Chapter 10 notes

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15 Feb 2011
Chapter 10
Forms of employee behavior
Employee behavior the pattern of actions by the members of an organization that directly
or indirectly influences the organizations effectiveness
Performance behaviors the behaviors directly targeted at performing a job
Organizational citizenship provide positive benefits to the organization but in more
indirect ways
An employee who works late and takes time to help newcomers is a good
organizational citizen
Counterproductive behaviors behaviors that detract from organizational performance
Absenteeism occurs when an employee does not show up for work
Turnover the percentage of an organizations workforce that leaves and must be replaced
Individual difference among employees
Individual differences physical, psychological, and emotional attributes that vary from
one person to another
Personality the relatively stable set of psychological attributes that distinguishes one
person from another
Agreeableness is a persons ability to get along with others
Conscientiousness refers to the number of things a person tries to accomplish
Emotionality refers to the degree to which people tend to be positive or negative in
their outlook and behaviors toward others
Extroversion refers to the a persons comfort level with relationships
Openness reflects how open or rigid a person is in terms of his or her beliefs
Emotional intelligence, or emotional quotient (EQ) the extent to which people possess
social skills, are self-aware, can manage their emotions, can motivate themselves, and can
express empathy for others
Job satisfaction the degree of enjoyment that people derive from performing their jobs
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Organizational behavior an individuals identification with the organization and its
Highly committed employees see themselves as true members of the firm
Less committed employees are more likely to see themselves as outsiders
Matching people and jobs
Psychological contract the set of expectations held by an employee concerning what he or
she will contribute to an organization and what the organization will provide to the
employee in return
Person-job fit the extent to which a persons contributions and the organizations
inducements match one another
Motivation in the workplace
Motivation the set of forces that cause, focus, and sustain workers behaviors
Classical theory of motivation workers are solely motivated by money
Frederick Taylor if workers are motivated by money, then paying them more would
prompt them to produce more
Scientific management analyzing jobs in order to find better more efficient ways to
perform them
Hawthorne effect the tendency for workers productivity to increase when they feel they
are receiving special attention from management
Human relations the interactions between employers and employees and their attitudes
toward one another
Douglas McGregor concluded that managers had radically different beliefs about how best
to use the human resources at a firms disposal
Theory X a management approach based on the belief that people must be forced to be
productive because they are naturally lazy, irresponsible, and uncooperative
Theory Y a management approach based on the belief that people want to be productive
because they are naturally energetic, responsible, and co-operative
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