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| cluster of beliefs, assessed feelings, and behavioral intentions toward a person, object, or event (called an attitude object) |
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| condition that occurs when percieve an inconsistency between our beliefs, feelings, and behavior |
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| the effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions. |
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| the conflict between required and true emotions |
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| a set of abilities to perceive and express emotion, assimilate emotion in though, understand and reason with emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others |
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| a persons evaluation of his or her job and work context |
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| exit-voice-loyalty-neglect (EVLN) model |
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| four ways that employees respond to job dissatisfaction |
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| organizational (affective) commitment |
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| employee's emotiona; attatchemnt to, identification with, and invlovement in a particular orginization |
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| employee's calculative attachment to the orginization, whereby the employee is motivated to stay only because leaving would be costly |
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| positive expectations one person has towards another person in situations involving risk |
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| an adaptive response to a situation that is perceived as challenging or threatening to a presons well being |
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| general adaptation syndrome |
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| model of stress experience, consisting of three stages: alarm reaction, resistance, and exhaustion |
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| process of emotional exhaustion, cynicism, and reduced personal accomplishment that results from prolonged exposure to stressors |
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| any environmental conditions that place a physical or emotional demand on a person |
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| repeated hostile or unwanted conduct, verbal comments, actions, or gestures that affect an employees dignity or psychological or physical integrity and that result in a harmful work environment for the employee |
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| unwelcome conduct of sexual nature that detrimentally affects the work environment or leads to adverse job related consequences for its victims |
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| capability of individuals to cope in the face of significant change, adversity, or risk |
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| forces within a person that affect the direction, intensity, and persistence of voluntary behavior |
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| employees emotional and cognitive motivation, self efficacy to perform the job, perceived clarity of the organizations vision and jis specific role in that vision, and belief that he has the resources to get the job done. |
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| hardwired characteristics of the brain that correct deficioncies or maintain an internal equilibrium by producing emotions to energize individuals |
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| goal directed forces that people experience |
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| needs hierarchy theory consisting of three fundamental needs-existance, relatedness, and growth |
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| motivation theory based on the innate drives to acquire, bond, learn, and defend and that incorporates both emotions and rationality |
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| motivation theroy based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes |
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| translates the organizations vision and mission into specific, measurable performance goals. |
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| positive organizational behavior approach to coaching and feedback that focuses on building and leveraging the employees strengths rather then trying to correct his weakness |
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| info on employees performance collected from a full circle of people, including subordinates, peers, supervisors, and customers. |
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| percieved fairness in the individuals ratio of outcomes to contributions compared with a comparison others ratio of outcomes to contributions |
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| percieved fairness of the procedures used to decide the distribution of resources |
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| theory explaining how people develop perceptions of fairness in the distribution and exchange of resources |
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| membership.senority based rewards |
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| longer you work=more benefits. Regardless if employee performance is sub-par. Adv: less stress less turnover. Dis: crappy workers wont leave, doesnt motivate performance |
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| higher valued jobs get more pay. (jobs that need skill, have higher risk, more responsibility) Adv:internal equity, minimal pay discrimination, motivates employees to compete for promotions. Dis: status differences, encourages heirarchy |
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| pays on assessment of skills. Adv: flexibility, improves quality. Dis: subjective measurements, expensive. |
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| task performance based rewards |
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| commissions, pay increases with sales volume. Adv: ownership culture, avoids layoffs. Dis: less creativity, distances reward giver from receiver |
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| team-based reward that calculates bonuses from the work units cost savings and productivity improvement. |
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| giving employees more say in scheduling, coordinating, and planning their work |
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| influencing oneself to establish self-direction and self-motivation needed to perform a task. |
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