Chapter 2 Flashcards

1
Q
A
  1. Motivation
  2. Ability
  3. Role perceptions
  4. Situational factors
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2
Q
A
  1. Task performance
  2. Organizational citizenship
  3. Counterproductive work behaviour
  4. Joining and staying with the organization
  5. Maintaining work attendance
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3
Q

CANOE

A
  1. Conscientiousness
  2. Agreeableness
  3. Neuroticism
  4. Openness to experiences
  5. Extroversion
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4
Q
A
  1. Self-transcendence
  2. Conservation
  3. Self-enhancement
  4. Openness to change
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5
Q

Ability

A

The natural aptitudes and learned capabilities required to successfully complete a task.

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6
Q

Achievement-nurturing Orientation

A

A crosscultural value describing the degree to which people in a culture emphasize competitive versus cooperative relations with other people.

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7
Q

Collectivism

A

A cross-cultural value describing the degree to which people in a culture emphasize duty to groups to which they belong, and to group harmony.

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8
Q

Competencies

A

Skills, knowledge, aptitudes, and other personal characteristics that lead to superior performance

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9
Q

Conscientiousness

A

A personality dimension describing people who are careful, dependable, and self-disciplined.

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10
Q

ethical sensitivity

A

A personal characteristic that enables people to recognize the presence of an ethical issue and determine its relative importance.

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11
Q

evidence-based management

A

The practice of making decisions and taking actions based on research evidence.

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12
Q

extroversion

A

A personality dimension describing people who are outgoing, talkative, sociable, and assertive.

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13
Q

individualism

A

A cross-cultural value describing the degree to which people in a culture emphasize independence and personal uniqueness.

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14
Q

moral intensity

A

The degree to which an issue demands the application of ethical principles.

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15
Q

motivation

A

The forces within a person that affect his or her direction, intensity, and persistence of voluntary behaviour.

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16
Q

neuroticism

A

A personality dimension describing people with high levels of anxiety, hostility, depression, and self-consciousness.

17
Q

power distance

A

A cross-cultural value describing the degree to which people in a culture accept unequal distribution of power in a society.

18
Q

personality

A

The relatively enduring pattern of thoughts, emotions, and behaviours that characterize a person, along with the psychological processes behind those characteristics.

External traits - Observable behaviours

Internal states - thoughts, values

19
Q

presenteeism

A

Attending scheduled work when one’s capacity to perform is significantly diminished by illness or other factors.

20
Q

role perceptions

A

The extent to which people understand the job duties (roles) assigned to or expected of them.

21
Q

uncertainty avoidance

A

A cross-cultural value describing the degree to which people in a culture tolerate ambiguity (low uncertainty avoidance) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance).

22
Q

Task Performance

A

Goal-Directed behaviours under person’s control

23
Q

Organizational Citizenship

A

Contextual performance - cooperation and helpfulness beyond required job duties

24
Q

Counterproductive Work Behaviours

A

Voluntary behaviours that potentially harm the organization

25
Q

Joining/staying with the Organization

A

Agreeing to employment relationship; remaining in that relationship

26
Q

Maintaining Work Attendance

A

Attending work at required times

27
Q

Myers-Briggs Type Indicator

A
28
Q

Nature vs Nurture

A

Nature - Heredity (genes)

Nurture - socialization, life experiences, learning (taught)

29
Q

Three Ethical Principles

A

Utilitarianism - Greatest good for the greatest number of people

Individual Rights - Fundamental entitlements in society

Distributive Justice - People who are similar should recieve similar benefits

30
Q

Moral Intensity

A

Degree that issue demands ethical principles

31
Q

Ethical Sensitivity

A

Ability to recognize the presence and determine the relative importance of an ethical issue

32
Q

Situational influences

A

Competitive pressures and other conditions affect ethical behaviour

33
Q

Three Value Congruences

A
  1. We can think of specific reasons for doing so
  2. When the situation supports those values
  3. When we actively think about them