Term
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Definition
| Enduring beliefs that give our lives meaning |
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Term
| Swartz Value Theory... beleives values ____? (3) |
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Definition
1. Are motivational.
2. Are relatively stable.
3. Represent goals that apply across contexts and time. |
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Term
| Value Conflicts (3 types) |
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Definition
1. Intrapersonal conflicts
2. Interpersonal conflicts
3. Individual-Organization conflicts |
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Term
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Definition
| The similarity between an individuals personal values, and the cultural value system of an organization |
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Term
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Definition
| learned predisposition toward a given object, person, events, or situation |
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Term
| Cognitive Dissonance (def) |
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Definition
Psychological discomfort experiences when attitudes and behaviour are inconsistent.
*contradictory beliefs* |
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Term
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Definition
| Affective component, Behavioural component, cognitive component |
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Term
| Affective component (def) |
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Definition
| feelings or emotions a person has about an object or situation |
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Term
| Behavioural component (def) |
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Definition
| how a person intends to act or behave toward something/someone |
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Term
| Cognitive component (def) |
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Definition
| the beliefs or ideas a person has about an object or situation |
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Term
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Definition
| Organizational Commitment, Job Involvement, Job Satisfaction |
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Term
| Organizational Commitment (def) |
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Definition
| extent to which an individual identifies with an organization and its goals |
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Term
| 3 parts of organizational commitment? |
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Definition
| affective commitment, continuance commitment, normative commitment |
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Term
| Affective commitment (def) |
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Definition
| employees emotional attachment to, identification with, and involvement in the organization |
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Term
| Continuance commitment (def) |
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Definition
| an awareness of the costs associated with leaving the organization |
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Term
| Normative commitment (def) |
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Definition
| reflects a feeling of obligation to continue employment |
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Term
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Definition
| extent to which individuals are immersed in their present job |
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Term
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Definition
| an affective or emotional response to ones job |
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Term
| 5 Causes of Job Satisfaction |
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Definition
1. Need fulfillment
2. Value attainment
3. Discrepency
4. Equity
5. Dispositional Components |
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Term
| Job Satisfaction - Discrepency (def) |
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Definition
job satisfaction is determined by the
degree to which an individual receives what they expect from a job, such as good pay and promotional opportunities. |
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Term
| Job Satisfaction - Dispositional components (def) |
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Definition
| Hypothesizes that job satisfaction is partly a function of both personal traits and genetic factors. |
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Term
| Job Satisfaction - Need fulfillment (def) |
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Definition
| the degree to which a job fulfills an individual’s needs determined job satisfaction |
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Term
| Job Satisfaction - Value Attainment (def) |
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Definition
the degree to which a job fulfills an individual’s values determines job satisfaction.
Values can be seen as psychological
rewards. |
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Term
| Job Satisfaction - Equity (def) |
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Definition
| the degree to which an individual perceives that they are treated fairly determines the degree of job satisfaction. |
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Term
| Organizational Citizenship Behaviour (OCBs) (def) |
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Definition
| employee behaviours that exceed work-role requirement (over achievers) |
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Term
| Withdrawal cognitions (def) |
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Definition
| Overall thoughts and feelings about quitting a job |
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Term
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Definition
psychological processes that arouse and direct goal directed behaviours
"the desire to do something" |
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Term
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Definition
| Intrinsic motivation and extrinsic motivation |
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Term
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Definition
| Caused by positive internal feelings. Enhanced by: experienced meaningfulness at work, experiences responibility, knowledge of work results. |
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Term
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Definition
| Dependent on external factors such as pay, rewards, compliments, public recognition |
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Term
| 3 main needs theory Theorists? |
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Definition
| Maslow, McClelland, Alderfer |
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Term
| Maslow's theory is called |
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Definition
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Term
| McClelland's theory is called |
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Definition
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Term
| Alderfers theory is called? |
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Definition
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Term
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Definition
| Physiological, safety, Love, Esteem, Self-actualization |
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Term
| McClellands 3 Specific needs |
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Definition
1. Need for achievement
2. Need for affiliation
3. Need for power |
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Term
| S.M.A.R.T. Goals stand for? |
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Definition
| Specific, Measurable, Attainable, Results-oriented, Time |
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Term
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Definition
| Changing the content/process of a job to increase job satisfaction and performance |
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Term
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Definition
| Putting more variety into a workers job |
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Term
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Definition
| moving employees from one job to another |
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Term
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Definition
| Building achievement, recognition, responsibility, advancement into a job |
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Term
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Definition
| Repetitive Motion Disorder |
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Term
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Definition
| alternative work schedule that allows employees to work around a core timeframe |
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Term
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Definition
| two or more freely interacting peoplewith shared norms, goals, and a common identity |
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Term
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Definition
| formed by an organization |
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Term
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Definition
| formed by friends or those with a common interest |
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Term
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Definition
| a small number of people with complimentary skills who hold each other mutually accountable for common purpose, goals, and approach |
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Term
| Tuckman's Group Development Process |
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Definition
| Forming, Storming, Norming, Performing, Adjourning |
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Term
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Definition
| expected behaviours for a given position |
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Term
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Definition
| task oriented group behaviour |
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Term
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Definition
