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28 Cards in this Set
- Front
- Back
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Employee Behavior
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Pattern of actions that directly or indirectly influences the organization's effectiveness
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Performance Behaviors
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Total set of work-related behaviors that the organization expects from employees
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Organizational Citizenship
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individuals make positive contribution to organization
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Counterproductive Behaviors
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Behaviors that detract from organizational performance
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Absenteeism
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Results in direct costs to a business
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Turnover
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Occurs when people quit their jobs
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Individual Differences
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Personal attributes that vary from one person to another—physical, psychological, and emotional
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Personality at Work
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Personality—the relatively stable set of psychological attributes that distinguish one person from another
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The “Big Five” Personality Traits
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Agreeableness
Conscientiousness Emotionality Extraversion Openness |
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Emotional Intelligence or Emotional Quotient
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People are self-aware, can manage their emotions and themselves, express empathy for others, and possess social skills
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Attitudes
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Our beliefs and feelings about specific ideas, situations, or other people
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Job Satisfaction (Morale)
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The extent to which people have positive attitudes toward their jobs
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Organizational Commitment
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individual’s identification with organization and mission
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Psychological Contract
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The overall set of expectations regarding what employees will contribute to the organization and what the organization will provide in return.
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Person-Job Fit
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The extent to which a person’s contributions and the organization’s inducements match one another
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Motivation
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The set of forces that cause people to behave in certain ways
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Hawthorne Effect
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Worker productivity rose when management gave special attention
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Theory X
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People are lazy
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Theory Y
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People are energetic
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Two factor Theory
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hygiene and motivation
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Expectancy Theory
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People want rewards
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Equity Theory
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Employees evaluate their treatment relative to the treatment of others
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Management by Objectives
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Manager and employee work together
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Job Enrichment
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Adding one or more motivating factors to job activities (such as increasing responsibility or recognition)
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Job Redesign
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Designing a better fit between workers and jobs
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Work-Share Programs (Job Sharing)
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Pros: Employees appreciate attention to their needs, company can reduce turnover and save on benefits
Cons: Job-share employees generally receive fewer benefits and may be the first to be laid off |
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Flex-time Programs
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Allow people to choose their work hours by adjusting a standard work schedule
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Telecommuting
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Performing a job away from standard office settings
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