Term
Person-Organization Fit
Attraction-Selection-Attrition (ASA) |
|
Definition
| Organizations attract and select individuals with similar personalities & values and lose individuals with dissimilar personalities & values |
|
|
Term
|
Definition
| Sum total of ways in which an individual reacts to and interacts with others. |
|
|
Term
|
Definition
| persons self perception as a physical, social, spiritual, being |
|
|
Term
|
Definition
| a persons knowledge opinions or beliefs |
|
|
Term
|
Definition
| ones overall self evaluation |
|
|
Term
| Branden's 6 Pillars of Self Esteem |
|
Definition
-Live consciously
-Be self-accepting
-take personal responsibility
-be self assertive
-live purposefully
-have personal integrity |
|
|
Term
|
Definition
| belief in one's ability to do a task |
|
|
Term
| Mechanisms of Self Efficacy |
|
Definition
-Prior Expericence
-Behavior Models
-Persuasion from others
-Assessment of physical/emotional state |
|
|
Term
|
Definition
| observing one's own behavior and adapting it to the situation |
|
|
Term
| Organizational identification |
|
Definition
| organizational values or beliefs become part of ones identity |
|
|
Term
| Big 5 personality Dimensions (OCEAN) |
|
Definition
-Openness to experience
-Conscientiousness
-Extraversion
-Agreeableness
-Neuroticism (Emotional Stability) |
|
|
Term
|
Definition
| action-oriented person who shows initiative and perseveres to change things |
|
|
Term
| Internal locus of control |
|
Definition
attributing outcomes to ones own actions
Pros – Greater positive work related outcomes
Cons – Danger of incorrectly attributes outcomes to self instead of actual causes |
|
|
Term
| external locus of control |
|
Definition
attributing outcomes to circumstances beyond ones control
Pros – Less self-esteem hits from poor outcomes
Cons – Imposter syndrome |
|
|
Term
| Modern Day Threat to abilities, skills, and general competence |
|
Definition
|
|
Term
|
Definition
| specific capacity to manipulate objects |
|
|
Term
|
Definition
| capacity for constructive thinking reasoning and problem solving |
|
|
Term
|
Definition
-General Ability for all tasks
-Ability for a unique task |
|
|
Term
| Seven Major Mental Abilities |
|
Definition
-Verbal Comprehension
-Word fluency
-Numerical
-Spatial
-Memory
-Perceptual speed
-Inductive reasoning |
|
|
Term
|
Definition
| complex human reactions to personal achievements and setbacks that may be felt and displayed |
|
|
Term
|
Definition
| ability to manage oneself and interact with others in mature and constructive ways |
|
|
Term
|
Definition
| The degree to which an individual likes or dislikes himself or herself, whether the person sees himself or herself as capable and effective, and whether the person feels in control of his or her environment or powerless over the environment |
|
|
Term
|
Definition
| Propensity to act out of self-interest |
|
|
Term
|
Definition
| idea that employees display happiness for the customer |
|
|
Term
|
Definition
| emotions are contagious to other people |
|
|
Term
|
Definition
| striving for success by developing ones self efficacy, optimism, hope, and resiliency |
|
|
Term
|
Definition
| a demanding, repetitive, and assisted program to improve ones performance |
|
|
Term
| Not true about self monitor |
|
Definition
| for most jobs it is better to be a high self monitor |
|
|
Term
| Which of the Big 5 traits is best predictor of job performance |
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| Managers and sales people |
|
|
Term
| Kelley's Attribution Model |
|
Definition
Consensus
Distinctiveness
Consistency |
|
|
Term
|
Definition
Comparing a person to his/her peers on the same task
High Consensus situational attribution
Low Consensus dispositional attribution |
|
|
Term
|
Definition
Comparing a person to his/her performance on different tasks
High Distinctiveness dispositional attribution
Low Distinctiveness situational attribution |
|
|
Term
|
Definition
Comparing a person to his/her performance on the same task over time
High Consistency dispositional attribution
Low Consistency situational attribution |
|
|
Term
|
Definition
| Selective, but we are constantly unconsciously scanning |
|
|
Term
|
Definition
| Putting information into cognitive “schemas” |
|
|
Term
|
Definition
| 3 types of long-term memory |
|
|
Term
|
Definition
|
|
Term
|
Definition
| General impression influences specific ratings |
|
|
Term
|
Definition
| Generally rate people positively |
|
|
Term
|
Definition
| Avoidance of extreme ratings |
|
|
Term
|
Definition
| Reliance on recent information in making judgments |
|
|
Term
|
Definition
| Reliance on first impressions |
|
|
Term
|
Definition
| evaluate others on how they compare to others they've recently evaluated |
|
|
Term
|
Definition
| high expectations for another person result in higher performance for that person |
|
|
Term
|
Definition
| individuals high expectations of themselves lead to high performance |
|
|
Term
|
Definition
| Loss in performance due to low leader expectations |
|
|
Term
|
Definition
| The behavior was caused by something about the person |
|
|
Term
|
Definition
| The behavior was caused by something about the situation |
|
|
Term
|
Definition
| Psychological discomfort experienced when attitudes and behavior are inconsistent |
|
|
Term
|
Definition
| Importance, accessibility, social pressure |
|
|
Term
| Organizational Citizenship Behavior (OCB's) |
|
Definition
| employee behaviors that are beyond the call of duty. |
|
|
Term
| Counterproductive work Behaviors (CWB's) |
|
Definition
| types of behavior that harm employees and the organization. |
|
|
Term
|
Definition
| individuals involvement satisfaction and enthusiasm for work |
|
|
Term
|
Definition
| values are motivational in that they represent broad goals that apply across contexts and time |
|
|
Term
| 3 types of Value Conflict |
|
Definition
| Interpersonal, intrapersonal, and individual-organization |
|
|
Term
|
Definition
| Emotional Commitment to organization |
|
|
Term
|
Definition
| Feeling that one OUGHT to stay |
|
|
Term
|
Definition
|
|
