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The best alternative to a negotiated agreement; the least the individual should accept. |
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A personality assessment model that taps five basic dimensions. • Extraversion. The extraversion dimension captures our comfort level with relationships. Extraverts tend to be gregarious, assertive, and sociable. Introverts tend to be reserved, timid, and quiet. • Agreeableness. The agreeableness dimension refers to an individual’s propensity to defer to others. Highly agreeable people are cooperative, warm, and trusting. People who score low on agreeableness are cold, disagreeable, and antagonistic. • Conscientiousness. The conscientiousness dimension is a measure of reliability. A highly conscientious person is responsible, organized, dependable, and persistent. Those who score low on this dimension are easily distracted, disorganized, and unreliable. • Emotional stability. The emotional stability dimension—often labeled by its converse, neuroticism—taps a person’s ability to withstand stress. People with positive emotional stability tend to be calm, self-confident, and secure. Those with high negative scores tend to be nervous, anxious, depressed, and insecure. • Openness to experience. The openness to experience dimension addresses range of interests and fascination with novelty. Extremely open people are creative, curious, and artistically sensitive. Those at the other end of the category are conventional and find comfort in the familiar. |
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The degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means. |
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McClelland’s theory of needs |
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A theory that states achievement, power, and affiliation are three important needs that help explain motivation. |
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The assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform. |
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The assumption that employees like work, are creative, seek responsibility, and can exercise self-direction. |
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The willingness of one party in a conflict to place the opponent’s interests above his or her own. |
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The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance. |
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A personality dimension that describes someone who is good natured, cooperative, and trusting. |
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A tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information. |
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A set of performance-simulation tests designed to evaluate a candidate’s managerial potential. |
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An attempt to determine whether an individual’s behavior is internally or externally caused. |
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The tendency for people to base their judgments on information that is readily available to them. |
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The desire to withdraw from or suppress a conflict. |
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behaviorally anchored rating scales (BARS) |
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Definition
Scales that combine major elements from the critical incident and graphic rating scale approaches. The appraiser rates the employees based on items along a continuum, but the points are examples of actual behavior on the given job rather than general descriptions or traits. |
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A theory that argues that behavior follows stimuli in a relatively unthinking manner. |
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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. |
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Actions that contribute to the psychological environment of the organization, such as helping others when not required |
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cognitive evaluation theory |
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A version of self-determination theory which holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling. |
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A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties. |
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A national culture attribute that describes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them. |
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A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict. |
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The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments. |
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A process that has five stages: potential opposition or incompatibility, cognition and personalization, intentions, behavior, and outcomes. |
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A personality dimension that describes someone who is responsible, dependable, persistent, and organized. |
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Evaluation of a person’s characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics. |
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Bottom-line conclusions individuals have about their capabilities, competence, and worth as a person. |
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A way of evaluating the behaviors that are key in making the difference between executing a job effectively and executing it ineffectively. |
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deviant workplace behavior |
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Voluntary behavior that violates significant organizational norms and, in so doing, threatens the well-being of the organization or its members. Also called antisocial behavior or workplace incivility. |
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Negotiation that seeks to divide up a fixed amount of resources; a win–lose situation. |
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Perceived fairness of the amount and allocation of rewards among individuals. |
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Conflict that hinders group performance. |
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A personality dimension that characterizes someone as calm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative). |
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A theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities. |
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An increased commitment to a previous decision in spite of negative information. |
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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. |
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Influence based on special skills or knowledge. |
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A personality dimension describing someone who is sociable, gregarious, and assertive. |
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Emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostility. |
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A national culture attribute that indicates little differentiation between male and female roles; a high rating indicates that women are treated as the equals of men in all aspects of the society. |
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five-stage group-development model |
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The five distinct stages groups go through: forming, storming, norming, performing, and adjourning. |
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Definition
Method of performance evaluation where an employee’s performance is made in explicit comparison to others (e.g., an employee may rank third out of 10 employees in her work unit. |
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The first stage in group development, characterized by much uncertainty. |
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Conflict that supports the goals of the group and improves its performance. |
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fundamental attribution error |
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Definition
The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others. |
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A theory that says that specific and difficult goals, with feedback, lead to higher performance. |
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An evaluation method in which the evaluator rates performance factors on an incremental scale. |
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An evaluation method that places employees into a particular classification, such as quartiles. |
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Definition
A change between a group’s decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk but it generally is toward a more extreme version of the group’s original position. |
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The tendency to draw a general impression about an individual on the basis of a single characteristic. |
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Abraham Maslow’s hierarchy of five needs—physiological, safety, social, esteem, and self-actualization—in which, as each need is substantially satisfied, the next need becomes dominant. |
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Definition
Needs that are satisfied internally, such as social, esteem, and self-actualization needs. |
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Definition
The tendency to believe falsely, after an outcome of an event is actually known, that one would have accurately predicted that outcome. |
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Definition
Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied. |
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A group that is neither formally structured nor organizationally determined; such a group appears in response to the need for social contact. |
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Perspective in which we see members of our ingroup as better than other people, and people not in our group as all the same. |
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Preferable modes of behavior or means of achieving one’s terminal values. |
