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Flashcards

Organizational Behaviour

Tori Fry Organizational Behaviour English 176 cards

Cards in this deck (176)

  1. 1Job Performanceemployee behaviours that contribute either positively or negatively to the accomplishment of organizational goals
  2. 2Routine Task Performancewell-known or habitual responses by employees to predictable task demands
  3. 3Adaptive Task Performancethoughtful responses by an employee to unique or unusual task demands
  4. 4Creative Task Performanceideals of physical outcomes that are both novel and useful
  5. 5Job Analysisa process by which an org determines requirements of specific jobs
  6. 6National Occupational Classificationa national database of occupations in Canada, organizing over 40 000 job titles into 500 occupational group descriptions
  7. 7Interpersonal Citizenship Behaviourgoing beyond normal job expectations to assist, support, and develop co-workers and colleagues
  8. 8Helpingassisting co-workers who have heavy workloads, aiding them with personal matters, and showing new employees the ropes
  9. 9Courtesysharing important info with co-workers
  10. 10Sportsmanshipmaintaining a positive attitude with co-workers through good and bad times
  11. 11Organizational Citizenship Behaviourgoing beyond normal expectation to improve operations of the organization, defend it, and be loyal to it
  12. 12Voicespeaking up to offer constructive suggestions for change, often in reaction to a negative work event
  13. 13Civic Virtueparticipating in company operations at a deeper-than-normal level through voluntary meetings, readings, and keeping up with news that affects the company
  14. 14Boosterismpositively representing the organization when in public
  15. 15Counterproductive Behaviouremployee behaviours that INTENTIONALLY hinder organizational goal achievement
  16. 16Property Deviancebehaviours that harm the organization's assets and possessions (minor)
  17. 17Sabotageintentional destruction of equipment, organizational processes, or company products
  18. 18Theftstealing company products or equipment from the org
  19. 19Production Devianceintentionally reducing organizational efficiency of work output (serious)
  20. 20Wasting Resourcesusing too many materials or too much time to do too little work
  21. 21Substance Abusethe abuse of drugs or alcohol before coming to work or while on the job
  22. 22Political Deviancebehaviours that intentionally disadvantage other individuals (minor)
  23. 23Gossipingcasual conversations about other people in which the facts are not confirmed as true
  24. 24Incivilitycommunication that is rude, impolite, discourteous, and lacking in good manners
  25. 25Personal Aggressionhostile verbal and physical actions directed toward other employees
  26. 26Harassmentunwanted physical contact or verbal remarks from a colleague
  27. 27Abuseemployee assault or endangerment from which physical and psychological injuries may occur
  28. 28Management by Objectives (MBO)a management philosophy that bases employees evaluations on whether specific performance goals have been met
  29. 29Behaviourally Anchored Rating Scales (BARS)use of examples of critical incidents to evaluate an employee's job performance behaviours directly
  30. 30360-Degree Feedbacka performance evaluation system that uses ratings provided by supervisords, co-workers, subordinates, customers, and the employees themselves
  31. 31Forced Rankinga performance management system that forces managers to rank each of their people into one of 3 categories: the top 20%, the vital middle 70%, or the bottom 10%
  32. 32Organizational Commitmentan employee's desire to remain a member of an organization
  33. 33Withdrawal Behaviouremployee actions that are intended to avoid work situations; behaviours that may eventually culminate in quitting the org
  34. 34Affective Commitmentan employee's desire to remain a member of an org due to a feeling of emotional attachment; stay bc they WANT to
  35. 35Continuance Commitmentan employee's desire to remain a member of an org due to an awareness of the costs of leaving; you stay bc you HAVE to
  36. 36Normative Commitmentan employee's desire to remain a member of an org due to a feeling of obligation; stay bc you OUGHT to
  37. 37Focus of Commitmentthe ppl, places, and things that inspire a desire to remain a member of an org
  38. 38Erosion Modelsuggests that employees with fewer bonds with co-workers are more likely to quit the org
  39. 39Social Influence Modelsuggests that employees with direct linkages to co-workers who leave the org will themselves be more likely to leave
  40. 40Embeddednessan employee's connection to and sense of fit in the org and community
  41. 41Exitan active response to a negative work event in which one ends or restricts organizational membership
  42. 42Voicean active, constructive response in which individuals attempt to improve the situation
  43. 43Loyaltya passive response to a negative work event in which one publicly supports the position, but privately hopes for improvement
  44. 44Neglecta passive, destructive response to a negative work event in which one's interest and effort in declines
  45. 45Psychological Withdrawalactions that provide a mental escape from the work environment
