Term
| Campbell's Theory: Performance |
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Definition
| Actions or behaviors relevant to the organizaton's goals. Measured in terms of each individual's proficiency. |
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Term
| Campbell's Theory: Effectiveness |
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Definition
| evaluation of the results of performance : often controlled by factors beyond the actions of the individual. |
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Term
| Campbell's Theory: Productivity |
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Definition
| Ratio of the effectiveness (output) to the cost of achieving that level of effectiveness (input). |
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Term
| Campbell's Theory: Declarative Knowledge |
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Definition
| Understanding what is required to perform a task: knowing information about a job or job task. |
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Term
| Campbell's Theory: Procedural knowledge and skill |
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Definition
| Knowing how to perform a job or task; often developed through practice and experience. |
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Term
| Campbell's Theory: Motivation (m) |
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Definition
| Concerns the conditions responsible for variations in intensity, persistence, quality and direction of ongoing behavior. |
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Term
| Campbell's Theory: determinants of performance |
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Definition
| basic building blocks or causes of performance. which are declarative knowledge, procedural knowledge, and motivation. |
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Term
| Campbell's Theory: performance components |
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Definition
| May appear in different jobs and result from the determinants of performance. John campbell and colleagues identified eight performance components, some or all of which can be found on every job. |
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Term
| Assumptions (4) of Individual Differences in Work |
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Definition
1. Adults have a variety of attributes that are relatively stable over time.
2. People differ in respect to those attributes
3. Relative differences among people on these attributes remain even after training
4. Different jobs require different attributes
5. These attributes can be measured |
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Term
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Definition
| Occurs when an actual criterion is missing information that is part of the behavior one is trying to measure |
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Term
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Definition
| Occurs when an actual criterion includes information unrelated to the behavior one is trying to measure. |
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Term
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Definition
| ideal measure of all the relevant aspects of job performance |
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Term
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Definition
| Actual measure of job performance obtained |
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Term
| Organizational citizenship behavior |
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Definition
| Behavior that goes beyond what is expected |
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Term
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Definition
| Helpful behaviors directed towards individuals or groups within the organization, such as offering to help a co-worker who is up against a deadline. |
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Term
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Definition
| adherance to rule set etc |
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Term
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Definition
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Term
| Three Category Taxonomy of Organizational Citizenship Behavior |
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Definition
| Personal support, organizational support, conscientious initiative. |
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Term
| Ways to extract job analysis from subject matter experts (SME's) |
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Definition
| Interview, doing it (obsevation), critical incidents, questionnaires. |
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Term
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Definition
| "talk through it with me" |
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Term
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Definition
| method for making internal pay decisions by comparing job titles to one another and determining their relative merit by way of those comparisons |
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Term
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Definition
| Factors in a job evaluation system that are given points that are later linked to compensation for various jobs within the organization: factors usually include skills, responsibility, effort, and working conditions. |
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Term
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Definition
| notion that people who are performing jobs of comparable worth to the organization should receive equal pay. |
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Term
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Definition
| fairness of outcomes related to decisions |
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Term
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Definition
| Fairness of process by which ratings are assigned and a decision is made |
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Term
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Definition
| Respectfulness & personal tone of communications surrounding evaluations |
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Term
| Critical Incident method of job eval |
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Definition
| Statements of typical job actions---rate response |
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Term
| Sources for performance appraisal ratings |
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Definition
| Self, Peers, Supervisor, Subordinates, customers |
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Term
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Definition
| raters are unusually harsh or lenient |
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Term
| Legal Reasons for termination (4) |
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Definition
| Probationary period, violation of company rules, layoffs, inability to perform |
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Term
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Definition
| Links organizational structure/environment to performance of worker. Managing *for* performance... |
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Term
| Good performance work practices in staffing decisions |
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Definition
