Topic 3 Terms Flashcards
(132 cards)
1
Q
360-Degree Review
A
Assessment that gathers feedback from a jobholder’s bosses, peers and subordinates, internal and external customers, and self-ratings
2
Q
Assertiveness
A
The willingness and ability to communicate information and opinions in a calm, focused and pleasant way, without being aggressive
3
Q
Attitude
A
A predisposition to respond in a positive or negative way to someone or something in one’s environment
4
Q
Attribution
A
The assignment of meaning to others’ behaviors or events
5
Q
Authoritarianism
A
The tendency to adhere rigidly to conventional values and to obey recognized authority
6
Q
Automatic Information Processing
A
Screening that takes place without conscious awareness
7
Q
Awareness Of Others
A
Being aware of the behaviors, preferences, styles, biases, and personalities of others
8
Q
Behavioral and social traits
A
Characteristics that reflect how a person appears when interacting with others in social settings
9
Q
Behaviorally Anchored Rating Scale
A
Links performance ratings to specific and observable job behaviors
10
Q
Bonuses
A
Extra pay awards for special performance accomplishments
11
Q
Cognitive Dissonance
A
A state of inconsistency between an individual’s attitudes and behavior
12
Q
Cognitive Traits
A
Characteristics that describe the way a person thinks and processes information
13
Q
Consensus
A
Takes into account how others respond in the same situation
14
Q
Consistency
A
Addresses an individual’s behavior across time
15
Q
Contrast Effect
A
Interpretation of someone by contrasting them with another event or situation
16
Q
Controlled Processing
A
Consciously deciding what information to pay attention to and what to ignore
17
Q
Counter-Productive Work Behaviors (CWBs)
A
Actions that purposely disrupt relationships, processes, satisfaction, and performance in the workplace
18
Q
Cultural Quotient
A
Describes someone’s ability to work effectively across cultures
19
Q
Culture
A
The learned and shared way of thinking and acting among a group of people or society
20
Q
Display Rules
A
The degree to which it is appropriate to show emotions
21
Q
Distinctiveness
A
Considers how consistent a person’s behavior is across different situations
22
Q
Distributive Justice
A
The perceived fairness of rewards and outcomes
23
Q
Dogmatism
A
Belief that leads a person to see the world as a threatening place and to regard authority as absolute
24
Q
Drive To Acquire
A
The need to obtain physical and psychological gratification
25
Drive To Bond
The need to connect with other people individually and in groups
26
Drive To Comprehend
The need to understand things and gain a sense of mastery
27
Drive To Defend
The need to be protected from threats and obtain justice
28
Ecological Fallacy
Acting with the mistaken assumption that a generalized cultural value applies equally to all members of the culture
29
Ego
The idea or opinion one has of oneself especially as it relates to intelligence and importance as a person
30
Ego-Drive
Refers to one's desires to persuade others to earn their commitment
31
Emotion
The range of feelings in the form of emotions and moods that people experience
32
Emotion and Mood Cognition
The spillover effect of one's emotions and mood onto others
33
Emotional Intelligence
The ability to understand and interpret emotions and to use this understanding to effectively manage social interactions
34
Emotional Labor
The need to show certain emotions in order to perform a job
35
Emotions
Strong positive or negative feelings directed towards someone or something
36
Employee Engagement
The deep connection with the organization and passion for one's job
37
Employee Stock Ownership Plans (ESOPs)
Plans that give stock to employees or allow them to purchase stock at special prices
38
Employee Value Proposition
Represents the exchange of benefits provided by an organization in return for the effort, loyalty, commitment, creativity, and performance of employees
39
Equity Theory
Argues that people are motivated to behave in ways that restore or maintain a sense of balance in their minds
40
Esteem Needs
Reflect one's desire for recognition, status, and respect from others, as well as the need for self-esteem
41
Existence Needs
Desires for physiological and material well-being, or the basic requirements of human life
42
Expectancy
People's belief that if they try, they will perform
43
Expectancy Theory
Says that work motivation by individual beliefs regarding effort-performance relationships and work outcomes
44
External Attribution
Assigning the cause of the behavior to facts outside of the person's control
