BUAD 304 Tolan
Signature strengths
"are positive human traits that influence thoughts, feelings, and behaviors and provide a sense of fulfillment and meaning.
programmed conflict
"conflict that raises different opinions regardless of the personal feelings of the managers.
consensus
"is reached when all members can say they either agree with the decision or have had their 'day in court' and were unable to convince the others of their viewpoint. In the final analysis, everyone agrees to support the outcome.
positivity effect
"is the attraction of all living systems toward positive energy and away from negative energy, or toward that which is life giving and away from that which is life depleting
Flow
"is the state of being completely involved in an activity for its own sake." Is a positive state because our well-being benefits from our deep attention to and engagement with an activity. There are four types. Esteem support Informational support Social companionship Instrumental support
positive deviance
"successful performance that dramatically exceeds the norm in a positive direction."
Communication
"the exchange of information between a sender and a receiver, and the inference (perception) of meaning between the individuals involved."
Rumination
"the uncontrollable repetitive dwelling on causes, meanings, and implications of negative feelings or events in the past
Performance management (PM)
, a set of processes and managerial behaviors that include defining, monitoring, measuring, evaluating, and providing consequences for performance expectations. Has four steps: Step 1: Defining performance. Step 2: Monitoring and evaluating performance. Step 3: Reviewing performance. Step 4: Providing consequences. Has three primary functions: Make employee-related decisions, Guide employee development, and Signal desired employee behavior. Can be time consuming, obsolete and too narrow.
Compromising style
A give-and-take approach with a moderate concern for both self and others, 402, 402, 404 style is a give-and-take approach with a moderate concern for both self and others
Dialectic method
A method managers use to foster a structured debate of opposing viewpoints prior to making a decision
equity theory
A model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships. The key elements of equity theory are outputs, inputs, and a comparison of the ratio of outputs to inputs. Outputs—"What do I perceive that I'm getting out of my job?" Inputs—"What do I perceive that I'm putting into my job?" Comparison—"How does my ratio of outputs to inputs compare with those of relevant others?"
Communication competence
A performance-based index of an individualʼs abilities to effectively use communication behaviors in a given context
Interpersonal skills (with which we foster respectful interactions)
Active listening, Positive attitudes, Effective communication
Impression management
Any attempt to control or manipulate the images related to a person, organization, or idea, 489-495 is any attempt to control or manipulate the images related to a person, organization, or idea
in a line (nonmanagement) position, you need to know how to:
Apply different motivational tools Provide constructive feedback Develop and lead productive teams Understand and manage organizational culture and change
Personal attributes (with which we build goodwill and trust and demonstrate integrity)
Attitudes , Personality, Teamwork , Leadership
how to reduce cognitive dissonance:
Change your attitude or behavior or both. Belittle the importance of the inconsistent behavior. Find consonant elements that outweigh dissonant ones.
FOUR SOFT SKILLS MOST DESIRED BY EMPLOYERS
Critical thinking, Problem solving, Judgment and decision making, Active listening
Using Organizing Framework for problem solving:
Define problem, identify causes, make recommendations
Managing diversity
Entail managerial actions that enable people to perform up to their maximum potential. Has three key strategies at work: education, enforcement, and exposure.
Edwin Locke and Gary Latham's Theory of Goal Setting
Goals that are specific and difficult lead to higher performance than general goals like "Do your best" or "Improve performance." Certain conditions are necessary for goal setting to work. Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal setting to work. Goal achievement leads to job satisfaction, which in turn motivates employees to set and commit to even higher levels of performance.
continuous reinforcement (CRF) schedule
If every instance of a target behavior is reinforced
CAUSES OF UNETHICAL BEHAVIOR AT WORK
Ill-Conceived Goals, Motivated Blindness, Indirect Blindness, The Slippery Slope, Overvaluing Outcomes
positive psychological capital (PsyCap)
Individuals with high levels of this possess considerable hope, efficacy, resilience, and optimism (HERO). These traits are characterized by the following: HHope. Persevering toward goals and, when necessary, redirecting paths in order to succeed. EEfficacy. Having the confidence to take on challenging tasks and put in the effort necessary to succeed. RResilience. When beset by problems and adversity, sustaining and bouncing back and even beyond to attain success. OOptimism. Making a positive attribution about succeeding now and in the future
Ethical dilemmas
Involve situations with two choices, neither of which resolves the situation in an ethically acceptable manner
Devil's advocacy
Involves assigning someone the role of critic, 400, 401 assigns someone the role of critic.