| use of formal job analyses, selection from within for key positions, use of formal assessment devices for selection |
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Term
| 3 Stakeholders in Staffing Decisions |
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Definition
| applicants---co-workers---line managers |
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Term
| Are job descriptions universal? |
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Definition
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Term
| are educational qualifications and application forms widely used for initial screening? |
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Definition
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Term
| Are interviews and references common post-screening techniques? |
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Definition
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Term
| Are cognitive ability tests used frequently worldwide? |
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Definition
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Term
| Are personality tests, compared to the US, used more or less frequently abroad? |
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Definition
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Term
| False positive in staffing decisions |
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Definition
| not a good worker, we thought he was, oops |
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Term
| False negative in staffing decisions |
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Definition
| good worker, but we thought he wasn't. oops. |
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Term
| True positive in staffing decisions |
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Definition
| good worker, like we thought |
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Term
| True negative in staffing decisions |
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Definition
| bad worker, like we thought. |
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Term
| Criterion Referenced Cut Score in Staffing Decisions |
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Definition
| what I want my employee to be able to do |
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Term
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Definition
| establish different criterion or norm scores for minorities or protected groups///used for affirmative action |
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Term
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Definition
| screwing you over- intentionally |
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Term
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Definition
| screwing you over- unintentionally |
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Term
| Training/ Cognitive Outcomes |
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Definition
| Declarative Knowledge gained |
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Term
| Training / Skill based outcomes |
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Definition
| procedural knowledge gained |
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Term
| Training/ Affective Outcomes |
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Definition
| Attitudes learned/ gained that predispose one for certain behaviors |
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Term
| Goldford's Training model (4) |
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Definition
| Needs Assessment--> Training and Development--> Evaluation--> Training Validity Levels |
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Term
| Training Needs Analysis Stages (3) |
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Definition
| Organizational analysis--> Task Analysis--> Needs Analysis |
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Term
| Training Needs Analysis: Organizational Analysis |
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Definition
| Identifies organizational goals, resources, and the environment, as well as employee readiness and openness to training. |
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Term
| Training Needs Analysis: Task Analysis |
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Definition
| Examines what employees need (KSAOs) to perform their jobs effectively. |
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Term
| Training Needs Analysis: Person Analysis |
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Definition
| who needs training? KSAO's>>> who is lacking them? Who should go first? |
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Term
| Training: Performance Orientation |
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Definition
| less open to learning, less effort, just want to do well& GTFO |
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Term
| Training: Mastery Orientation |
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Definition
| want to increase competence in task, open to learning, |
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Term
| Training: Trainee Motivation |
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Definition
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Term
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Definition
| show behaviors expected/wanted have trainees rehearse & learn & perform |
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Term
| Campbell's 8: Job-specific task proficiency |
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Definition
| an individual's capacity to perform the core substantive or technical tasks central to the job |
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Term
| Campbell's 8: Non-job specific task proficiency |
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Definition
| An individuals capacity to perform tasks or execute performance behaviors not specific to their particular jobs. |
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Term
| Campbell's 8: Written and oral communication task proficiency |
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Definition
| An individual's proficiency in writing and speaking, independent of the correctness of the subject matter. |
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Term
| Campbell's 8: Demonstrating Effort |
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Definition
| The consistency of an individual's effort: the frequency with which people will expend extra energy when required: the willingness to keep working under adverse conditions |
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Term
| Campbell's 8: Maintaining personal discipline |
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Definition
| The extent to which an individual avoids negative behavior such as excessive absenteeism, alcohol or substance abuse, and law or rules infractions. |
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Term
| Campbell's 8: Facilitating peer and team performance |
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Definition
| The extent to which an individual supports peers, helps peers with problems and keep a work group goal directed. and acts as a role model for peers and the workgroup. |
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Term
| Campbell's 8: Supervision/leadership |
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Definition
| proficiency at influencing the performance of subordinates through face-to-face interpersonal interaction and influence. |