  46. 46Daydreamingone's work is interrupted by random thoughts or concerns
  47. 47Socializingone verbally chats with co-workers about non-work topics
  48. 48Looking Busyone attempts to appear consumed with work when not performing actually work tasks
  49. 49Moonlightingemployees use ork time and resources to do non-work related activities
  50. 50Cyberloafingemployees use internet, email, and instant messaging access for their personal enjoyment rather than work duties
  51. 51Physical Withdrawala physical escape from the work enviro
  52. 52Tardinessemployees arrive late to work or leave work early
  53. 53Long Breaksemployees take longer-than-normal lunches or breaks to spend less time at work
  54. 54Missing Meetingsemployees neglect important work functions while away from the office
  55. 55Absenteeismemployees do not show up for an entire day of work
  56. 56Quittingemployees voluntarily leave the org
  57. 57Independent Forms Modelpredicts that the various withdrawal behaviours are uncorrelated, so that engaging in one type of withdrawal has little bearing on engaging in other types
  58. 58Compensatory Forms Modelindicating that the various withdrawal behaviours are negatively correlated, so that engaging in one type of withdrawal makes one less likely to engage in other types
  59. 59Progression Modelindicating that the various withdrawal behaviours are positively correlated, so that engaging in one type of withdrawal makes one MORE likely to engage in other types
  60. 60Psychological Contractsemployee beliefs about what employees owe the org and what the org owes them
  61. 61Transactional Contractspsychological contracts that focus on a narrow set of specific monetary obligations
  62. 62Relational Contractspsychological contracts that focus on a broad set of open-ended and subjective obligations
  63. 63Perceived Org Supportthe degree to which employees believe that the org values their contributions and cares about their well-being
  64. 64Personalitythe structures and propensities inside a person that explain his/her characteristic patterns of thought, emotion, and behaviours; personality reflects what people are like and create their social reputation
  65. 65Traitsrecurring trends in people's responses to their environment
  66. 66Cultural Valuesshared beliefs about desirable end states or modes of conduct in a given culture that influence the expression of traits
  67. 67Abilityrelatively stable capabilities of people for performing a particular range of related activities
  68. 68Culturethe shared values, beliefs, motives, identities, and interpretations that result from common experiences of members of a society and are transmitted across generations
  69. 69Individualism Collectivismthe degree to which a culture has a loosely knit social framework (individualism) or a tight social framework (collectivism)
  70. 70Power Distancethe degree to which a culture prefers equal power distribution (low power distance) or an unequal power distribution (high power distance)
  71. 71Uncertainty Advoidancethe degree to which a culture tolerates ambiguous situations (low uncertainty avoidance) or feels threatened by them (high uncertainty avoidance)
  72. 72Masculinity-Femininitythe degree to which a culture values stereotypically male traits (masculinity) or stereotypically female traits (femininity)
  73. 73Short-term vs. Long-term Orientationthe degree to which a culture stresses values that are past- and present-oriented (short-term orientation) or future-oriented (long-term orientation)
  74. 74Gender Egalitarianismthe culture promotes genders equality and minimizes role differences between men and women
  75. 75Assertivenessthe culture values assertiveness, confrontation, and aggressiveness in social relationships
  76. 76Future Orientationthe culture engages in planning and investment in the future while delaying individual or collective gratification
  77. 77Humane Orientationthe culture encourages and rewards members for being generous, caring, kind, fair, and altruistic
  78. 78Performance Orientationthe culture encourages and rewards members for excellence and performance improvements
  79. 79Ethocentrisma propensity to view one's own cultural values as "right" and those of other cultures as "wrong"
  80. 80Cognitive Abilitycapabilities related to the use of knowledge to make decisions and solve problems
  81. 81Verbal Abilityvarious capabilities associated with understanding and expressing oral and written communication
  82. 82Quantitative Abilitycapabilities associated with doing mathematical operations and selecting an applying formulas to solve mathematical problems
  83. 83Reasoning Abilitya diverse set of abilities associated with sensing and solving problems using insight, rules, and logic
  84. 84Spatial Abilitycapabilities associated with visual and mental representations and manipulation of objects in space
  85. 85Perceptual Abilitythe capacity to perceive, understand, and recall patterns of info
  86. 86General Mental Abilitythe general level of cognitive ability that plays an important role in determining the more narrow cognitive abilities
  87. 87Emotional Abilitya set of abilities related to the understanding and use of emotions that affect social functioning
  88. 88Self-Awarenessthe ability to recognize and understand the emotions in oneself
