Chapter 9 Flashcards
(52 cards)
Performance behaviours
Directly involved in performing a job
Organizational citizenship
Provide positive benefits to the organization in more indirect ways (does not help the rest of the organization outside of their own work)
Absenteeism
When an employee is absent from work, whether legitimately or not, that person’s work does not get done, and a substitute must be hired to do it or others in the organization must pick up the slack
Tardiness
Counterproductive behaviour (being late)
Turnover
People quitting their job (nature of the job, the nature of supervision, a poor person-job fit, the external labour market, and family influences. Stress and burnout also cause a turnover.)
5 fundamental traits
Agreeableness, Conscientiousness, Positive or negative Emotional Stability (Neuroticism), Extraversion (More extraversion or more introversion), and openess
Emotional Intelligence
The extent to which people possess social skills, are self-aware, can manage their emotions (self-regulate), can motivate themselves, and can express empathy for others.
Machiavellianism
Refers to behaviour that is designed to gain power and control (high - rational and non-emotional)
Attitudes
Reflection of our beliefs and feelings about ideas situations
and other people
Job Satisfaction
Extent to which people have positive attitudes
toward their jobs
Organizational (job) Commitment
Reflects an individual’s identification with the organization and its mission
Psychological Contract
Expectations held by employees concerning their
contribution to an organization and what the organization will provide in return (ex. effort for pay and benefits)
Person–job fit
The person–job fit refers to the extent to which a person’s contributions and the organization’s inducements match one another.
Motivation
The set of forces that cause people to behave in certain ways
Classical Theory
Workers are motivated primarily by money, therefore, paying employees more would result in higher levels of production
Scientific Management
Analyze jobs and find more efficient ways to perform them (time-and-motion studies)
Human Resources Model (Theory X and Theory Y)
Two diametrically opposed perceptions of employees
Theory X: Employees dislike work (Lazy, Irresponsible, Uncooperative) and Threaten, or punish, for
results
Theory Y: Employees like work (Energetic, Growth oriented, Responsible, Cooperative) and Use intrinsic, rather than extrinsic rewards
Hawthorne Effect
Tendency for workers productivity to increase when they are receiving special attention from management
Maslow’s Hierarchy of Needs
Basic needs must be met before an individual seeks
higher level needs (lowest - physiological needs, security needs, social needs, esteem needs, self-actualization needs - highest)
Hertzberg Two-Factor Theory
Highlights two sets of factors associated with satisfaction and dissatisfaction in the workplace
Motivating factors: (Satisfaction vs. No Satisfaction: Recognition, Responsibility, Advancement, Achievement, Work itself)
Hygiene factors: (Dissatisfaction vs. No Dissatisfaction: Supervisors, Working Conditions, Pay and Security, Interpersonal Relations, Company Policies and
Procedures)
Expectancy Theory
People are motivated to work towards rewards that
they want and believe they have a reasonable chance of obtaining (M = E x I x V)
Equity Theory
Individuals compare their perceptions of what they contribute (inputs)/what they receive(outputs) < = >others’ inputs/others’ inputs
Feelings of equity or inequity
Reinforcement
Applying (or withholding) positive (or negative)
consequences in order to motivate employees
Positive reinforcement
Apply positive consequences when employees exhibit desired behaviours