Types of bullying
It can be acts of physical aggression, such as pushing, pinching, or cornering. It can be verbal taunts and threats, such as name calling, jokes at someone's expense, and humiliation. It can be relational aggression, such as gossip, rumors, and social isolation. It can be cyber-aggression, such as posting negative or derogatory images, text messages, or e-mail. Bullying also is more likely to occur in small than large firms.
WAYS TO APPLY KNOWLEDGE OF SELF-EFFICACY AT WORK
Job Design Training and Development Self-Management Goal Setting and Quality Improvement Creativity Coaching Leadership
Combating Bullying
Keep a Record, Plan Your Interactions, Confront the Bully, Escalate the Situation, Stay Calm, but Take Care of Yourself.
Monitoring Performance
Monitoring performance means measuring, tracking, or otherwise verifying progress and ultimate outcomes. Should consider the following for this: timeliness, quality, quantity, financial metrics
Five Models of Job Satisfaction
Need fulfillment, Met expectations,Value Attainment, Equity, Dispositional/genetic components
Attitudes
Our feelings or opinions about people, places, and objects, and range from positive to negative. They are important because they influence our behavior.
internal locus of control
People who believe they control the events and consequences that affect their lives are said to possess this
What to do if you witness unethical
Recognize that it's business and treat it that way, Accept that confronting ethical concerns is part of your job, Challenge the rationale, Use your lack of seniority or status as an asset, Consider and explain long-term consequences, Suggest solutions—not just complaints
Organizational practices
Refer to a host of procedures, policies, practices, routines, and rules that organizations use to get things done.
organizational commitment
Reflects the extent to which an individual identifies with an organization and commits to its goals. Committed individuals tend to display two outcomes: Likely continuation of their employment with the organization. Greater motivation toward pursuing organizational goals and decisions. Exists to the degree that your personal values match the values that pervade your company's organizational culture. Increase it via: Hire people whose personal values align with the organization's. Make sure that management does not breach its psychological contracts. Treat employees fairly and foster trust between managers and employees
Minority dissent
Reflects the extent to which group members feel comfortable disagreeing with other group members
Attentional deficit
Reflects the inability to focus vividly on an object
Creative performance behaviors
Represent four key behaviors that drive the production of creative outcomes
Flourishing
Represents the extent to which our lives contain positive emotions, engagement, relationships, meaning, and achievement (PERMA)
Virtuousness
Represents what individuals and organizations aspire to be when they are at their very best
Basic Elements for Selecting an Effective Solution:
Selection criteria. Your own values. The ethical implications. Consequences. Choice process.
Self-efficacy
Self-efficacy is a person's belief about his or her chances of successfully accomplishing a specific task.
consequences of bullying
Short-term effects: increased anxiety, panic attacks, health-related symptoms, and counterproductive behavior, decreased job satisfaction, self-esteem, attendance at work, and job performance Long term: employee turnover, depression, symptoms akin to post-traumatic stress disorder, and suicide
Steps in Problem Solving
Step 1: Define the problem. Define problems in terms of desired outcomes. Define problems in terms of desired outcomes or end states—compare what you want to what you have. Step 2: Identify potential causes using OB concepts and theories. Once you have confidently defined the problem in Step 1—disengagement—you need to identify potential causes (Step 2). Step 3: Make recommendations and (if appropriate) take action.
