Chapter 9 Flashcards
(48 cards)
Performance behaviours
directly involved in performing a job. An assembly-line worker who stands next to a moving conveyor and attaches parts to a product as it passes by
Employee behaviour
actions of employees that directly or indirectly influences the organization’s effectiveness.
Citizenship behaviour
Employee behaviour that is positive for the company. Working late to help boss, takes time to welcome newcomers and show them around
counterproductive behaviours
behaviours that are negative for the business. absenteeism, tardiness
big 5 personality traits
ACEEO
agreeableness, conscientiousness, emotional stability, extraversion, and openness.
emotional intelligence
the ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict
locus of control
the extent to which people believe that their behaviour has a real
effect on what happens to them
self-efficacy
person’s belief about their capabilities to perform a task.
Authoritarianism
“leaders behaviour that asserts absolute authority and control over subordinates and [that] demands unquestionable obedience from subordinates. Doesn’t allow for much autonomy.
Machiavellianism
the ability to be manipulative, and a drive to use whatever means necessary to gain power
Risk propensity
the degree to which a person is willing to take chances and make risky decisions.
cognition
the knowledge a person has about someone or something
Cognitive dissonance
a mental conflict that occurs when your beliefs don’t line up with your actions. (You want to be healthy, but you don’t exercise regularly or eat a nutritious diet.)
affect
a person’s feelings toward someone or something.
Intention
an aim or plan, guides a person’s behaviour
Organizational commitment
An individual’s identification with the organization and its mission.
Psychological contract
The set of expectations held by an employee concerning what they will contribute to an organization (contributions) and what the organization will provide the employee (inducements) in return.
examples of contributions and inducements in a psychological contract
contributions from the individual - * effort * ability
* loyalty * skills * time * competence
Inducements from the organization - pay * benefits
* job security * status
* promotion opportunities
classical theory of motivation
A theory of motivation that presumes workers are motivated almost solely by money
hawthorne affect
The tendency for workers’ productivity to increase when they feel they are getting special attention from management.
theory X
A management approach based on the belief that people must be forced to be productive because they are naturally lazy, irresponsible, and uncooperative
theory Y
A management approach based on the belief that people want to be productive because they are naturally energetic, responsible, and cooperative
Hierarchy of human needs model
SEBSP
Theory of motivation: five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher-level needs:
self-actualization needs
esteem needs
belonging needs
safety needs
Physiological needs,
Physiological needs
those concerned with survival; they include food, water, shelter, and sleep
