Chapter 2 - MHR 405

32 views2 pages
user avatar
Published on 12 Oct 2011
School
Ryerson University
Department
Human Resources
Course
MHR 405
Professor
MHR 405: Chapter 2 Definitions
High-Performing Organizations: Organizations that produce extraordinary results
and sustain this performance over time
Triple Bottom Line: An expanded baseline for measuring performance, adding socia
l and environmental dimensions to the traditional monetary benchmark
Best-Practice Methods: The process, practices, and systems that an organization
does particulary well and that are widely recognized as improving the organizati
ons performance and efficiency in specific areas
Instrumental Values: Values that represent the acceptable behaviour to be used i
n achieving some end state
Terminal Values: Values that represent the goals to be achieved or the end state
s of existance
Power Distance: The degree of inequality among people that a culture considers n
ormal
Individuals vs. Collectivism: The degree to which individuals are expected to be
part of a group in their organization or in their society
In-Group Collectivism: The extent to which members of a society take pride in me
mberships in their immediate social group
Assertiveness: The extent to which a society encourages people to be confrontati
onal and assertive with respect to their views
Gender Differentiation: The extent to which a society views gender roles as diff
erent
Performance Orientation: The degree to which society values initiative, continou
s improvement, and exceptional performance
Uncertainty Avoidance, The degree to which people in a country prefer structured
over unstructured situations
Future Orientation: The extent to which a society supports and rewards future-re
lated behaviours
Humane Orientation: The degree to which a society encourages and rewards individ
uals for being altruistic, caring and generous
Attitude: A psychological tendency expressed by evaluating an entity with some d
egree of favour or disfavour. It is the basis of an evaluative response to a par
ticular situation, event or issue
Job Satisfaction: A pleasurable or positive emotional state resulting from the a
ppraisal of one's job or experiences
Psychological Contract: The unwritten set of expectations between employer and e
mployee regarding implicit rights and obligations of each party regarding the em
ployment relatationship
Organizational Commitment (OC): The strength of an individuals identification wi
th an organization
Affective Commitment: The type of organizational commitment based on an individu
Unlock document

This preview shows half of the first page of the document.
Unlock all 2 pages and 3 million more documents.

Already have an account? Log in

Document Summary

High-performing organizations: organizations that produce extraordinary results and sustain this performance over time. Triple bottom line: an expanded baseline for measuring performance, adding socia l and environmental dimensions to the traditional monetary benchmark. Best-practice methods: the process, practices, and systems that an organization does particulary well and that are widely recognized as improving the organizati ons performance and efficiency in specific areas. Instrumental values: values that represent the acceptable behaviour to be used i n achieving some end state. Terminal values: values that represent the goals to be achieved or the end state s of existance. Power distance: the degree of inequality among people that a culture considers n ormal. Individuals vs. collectivism: the degree to which individuals are expected to be part of a group in their organization or in their society. In-group collectivism: the extent to which members of a society take pride in me mberships in their immediate social group.