OVerall Chapter 1 problem solving technique recommendation:
Step 1: Define the problem. To be an effective problem solver, you must define the problem accurately. It all starts here. Step 2: Identify potential causes using OB concepts and theories. The many OB theories and concepts you will learn are extremely useful in helping identify the underlying causes of the problem you defined in Step 1. Step 3: Make recommendations and (if appropriate) take action.
The three components of attitudes:
The affective component—"I feel." The cognitive component—"I believe." The behavioral component—"I intend."
Media richness
The capacity of a given communication medium to convey information and promote understanding. Four factors affect richness: Speed of feedback. Channel. Type. Language source.
Perceived Organizational Support (POS)
The extent to which employees believe their organization values their contributions and genuinely cares about their well-being. People are willing to work hard and commit to their organizations when they believe the company truly cares about their best interests. Quite simply, we are motivated by the norm of reciprocity to return the favor when someone treats us well.
Creative outcome effectiveness
The joint novelty and usefulness (quality) of a product or service as judged by others
Positive reinforcement
The process of strengthening a behavior by contingently presenting something pleasing
Punishment
The process of weakening behavior through either the contingent presentation of something displeasing or the contingent withdrawal of something positive
Goal specificity
The quantifiability of a goal, means whether a goal has been quantified Goals direct attention, regulate effort, increase persistence, foster the development and application of task strategies and action plans
Hard skills
The technical expertise and knowledge to do a particular task or job function, such as financial analysis, accounting, or operations.
Values
Values abstract ideals that guide our thinking and behavior across all situations. They stem from our parents' values, our experiences in childhood and throughout life, and our religious or spiritual beliefs. Values are relatively stable and can influence our behavior without our being aware of it.
is referred to as extinction
Weakening a behavior by ignoring it or making sure it is not reinforced
Coaching
a customized process between two or more people with the intent of enhancing learning and motivating change.
Negotiation
a give-and-take decision-making process between two or more parties with different preferences
Flextime
a policy of giving employees flexible work hours so they can come and go at different times, as long as they work a set number of hours.
Locus of control
a relatively stable personality characteristic that describes how much personal responsibility we take for our behavior and its consequences
Cohesiveness
a sense of "we-ness" tends to override individual differences and motives.
Temperance
a shared belief in showing restraint and control when faced with temptation and provocation.
Mindlessness
a state of reduced attention. It is expressed in behavior that is rigid," or thoughtless.
Diversity climate
a subcomponent of an organization's overall climate and is defined as the employees' aggregate "perceptions about the organization's diversity-related formal structure characteristics and informal values
problem solving
a systematic process for closing these gaps
moderator
a variable that changes the relationship between two other variables
Situation factors
all the elements outside ourselves that influence what we do, the way we do it, and the ultimate results of our actions
Telecommuting
allows employees to do all or some of their work from home, using advanced telecommunications technology and Internet tools to send work electronically from home to the office, and vice versa.
Job design
also referred to as job redesign or work design, refers to any set of activities that alter jobs to improve the quality of employee experience and level of productivity. Can be approached top-down, bottom up, and through idiosyncratic deals.
job satisfaction
an affective or emotional response toward various facets of your job.
intention
an end point or desired goal you want to achieve
Workplace Attitudes
an outcome of various OB-related processes, including leadership. In this chapter we reserve the term workplace attitudes for attitudes that have resulted from the interaction of various individual, group, and organizational processes
Incivility
any form of socially harmful behavior, such as aggression, interpersonal deviance, social undermining, interactional injustice, harassment, abusive supervision, and bullying
Noise
anything that interferes with the transmission and understanding of a message
SMART goals
applied to goals is an acronym for specific, measurable, attainable, results oriented, and time bound.
Decision support systems (DSS)
are "computer-based interactive systems that help decision makers to use data and models to solve unstructured problems."
content theories of motivation
are based on the idea that an employee's needs influence his or her motivation.
