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Stack #4614893
| Question | Answer |
|---|---|
| Organization | A social invention where people coordinate effort to accomplish common goals. |
| Human Resource Management (HRM) | Managing recruitment, training, performance, compensation, and employee relations. |
| Organizational Behaviour (OB) | Study of attitudes and behaviours of individuals and groups in organizations to predict, explain, and manage. |
| Social Capital | Value from trust, relationships, and networks in organizations. |
| Human Capital | Employees’ knowledge, skills, abilities, and experience. |
| Evidence-Based Management (EBM) | Using scientific evidence and data rather than intuition or tradition. |
| Scientific Management | Early management approach emphasizing efficiency, specialization, and standardization. |
| Classical Viewpoint | Management style with centralized authority and formal structure. |
| Hawthorne Studies | Research showing attention and social factors influence productivity. |
| Human Relations Movement | Focus on social needs, motivation, and participation. |
| Contingency Approach | Effective management depends on the situation. |
| Mintzberg’s Managerial Roles | Interpersonal, informational, and decisional roles of managers. |
| Corporate Social Responsibility (CSR) | Responsibility for social and environmental impact. |
| Precarious Work | Insecure employment with few protections. |
| Work Engagement | High energy, dedication, and absorption at work. |
| Talent Management | Attracting, developing, and retaining employees. |
| Thriving at Work | Feeling energized and learning simultaneously. |
| Resilience | Ability to recover from setbacks. |
| Hope | Goal-directed energy and planning. |
| Self-Efficacy | Belief in one’s ability to succeed. |
| Optimism | Expectation that good things will happen. |
| Psychological Capital | Hope, efficacy, resilience, optimism combined. |
| Positive Organizational Behaviour (POB) | Focus on developing employee strengths. |
| Mindfulness | Present-focused awareness. |
| Artificial Intelligence (AI) | Technology performing tasks requiring human-like cognition. |
| Personality | Stable traits influencing behaviour. |
| Dispositional Approach | Behaviour mainly driven by personality. |
| Situational Approach | Behaviour mainly driven by environment. |
| Interactionist Approach | Behaviour depends on personality and situation. |
| Trait Activation Theory | Traits express themselves when situations trigger them. |
| Behavioural Plasticity Theory | Low self-esteem individuals are more influenced by situations. |
| Locus of Control | Beliefs about internal vs external control of outcomes. |
| Self-Monitoring | Adjusting behaviour to fit social settings. |
| Self-Esteem | Overall self-worth. |
| Positive Affectivity | Tendency toward positive emotions. |
| Negative Affectivity | Tendency toward negative emotions. |
| Proactive Personality | Taking initiative to change situations. |
| General Self-Efficacy (GSE) | Confidence across tasks. |
| Core Self-Evaluations (CSEs) | Broad trait predicting satisfaction and performance. |
| Imposter Phenomenon | Feeling success is undeserved and fearing exposure. |
| Operant Learning | Behaviour shaped by consequences. |
| Positive Reinforcement | Add pleasant stimulus to increase behaviour. |
| Negative Reinforcement | Remove unpleasant stimulus to increase behaviour. |
| Extinction | Remove reinforcement to reduce behaviour. |
| Social Cognitive Theory (SCT) | Learning through observation, self-efficacy, and self-regulation. |
| Observational Learning | Learning by watching others. |
| Self-Regulation | Monitoring and adjusting one’s actions. |
| OB Modification | Using reinforcement principles to shape behaviour. |
| Training | Builds skills for current job. |
| Development | Prepares employees for future roles. |
| Perception | Interpreting sensory information. |
| Perceptual Defence | Blocking threatening information. |
| Social Identity Theory | Self-concept from group memberships. |
| Primacy Effect | Overweighting first impressions. |
| Recency Effect | Overweighting recent information. |
| Projection | Assuming others think like you. |
| Stereotyping | Generalizing about social groups. |
| Attribution | Explaining causes of behaviour. |
| Dispositional Attribution | Blaming personality. |
| Situational Attribution | Blaming environment. |
| Consistency Cue | Does the person act this way repeatedly? |
| Consensus Cue | Do others behave similarly? |
| Distinctiveness Cue | Does the person behave differently elsewhere? |
| Fundamental Attribution Error | Overemphasizing dispositions for others. |
| Actor–Observer Effect | Own behaviour blamed on situation, others on disposition. |
| Self-Serving Bias | Credit success to self, failures to situation. |
| Diversity, Equity, and Inclusion (DEI) | Ensuring representation, fairness, and belonging. |
| Stereotype Threat | Fear of confirming stereotypes harms performance. |
| Trust | Willingness to be vulnerable. |
| Perceived Organizational Support (POS) | Belief that organization values and supports you. |
| Organizational Support Theory | POS leads employees to reciprocate. |
| Signalling Theory | Applicants infer organization values from treatment. |
| Behaviourally Anchored Rating Scale (BARS) | Performance scale using behavioural examples. |
| Frame-of-Reference Training (FOR) | Aligns raters’ standards. |
| Values | Enduring beliefs about what is important. |
| Individualism | Emphasis on individual achievement. |
| Collectivism | Emphasis on group goals. |
| Power Distance | Acceptance of unequal power. |
| Uncertainty Avoidance | Comfort with ambiguity. |
| Cultural Intelligence | Ability to function across cultures. |
| Job Satisfaction | Overall evaluation of one’s job. |
| Emotional Labour | Required emotional displays at work. |
| Emotional Contagion | Spread of emotions between people. |
| Procedural Fairness | Fair decision-making processes. |
| Distributive Fairness | Fairness of outcomes. |
| Interactional Fairness | Respectful communication. |
| Equity Theory | Compare input-output ratios. |
| Organizational Commitment | Attachment to organization. |
| Affective Commitment | Want to stay. |
| Continuance Commitment | Have to stay. |
| Normative Commitment | Ought to stay. |
| Validity | Measure captures what it intends to. |
| Reliability | Consistency of measurement. |
| Convergent Validity | Measure correlates with similar constructs. |
| Discriminant Validity | Measure does not correlate with different constructs. |
| Independent Variable | Predictor or manipulated variable. |
| Dependent Variable | Outcome variable. |
| Mediator | Explains relationship between IV and DV. |
| Moderator | Changes strength or direction of relationship. |
| Random Assignment | Random placement into groups. |
| Control Group | Group not receiving treatment. |
| Quasi-Experimental Design | No random assignment. |
| Hawthorne Effect | Behaviour changes because people are observed. |
| External Validity | Generalizability of results. |
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