  89. 89Other Awarenessthe ability to recognize and understand the emotions that other ppl are feeling
  90. 90Emotion Regulationthe ability to recover quickly from emotional experiences
  91. 91Use of Emotionsthe degree to which people can harness emotions and employ them to improve their chances of being successful in whatever they are seeking to do
  92. 92Physical Abilityrefers to different types of physical ability
  93. 93Strengththe degree to which the body is capable of exerting force
  94. 94Staminathe ability of a person's lungs and circulatory system to work efficiently while he or she is engaging in prolonged physical activity
  95. 95Flexibilitythe ability to bend, stretch, twist, or reach
  96. 96Coordinationthe quality of physical movement in terms of synchronization of movements and balance
  97. 97Psychomotor Abilitycapabilities associated with manipulating and controlling objects
  98. 98Sensory Abilitycapabilities associated with vision and hearing
  99. 99Typical Performanceperformance in the routine conditions that surround daily job tasks
  100. 100Maximum Performanceperformance in brief, special circumstances that demand a person's best effort
  101. 101Situational Strengththe degree to which situations have clear behavioural expectations, incentives, or instructions that make differences between individuals less important
  102. 102Trait Activationthe degree to which situations provide cues that trigger the expression of a given personality trait
  103. 103Wonderlic Personality Testa 12 min. test of general cognitive ability used to hire job applicants
  104. 104Job Satisfactiona pleasurable emotional state resulting from the appraisal of one's job or job experience; represents how a person feels and thinks about their job
  105. 105Valuesthings that people consciously or unconsciously want to seek or attain
  106. 106Value-Percept Theorytheory that argues that job satisfaction depends on whether the employee PERCEIVES that their job supplies the things they value
  107. 107Pay Satisfactionemployees' feelings about the compensation for their jobs
  108. 108Promotion Satisfactionemployees' feelings about how the company handles promotions
  109. 109Supervision Satisfactionemployees' feelings about their boss, including their competency, communication, and personality
  110. 110Co-worker Satisfactionemployees' feelings about their co-workers, including their abilities and personalities
  111. 111Satisfaction with Work Itselfemployees' feelings about their actual work tasks
  112. 112Meaningfulness of Worka psychological state indicating the degree to which work tasks are viewed as something that counts in the employee's system of philosophies and beliefs
  113. 113Responsibilities for Outcomesa psychological state indicating the degree to which employees feel they are key drivers of the quality of work output
  114. 114Knowledge of Resultsa psychological state indicating the extent to which employees are aware of how well or how poorly they are doing
  115. 115Job Characteristics Theorya theory that argues that 5 core characteristics (VISAF) combine to result in high levels of satisfaction with the work itself
  116. 116Varietythe degree to which a job requires different activities and skills
  117. 117Identitythe degree to which a job offers completion of a whole, identifiable piece of work from beginning to end wit ha visible outcome
  118. 118Significancethe degree to which a job really matters and impacts society as a whole
  119. 119Autonomythe degree to which a job provides freedom, independence, and discretion to perform the work
  120. 120Feedbackthe degree to which the job provides info about how well the job holder is doing
  121. 121Knowledge & Skillthe degree to which employees have the aptitude and competence needed to succeed on their job
  122. 122Growth Need Strengththe degree to which employees desire to develop themselves further
  123. 123Job Enrichmentwhen job duties and responsibilities are expanded to provide increased levels of core job characteristics
  124. 124Job Craftingwhen employees shape, mold, and redefine their job in a proactive way
  125. 125Moodstates of feeling that are mild in intensity, last for an extended period of time, and are not directed at anything
  126. 126Pleasantnessthe degree to which an employee is in a good mood vs. bad mood
  127. 127Activationthe degree to which moods are aroused and active, as opposed to unaroused and inactive
  128. 128Flowa state in which employees feel a total immersion in the task at hand, sometimes losing track of how much time has passed
  129. 129Affective Events Theorya theory that describes how workplace events can generate emotional reactions that impact work behaviours
  130. 130Emotionsintense feelings, often short-lived, that are clearly directed at someone or some circumstance
  131. 131Emotional Labourthe management of their emotions that employees must do to complete their job duties successfully
  132. 132Emotional Contagionthe idea that emotions can be transferred from one person to another
  133. 133Life Satisfactionthe degree to which employees feel a sense of happiness with their lives in general
  134. 134Job Descriptive Indexa facet measure of job satisfaction that assesses an individual's satisfaction with pay, promotion opportunities, supervision, co-workers, and the work itself
