Org Behavior

the degree to which people in a country accept that power in institutions and organizations is distributed unequally.

the sum of ways in which an individual reacts to and interacts with others.

factors determined at conceptions; one's biological, physiological, and inherent psychological makeup

enduring characteristics that describe an individual's behavior.

a personality test that taps four characteristics and classifies people into one of the 16 personality types

a personality assessment model that describes five basic dimensions of personality

personality dimension that describes someone who is responsible, dependable, persistant, and organized

personality dimension that describes someone who is responsible, dependable, persistent, and organized

personality dimension describing someone who is sociable, gregarious, and assertive

personality dimension that characterizes someone interms of imagination, sensitivity, and curiosity

personality dimension that describes someone who is good natured, cooperative, and trusting

machiavellianism, narcissim, and psychopathy

degreee to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means

tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and possess a sense of entitlement

tendency for a lack of concern fo others and lack of guilt or remose when actions cause harm

bottom-line conclusions individuals have about their capabilities, competence, and worth as a person

personality trait that measures an individuals ability to adjust his or her behavior to external, situational factors

people who identify opportunities, show initiative, take action, and perseve until meaningful change occurs

A theory indicating that the way personality translates into behavior depends on the strength of the situation.

A theory that predicts that some situations, events, or interventions “activate” a trait more than others.

A hierarchy based on a ranking of an individual’s values in terms of their intensity.

A national culture attribute that indicates little differentiation between male and female roles; a high rating indicates that women are treated as the equals of men in all aspects of the society.

A personality dimension describing someone who is sociable, gregarious, and assertive.

A national culture attribute that describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.

A national culture attribute that describes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them.

A theory that people are attracted to and selected by organizations that match their values, and leave when there is no compatibility.

A theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.

A personality dimension that describes someone who is good natured, cooperative, and trusting.

Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.

A personality dimension that characterizes someone in terms of imagination, sensitivity, and curiosity.

A national culture attribute that emphasizes the future, thrift, and persistence.

A national culture attribute that describes the degree to which people prefer to act as individuals rather than as members of groups.

A personality dimension that characterizes someone as calm, self-confident, and secure (positive) versus nervous, depressed, and insecure (negative).

Desirable end-states of existence; the goals a person would like to achieve during his or her lifetime.

The degree to which people in a country accept that power in institutions and organizations is distributed unequally.

Preferable modes of behavior or means of achieving one’s terminal values

A national culture attribute that describes the extent to which the culture favors traditional masculine work roles of achievement, power, and control. Societal values are characterized by assertiveness and materialism.

A national culture attribute that emphasizes the present and accepts change.

A perspective in which ethical decisions are made because you “ought to” in order to be consistent with moral norms, principles, standards, rules, or laws.

Judging someone based on one’s perception of the group to which that person belongs.

The process of creative behavior involving the evaluation of potential solutions to problems to identify the best one.

An increased commitment to a previous decision despite negative information.

The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others.

An unconscious process created out of distilled experience.

The tendency for people to base their judgments on information that is readily available to them.

A discrepancy between the current state of affairs and some desired state.

The tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff.

The process of creative behavior that involves developing possible solutions to a problem from relevant information and knowledge.

Evaluation of a person’s characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics.

A decision-making model that describes how individuals should behave to maximize some outcome.

The stage of creative behavior when possible solutions to a problem incubate in an individual’s mind.

The ability to produce novel and useful ideas.

Choices made from among two or more alternatives.

An ethical perspective in which decisions are made to provide the greatest good for all.

A situation in which a person inaccurately perceives a second person and the resulting expectations cause the second person to behave in ways consistent with the original perception.

An attempt to explain the ways we judge people differently, depending on the meaning we attribute to a behavior, such as determining whether an individual’s behavior is internally or externally caused.

The tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external factors.

A process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity.

A process by which individuals organize and interpret their sensory impressions to give meaning to their environment.

The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments.

The tendency to draw a negative general impression about an individual based on a single characteristic.

Individuals who report unethical practices by their employer to outsiders.

The stage of creative behavior that involves identifying a problem or opportunity requiring a solution that is yet unknown.

The tendency to choose to interpret what one sees based on one’s interests, background, experience, and attitudes.

Characterized by making consistent, value-maximizing choices within specified constraints.

A tendency to fixate on initial information, from which one then fails to adjust adequately for subsequent information.

The tendency to believe falsely, after an outcome of an event is actually known, that one would have accurately predicted that outcome.

The tendency to draw a positive general impression about an individual based on a single characteristic.

Analyzing how people behave when confronted with ethical dilemmas.

The tendency of individuals to believe that they can predict the outcome of random events.

The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed.

A theory stating that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

The need to make others behave in a way in which they would not have behaved otherwise.

A theory stating that specific and difficult goals, with feedback, lead to higher performance.

A theory suggesting that behavior is a function of its consequences.

The perceived fairness of the process used to determine the distribution of rewards.

The desire for friendly and close interpersonal relationships.

Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied.

A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. Also called motivation-hygiene theory.

A self-regulation strategy that involves striving for goals by fulfilling duties and obligations.

A version of self-determination theory in which allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling.

The view that we can learn through both observation and direct experience.

The degree to which employees are provided truthful explanations for decisions.

A theory stating that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

The degree to which people’s reasons for pursuing goals are consistent with their interests and core values.

Perceived fairness of the amount and allocation of rewards among individuals.

A theory that states achievement, power, and affiliation are three important needs that help explain motivation.

An individual’s belief that he or she is capable of performing a task.

Abraham Maslow’s hierarchy of five needs—physiological, safety, social, esteem, and self-actualization—in which, as each need is substantially satisfied, the next need becomes dominant.

A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation.

The investment of an employee’s physical, cognitive, and emotional energies into job performance.

The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

A self-regulation strategy that involves striving for goals through advancement and accomplishment.

The degree to which employees are treated with dignity and respect.

A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress.

An overall perception of what is fair in the workplace, composed of distributive, procedural, informational, and interpersonal justice.

An organization-wide program that distributes compensation based on some established formula designed around a company’s profitability.

The degree to which a job requires completion of a whole and identifiable piece of work.

Adding high-level responsibilities to a job to increase intrinsic motivation.

A pay plan in which workers are paid a fixed sum for each unit of production completed.

The periodic shifting of an employee from one task to another

A process in which subordinates share a significant degree of decision-making power with their immediate superiors.

A benefits plan that allows each employee to put together a benefits package tailored to his or her own needs and situation.

The degree to which a job requires a variety of different activities.

A participative process that uses the input of employees to increase employee commitment to organizational success.

The degree to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his or her performance.

A predictive index that suggests the motivating potential in a job.

A pay plan that rewards employees for recent performance rather than historical performance.

A company-established benefits plan in which employees acquire stock, often at below-market prices, as part of their benefits.

The degree to which a job has a substantial impact on the lives or work of other people.

A plan to encourage specific employee behaviors by formally appreciating specific employee contributions.

A model proposing that any job can be described in terms of five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback.

Flexible work hours.

The degree to which a job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out.

A pay plan that bases a portion or all of an employee’s pay on some individual and/or organizational measure of performance.

A pay plan based on performance appraisal ratings.

The way the elements in a job are organized.

Working from home at least 2 days a week through virtual devices that are linked to the employer’s office.

An arrangement that allows two or more individuals to split a traditional 40-hour-a-week job.

Constructing jobs so employees see the positive difference they can make in the lives of others directly through their work.

A system in which workers participate in organizational decision making through a small group of representative employees.