Exam 1 Vocab

Question 1

OB (organizational behaviour)

Answer 1

Field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviours of individuals of groups in organizations

Question 2

HR management

Answer 2

Field of study that focuses on the applications of OB theories and principles in organizations

Question 3

strategic management

Answer 3

Field of study devoted to exploring the product choices and industry characteristics that affect an organization’s profitability

Question 4

Scientific management

Answer 4

Using scientific methods to design optimal and efficient work processes and tasks

Question 5

Bureaucracy

Answer 5

An organizational form that emphasizes the control and coordination of its members through a strict chain of command, formal rules and procedures, high specialization, and centralized decision making

Question 6

HR movement

Answer 6

Field of study that recognizes that the psychological attributes of individual workers and the social forces within work groups have important effects on work behaviours

Question 7

Resource-based view

Answer 7

A model that argues that rare and inimitable resources help firms maintain competitive advantage

Question 8

Inimitable

Answer 8

Incapable of being imitated or copied

Question 9

History

Answer 9

A collective pool of experience, wisdom, and knowledge that benefits the organization

Question 10

Numerous small decisions

Answer 10

Small decisions that people make every day

Question 11

Socially complex resources

Answer 11

Resources created by people (i.e. Culture, teamwork, trust, and reputation)

Question 12

Rule of 1-8th

Answer 12

The belief that at best 1-8th (12%) of organizations will actually do what is required to build profits by putting people first

Question 13

Job performance

Answer 13

Employee behaviours that contribute either positively or negatively to the accomplishment of organizational goals

Question 14

Task performance

Answer 14

Employee bahviours that are directly involved int he transformation of organizational resources into the goods or services that the organization produces

Question 15

Routine task performance

Answer 15

Well-known or habitual responses by employees to predictable task demands

Question 16

Adaptive task performance

Answer 16

Thoughtful responses by an employee to unique or unusual task demands

Question 17

Creative task performance

Answer 17

Ideals or physical outcomes that are both novel and useful

Question 18

Job analysis

Answer 18

A process by which an organization determines requirements of specific jobs

Question 19

Citizenship behaviour

Answer 19

Voluntary employee bahviours that contribute to organizational goals by improving the context in which work takes place

Question 20

Interpersonal citizenship behaviour

Answer 20

Going beyong normal job expectations to assist, support and develop co-workers and colleagues

Question 21

Helping

Answer 21

Assisting co-workers who have heavy workloads, aiding them with personal matters, and showing new employees the ropes

Question 22

Courtesy

Answer 22

Sharing important information with co-workers

Question 23

Sportsmanship

Answer 23

Maintaining a positive attitude with co-workers through good and bad times

Question 24

Organizational citizenship behaviour

Answer 24

Going beyond normal expectations to improve operations of the organization, defined it, and be loyal to it

Question 25

Voice

Answer 25

Speaking up to offer constructive suggestions for change, often in reaction to a negative work event

Question 26

Civic virtue

Answer 26

Participating in company operations at a deeper-than-normal level through voluntary meetings, readings, and keeping up with news that affects the company

Question 27

Boosterism

Answer 27

Positively representing the organization when in public

Question 28

Counterproductive behaviour

Answer 28

Employee behaviours that intentionally hinder organizational goal accomplishment

Question 29

Property deviance

Answer 29

Behaviours that harm the organization's assets and possessions

Question 30

Sabotage

Answer 30

Intentional destruction of equipment, organizational processes, or company products

Question 31

Production deviance

Answer 31

Intentionally reducing organizational efficiency of work output

Question 32

Political deviance

Answer 32

Behaviours that intentionally disadvantage other individuals

Question 33

Incivility

Answer 33

Communication that is rude, impolite, discourteous, and lacking in good manners

Question 34

Personal aggression

Answer 34

Hostile verbal and physical actions directed toward other employees

Question 35

Harassment

Answer 35

Unwanted physical contact or verbal remarks from a colleague

Question 36

Abuse

Answer 36

Employee assault or endangerment from which physical or psychological injuries may occur

Question 37

Management by objectives (MBO)

Answer 37

A management philosophy that bases employee evaluations on whether specific performance goals have been met

Question 38

Behavioural anchored rating scales (BARS)

Answer 38

Use of examples of critical incidents to evaluate an employee's job performance behaviours directly

Question 39

360-degree feedback

Answer 39

A performance evaluation system that uses ratings provided by supervisors, co-workers, subordinates, customers, and the employee themselves

Question 40

Forced ranking

Answer 40

A performance management system that forces managers to rank each of their people into one of 3 categories: top 20%, vital middle 70%, or bottom 10%

Question 41

Organizational commitment

Answer 41

An employee's desire to remain a member of an organization

Question 41

Withdrawal behaviour

Answer 41

Employee actions hat are intended to avoid work situations

Question 41

Affective commitment

Answer 41

An employee's desire to remain a member of an organization due to a feeling of emotional attachment

Question 41

Continuance commitment

Answer 41

An employee's desire to remain a member of an organization due to an awareness of the costs of leaving

Question 41

Normative commitment

Answer 41

An employee's desire to remain a member of an organization due to a feeling of obligation

Question 41

Focus of commitment

Answer 41

The people, places, and things that inspire a desire to remain a member of an organization

Question 42

Erosion model

Answer 42

A model that suggests that employees with fewer bonds with co-workers are more likely to quit the organization

Question 43

Social influence model

Answer 43

A model that suggests that employees with direct linkages to co-workers who leave the organization will themselves be more likely to leave

Question 44

Embeddedness

Answer 44

An employee's connection to and sense of fit in the organization and community

Question 45

Exit

Answer 45

An active response to a negative work event in which one ends or restricts organizational membership

Question 46

Loyalty

Answer 46

A passive response to a negative work event in which one publicly supports the situation but privately hopes for improvement

Question 47

Neglect

Answer 47

A passive, destructive response to a negative work event in which one' interest and efforts in the job declines

Question 48

Psychological withdrawal

Answer 48

Actions that provide a mental escape from work environment

Question 49

Moonlighting

Answer 49

A form of psychological withdrawal in which employees use work time and resources to do non-work-related activities

Question 50

Cyberloafing

Answer 50

A form of psychological withdrawal in which employees use internet, email, and instant messaging access for their personal enjoyment rather than work duties

Question 51

Psychical withdrawal

Answer 51

A physical escape from the work environment

Question 52

Independent forms model

Answer 52

A model that predicts that the various withdrawal behaviours are uncorrelated, so that engaging in one type of withdrawal has little bearing on engaging in other types

Question 53

Compensatory forms model

Answer 53

A model indicating that the various withdrawal behaviours are negatively correlated, so that engaging in one type of withdrawal makes one less likely to engage in other types

Question 54

Progression model

Answer 54

A model indicating that the various withdrawal behaviours are positively correlated, so that engaging in one type of withdrawal makes one more likely to engage in other types

Question 55

Psychological contracts

Answer 55

Employee beliefs about what employees owe the organization and what the organization owes them

Question 56

Transactional contracts

Answer 56

Psychological contracts that focus on a narrow set of specific monetary obligations

Question 57

Relational contracts

Answer 57

Psychological contracts that focus on a broad set of open-ended and subjective obligations

Question 58

Perceived organizational support

Answer 58

The degrees o which employees believe that the organization values their contributions and cares about their well-being