Class 1 & 2 Flashcards
(38 cards)
Task Performance
Task Performance involves employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces
Contextual Performance
Contextual performance refers to voluntarily motivated work behaviors that go beyond prescribed job roles but contribute to the psychological and social contexts around the job
Financial Perspective
The financial perspective reflects a concern that the organization’s activities contribute to improving short-and long-term financial performance. It includes traditional measures such as net income and return on investment.
Customer Service Perspective
Customer service indicators measure such things as how customers view the organization, as well as customer retention and satisfaction
Internal Process Perspective
Focuses on production and operating statistics, such as speed of order fulfillment and cost per order
Learning and Growth Perspective
Focuses on how well resources and human capital are being managed for the company’s future. Measurements include such things as employee satisfaction and retention, amount of training people receive, business process improvements, and the introduction of new products.
Affective Commitment
A desire to remain a member of an organization due to an emotional attachment to, and involvement with, that organization.
Continuance Commitment
A desire to remain a member of the organization because of an awareness of the costs associated with leaving. You stay because you need to.
Normative Commitment
A desire to remain a member of an organization due to a feeling of obligation
Organizational Citizenship-Altruism
Altruism is voluntary behavior where an employee provides assistance to an individual with a particular problem to complete his or her task under unusual circumstances.
Organizational Citizenship-Civic Virtue
Civic Virtue is behavior indicating that employees take an active interest in the life of their organization.
Organizational Citizenship-Conscientiousness
Employees accept and adhere to the rules, regulations and procedures of the organization. this includes dedication to the job which exceed formal requirements such as working long hours, and volunteer to perform jobs besides duties.
Organizational Citizenship-Courtesy
Behaviors, which focus on the prevention of problems and taking the necessary step so as to lessen the effects of the problem in the future. This includes encouraging other worker when they are demoralized and feel discouraged about their professional development.
Organizational Citizenship-Sportsmanship
Warmly tolerating the irrational that are an unavoidable part of nearly every organizational setting. This includes tolerating less than ideal circumstances without complaining and making problems seem bigger that they actually are.
Differentiation
Organizations attempt to distinguish their products or services from others in the industry. An organization may use advertising, distinctive product features, exceptional service, or new technology to achieve a product perceived as unique.
Low cost Leadership
The low cost leadership strategy tries to increase market share by keeping costs low compared to competitors. With a low-cost leadership strategy, the organization aggressively seeks efficient facilities, pursues cost reductions, and uses tight controls to produce products or services more efficiently than its competitors.
Focus Strategy
the organization concentrates on a specific regional market or buyer group. The company will try to achieve either a low-cost advantage or a differentiation advantage within a narrowly defined market.
Porter’s Five Forces: Supplier Power
An assessment of how easy it is for suppliers to drive up prices. This is driven by the number of suppliers of each essential input; uniqueness of their product or service; relative size and strength of the supplier; and cost of switching from one supplier to another
Porter’s Five Forces: Buyer Power
An assessment of how easy it is for buyers to drive prices down. This is driven by the number of buyers in the market; importance of each individual buyer to the organization; and cost to the buyer of switching from one supplier to another. If a business has just a few powerful buyers, they are often able to dictate terms
Porter’s Five Forces: Competitive Rivalry
The main driver is the number and capability of competitors in the market. Many competitors, offering undifferentiated products and services, will reduce market attractiveness.
Porter’s Five Forces: Threat of Substitution
Where close substitute products exist in a market, in increases the likelihood of customers switching to alternatives, in response to price increases. This reduces both the power of suppliers and the attractiveness of the market.
Porter’s Five Forces: Threat of New Entry
Profitable markets attract new entrants, which erodes profitability. Unless incumbents have strong and durable barriers to entry, for example, patents, economies of scale, capital requirements or government policies, then profitability will decline to a competitive rate.
Satisfaction with Work (sometimes Called the Job itself)
Satisfaction with work concerns an employee’s satisfaction with the work, itself. Some of the attributes of work may be related to this area include opportunities for creativity, and task variety, allowing individuals to increase their knowledge, changes in responsibility, amount of work, autonomy, job enrichment, and job complexity.
Satistaction with Pay
Satisfaction with pay concerns an employee’s perceptions of pay and is based on the perceived difference between actual pay and expected pay.
