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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
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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