| relationship building group behaviours that keep the group going |
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Term
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Definition
| shared attitudes, opinions, feeling, or actions that guide social behaviour |
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Term
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Definition
| groups of employees granted admin. oversight for their work |
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Term
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Definition
| team made up of technical specialists from different areas |
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Term
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Definition
| reciprocal faith in others intentions and behaviours |
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Term
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Definition
| Compliance with standards, rules, and laws |
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Term
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Definition
| a cohesive groups unwillingness to view alternatives |
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Term
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Definition
| a decrease in individual effort as group size increases |
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Term
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Definition
| Interpersonal exchange of information and understanding. |
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Term
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Definition
| translates mental thoughts into code/language that can be understood by others |
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Term
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Definition
| Receivers version of encoding, translating into their own meaning. |
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Term
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Definition
| Sender, Encoding, Selecting a medium, Decoding, Feedback |
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Term
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Definition
| interference with transmission and understanding of a message |
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Term
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Definition
| Any individual attribute that hinders communication (e.g.: ego, deafness, life experience...) |
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Term
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Definition
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Term
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Definition
| Language or terminology that's specific to a particular profession |
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Term
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Definition
| capacity of a communication medium to convey info and promote understanding |
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Term
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Definition
| expressive and self enhancing. Does not take advantage of others |
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Term
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Definition
| expressive and self enhancing. Takes advantage of others |
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Term
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Definition
| Timid and self-denying behaviour |
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Term
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Definition
| Actively decoding and interpreting verbal messages |
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Term
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Definition
| Authorized and used by all employees in a common and open manner |
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Term
| Informal Communication Channel |
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Definition
| Does not follow the chain of command or legitimate organizational structure. |
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Term
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Definition
| unofficial communication system that follows no chain of authority |
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Term
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Definition
| Those who consistently pass along grapevine information to others |
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Term
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Definition
| Those who use the grapevine to enhance their power and status |
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Term
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Definition
| A process by which one party perceived that its interests are being opposed or negatively affected by another party |
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Term
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Definition
| interpersonal opposition based on personal dislike/disagreement |
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Term
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Definition
| conflicts among workgroups, teams, and departments |
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Term
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Definition
| caused by differing assumptions in different cultures about how to think and act in the workplace or how to act when conflict occurs |
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Term
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Definition
| Serves an organizations interests, supports goals, improves performace |
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Term
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Definition
| Threatens an organizations interests, lowers productivity. |
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Term
| Desired outcomes of conflict |
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Definition
| Agreement, Stronger relationships, Learning |
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Term
| Integrating style of handling conflict |
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Definition
| concern for self and others is high. |
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Term
| Obliging style of handling conflict |
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Definition
| More concern for others rather than self |
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Term
| Dominating style of handling conflict |
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Definition
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Term
| Avoiding style of handling conflict |
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Definition
| Low concern for self and others |
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Term
| Compromising style of handling conflict |
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Definition
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Term
| Alternative Dispute Resolution |
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Definition
| A conflict resolution strategy that involves assistance from an outside 3rd party; used when both parties are unable to find a resolution on their own |
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Term
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Definition
| Two interdependent parties with their own preferences and values seek a win-win resolution through greater dialogue and cooperation. |
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Term
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Definition
| Two interdependent parties, each with their own opposite preference, seek to make a decision that will result in one party winning at the expense of the other. |
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Term
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Definition
| Comparison of anonymous feedback from one's superior, subordinates, and peers with self-perceptions. |
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Term
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Definition
| A one-time-only day off with pay to allow a problem employee to reflect and recommit to the organization's values and mission. |
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Term
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Definition
| 3rd party gets disputants to deal directly and constructively with each other |
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Term
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Definition
| neutral 3rd party acts as a communication link between disputants |
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Term
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Definition
| Impartial coworkers hear both sides and render a decision that may or may not be binding |
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Term
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Definition
| respected and trusted member of the organization hears grievances confidentially |
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Term
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Definition
| trained 3rd party guides disputants toward their own solution |
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Term
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Definition
| neutral 3rd party hears both sides in court-like setting and renders a binding decision |
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Term
| Unethical Negotiation tactic - Puffery |
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Definition
| Making something you don't really want seem more valued, so someone else wants it more |
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Term
| Unethical Negotiation tactic - Distraction |
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Definition
| Providing excessive information, asking lots of questions, evading questions, or burying the issue |
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Term
| Unethical Negotiation tactic - Information exploitation |
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Definition
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Term
| Unethical Negotiation tactic - Maximization |
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Definition
| Demanding the opponent make concessions that result in the negotiators gain and the opponents equal or greater loss |
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