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Term
| Campbell's 8: Management/Administration |
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Definition
| behavior directed at articulating for the unit. organizing people and resources, monitoring progress, helping to solve problems that might prevent goal accomplishment controlling expenses, obtaining additional resources & dealing with other units. |
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Term
| Kilpatricks Four Level Model For Categorizing Training: Raction Criteria |
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Definition
| Trainee impression of training programs |
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Term
| Kilpatricks Four Level Model For Categorizing Training: Learning Criteria |
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Definition
| Assess how much was learned |
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Term
| Kilpatricks Four Level Model For Categorizing Training: behavioral criteria |
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Definition
| Assess how much was learned |
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Term
| Kilpatricks Four Level Model For Categorizing Training: Result Criteria |
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Definition
| Measures how well training relates to company outcomes |
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Term
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Definition
| Physiological needs, Safety Needs, Love or social needs, esteem needs, self actualization needs |
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Term
| Herzberg's 2 Factor theory of motivation |
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Definition
| Hygience needs & motivator needs |
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Term
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Definition
| Valence (strength of preference for outcome), Instrumentality (rel. between performance & outcome), & Expectancy (perceived rel. between effort & performance) |
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Term
| Control Theory of Motivation |
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Definition
| worker adjusts effort to coincide with desired goal |
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Term
| 4 Action phases for Action Theory of Motivation |
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Definition
| Predecisional Post decisional Actional & Evaluative |
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Term
| 6 Factors for determining effectiveness of rewards |
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Definition
| 1. Timing 2. Contingency 3. Type of incentive 4. Individual vs group based 5. Positive vs. negative incentives 6. Fairness of reward sys |
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Term
| Job Descriptive Index (JDI) |
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Definition
| A metric used to assess job satisfaction: rate these adjectives |
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Term
| Three components of commitment |
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Definition
| 1. Affective component 2. Continuance component (perceived cost of leaving the organization) 3. Normative commitment (obligation to continue) |
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Term
| Organizational Identification-- 4 states |
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Definition
| 1. Identification (good, define themselves in terms of the org.) 2. Disidentification (defining themselves as not having attributes) 3. Ambivalent ID 4. Neutral ID |
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Term
| Resigned work satisfaction |
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Definition
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Term
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Definition
| Role ambiguity , Role Conflict ( demands from different sources are incompatible) , Role overload |
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Term
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Definition
| emotional exhaustion, depersonalization (cynicism), low personal accomplishment |
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Term
| Control-Demand Square Theory |
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Definition
| Control x axis, demand y axis. High demand low control jobs = worst stressors |
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Term
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Definition
| British civil servants, lower grade = higher mortality (2x) , less health, higher stress |
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Term
| Primary Prevention and Secondary Prevention of Stress |
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Definition
| 1. Before it happens 2. After it happens |
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Term
| Justice Hypothesis of workplace violence |
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Definition
| a failure in justice (distributive, procedural, or interpersonal) leads to violence |
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Term
| Workplace violence two types |
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Definition
| employee on employee or employee on non-employee |
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Term
| 3 types of destructive leadership |
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Definition
| Tyrannical - Derailed - Supportive/disloyal |
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Term
| Hogan's 3 Types of unsuccessful leaders |
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Definition
| Paranoid, passive agressive, high-likability floater (doesn't challenge employees), Narcissists (takes credit, passes blame) |
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Term
| Chan & Drasgow 3 types origins of leadership |
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Definition
| Affective identity (need power) , Instrumentality (personal--> increased pay) , Social-normative (duty to lead). |
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Term
| Classical theories of leadership |
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Definition
| Great Man theory, trait theory, IMPACT THEORY |
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Term
| IMPACT theory of leadership |
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Definition
| informational (4 profs, 1 mechanic in broken down car), magnetic (optimism in climate of despair), position, Affiliation, Coercive, tactical |
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Term
| Leader/Member Exchange theory of leadership |
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Definition
| leader adopts individual behaviors with employees, relationships evolve |
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Term
| Four Strategies of transformational leadership |
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Definition
| Idealized influence, inspirational motivation, intellectual stimulation, individualized consideration |
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Term
| Universally desired traits in leadership |
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Definition
| ambition, agreeableness, etc |
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Term
| Universally rejected traits in leadership |
