Chapter 1: What is OB?, Chapter 2: Job Performance, Chapter 3: Organizational Commitment, Chapter 4: Job Satisfaction

360-degree feedback

A performance evaluation system that uses ratings provided by supervisors, coworkers, subordinates, and the employees themselves.

Forced ranking

A performance management system system in which managers rank subordinates relative to one another.

Evidenced-based Management

A perspective that argues that scientific findings should form the foundation for management education, much as they do for medical education.

Job satisfaction

A pleasurable emotional state resulting from the appraisal of one's job or job experiences. It represents how a person feels or thinks about his or her job.

Inimitable

A resource that cannot be imitated.

Withdrawal behavior

A set of actions that employees perform to avoid the work situation - behaviors that may eventually culminate in quitting the organization.

Voice

An active, constructive response in which individuals attempt to improve the situation.

Exit

An active, destructive response by which an individual either ends or restricts organizational membership.

Stress

An individual mechanism that highlights employees' psychological responses to job demands that tax or exceed their capacities (Chapter 5).

Learning and decision making

An individual mechanism that highlights how employees gain job knowledge and how they use that knowledge to make accurate judgments on the job (Chapter 8).

Motivation

An individual mechanism that highlights the energetic forces that drive employees' work effort (Chapter 6).

Job satisfaction

An individual mechanism that highlights what employees feel when thinking about their jobs and doing their day-to-day work (Chapter 4).

Organizational commitment

An individual outcome focused on employees staying with the firm for a significant length of time.

Job performance

An individual outcome that maximizes employee job performance.

Occupational Information Network (O*Net)

An online database containing job tasks, behaviors, required knowledge, and skills, and abilities.

Strategic Management

Focuses on the product choices and industry characteristics that affect the organization's profitability.

Socially complex resources

From where these resources originate is often unclear; however, it is clear which organizations do (and do not) possess them.

Socializing

refers to the verbal chatting about non work topics that goes on in cubicles and offices or at the mailbox or vending machines

Numerous small decisions

many small decisions day-in and day-out week-in and week-out.

Autonomy

the degree to which a job allows individual freedom and discretion regarding how the work is to be done

Identity

the degree to which a job offers completion of a whole, identifiable piece of work

Significance

the degree to which a job really matters and impacts society as a whole

Variety

the degree to which a job requires different activities and skills

Cyberloafing

the most widespread form of psychological withdrawal; using internet, email, and instant messaging access for there personal enjoyment rather than work duties

Job analysis

used to define task performance for different jobs

Job performance

value of the set of employee behaviours that contribute either positively or negatively to organizational goal accomplishment

Quitting

voluntarily leaving the organization; "turn over"

Routine task performance

well-known responses to predictable demands

Daydreaming

when employees appear to be working but are actually distracted by random thoughts or concerns

Emotional labor

when employees manage their emotions to complete their job duties successfully

Job enrichment

when job duties and responsibilities are expanded to provide increased levels of core job characteristics

Leadership styles and behaviors:

A group mechanism that captures the specific actions that leaders take to influence others at work (Chapter 14).

Team characteristics and diversity

A group mechanism that describes how teams are formed, staffed, and composed, and how team members come to rely on one another as they do their work (Chapter 11).

Loyalty

A passive, constructive response that maintains public support for the situation while the individual privately hopes for improvement.

Neglect

A passive, destructive response in which interest and effort in the job declines.

Leadership Power

A group mechanism that highlights how individuals become leaders in the first place, covering leader power and negotiation to summarize how individuals attain authority over others (Chapter 13).

Management by Objectives (MBO)

A management philosophy that bases employee evals on whether specific performance goals have been met.

Theory

A collection of assertions—both verbal and symbolic—that specify how and why variables are related, as well as the conditions in which they should (and should not) be related.

Continuance Commitment

A desire to remain a member a of an organization because of an awareness of the costs associated with leaving it.

Affective Commitment

A desire to remain a member of an orgaization due to an emotional attachment to, and invovlement with, that organization.

Normative Commitment

A desire to remain a member of an organization due to a feeling of obligation.

Team processes and communication

A group mechanism that articulates how teams behave, including their coordination, conflict, and cohesion. (Chapter 12).

Correlation

Abbreviated r, describes the statistical relationship between two variables. Correlations can be positive or negative and range from 0 (no statistical relationship) to 1 (a perfect statistical relationship).

Personality and cultural values

An Individual characteristic that reflects the various traits and tendencies that describe how people act, with commonly studied traits including extraversion, conscientiousness, and collectivism. (Chapter 9)

Trust, justice, and ethics

Degree to which employees feel that their company does business with fairness, honesty, and integrity (Chapter 7).

Organizational culture:

An organizational mechanism that captures "the way things are" in the organization—shared knowledge about the values and beliefs that shape employee attitudes and behaviors (Chapter 16).

Organizational structure:

An organizational mechanism that dictates how the units within the firm link to (and communicate with) other units (Chapter 15). Structures can be centralized around a decision-making authority, or structures are decentralized, affording each unit some autonomy.

Property deviance

Behaviors that harm the organization's assets and possessions.

Political deviance

Behaviors that intentionally disadvantage other individuals.

Gossiping

Casual conversations about other people in which facts are not confirmed or true.

History

Collective pool of wisdom and knowledge that benefits the organization.

Incivility

Communication that is rude, impolite, discourteous, and lacking in good manners.

