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• Reliance on others for information about how to think, feel and act |
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• Reliance on others due to their capacity to provide rewards and punishment |
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• Conformity to a social norm prompted by the desire to acquire rewards or avoid punishment |
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• Conformity to a social norm prompted by perceptions that those who promote the norm are attractive or similar to oneself |
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• Conformity to a social norm prompted by true acceptance of the beliefs, values, and attitudes that underlie the norm |
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• The process by which people learn the attitudes, knowledge and behaviours that are necessary to function in a group or organization |
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• The match between an employee’s knowledge, skills, and abilities and the requirements of a job |
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• The match between an employee’s personal values and the values of an organization |
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Organizational identification: |
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• The extent to which an individual defines himself in terms of the organization and what it is perceived to represent |
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• Beliefs held by employees regarding the reciprocal obligations and promises between them and their organization |
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Psychological contract breach: |
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• Employee perceptions that his or her organization has failed to fulfill one or more its promises or obligations of the psychological contract |
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• The provision of a balanced, realistic picture of the positive and negative aspects of a job to applicants |
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employee orientation programs |
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• Programs designed to introduce new employees to their job, the people they will be working with, and the organization |
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• The manner in which organizations structure the early work experiences of newcomers and individuals who are in transition from one role to another |
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• An experienced or more senior person in the organization who gives a junior person special attention, such as giving advice and creating opportunities to assist him during the early stages of his career |
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• The process through which newcomers play an active role in their own socialization through the use of a number of proactive socialization behaviours |
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• The shared beliefs, values, and assumptions that exist in an organization |
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• Smaller cultures that develop within a larger organizational culture that are based on differences in training, occupation, or departmental goals |
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• An organizational culture with intense and pervasive beliefs, values, and assumptions |
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