bus chap 8

• Employee behavior


  The pattern of actions by the members of an organization that directly or indirectly influences the organization's effectiveness
• Performance behavior


  The total set of work-related behaviors that the organization expects employees to display
• Organizational citizenship


  A positive behavior that does not directly contribute to the bottom line
• Counterproductive behaviors


  • Absenteeism
  • Sabotage
  • Turnover
  • Sexual harassment
  • Theft
  • Workspace violence
• Personality


  The relatively stable set of psychological attributes that distinguish one person from another
• The big five personality traits


  • Agreeableness
  • Conscientiousness
  • Emotionality
  • Extraversion
  • Openness
• Agreeableness


  A person's ability to get along with others
• Conscientiousness


  Reflects the number of things a person tries to accomplish
• Emotionality


  The degree to which people tend to be positive or negative in their outlook and behaviors toward others
• Extraversion


  A person's comfort level with relationships
• Openness


  Reflects how open or rigid a person is in terms of his or her beliefs
• Myers-Briggs Type Indicator (MBTI)


  A popular questionnaire that some organizations use to assess personality types
• Four general diversions in MBTI


  • Extraversion vs. Introversion
  • Sensing vs. Intuition
  • Thinking vs. Feeling
  • Judging vs. Perceiving
• Emotional Intelligence (Emotional Quotient, EQ)

  The extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills
• Self-awareness


  A person's capacity for being aware of how they are feeling
• Managing emotion


  A person's capacity to balance anxiety, fear, and anger so that they do not overly interfere with getting things accomplished
• Motivating oneself


  A person's ability to remain optimistic and to continue striving in the face of setbacks, barriers, and failure
• Empathy


  A person's ability to understand how others are feeling even without being explicitly told
• Person-Job fit


  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 of motivation


  The theory holding that workers are motivated solely by money
• Hawthorne effect


  The tendency for productivity to increase when workers believe they are receiving special attention from management
• Theory X


  The theory of motivation holding that people are naturally lazy and uncooperative
• Theory Y


  The theory of motivation holding that people are naturally energetic, growth-oriented, self-motivated, and interested in being productive
• Hierarchy of human needs model


  The theory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher-level needs
• Two-factor theory


  Theory of motivation holding that job satisfaction depends on two factors, hygiene and motivation
• Motivation factors


  • Achievement
  • Recognition
  • The work itself
  • Responsibility
  • Advancement and growth
• Hygiene factors


  • Supervisors
  • Working conditions
  • Interpersonal relations
  • Pay and security
  • Company policies and administration
• Expectancy theory


  Theory of motivation holding that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining
• Equity theory


  Theory of motivation holding that people evaluate their treatment by the organization relative to the treatment of others
• Positive reinforcement


  The reward that follows desired behaviors
• Punishment


  The unpleasant consequences of an undesirable behavior
• Management by objectives (MBO)


  A set of procedures involving both managers and subordinates in setting goals and evaluating progress
• Participative management and empowerment


  The method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company
• Job enrichment


  The method of increasing job satisfaction by adding one or more motivating factors to job activities
• Job redesign


  The method of increasing job satisfaction by designing a more satisfactory fit between workers and their jobs
• Combining tasks


  Enlarging jobs and increasing their variety to make employees feel that their work is more meaningful
• Forming natural group work


  Helping employees see the importance of their jobs in the firm's total structure
• Establishing client relationships


  Letting employees interact with customers
• Work sharing (Job sharing)


  The method of increasing job satisfaction by allowing two or more people to share a single full-time job