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| a performance measure that includes effectiveness (achievement of goals) and efficiency (ratio of output to the input required to achieve it) |
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| the failure to report to work; huge cost and disruption to employers |
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| the voluntary and involuntary permanent withdrawal from an organization; high turnover rate results in increased recruiting and training costs; hinders company’s effectiveness |
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| Organizational citizenship (behavior) |
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| a discretionary behavior that is not part of an employees’ formal job requirements but promotes the effective functioning of the organization; going beyond expectations |
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a positive feeling about one’s job resulting from an evaluation of its characteristics; represents an attitude rather than a behavior; dependent variable
- ALL controlled by independent variables; individual-level, group-level and organization system-level |
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| any incompatibility between two or more attitudes or between behavior and attitude; individuals will attempt to reduce the dissonance and seek a stable state, in which there is a minimum of dissonance |
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| a person’s beliefs about what causes the good or bad results of their life, either in a general or specific area of life |
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| the sum total of ways in which an individual reacts to and interacts with others; determined by our heredity; described in terms of measurable terms a person exhibits |
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| evaluative statements or judgments concerning objects people or events; casually related to behavior; determine what people do. |
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| basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence; carry a judgmental element in that they carry an individual’s ideas as to what is right, good, or desirable |
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| five dimensions of culture: 1) power distance – the degree in which people accept power in institutions and organizations is distributed unequally, high power distance means inequality is tolerated; 2) individualism (acting as individual rather than in a group) versus collectivism (tight, social framework where people look after each other); 3) masculinity versus femininity – high masculinity means men dominate society with separate roles for women, high femininity means women and men are equal; 4) uncertainty avoidance – the degree in which people prefer structured over unstructured situations; 5) long-term versus short-term orientation – focuses on degree of a society’s long-term devotion to traditional values |
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| a personality assessment model that taps five basic dimensions: extraversion, agreeableness, conscientiousness, emotional stability and openness to experience |
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| a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment; people’s behavior is based on their perception of what reality is, not on reality itself |
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| an attempt to determine whether an individual’s behavior is internally or externally caused; based on three factors: distinctiveness, consensus, and consistency; internally caused are under the personal control; externally caused are what the situation forced the individual to do |
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| the processes that account for an individual’s intensity, direction, and persistence of effort towards attaining a goal; key elements are intensity, direction and persistence |
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| McClelland’s theory of needs |
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Definition
-- all subconscious and immeasurable
- nAch (need for achievement) – the drive to excel, to achieve in relation to a set of standards; to strive to succeed; high achievers are strongly motivated
- nPow (need for power) – the need to make others behave in a way in which they would not have behaved otherwise
- nAff (need for affiliation) – the desire for friendly and close interpersonal relationships |
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| says that specific and difficult goals, with feedback, lead to higher performance |
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| MBO (management by objectives) |
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| a program that encompasses specific goals, participatively set, that are tangible, verifiable and measurable, for an explicit time period, with feedback on goal progress; usually translated into specific objectives for each level in the organization |
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| ESOP (employee stock ownership plans) |
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| a company-established benefits plan in which employees acquire stock, often at below-market prices, as part of their benefits |
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| the application of reinforcement concepts to individuals in the work setting; follows a five step problem-solving model; 1) identify critical behaviors, 2) develop baseline data; 3) identify behavioral consequences, 4) develop and implement an intervention strategy, 5) evaluate performance improvement |
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| a personality trait that measures an individual’s ability to adjust his or her behavior to external, situational factors; high self-monitors tend to pay closer attention to the behavior of others and are more capable of conforming than are low self-monitors; high self-monitors can present contradicting public and private personalities |
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| a theory that says that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual; ex: a n employee will be motivated to work at a high level of effort when they believe that effort will lead to rewards |
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| Employee involvement plans |
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| a participative process that uses the input of employees and is intended to increase employee commitment to an organization’s success |
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| a model that describes how individuals should behave in order to maximize some outcome; takes 6 steps: 1) define the problem, 2) identify the decision criteria, 3) allocate weights to the criteria, 4) develop the alternatives, 5) evaluate the alternatives, 6) select the best alternative |
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| the ability to produce novel and useful ideas; allows the decision maker to more fully understand the problem, including ones others can’t see |
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| a process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity; we choose the first acceptable solution rather than the most optimal one |
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| rational vs. intuitional decision making |
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| intense feelings that are directed at someone or something; more fleeing than moods |
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| feelings that tend to be less intense that emotions and that are usually not directed at a person or event |
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| a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization's effectiveness. |
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