 Loading Preview Sorry, preview is currently unavailable. You can download the paper by clicking the button above. used to describe behavior directed at gaining power andcontrolling the behavior of othersÉâÉãɳcognitionthe knowledge a person presumes to have aboutsomethingÉâÉãɳaffecta persons feelings toward something Psychological contract The overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide to the individual Contributions What the individual provides to the organization Inducements What the organization provides to the individual Person-job fit The extent to which the contributions made by the individual match the inducements offered by the organization Individual differences Personal attributes that vary from one person to another Personality The relatively permanent set of psychological and behavioral attributes that distinguish one person from another "Big five" personality traits A popular personality framework based on five key traits Agreeableness A person's ability to get along with others Conscientiousness The number of goals on which a person focuses Negative emotionality Extent to which a person is poised, calm, resilient and secure Extraversion A person's comfort level with relationships Openness A person's rigidity of beliefs and range of interests Locus of control The degree to which an individual believes that behavior has a direct impact on the consequences of that behavior Self-efficacy An individual's beliefs about her or his capabilities to perform a task Authoritarianism The extent to which an individual believes that power and status differences are appropriate within hierarchical social systems like organizations Machiavellianism Behavior directed at gaining power and controlling the behavior of others Self-esteem The extent to which a person believes that he or she is a worthwhile and deserving individual Risk propensity The degree to which an individual is willing to take chances and make risky decisions Attitudes Complexes of beliefs and feelings that people have about specific ideas, situations, or other people Cognitive dissonance Caused when an individual has conflicting attitudes Job satisfaction or dissatisfaction An attitude that reflects the extent to which an individual is gratified by or fulfilled in his or her work Organizational commitment An attitude that reflects an individual's identification with and attachment to the organization itself Positive affectivity A tendency to be relatively upbeat and optimistic, have an overall sense of well-being, see things in a positive light, and seem to be in a good mood Negative affectivity A tendency to be generally downbeat and pessimistic, see things in a negative way, and seem to be in a bad mood Perception The set of processes by which an individual becomes aware of and interprets information about the environment Selective perception The process of screening out information that we are uncomfortable with or which contradicts our beliefs Stereotyping The process of categorizing or labelling people on the basis of a single attribute Attribution The process of observing behavior and attributing causes to it Stress An individual's response to a strong stimulus, which is called a stressor General Adaptation Syndrome General cycle of the stress process Type A Individuals who are extremely competitive, very devoted to work, and have a strong sense of time urgency Type B Individuals who are less competitive, less devoted to work, and have a weaker sense of time urgency Burnout A feeling of exhaustion that may develop when someone experiences too much stress for an extended period of time Creativity The ability of an individual to generate new ideas or to conceive of new perspectives on existing ideas Workplace behavior A pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness Performance behaviors The total set of work-related behaviors that the organization expects the individual to display Absenteeism When an individual does not show up for work Turnover When people quit their jobs Organizational citizenship The behavior of individuals that makes a positive overall contribution to the organization Page 2
Chapter 9 Managing Individual Behavior "big five" personality traits A popular personality framework based on five key traits absenteeism When an individual does not show up for work agreeableness A person's ability to get along with others attitudes Complexes of beliefs and feelings that people have about specific ideas, situations, or other people attribution The process of observing behavior and attributing causes to it authoritarianism The extent to which an individual believes that power and status differences are appropriate within hierarchical social systems like organizations burnout A feeling of exhaustion that may develop when someone experiences too much stress for an extended period of time cognitive dissonance Caused when an individual has conflicting attitudes conscientiousness The number of goals on which a person focuses contributions What the individual provides to the organization creativity The ability of an individual to generate new ideas or to conceive of new perspectives on existing ideas extraversion A person's comfort level with relationships general adaptation syndrome (GAS) General cycle of the stress process individual differences Personal attributes that vary from one person to another inducements What the organization provides to the individual job satisfaction or dissatisfaction An attitude that reflects the extent to which an individual is gratified by or fulfilled in his or her work locus of control The degree to which an individual believes that behavior has a direct impact on the consequences of that behavior machiavellianism Behavior directed at gaining power and controlling the behavior of others negative emotionality Extent to which a person is poised, calm, resilient and secure openness A person's rigidity of beliefs and range of interests organizational citizenship The behavior of individuals that makes a positive overall contribution to the organization organizational commitment An attitude that reflects an individual's identification with and attachment to the organization itself perception The set of processes through which an individual becomes aware of and interprets information about the environment performance behaviors The total set of work-related behaviors that the organization expects the individual to display personality The relatively permanent set of psychological and behavioral attributes that distinguish one person from another person-job fit The extent to which the contributions made by the individual match the inducements offered by the organization psychological contract The overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide to the individual risk propensity The degree to which an individual is willing to take chances and make risky decisions selective perception The process of screening out information that we are uncomfortable with or which contradicts our beliefs self-efficacy An individual's beliefs about her or his capabilities to perform a task self-esteem The extent to which a person believes that he or she is a worthwhile and deserving individual stereotyping The process of categorizing or labelling people on the basis of a single attribute stress An individual's response to a strong stimulus, which is called a When people quit their job Type A Individuals who are extremely competitive, very devoted to work, and have a strong sense of time urgency Type B Individuals who are less competitive, less devoted to work, and have a weaker sense of time urgency workplace behavior A pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness |
Behavior directed at gaining power and controlling the behavior of others
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