
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Definition
| 3 dimensions: team performance, attitudes, withdrawl |
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Term
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Definition
-mode of thinking that individual's engage in when the desire to agree becomes so dominant that it overrides the realistic appraisal of alternatives
-antecedents: cohesion, member isolation, biased leadership
-symptoms: prssure, invulnerability, unainimity
-prevention: de-emphasize agreement, correct biases, follow steps for DM |
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Term
| bases of power theory of leadership |
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Definition
-legitimate power: given to a person by the org
-reward power: individual controls the rewards of others
-coercive power: individuals control the punishement of others
-expert power: ppl who have specific expertise
-referent power: gained when one is hown respect and admiration |
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Term
| Fiedlers Contingency Theory |
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Definition
| -effective leadership is a joint function of leader characteristics and situational features |
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Term
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Definition
| it traits dont predict well, perhaps beh will |
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Term
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Definition
| -leadership theories that focus on identifying the individual characteristics that make a good leader |
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Term
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Definition
-leadership involves reciprocal interactions between two parties
-focuses on relationship that develops bt subordiantes and leaders
-there is an ingroup and outgroup
-refutes "average leadership style"
-relationships significantly influence EE attitudes |
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Term
| transformational leadership |
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Definition
-leader and subordinate interact so that they care raised to a higher level of motication and morality than they would achieve alone
-based on contingent reinforcement such that the relationship between leader and followoer is based on exchanges
-follower is rewared
-should inspire the EE to achieve high |
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Term
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Definition
-by 2008 woman make up 48% of labor force
-woman chronically under represented in management
-woman have more participative leadership styles
-men and women emerge as leaders consisten with gender roles
-women and men do not differ in perceptions of leadership effectiveness
-women at a disadvantage bc leadership is "maculin typed" |
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Term
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Definition
| -set of propositions that explain/predict how groups and individuals behave in orgs |
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Term
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Definition
-develop new teams/improve
-may focus on clarifying roles
-improve prob solving and DM
-reduce conflict
-build cohesion
-impacts team performance |
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Term
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Definition
-focus onEE involvement in control of quality of org
-stages: gain upp mgt support, create a statistical process control, implement process, check and compare results, link with rewards |
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Term
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Definition
x:managements job is to control and direct EE with a firm hand
Y: more humanistic approach and emphazises mgts responsibility for nurturing those qualities and providing EEs w opportunities to dev positive characteristics |
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Term
| Kurt Lewin's Change Model |
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Definition
-change happens when forces aperating to keep things stable lose out
3 stages: unfreezing, moving and refreezing |
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Term
| elements of organizational change process |
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Definition
change agent: person, initiates change process, identifies problems
client: recipient of change
intervention: sequenced activities to help org |
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Term
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Definition
| fit an organizations needs |
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Term
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Definition
| an OD intervention that involves paying EEs a bonus based on improved productivity |
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Term
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Definition
| surve feedback, team building, total quality manaement, gainsharing, technostructural inteventions, organizational transformation |
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Term
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Definition
| - a given end state can be reached by multple paths |
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