Psychological Withdrawal

Consists of actions that provide a mental escape from the work environment

Physical Withdrawal

Consists of actions that provide a physical escape, whether short-term or long-term, from the work environment

Abuse

Employee assault or endangerment from which physical or psychological injuries may occur.

Counterproductive behavior

Employee behaviors that intentionally hinder goal accomplishment.

Erosion Model

Employees with fewer bonds will be most likely to quit the organization.

Causal inferences

Establishing that one variable really does cause another—requires establishing three things. First, that the two variables are correlated. Second, that the presumed cause precedes the presumed effect in time. Third, that no alternative explanation exists for the correlation. The third criterion is often fulfilled in experiments, where researchers have more control over the setting in which the study occurs.

Ability

Examines ability, which describes the cognitive abilities (verbal, quantitative, etc.), emotional skills (other awareness, emotion regulation, etc.), and physical abilities (strength, endurance, etc.) that employees bring to a job (Chapter 10).

Individual characteristics

Factors improving individual mechanisms. Three such factors (i.e. personality, cultural values, and ability) reflect the characteristics of individual employees

Organizational Behavior

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

Personal aggression

Hostile verbal and physical actions directed at other employees.

Production deviance

Intentionally reducing organizational efficiency of work output.

Wasting resources

Using too many materials or too much time to do too little work.

Method of Science

People accept some belief because scientific studies have tended to replicate that result using a series of samples, settings, and methods.

Method of Intuition

People hold firmly to some belief because it "just stands to reason"—it seems obvious or self-evident.

Method of Experience

People hold firmly to some belief because it is consistent with their own experience and observations.

Method of Authority

People hold firmly to some belief because some respected official, agency, or source has said it is so.

Individual outcomes:

Portion of the model contains the two primary outcomes of interest to managers

Sabotage

Purposeful destruction of equipment, organizational processes, or company products.

Theft

Stealing company products or equipment from an organization.

Embeddedness

Summarizes employees' links to their organization and community, their sense of fit with their organization and community, what they would have to sacrifice for a job change.

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 large samples are weighted more than correlations based on studies with small samples).

Human Resource Management

Takes the theories and principles studied in OB and explores the "nuts-and-bolts" applications of those principles in organizations.

Social Network Systems

Technology similar to Face Book and Twitter that has recently been applied in organizational contexts to develop and evaluate employee job performance.

Substance abuse

The abuse of drugs or alcohol before coming to work or while on the job.

Organizational Commitment

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

Organizational mechanisms:

The integrative model acknowledges that the teams described in the prior section are grouped into larger organizations that themselves affect satisfaction, stress, motivation, and so forth.

Group Mechanisms:

The integrative model also acknowledges that employees typically work in one or more work teams led by some formal (or sometimes informal) leader. These group mechanisms shape satisfaction, stress, motivation, trust, and learning.

Focus of Commitment

The various people, places, and things that can inspire a desire to remain a member of an organization.

Individual mechansims

These directly affect job performance and organizational commitment (satisfaction, stress, motivation, and so forth are key drivers of job performance and organizational commitment).

Harassment

Unwanted physical contact or verbal remarks from a colleague.

Behaviorally anchored rating scales (BARS)

Use of examples of critical incidents to evaluate an employee's job performance behaviors directly.

Hypotheses

Written predictions that specify relationships between variables.

Best student

You are!

Flow

a state in which employees fell a total immersion in the task at hand, sometimes losing track of how to meet that challenge.

Job characteristics theory

a theory that argues that five core characteristics (variety, identity, significance, autonomy, and feedback) combine to result in high levels of satisfaction with work itself

Value-percept theory

a theory that argues that job satisfaction depends on whether the employee perceives that his or her job supplies those things that he or she values

Perceived Organizational Support (POS)

degree to which employees believe the organization values their contribution and cares about their well-being

Creative task performance

developing ideas or physical products that are both novel and useful

Emotional contagion

emotions can be transferred from one person to another

Task performance

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

Promotion satisfaction

employee's feelings about how the company handles promotions

Negative emotions

employee's feelings of fear, guilt, shame, sadness, envy, and disgust

Missing Meetings

employees neglect important work functions while away from the office

Pay satisfaction

employees' feelings about the compensation for their jobs

Satisfaction with the work itself

employees' feelings about their actual work tasks

Supervision satisfaction

employees' feelings about their boss, including his or her competency, communication, and personality

Coworker satisfaction

employees' feelings about their coworkers, including their abilities and personalities

Positive emotions

employees' feelings of joy, pride, relief, hope, love, and compassion

Feedback

in job characteristics theory, it refers to the degree to which the job itself provides information about how well the job holder is doing. In goal setting theory, it refers to progress updates on work goals

Looking Busy

indicates an intentional desire on the part of employees to look like they're working, even when not performing work tasks

Emotions

intense feelings, often lasting for a short duration, that are clearly directed at someone or some circumstance

Long Breaks

involve longer than normal lunches, soda breaks, coffee breaks, etc. that provide a physical escape from work

Absenteeism

occurs when employees miss an entire day of work

Tardiness

reflects the tendency to arrive at work late or leave early

Adaptive task performance

responses to novel or unusual task demands

Moods

states of feelings that are mild in intensity, last for an extended period of time, and are not directed at anything

Values

things that people consciously or unconsciously want to seek or attain

Resource-based view

this perspective describes what exactly what makes resources valuable - that is, what makes them capable of creating long-term profits for the firm.

Moonlighting

use work time and resources to complete something other than their job duties, such as assignments for another job