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PSYC 352
test 3
| Question | Answer |
|---|---|
| objective performance measure | Usually a quantitative count of the results of work such as sales volume, complaint letters, and output. |
| judgmental performance measure | Evaluation made of the effectiveness of an individual’s work behavior, most often by supervisors in the context of a yearly performance evaluation. Justice hypothesis of workplac |
| hands-on-performance measurement | Requires an employee to engage in work-related tasks; usually includes carefully constructed simulations of central or critical pieces of work that involve single workers. |
| walk-through testing | Requires an employee to describe to an interviewer in detail how to complete a task or jobrelated behavior; employee may literally walk through the facility |
| electronic performance monitoring | Monitoring work processes with electronic devices; can be very cost effective and has the potential for providing detailed and accurate work logs. |
| performance management | System that emphasizes the link between individual behavior and organizational strategies and goals by defining performance in the context of those goals; jointly developed by managers and the people who report to them |
| distributive justice | Perceived fairness of the allocation of outcomes or rewards to organizational members. |
| procedural justice | Perceived fairness of the process (or procedure) by which ratings are assigned or rewards are distributed |
| destructive criticism | Negative feedback that is cruel, sarcastic, and offensive; usually general rather than specific and often directed toward personal characteristics of the employee rather than jobrelevant behaviors. |
| forced distribution rating system | Requires evaluators to place employees into performance categories based on a predetermined percentage of employees in different categories (low, moderate, high). |
| policy capturing | Technique that allows researchers to code various characteristics and determine which weighed most heavily in raters’ decision making |
| trust | Belief in how a person or an organization will act on some future occasion, based upon previous interactions with that person or organization. |
| organizational justice | Type of justice that is composed of organizational procedures, outcomes, and interpersonal interactions. |
| distributive justice | Perceived fairness of the allocation of outcomes or rewards to organizational members |
| merit or equity norm | Definition of fairness based on the view that those who work hardest or produce the most should get the greatest rewards; most common foundation for defining fairness in the United States |
| need norm | Definition of fairness based on the view that people should receive rewards in proportion to their needs. |
| equality norm | Definition of fairness based on the view that people should receive approximately equal rewards; most common foundation for defining fairness in Scandinavian and Asian countries |
| procedural justice | Perceived fairness of the process (or procedure) by which ratings are assigned or rewards are distributed |
| voice | Having the possibility of challenging, influencing, or expressing an objection to a process or outcome |
| interactional justice | Concerned with the sensitivity with which employees are treated and linked to the extent that an employee feels respected by the employer |
| deontic justice | A form of organizational justice based on what is the correct moral course of action for a company or for an individual |
| rational economic model | Accounts for the way people choose jobs in which the individual is viewed as an accountant who sums potential economic losses and gains in making the best choice. |
| rational psychological model | Accounts for the way people choose jobs that infer a bookkeeper mentality on the part of the applicant, but also include calculations that depend on psychological factors. |
| organizational fit model | Accounts for the way people choose jobs by examining the match between the personality and values of the individual and the organization |
| affirmative action | Program that acknowledges that particular demographic groups may be underrepresented in the work environment; provides specific mechanisms for reducing this underrepresentation. |
| diversity | Differences in demographic characteristics; also includes differences in values, abilities, interests, and experiences |
| relational demography | The relative makeup of various demographic characteristics in particular work groups |
| assimilation model | Model for addressing diversity that recruits, selects, trains, and motivates employees so that they share the same values and culture |
| protection model | Model for addressing diversity that identifies disadvantaged and underrepresented groups and provides special protections for them. |
| value model | Model for addressing diversity in which each element of an organization is valued for what it uniquely brings to the organization. |
| inclusion | The degree to which individuals feel safe, valued, and able to be authentic at work both as individuals and as members of various groups |
| leader emergence | Study of the characteristics of individuals who become leaders, examining the basis on which they were elected, appointed, or simply accepted. |
| leadership effectiveness | Study of which behaviors on the part of a designated leader (regardless of how that position was achieved) led to an outcome valued by the work group or organization. |
| leader | The individual in a group given the task of directing task-relevant group activities or, in the absence of a designated leader, carrying the primary responsibility for performing these functions in the group. |
| attempted leadership | Leader accepts the goal of changing a follower, and can be observed attempting to change the follower. |
| successful leadership | Follower changes his or her behavior as a function of the leader’s effort |
| effective leadership | Leader changes follower’s behavior, resulting in both leader and follower feeling satisfied and effective. |