45
Extrinsic Motivation
The tangible and external inducements that drive someone to do a task
46
Felt Negative Inequity
When an individual believes that he or she has received relatively less than others in proportion to work efforts
47
Felt Positive Inequity
When an individual believes that he or she has received relatively more than others
48
Forced Distribution
Performance appraisal fallacy that forces a set percentage of persons into predetermined rating categories
49
Frame of Reference
The combination of traits, characteristics and experiences that influence how individuals perceive and respond to a stimulus or event
50
Fundamental Attribution Error
Refers to the tendency to attribute others' poor performance to internal cuases
51
Gain Sharing
Rewards employees in some proportion to productivity gains
52
Goal Setting
The process of developing, negotiating, and formalizing the targets or objectives that a person is responsible for accomplishing
53
Graphic Rating Scales
Assigns scores to specific performance dimensions in a performance appraisal
54
Growth Needs
Desires for continued personal growth and development
55
Halo Effect
Occurs when one attribute of a person or situation is used to develop an overall impression of that individual or situation
56
Higher-Order Needs
Also known as self-actualization and esteem needs
57
Horns Effect
Occurs when a single negative trait leads to an overall negative impression of a person
58
Individual Differences
The ways in which people are similar and dissimilar in their personal characteristics
59
Individualism/Collectivism
The tendency of members of a culture to emphasize individual self-interests or group relationships
60
Instrumental Values
These reflect a person's beliefs about the means to achieve desired ends
61
Instrumentality
The belief that if they perform, they will receive the outcome
62
Interactional Justice
The extent to which people feel they are treated fairly, and with dignity and respect
63
Internal Attribution
Assigning the cause of one's behavior to themselves
64
Interpretation
Applying reasoning or meaning to information
65
Intrinsic Motivation
The intangible, positive feelings of satisfaction and contentment that one experiences as a result of good performance
66
Job Involvement
The extent to which an individual feels dedicated to a job
67
Job Satisfaction
An attitude reflecting a person's positive and negative feelings toward a job, coworkers, and the work environment
68
Locus Of Control
The extent to which a person feels able to control his or her own life
69
Long-Term/Short-Term Orientation
The degree to which a culture emphasizes long-term or short-term thinking
70
Lower-Order Needs
Also known a physiological, safety, and social needs
71
Machiavellianism
The manipulation of others for personal gain
72
Masculinity/Femininity
The degree to which a society values assertivness or relationships
73
Merit Pay
Linking an individual's salary or wage increase directly to mesaures of performance accomplishment
74
Moods
Generalized feelings or states of mind that may persist for some time
75
Motivation
The forces within an individual that account for the level and persistence of an effort expended on a task
76
Need For Achievement
Refers to an individual's desire to set and achieve challenging goals
77
Need For Affiliation
Describes one's desire for close personal relationships and a sense of belonging
78
Need For Power
Refers to one's desire for power either to control other people or to achieve important goals
79
Needs Theories
Focus on individual needs deficiencies that we want to reduce or eliminate
80
Normative Assessment
The process of comparing one test taker to his or her peers on a particular trait
81
Organizational Citizenship Behaviors
Discretionary behaviors that represent a willingness to go above and beyond the call of duty in one's work
82
Organizational Commitment
The degree of loyalty an individual feels toward the organization
83
Organizational Identification
The extent to which ones feels personally identified with one's membership organization to the point that it becomes part of the self-concept
84
Organizational Justice
How fair and equitable people view the practices and outcomes of their workplace
85
Paired Comparison
Comparing each person with every other one in performance appraisal
86
Perceived Inequity
Occurs when someone believes that he or she has been under-rewarded for work contributions in comparison to other people
87
Perception
The way we gather, organize, and interpret information around us
88
Performance Management