Crucial conversations
are discussions between two or more people where (1) the stakes are high, (2) opinions vary, and (3) emotions run strong
Prosocial behaviors
are positive acts performed without the expectation of anything in return
Demographics
are the statistical measurements of populations and their qualities (such as age, race, gender, or income) over time
Surface-level characteristics
are those that are quickly apparent to interactants, such as race, gender, and age
Deep-level characteristics
are those that take time to emerge in interactions, such as attitudes, opinions, and values
Resolving problems
arguably the most common action managers take and simply means choosing a satisfactory solution, one that works but is less than ideal
Self-determination theory
assumes that three innate needs influence our behavior and well-being—the needs for competence, autonomy, and relatedness
operant behavior
behavior learned when we "operate on" the environment to produce desired consequences. Some call this view the response-stimulus (R-S) model
Schwartz's Value Theory
broad values motivate our behavior across any context. He categorized these values into two opposing or bipolar dimensions. The first dimension ranges from concern for the welfare of others (which Schwartz calls self-transcendence) to pursuit of one's own interests (self-enhancement). The second dimension ranges from self-directed independence (which Schwartz calls openness to change) to conformity (conservation). Schwartz stressed that it is the relative importance we give to these two dimensions of opposing values that drives our behavior. The bipolar dimensions hold 10 broad values: Hedonism, stimulation, self-direction, universalism, benevolence, conformity, tradition, security, power, achievement
Equity
builds on the notion that satisfaction rests on how "fairly" an individual is treated at work
Job rotation
calls for moving employees from one specialized job to another
contingency approach
calls for using the OB concepts and tools that best suit the situation, instead of trying to rely on "one best way."
Withdrawal Cognitions
capture this thought process by representing an individual's overall thoughts and feelings about quitting. Low job satisfaction is believed to be one of the most significant contributors to thoughts of quitting.
Dissolving problems
changing or eliminating the situation in which the problem occurs
Distinctiveness
compares a person's behavior on one task with his or her behavior on other tasks
Consensus
compares an individual's behavior with that of his or her peers
Emotions
complex, relatively brief responses aimed at a particular target, such as a person, information, experience, or event. They also change psychological and/or physiological states
Organizational climate
consists of employees' perceptions "of formal and informal organizational policies, practices, procedures, and routines."
intermittent reinforcement
consists of reinforcement of some but not all instances of a target behavior
Needs
defined as physiological or psychological deficiencies that arouse behavior.
Creativity
defined here as the process of producing "new and useful ideas concerning products, services, processes, and procedures."
organizational behavior (OB)
describes an interdisciplinary field dedicated to understanding and managing people at work. OB is a scientific means for overcoming the limits and weaknesses of common sense. Can be applied to: Anthropology Economics Ethics Management Organizational theory Political science Psychology Sociology Statistics Vocational counseling
Interactional justice
describes the "quality of the interpersonal treatment people receive when procedures are implemented."
Valence
describes the positive or negative value people place on outcomes.
Motivation
describes the psychological processes "that underlie the direction, intensity, and persistence of behavior or thought
social media policy
describes the who, how, when, and for what purposes of social media use, and the consequences for noncompliance
problem
difference or gap between an actual and a desired state or outcome. Problems arise when our goals (desired outcomes) are not being met (actual situation).
Crucial conversations
discussions between two or more people where (1) the stakes are high, (2) opinions vary, and (3) emotions run strong. Share your facts. Tell your story. Ask for others' facts and stories. Talk tentatively. Encourage testing.
Total rewards
encompass not only compensation and benefits, but also personal and professional growth opportunities and a motivating work environment that includes recognition, job design, and work-life balance. Includes: compensation, benefits, work-life effectiveness, recognition, and talent development
Stressors
environmental characteristics that cause stress. Engagement is higher when employees are not confronted with a lot of stressors.