  135. 135Stressthe psychological response to demands when there is something at stake for the individual, and when coping with these demands would tax or exceed the individual's capacity or resources
  136. 136Stressorsdemands that cause the stress response
  137. 137Strainsnegative consequences of the stress response
  138. 138Transactional Theory of Stresstheory that explains how stressful demands are perceived and appraised, as well as how people respond to the perceptions of appraisals
  139. 139Primary Appraisalevaluation of whether a demand is stressful, and, if it is, the implications of the stressor in terms of personal goals and well-being
  140. 140Secondary Appraisalwhen people determine how to cope with the various stressors they face
  141. 141Benign Job Demandsjob demands that are not appraised as being stressful
  142. 142Hindrance Stressorsstressors that tend to be appraised as thwarting progress toward growth and achievement
  143. 143Challenge Stressorsstressors that tend to be appraised as opportunities for growth and achievement
  144. 144Role Conflictothers' having differing expectations of what an individual needs to do in a role
  145. 145Role Ambiguitya lack of direction and info about what needs to be done in a role, and unpredictability regarding the consequences of performance in that role
  146. 146Role Overloadan excess of demands on an employee preventing them from working effectively
  147. 147Daily Hasslesminor day-to-day demands that interfere with work accomplishment
  148. 148Time Pressurethe sense that the amount of time allotted to do a job is not quite enough
  149. 149Work Complexitythe degree to which job requirements tax or just exceed employee capabilities
  150. 150Work Responsibilitythe # and importance of the obligations an employee has to others
  151. 151Work-Family Conflicta form of role conflict in which the demands of a role hinder the fulfillment of the demands in a family role (or vice versa)
  152. 152Negative Life Eventsevents such as divorce or death of a family member that tend to be appraised as a hindrance
  153. 153Financial Uncertaintyuncertainty with regard to the potential for loss of livelihood, savings, or the ability to pay expenses
  154. 154Family Time Demandsthe amount of time committed to fulfilling family responsibilities
  155. 155Personal Developmentparticipation in activities outside of work that foster growth and learning
  156. 156Positive Life Eventsevents such as marriage or the birth of a child that tend to be appraised as a challenge
  157. 157Copingbehaviours and thoughts used to manage stressful demands and the emotions associated wit the stressful demands
  158. 158Behavioural Copingphysical activities used to deal with a stressful situation
  159. 159Cognitive copingthoughts used to deal with a stressful situation
  160. 160Problem-Focused Copingbehaviours and cognitions of an individual intended to manage the stressful situation itself
  161. 161Emotion-Focused Copingbehaviours and cognitions of an individual intended to help manage emotional reactions to the stressful demands
  162. 162Physiological Strainsreactions from stressors that harm the body
  163. 163Psychological Strainsnegative psychological reactions from stressors such as depression, anxiety, anger, burnout, reduced confidence, etc.
  164. 164Behavioural Strainspatterns of negative behaviours associated with other strains (i.e. grinding teeth)
  165. 165Type A Pattern Behavioura type of behaviour exhibited by people who tend to experience more stressors, to appraise more demands as stressful, and to be prone to experiencing more strains than most others (impatient, hard-driving, competitive, controlling, agressive, and hostile)
  166. 166Social Supportthe help people receive from others when confronts with stressful demands
  167. 167Instrumental Supportthe help people receive from others that can be used to address a stressful demand directly
  168. 168Emotional Supportthe empathy and understanding people receive from others that can be used to alleviate emotional distress from stressful demands
  169. 169Presenteeismexperience a lot of challenge stressors that result in strains that cause illness, but still tend to be more satisfied and committed to their jobs so they go to work anyways (larger reductions in productivity than absenteeism)
  170. 170Stress Auditan assessment of the sources of stress in the workshop
  171. 171Job Sharing2 people sharing the responsibilities of a single job (reduces stressors)
  172. 172Training Interventionspractices that increase employees' competencies and skills (i.e. CREW)
  173. 173Supportive Practicesways in which organizations help employees manage and balance their demands
  174. 174Relaxation Techniquescalming activities to reduce stress
  175. 175Cognitive-Behavioural Techniquesvarious practices that help workers cope with life's stressors in a rational manner
  176. 176Health & Wellness Programsemployee assistance programs that help workers with personal problems such as alcoholism and other addictions

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Organizational Behaviour Flashcards on Organizational Behaviour, created by Tori Fry on 14/02/2017.
Created by
Tori Fry · Feb 2017
Updated
Feb 16, 2017
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