| leader development | Concentrates on developing, maintaining, or enhancing individual leader attributes such as knowledge, skills, and abilities. |
| leadership development | Concentrates on the leader– follower relationship and on developing an environment in which the leader can build relationships that enhance cooperation and resource exchange |
| interpersonal competence | Includes social awareness and social skills such as the ability to resolve conflict and foster a spirit of cooperation. |
| power motive | Attaining control or power that results from people learning that the exercise of control over others or the environment is pleasing |
| activity inhibition | Psychological term used to describe a person who is not impulsive |
| affiliation need | Need for approval or connections with others. |
| “Great Man” Theories | historians who examined the life of a respected leader for clues leading to that person’s greatness; often focused on a galvanizing experience or an admirable trait (persistence, optimism, or intelligence) that a leader possesses to a singular degree. |
| trait approach | Attempts to show that leaders possessed certain characteristics that nonleaders did not |
| power approach | Examines the types of power wielded by leaders. |
| behavioral approach | Begun by researchers at Ohio State University; focused on the kinds of behavior engaged in by people in leadership roles and identified two major types: consideration and initiating structure. |
| consideration | consideration |
| initiating structure | initiating structure |
| task-oriented behavior | Identified by University of Michigan researchers as an important part of a leader’s activities; similar to initiating structure from the Ohio State studies. |
| relations-oriented behavior | Identified by University of Michigan researchers as an important part of a leader’s activities; similar to consideration in the Ohio State model. |
| participative behavior | Identified in the Michigan studies; allows subordinates more participation in decision making and encourages more two-way communication. |
| contingency approach | Proposed to take into account the role of the situation in the exercise of leadership |
| job maturity | A subordinate’s job-related ability, skills, and knowledge. |
| psychological maturity | The self-confidence and selfrespect of the subordinate. |
| virtual team | Team that has widely dispersed members working together toward a common goal and linked through computers and other technology |
| Global Leadership and Organizational Behavior Effectiveness (GLOBE) | Large-scale cross-cultural study of leadership by 170 social scientists and management researchers in over 60 countries. |
| culture-specific characteristics | Leader characteristics that are more acceptable in some countries than others |
| climate | A shared perception among employees regarding their work entity: a particular organization, division, department, or work group |
| autocratic climate | Organization described by Lewin as highly structured with little opportunity for individual responsibility or risk taking at the lowest levels |
| democratic climate | Organization described by Lewin as less structured, with greater opportunity for individual responsibility and risk taking. |
| culture | A system in which individuals share meanings and common ways of viewing events and objects |
| climate/culture strength | Extent to which members of the organization share a perception (in the case of climate) or a value/belief pattern (in the case of culture). |
| socialization | Process by which a new employee becomes aware of the values and procedures of an organization |
| person-job (P-J) fit | Extent to which the skills, abilities, and interests of an individual are compatible with the demands of the job. |
| person-organization (P-O) fit | Extent to which the values of an employee are consistent with the values held by most others in the organization. |
| Attraction-Selection-Attrition (ASA) model | Model that proposes that organizations and individuals undergo a process of jointly assessing probable fit based primarily on personality characteristics. the goal is to make the workforce homogeneous with respect to personality characteristics |
| unfreezing | First stage in the process of changing an organization in which individuals become aware of their values and beliefs. |
| changing | Second stage in the process of changing an organization in which individuals adopt new values, beliefs, and attitudes. |
| refreezing | Third stage in the process of changing an organization in which the new attitudes and values of individuals are stabilized. |
| episodic change | Organizational change characterized as infrequent, discontinuous, and intentional; often launched with fanfare, with senior leaders clearly articulating pathways to change and disseminating information about the process and desired end state. |
| continuous change | Ongoing, evolving, and cumulative organizational change characterized by small, continuous adjustments, created simultaneously across units, that add up to substantial change. |
| rebalance | Stage in the freeze–rebalance–unfreeze continuous change process intended to reframe what has happened and produce a cognitive framework that gives change deeper meaning |
| Total Quality Management (TQM) | A unique way of organizing productive effort by emphasizing team-based behavior directed toward improving quality and meeting customer demands. |
| Six Sigma systems | Approach to quality management providing training for employees and managers in statistical analysis, project management, and problem-solving methods to reduce the defect rate of products |
| lean production | Method that focuses on reducing waste in every form, including overproduction, lengthy waiting times for materials, excessive transportation costs, unnecessary stock, and defective products. |
| just-in-time (JIT) production | System that depends on the detailed tracking of materials and production so that the materials and human resources necessary for production arrive just in time; central to the reduction of waste in lean production processes. |
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dontknowjack
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