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Flashcards in Chapter 2 Deck (18)
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1
Q

Employee motivation

A

internal forces that affect a persons voluntary choice of behaviour: direction, intensity, persistence

2
Q

Employee Ability

A

altitudes and learned capabilities required to successfully compete a task

3
Q

Role perceptions

A

understand the job duties expected of us

role clarity

more accurate/efficient job performance, better coordination

4
Q

Situational Factors

A

environmental conditions beyond the individuals short term control that constrain or facilitate behaviour

5
Q

Types of individual behaviour

A
  • Task performance
  • Organizational Citizenship
  • Counterproductive work Behaviours
  • Joining/staying with the organization
  • Maintaining attendance
6
Q

Nature of personality

A

heredity explains about 50 percent of behavioural tendencies and 30 percent of temperament

7
Q

Nurture of personality

A

Socialization, and learning

8
Q

Five factor personality model (CANOE)

A

Conscientiousness, Agreeableness, Neuroticism, Openness to experience, Extraversion

9
Q

values in the work place

A

stable evaluative beliefs that guide our preferences

Value System

10
Q

Compared with personality values are?

A

Evaluative

May conflict strongly with each other

Affect more by nurture than nature

11
Q

Values Congruence

A

Similarity of a persons value hierarchy to another source

12
Q

Three Ethical Principles

A

Utilitarianism

Individual rights

Distributive justice

13
Q

Influences on Ethical Conduct

A

Moral intensity

Moral sensitivity

Situational influences

14
Q

Dimensions of National Culture

A
Individualism vs. collectivism
Power distance 
Uncertainty avoidance
Achievement vs. nurturing
Long term vs. short term orientation
Indulgence vs. restraint
15
Q

individualism

A

The degree to which people value personal freedom, self-sufficiency, control over themselves, being appreciated for unique qualities

16
Q

power distance

A

High power distance:
Value obedience to authority
Comfortable receiving commands from superiors
Prefer formal rules and authority to resolve conflicts

Low power distance:
Expect relatively equal power sharing
View relationship with boss as interdependence, not dependence

17
Q

uncertainty avoidance

A

High uncertainty avoidance
Feel threatened by ambiguity and uncertainty
Value structured situations and direct communication
Low uncertainty avoidance
Tolerate ambiguity and uncertainty

18
Q

Achievement vs. Nurturing

A
High achievement orientation
assertiveness
competitiveness
materialism
High nurturing orientation
relationships
others’ well-being