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the patter of actions by the members of an organization that directly or indirectly influence the organization's effectiveness |
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the total set of work-related behaviors that the organization expects employees to display |
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organizational citizenship |
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positive behaviors that do not directly contribute to the bottom line |
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counter-productive behaviors |
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behaviors that detract from organizational performance |
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when an employee does not show up for work |
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annual percentage of an organization's workforce that leaves and must be replaced |
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personal attributes that vary from one person to another |
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the relatively stable set of psychological attributes that distinguish one person from another |
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"big five" personality traits |
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five fundamental personality traits especially relevant to organizations |
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a personality trait marked by gentleness, cooperation, forgiving others, understanding, and being good-natured |
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the personality trait that emphasizes being organized, systematic, careful, thorough, responsible, and self-disciplined |
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the personality trait that pertains to outlook - those with positive emotionality are poised, calm, resilient, and secure |
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extroverts are sociable, talkative, assertive and open to establishing relationships |
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personality trait that pertains to how open a person is to new ideas and to changing their own in response to new information |
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emotional intelligence (EQ) |
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the extent to which people are self-aware, can manage their emotions, can motivate themselves, can express empathy for others, and possess social skills |
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a person's beliefs and feelings about specific ideas, situations, or people |
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degree of enjoyment that people derive from performing their jobs |
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organizational commitment |
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the individual's identification with the organization and its mission |
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set of expectations held by an employee concerning what he or she will contribute to an organization and what the organization will in return provide the employee |
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the extent to which a person's contributions and the organization's inducements match one another |
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the set of forces that cause people to behave in certain ways |
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classical theory of motivation |
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theory holding that workers are motivated solely by money |
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classical theory of motivation |
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theory holding that workers are motivated solely by money |
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tendency for productivity to increase when workers believe they are receiving special attention from management |
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tendency for productivity to increase when workers believe they are receiving special attention from management |
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theory of motivation holding that people are naturally lazy and uncooperative |
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theory of motivation holding that people are naturally energetic, growth-oriented, self-motivated and interested in being productive |
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hierarchy of human needs model |
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theory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher-level needs |
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theory of motivation holding that job satisfaction depends on two factors, hygiene and motivation |
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theory of motivation holding that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining |
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theory of motivation holding that people evaluate their treatment by the organization relative to the treatment of others |
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reward that follows desired behaviors |
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reward that follows desired behaviors |
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unpleasant consequences of undesirable behavior |
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unpleasant consequences of undesirable behavior |
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participative management and empowerment |
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method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company |
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Term
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Definition
method of increasing job safisfaction by adding one of more motivating factors to job activities |
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