The supervision and oversight of employees to achieve objectives in an efficient and effective manner
89
Performance-Contingent Pay
The idea that you can earn more when you produce more and earn less when you produce less
90
Person-Job Fit
The extent to which an individual's skills, interests, and personal characteristics match well with the requirements of the job
91
Person-Organization Fit
The extent to which an individual's values, interests, and behaviors are conistsent with the culture of the organization
92
Personal Conception Traits
Traits that show up a personal beliefs and orientation toward settings and issues
93
Personality
The overall combination of characteristics that capture the unique nature of a person as that person reacts to and interacts with others
94
Personality Traits
Enduring characteristics describing an individual's behavior
95
Perspective-Takinh
Seeing a situation from all sides
96
Psychological Needs
The physical requirements for human survival such as air, water, food, sleep, and warmth
97
Power Distance
Describes a culture's acceptance of the status and power differences among its members
98
Proactive Personality
The disposition that identifies whether or not individuals act to influence their environments
99
Problem-Solving Style
How an individual gathers and evaluates information when solving problems and making decisions
100
Procedural Justice
The degree to which the processes for making decisions is properly followed
101
Process Theories
Examine how thought processes affect decisions people make about the direction, level, and persistence of their efforts
102
Profit Sharing
Rewards employees in some proportion to changes in organizational profits
103
Projection
The assignment of one's personal attributes to other individuals
104
Prototype
A bundle of features expected to be characteristic of people in certain categories or roles
105
Psychological Contract
The implicit agreement about the exchange of value between the individual and organization
106
Ranking
Orders each person from best to worst in a performance appraisal
107
Relatedness Needs
Desires for satisfying interpersonal relationships
108
Retrieval
Sorting through categories to match them to information from the environment
109
Safety
An innate desire for security and safety in all aspects of life, be it personal safety, financial security, or physical well-being
110
Schemas
Cognitive frameworks that organize knowledge about people, objects, or events
111
Selective Perception
The tendency to single out those aspects of a situation, person, or object that are consistent with one's needs, values, or attitdues
112
Selective Screening
Allowing only a portion of information available to enter into cognitive processing
113
Self-Actualization
The need and desire of a person to realize his or her full potential
114
Self-Awareness
Being aware of one's own behaviors, preferences, styles, biases, personalities, and so on
115
Self-Concept
The view individuals have of themselves as physical, social, spiritual, or moral beings
116
Self-Efficacy
An individual's belief about the likelihood of successfully completing a specific task
117
Self-Esteem
A belief about one's own worth based on an overall self-evalutaion
118
Self-Fulfilling Prophecies
The tendency to make something that we think will happen come true
119
Self-Monitoring
A person's ability to adjust his or her own behavior to external situation factors
120
Self-Serving Bias
The tendency to take credit for success and blame external factors for failure
121
Skill-Based Pay
Rewards people for acquiring and developing job-relevant skills
122
Social
Term referring to one's desire for relationships, friendships, intimacy, and sense of belonging
123
Stereotypes
Groups or categories used to describe individuals
124
Stock Options
Give the right to purchase shares at a fixed price in the future
125
Terminal Values
A person's preferences concerning the ends to be achieved
126
Uncertainty Avoidance
The cultural tendency to be uncomfortable with uncertainty and risk in everyday life
127
Valence
The value attached by the individual to various work outcomes
128
Value Congruence
The extent to which one's values are in alignment with others and with the organization
129
Values
Broad preferences concerning appropriate courses of action or outcomes
130
Withdrawal
The physical or psychological disconnection from the workplace
131
Work-Home Spillovers
Occurs when what happens at work affects attitudes and behaviors at home
132
Workplace Bullying
Acting in an abusive, demeaning, intimidating, or violent manner toward another on a continuing basis
