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| Benefits of organizations respecting employees include... |
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high performance
high customer satisfaction
work attendance is high
engage in citizenship |
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| process through which people receive, organize, and interpret information from the environment |
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| set of expectations held by an individual about what will be given and received in the employment relationship |
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| an ideal work situation is one with a fair psychological contract and balances ______________ and ______________ |
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| contributions, inducements |
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| developing explaination for events |
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| fundamental attribution error |
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| observers blame another's performance failures or problems on internal factors rather than external factors |
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| individuals blame their personal performance failures or problems on external factors and attribute their successes to internal factors |
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| to whom (what source) does a person attribute good and bad things that happen |
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| attribute feelings to self |
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| attribute happenings to outside factors |
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| how does a low minded person view attribution? |
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| looks at others success as external and looks at others failure as internal (aka fundamental attribution theory) |
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| how does a low minded manager view employees attribution? |
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| employee success is external (due to having a kick ass manager) and employee failure is internal b/c the employee is clearly a dumbass |
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| how does a low minded person view attribution in terms of themselves? |
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| their own success is internal and own failure is external |
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| how does a low minded manager view attribution in terms of themselves? |
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| view own success as internal and own failure as eternal |
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| get good things for doing good things, get bad things for doing bad things |
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attribution liberation
(high minded person view of self attribution) |
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| own success and failure is internal |
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| when attributes commonly associated with a group are assigned to an individual |
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| when one attribute is used to develop an overall impression of a person or situation |
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| tendency to define problems from ones own point of view |
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| assignment of personal attributes to others |
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| attempt to influence how others perceive us |
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| halo effects of a performance appraisal |
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| if a manager sees proficiency in 1 area, they automatically attribute that proficiency to all areas |
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| halo effects in terms of promotions |
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| if an employee can master 1 task then they will be promoted to broader responsibiilities |
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| attributes of attractive people |
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better personality
more skilled
greater success |
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| being outgoing, sociable, assertive |
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| being good natured, cooperative and trusting |
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| being responsible, dependable, and careful |
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| being relaxed, secure, and unworried |
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| being curious, receptive to new things, and open to change |
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| look at the myers briggs personality model on packet page... |
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| extent to which one believes that what happens to them is within ones control |
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| degree to which someone is able to adjust and modify behavior in response to the situation external factors |
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| orientation toward extreme achievment, impatience and perfectionism |
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| type A personality traits |
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always moving
eating rapidly
hurrying
interupting others
multi tasking
guilt in relaxing |
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| oreientation towards no particular direction, patience and lacking a sense of urgency |
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| degree to which an individual feels positively or negatively about various aspects of work |
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| willingness to help others do extra and feel positive about the organization |
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| the extent to which an individual is dedicated to a job |
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| organizational commitment |
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| loyalty of an individual to the organization |
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| organizational citizenship |
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| willingness to do more than the minimum required |
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| ability to understand emotions and manage relationships |
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| spill over of one's positive or negative moods onto others |
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| number one reason employees take a job |
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work attitude
behavior
performance
health |
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| work factors that contribute to stress |
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excessively high/low task demands
role conflicts or ambiguities
poor interpersonal relationships
tee slow or too fast career progress |
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| personal factors contributions to stress |
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needs
capabilities
personality |
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| non work factors contributing to stress |
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family events
economics
personal affairs
spill over |
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| letting work or home life effect the opposite |
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| acts as a positive influence and can be energizing and performance enhancing |
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| impairs performance and breaks down a persons physical and mental systems |
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