Positive OB
focuses on positive human characteristics that can be measured, developed, and effectively managed for performance improvement
Ethics
guides behavior by identifying right, wrong, and the many shades of gray in between. Important in OB because: - employees are confronted with ethical challenges at all levels of organizations and throughout their careers. - Unethical behavior damages relationships, erodes trust, and thus makes it difficult to influence others and conduct business. - Unethical behavior also reduces cooperation, loyalty, and contribution, which hurts the performance of individuals, teams, and organizations Very few unethical acts are illegal
Attentional hyperactivity
happens when our minds are racing or wandering, resulting in compulsive daydreaming or fantasizing
counterproductive work behavior (CWB)
harms other employees, the organization as a whole, and/or organizational stakeholders such as customers and shareholders
dominating style
have a high concern for self and low concern for others
resilient
have the capacity to consistently bounce back from adversity and to sustain yourself when confronted with challenges
Onboarding programs
help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics and clarifying work-role expectations and responsibilities.
Brainstorming
helps groups generate multiple ideas and alternatives for solving problems
Expectancy theory
holds that people are motivated to behave in ways that produce desired combinations of expected outcomes. Major elements of Expectancy Theory: Expectancy—"Can I achieve my desired level of performance? Instrumentality—"What intrinsic and extrinsic rewards will I receive if I achieve my desired level of performance?" Valence—"How much do I value the rewards I receive?"
glass ceiling
identifies an invisible but absolute barrier that prevents women from advancing to higher-level positions
360-degree feedback
in this individuals compare perceptions of their own performance with behaviorally specific (and usually anonymous) performance information from their manager, subordinates, and peers.
integrative negotiation
in which a host of interests are considered, resulting in an agreement that is satisfactory for both parties
upward spirals of positivity
in which your positive behaviors, feelings, and attitudes generate the same in others in a continually reinforcing process
hygiene factors
including company policy and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions—cause a person to move from a state of no dissatisfaction to dissatisfaction
emotional stability
individuals with high levels of this tend to be relaxed, secure, unworried, and less likely to experience negative emotions under pressure
feedback
information about individual or collective performance shared with those in a position to improve the situation. Effective feedback is only information-- not an evaluation.
integrating style
interested parties confront the issue and cooperatively identify it, generate and weigh alternatives, and select a solution.
Scientific management
is "that kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning."
Mindfulness
is "the awareness that emerges through paying attention on purpose, in the present moment, and nonjudgmentally to the unfolding of experience moment by moment."
forgiveness
is "the capacity to foster collective abandonment of justified resentment, bitterness, and blame, and, instead, it is the adoption of positive, forward-looking approaches in response to harm or damage."
decision tree
is a graphical representation of the process underlying decisions
Delphi technique
is a group process that generates anonymous ideas or judgments from physically dispersed experts in multiple rounds of brainstorming.
McGregor's Theory Y
is a modern and positive set of assumptions about people at work: They are self-engaged, committed, responsible, and creative.
McGregor's Theory X
is a pessimistic view of employees: They dislike work, must be monitored, and can be motivated only with rewards and punishment ("carrots and sticks")
Compassion
is a shared value that drives people to help others who are suffering
Affirmative action
is an intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past
Nonverbal communication
is communication without words. Consists of: Body movements and gestures. Touch. Facial expressions. Eye contact
Paraphrasing
is restating what someone else has said or written
meaningfulness
is the sense of "belonging to and serving something that you believe is bigger than the self."
job characteristics model
its goal is to promote high intrinsic motivation by designing jobs that possess the five core job characteristics: Skill variety, Task identity, Task significance, Autonomy and Feedback.
Consistency
judges whether the individual's performance on a given task is consistent over time
job enrichment
modifies a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement
portable skills
more or less relevant in every job, at every level, and throughout your career
Bullying
occurs when an individual experiences a number of negative behaviors repeatedly over a period of time.
Intrinsic motivation
occurs when an individual is inspired by "the positive internal feelings that are generated by doing well, rather than being dependent on external factors. We create our own intrinsic motivation by giving ourselves intrinsic rewards such as positive emotions, satisfaction, and self-praise.
