Organizational Behavior

motivation

captures energetic forces that drive employees' work effort.

organizational commitment

desire on the part of an employee to remain a member of the organization

OB

field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations.

citizenship behavior

voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting in which work takes place.

routine task performance

well known response to demands that occur in a normal, routine, or otherwise predictable way

Progression model

(MOST ACCURATE)- argues that the various withdrawal behaviors are positively correlated; The tendency to daydream or socialize leads to the tendency to come in late or take long breaks, which leads to the tendency to be absent or quit

Meta Analysis

- takes all of the correlations found in studies of a particular relationship and calculates a weighted average (such that correlations based on studies with larger samples are weighted more than correlations based on studies with small samples.)

forced ranking

AKA "rank and yank" or "dead man'scurve"—this forces managers to to give bad evaluations to employees who may be good performers, just to reach a preestablished percentage.

counter productive behavior

Intentionally hinders organizational goal accomplishment.

Management by Objectives

Philosophy that bases an employees evaluations on whether the employee achieves specific performance goals.

correlation

Social recognition behaviors and drive-through times, as well as the correlation between social recognition behaviors and employee turnover

citizenship behavior

Voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting in which work takes place

Social Networking System

a timelier, relative to traditional practices that measures performance evaluations quarterly or even yearly from co-workers through social media.

EVLN Model

a. Exit- Ending or restricting organizational membership b. Voice- A constructive response where individuals attempt to improve the situation c. Loyalty- A passive response where the employee remains supportive while hoping for improvement d. Neglect- Interest and effort in the job is reduced

independent forms model

argues that the various withdrawal behaviors are uncorrelated with one another, occur for different reasons, and fulfill different needs on the part of employees.

Compensatory forms model

argues that the various withdrawal behaviors negatively correlate with one another - that doing one means you're less likely to do another.

relational contract

based on a broader set of open-ended and subjective obligations (employee owes loyalty and the willingness to go above and beyond; the organization owes job security, development, and support).

transactional contract

based on a narrow set of specific monetary obligations (The employee owes attendance and protection of proprietary information; the organization owes pay and advancement opportunities).

job satisfaction

captures what employees feel when thinking about their jobs and doing their day-to-day work.

creative task performance

degree to which individuals develop ideas or physical outcomes that are both novel and useful

ability

describes the cognitive abilities (verbal, quantitative, etc.), emotional skills (other awareness, emotions) and physical abilities (strength, endurance, etc.) that employees bring to a job.

task performance

employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces.

social influence model

employees who have direct linkages with "leavers" will themselves become more likely to leave.

learning and decision making

how employees gain job knowledge and how they use that knowledge to make accurate judgments on the job.

adaptive task performance

involved employees responses to tasks demands that are novel, unusual, or at the very least unpredictable.

360 degree feedback

involves collecting performance information not just from the supervisor but from anyone else who might have firsthand knowledge about he employee's performance behavior.

Behaviorally Anchored Rating Scales

measures performance by directly assessing job performance behaviors—Uses "critical incidents" - short description of effective and ineffective behaviors- to create measure that can be used to evaluate performances.

civic virtue

participating in the company's operations at a deeper-than-normal level by attending voluntary meetings and functions, reading and keeping up with organizational announcements

trust, justice, and ethics

reflects degree to which employees feel that their company does business with fairness, honesty, and integrity.

stress

reflects employees psychological responses to job demands that tax or exceed their capacities.

personality and cultural values

reflects various traits and tendencies that describe how people act, with commonly studied traits including extraversion, conscientiousness, and collectivism. This affect he way people behave at work, the kinds of asks they're interested in, and how they react to the events that happen.

boosterism

representing the organization in a positive way when out in public, away from office, and away from work.

voice

speaking up and offering constructive suggestions for change

erosion model

suggests that employees with fewer bonds will be the most likely to quit the organization.