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Definition
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Term
| Culture-Specific traits in leadership (desired) |
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Definition
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Term
| Best performing groups are slightly heterogenous (blank card) |
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Definition
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Term
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Definition
| group of 6-12 people that meet regularly to discuss ideas . Mixed evidence, honeymoon effect. |
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Term
| Ways to limit social loafing |
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Definition
| Increase difficulty of task, increase uniqueness of individual contributions, lead individuals to understand that the collective good depends on their contribution, instruct individuals directly on their contribution |
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Term
| 5 stages of team development |
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Definition
| 1. Orientation (forming) 2. Conflict (storming) 3. Structure (norming) 4. Work (performing) 5. Dissolution (adjourning) |
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Term
| Max Weber- Beareaucracy as an ideal form |
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Definition
| maybe for smaller organizations, |
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Term
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Definition
| Managers believe subordinate behavior has to be controlled (rewards & punishments) |
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Term
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Definition
| Managers believe subordinates are active and responsible (restraints not necessary) |
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Term
| Growth Perspective of Argyris |
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Definition
| natural development sequence in humans 1. Passive to Active 2. Dependent to independent 3. Immediate gratification to delayed gratification 4. Concrete operations to abstractions 5. Few abilities to many abilities |
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Term
| Mechanic Organizations vs. Organic organizations |
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Definition
| mechanic = more control, rigid structure, organic = adaptable, fluid |
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Term
| Mintzberg's Theory-- FOUR categories of characteristics |
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Definition
| 1. Mechanism for coordinating efforts 2. Functions and roles of people 3. Centralization or decentralization of decision making 4. Context in which the org. operates |
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Term
Mintzberg's Theory - key mechanisms for coordinating efforts
AS WORK BECOMES MORE DEMANDING THERE IS A SHIFT TOWARDS STANDARDIZATION |
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Definition
| 1. Mutual adjustments based on informal comm 2. Direct supervis. 3. Standardization of work process 4. Standardization of KSAOs needed for production 5. Standardization of outputs 6. Standardization of norms (culture) |
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Term
| Mintzberg's Theory - Functions and roles of people |
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Definition
| 1. Operating core: producing & services 2. Strategic Apex- senior leader 3. Middle line - mid level managers 4. Technostructure: specialized support functions 5. Support staff: administrative fxns |
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Term
Mintzbergs theory: the shapes theory!
(blank) |
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Definition
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Term
| Mintzberg's theory: context in which organization operates |
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Definition
| big or small? specialized or not? |
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Term
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Definition
| a company takes inputs processes them and gives outputs, but must do so in a contextualized environment with cost of labor, etc |
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Term
| James & McIntyre's Four broad dimensions of clmate |
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Definition
| role stress and lack of harmony, 2. job challenge and autonomy 3. leadership facilitation and support 4. work group cooperation, friendliness and warmth |
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Term
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Definition
| THE CONTEXT IN WHICH ACTIONS OCCUR |
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Term
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Definition
| MEANING INTENDED BY AND INFERRED BY THOSE ACTIONS |
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Term
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Definition
| blends values of parents and local |
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Term
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Definition
| new corporate policy developed to handle issues in a global way |
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Term
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Definition
| combo of parent org. ideals and local ideals |
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Term
| 3 Stages of Socialization |
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Definition
| 1. Getting in 2. Breaking in 3. Settling In |
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Term
Recruitment as socialization - first encounter
Orientation as socialization - orient. |
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Definition
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Term
| FOUR stages of mentorship |
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Definition
| Initiation stage, cultivation stage (bond develops) , Separation stage (protege goes out on their own), redefinition stage (see e/o as equals and friends) |
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Term
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Definition
Attraction - selection - attrition
describes WHAT happens. If an employee fits he will stay, if he doesn't he will leave. |
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Term
| Lewin's 3 stage process for organizational change |
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Definition
| unfreezng, changing, refreezing |
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Term
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Definition
| emphasizes team based behavior directed towards improving quality and meeting customer demands , use work teams, creating an environment that supports innovation |
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Term
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Definition
| reduces errors, just in time production, etc |
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Term
Campbell's Eight Performance Factors
JNWDMFSM |
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Definition
1. Job-specific task proficiency-an Individual's capacity to perform the core substantive or technical tasks central to the job.
2. Non-job specific task proficiency |
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