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Definition
Negotiation that seeks one or more settlements that can create a win–win solution. |
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Typical groups in which members interact with each other face to face. |
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Definition
The perceived degree to which an individual is treated with dignity, concern, and respect. |
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interactionist view of conflict |
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Definition
The belief that conflict is not only a positive force in a group but also an absolute necessity for a group to perform effectively. |
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intuitive decision making |
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Definition
An unconscious process created out of distilled experience. |
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Definition
The investment of an employee’s physical, cognitive, and emotional energies into job performance. |
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The power a person receives as a result of his or her position in the formal hierarchy of an organization. |
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A national culture attribute that emphasizes the future, thrift, and persistence. |
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Definition
Needs that are satisfied externally, such as physiological and safety needs. |
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management by objectives (MBO) |
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Definition
A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress. |
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need for achievement (nAch) |
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Definition
The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed. |
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need for affiliation (nAff) |
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Definition
The desire for friendly and close interpersonal relationships. |
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Definition
The need to make others behave in a way in which they would not have behaved otherwise. |
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Term
nine distinct influence tactics |
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Definition
● Legitimacy. Relying on your authority position or saying a request accords with organizational policies or rules. ● Rational persuasion. Presenting logical arguments and factual evidence to demonstrate a request is reasonable. ● Inspirational appeals. Developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations. ● Consultation. Increasing the target’s support by involving him or her in deciding how you will accomplish your plan. ● Exchange. Rewarding the target with benefits or favors in exchange for following a request. ● Personal appeals. Asking for compliance based on friendship or loyalty. ● Ingratiation. Using flattery, praise, or friendly behavior prior to making a request. ● Pressure. Using warnings, repeated demands, and threats. ● Coalitions. Enlisting the aid or support of others to persuade the target to agree. |
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Definition
A group decision-making method in which individual members meet face to face to pool their judgments in a systematic but independent fashion. |
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Definition
The third stage in group development, characterized by close relationships and cohesiveness. |
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Definition
A personality dimension that characterizes someone in terms of imagination, sensitivity, and curiosity. |
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Definition
An overall perception of what is fair in the workplace, composed of distributive, procedural, and interactional justice. |
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Definition
Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise. |
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Definition
The fourth stage in group development, during which the group is fully functional. |
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Definition
Influence derived from an individual’s characteristics. |
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personality–job fit theory |
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Definition
A theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover. |
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Definition
Activities that are not required as part of a person’s formal role in the organization but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization. |
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Definition
A national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally. |
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Definition
Ways in which individuals translate power bases into specific actions. |
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Definition
People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs. |
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Definition
The perceived fairness of the process used to determine the distribution of rewards. |
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Definition
Conflict over how work gets done. |
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Definition
An unwritten agreement that sets out what management expects from an employee and vice versa. |
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Definition
The tendency of individuals to believe that they can predict the outcome of random events. |
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rational decision-making model |
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Definition
A decision-making model that describes how individuals should behave in order to maximize some outcome. |
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Definition
Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform. |
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Definition
Influence based on identification with a person who has desirable resources or personal traits. |
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Definition
A theory that says that behavior is a function of its consequences. |
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Definition
Conflict based on interpersonal relationships. |
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Definition
A situation in which an individual is confronted by divergent role expectations. |
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Definition
How others believe a person should act in a given situation. |
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Definition
The tendency to selectively interpret what one sees on the basis of one’s interests, background, experience, and attitudes. |
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Definition
The drive to become what a person is capable of becoming. |
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Definition
The degree to which peoples’ reasons for pursuing goals are consistent with their interests and core values. |
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self-determination theory |
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Definition
A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation. |
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Definition
An individual’s belief that he or she is capable of performing a task. |
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Definition
A personality trait that measures an individual’s ability to adjust his or her behavior to external, situational factors. |
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Definition
The tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external factors. |
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Definition
A national culture attribute that emphasizes the past and present, respect for tradition, and fulfillment of social obligations. |
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Definition
Perspective that considers when and why individuals consider themselves members of groups. |
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Definition
The view that we can learn through both observation and direct experience. |
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status characteristics theory |
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Definition
A theory that states that differences in status characteristics create status hierarchies within groups. |
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Definition
The second stage in group development, characterized by intragroup conflict. |
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Definition
Conflict over content and goals of the work. |
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Definition
The combination of effectiveness and efficiency at doing your core job tasks. |
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Definition
Desirable end-states of existence; the goals a person would like to achieve during his or her lifetime. |
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three-component model of creativity |
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Definition
The proposition that individual creativity requires expertise, creative thinking skills, and intrinsic task motivation. |
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traditional view of conflict |
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Definition
The belief that all conflict is harmful and must be avoided. |
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Definition
A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. Also called motivation-hygiene theory. |
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Definition
A national culture attribute that describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them. |
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Definition
A hierarchy based on a ranking of an individual’s values in terms of their intensity. |
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Term
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Definition
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. |
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