Discrimination
occurs when employment decisions about an individual are based on reasons not associated with performance or related to the job
Defensiveness
occurs when people perceive they are being attacked or threatened
Work-family conflict
occurs when the demands or pressures from work and family domains are mutually incompatible
optimists
often attribute successes to "personal, permanent, and pervasive causes, and negative events to external, temporary, and situation-specific ones
Common sense
often based on experience or logic, both of which have limits, and it suffers three major weaknesses you need to be aware of and avoid: Over-reliance on hindsight lack of rigor lack of objectivity
access-and-legitimacy perspective
on diversity is based in recognition that the organization's markets and constituencies are culturally diverse
voice climate
one in which employees are encouraged to freely express their opinions and feelings.
Solving problems
optimal or ideal response
motivating factors
or motivators—including achievement, recognition, characteristics of the work, responsibility, and advancement—cause a person to move from a state of no satisfaction to satisfaction
emotion display norms
or rules that dictate which types of emotions are expected and appropriate for their members to show
avoiding style
passive withdrawal from the problem and active suppression of the issue are common
Needs
physiological or psychological deficiencies that arouse behavior.
buffering effect
positive practices and resources reduce the impact of negative events and stressors
amplifying effect
positive practices from one individual result in additional positive practices by others, which spur positivity in others, which generate other positive outcomes
Dispositional/Genetic Components
posits that job satisfaction is a function of both personal traits and genetic factors
On-ramping
programs encourage people to reenter the workforce after a temporary career break
Job enlargement
puts more variety into a worker's job by combining specialized tasks of comparable difficulty.
Linguistic style
refers to a person's characteristic speaking pattern
Restorative justice
reflects "a shared belief in the importance of resolving conflict multilaterally through the inclusion of victims, offenders, and all other stakeholders."
fundamental attribution bias
reflects our tendency to attribute another person's behavior to his or her personal characteristics, rather than to situation factors
Psychological safety
reflects the extent to which people feel free to express their ideas and beliefs without fear of negative consequences
Distributive justice
reflects the perceived fairness of the way resources and rewards are distributed or allocated
Soft skills
relate to human interactions and include both interpersonal skills and personal attributes
High-commitment work systems
rely on selective hiring, comprehensive Page 452training, comparatively high pay, pay contingent on performance, and good benefits
Idiosyncratic deals (i-deals)
represent "employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development."
Core self-evaluations (CSEs)
represent a broad personality trait made up of four narrow and positive individual traits: (1) generalized self-efficacy, (2) self-esteem, (3) locus of control, and (4) emotional stability
Psychological contracts
represent an individual's perception about the reciprocal exchange between him- or herself and another party. In a work environment, the psychological contract represents an employee's beliefs about what he or she is entitled to receive in return for what he or she provides to the organization
met expectations
represent the difference between what an individual expects to receive from a job, such as good pay and promotional opportunities, and what she or he actually receives
expectancy
represents an individual's belief that a particular degree of effort will be followed by a particular level of performance
Job crafting
represents employees' attempts to proactively shape their work characteristics
self-serving bias
represents our tendency to take more personal responsibility for success than for failure
empathy
represents the ability to recognize and understand another person's feelings and thoughts
diversity
represents the multitude of individual differences and similarities that exist among people
Cognitive dissonance
represents the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions (ideas, beliefs, values, or emotions).
Extrinsic motivation
results from the potential or actual receipt of external rewards. Extrinsic rewards such as recognition, money, or a promotion represent a payoff we receive from others for performing a particular task
extrinsic rewards
rewards that come from the environment such as: financial, material, and social rewards
value attainment
satisfaction results from the perception that a job allows for fulfillment of an individual's important values.
law of effect
says behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear
intrinsic rewards
self granted rewards such as psychic rewards
Electronic brainstorming
sometimes called brainwriting, allows participants to submit their ideas and alternatives over a computer network
need hierarchy theory
states that motivation is a function of five basic needs: physiological, safety, love, esteem, and self-actualization
Negative reinforcement
strengthens a desired behavior by contingently withdrawing something displeasing
external factors
such as a difficult task, behavior can be attributed to this
internal factors
such as ability, behavior can be attributed to this
Flex space
such as telecommuting, occurs when policies enable employees to do their work from different locations besides the office (coffee shops, home, or the beach)
Ajzen's Theory of Planned Behavior
suggests that three key general motives (in the three gold circles) predict or at least influence intention and behavior: Attitude toward the behavior Subjective norm Perceived behavioral control someone's intention to engage in a given behavior is a strong predictor of that behavior.
causal attributions
suspected or inferred causes of behavior
performance goal
targets a specific end result, and a learning goal promotes enhancing your knowledge or skill
alternative dispute resolution (ADR)
that it "uses faster, more user-friendly methods of dispute resolution, instead of traditional, adversarial approaches, such as unilateral decision making or litigation."
emotional intelligence
the ability to monitor your own emotions and those of others, to discriminate among them, and to use this information to guide your thinking and actions.
Social support
the amount of perceived helpfulness we derive from social relationships
Hope
the belief that the future will be better than the present and that you have some power to make it happen."
well-being
the combined impact of five elements—positive emotions, engagement, relationships, meaning, and achievement (PERMA)
knowing-doing gap
the difference between what people know and what they actually do
Voice
the discretionary or formal expression of ideas, opinions, suggestions, or alternative approaches directed to a specific target inside or outside of the organization with the intent to change an objectionable state of affairs and to improve the current functioning of the organization
Intentions
the end point or goal you want to achieve. They drive your behavior
Organizational Citizenship Behavior (OCB)
the formal reward system, and that in the aggregate promotes the effective functioning of the organization."64 This definition highlights two key points: they are voluntary. they help work groups and the organization to effectively achieve goals.
employee engagement
the harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance. Further study identified its components as four feelings: Urgency Focus Intensity Enthusiasm
Person factors
the infinite characteristics that give individuals their unique identities.
Procedural justice
the perceived fairness of the process and procedures used to make allocation decisions
Instrumentality
the perceived relationship between performance and outcomes.
Pay for performance
the popular term for monetary incentives that link at least some portion of pay directly to results or accomplishments
Listening
the process of actively decoding and interpreting verbal messages.
Evaluating performance
the process of comparing performance at some point in time to a previously established expectation or goal
zone of possible agreement or ZOPA
the range of possible outcomes you are willing to accept.
decision-making style
the way an individual perceives and comprehends stimuli and the general manner in which he or she chooses to respond to such information
external locus of control
those who believe their performance is the product of circumstances beyond their immediate control possess this
respondent behavior
unlearned reflexes or stimulus-response (S-R) connections
Social media
use web-based and mobile technologies to generate interactive dialogue with members of a network
distributive negotiation
usually concerns a single issue—a "fixed pie"—in which one person gains at the expense of another.
Motivator-Hygiene Theory
which proposes that job satisfaction and dissatisfaction arise from two different sets of factors—satisfaction comes from motivating factors and dissatisfaction from hygiene factors
acquired needs theory
which states that three needs—for achievement, affiliation, and power—are the key drivers of employee behavior. Need for achievement, the desire to excel, overcome obstacles, solve problems, and rival and surpass others. Three needs: Need for affiliation, the desire to maintain social relationships, be liked, and join groups. Need for power, the desire to influence, coach, teach, or encourage others to achieve.
hope
you need to have a goal and the determination to achieve it—willpower—and you also need to see one or more paths to achieve your goal, even when faced with adversity—waypower
obliging style
you tend to show low concern for yourself and a great concern for others
Self-esteem
your general belief about your own self-worth. Nationality—Global managers should de-emphasize self-esteem when doing business in collectivist ("we") cultures, as opposed to emphasizing it in individualistic ("me") cultures.Page 100 Life span—You can expect your self-esteem to remain fairly stable over the course of your life, especially after age 30. Gender—Self-esteem differences between men and women are small at best
