1
Q
task performance
A
The individual’s voluntary goal-directed behaviours that contribute to organizational objectives.
2
Q
agreeableness
A
A personality dimension describing people who are trusting, helpful, good-natured, considerate, tolerant, selfless, generous, and flexible.
3
Q
openness to experience
A
A personality dimension describing people who are imaginative, creative, unconventional, curious, nonconforming, autonomous, and aesthetically perceptive.
4
Q
ability
A
The natural aptitudes and learned capabilities required to successfully complete a task.
5
Q
achievement-nurturing orientation
A
A cross-cultural value describing the degree to which people in a culture emphasize competitive versus cooperative relations with other people.
6
Q
action research
A
A problem-focused change process that combines action orientation (changing attitudes and behaviour) and research orientation (testing theory through data collection and analysis).
7
Q
adaptive culture
A
An organizational culture in which employees are receptive to change, including the ongoing alignment of the organization to its environment and continuous improvement of internal processes.
8
Q
affective organizational commitment
A
An individual’s emotional attachment to, involvement in, and identification with an organization.
9
Q
anchoring and adjustment heuristic
A
A natural tendency for people to be influenced by an initial anchor point such that they do not sufficiently move away from that point as new information is provided.
10
Q
appreciative inquiry
A
An organizational change strategy that directs the group’s attention away from its own problems and focuses participants on the group’s potential and positive elements.
11
Q
artifacts
A
The observable symbols and signs of an organization’s culture.
12
Q
attitudes
A
The cluster of beliefs, assessed feelings, and behavioural intentions towards a person, object, or event (called an attitude object).
13
Q
attraction–selection–attrition (ASA) theory
A
A theory which states that organizations have a natural tendency to attract, select, and retain people with values and personality characteristics that are consistent with the organization’s character, resulting in a more homogeneous organization and a stronger culture.
14
Q
attribution process
A
The perceptual process of deciding whether an observed behaviour or event is caused largely by internal or external factors.
15
Q
authentic leadership
A
The view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept.
16
Q
availability heuristic
A
A natural tendency to assign higher probabilities to objects or events that are easier to recall from memory, even though ease of recall is also affected by nonprobability factors (e.g., emotional response, recent events).
17
Q
best alternative to a negotiated agreement (BATNA)
A
The best outcome you might achieve through some other course of action if you abandon the current negotiation.
18
Q
bicultural audit
A
A process of diagnosing cultural relations between companies and determining the extent to which cultural clashes will likely occur.
19
Q
bounded rationality
A
The view that people are bounded in their decision-making capabilities, including access to limited information, limited information processing, and tendency toward satisficing rather than maximizing when making choices.
20
Q
brainstorming
A
A freewheeling, face-to-face meeting where team members aren’t allowed to criticize but are encouraged to speak freely, generate as many ideas as possible, and build on the ideas of others.
21
Q
brainwriting
A
A variation of brainstorming whereby participants write (rather than speak about) and share their ideas.
22
Q
Brooks’s law
A
The principle that adding more people to a late software project only makes it later.
23
Q
categorical thinking
A
Organizing people and objects into preconceived categories that are stored in our long-term memory.
24
Q
centrality
A
A contingency of power pertaining to the degree and nature of interdependence between the powerholder and others.
25
centralization
The degree to which formal decision-making authority is held by a small group of people, typically those at the top of the organizational hierarchy.
26
ceremonies
Planned displays of organizational culture, conducted specifically for the benefit of an audience.
27
charisma
A set of self-presentation characteristics and nonverbal communication behaviours (i.e., signalling) that generate interpersonal attraction and referent power over others as well as deference to the charismatic person.
28
coalition
A group that attempts to influence people outside the group by pooling the resources and power of its members.
29
cognitive dissonance
An emotional experience caused by a perception that our beliefs, feelings, and behaviour are incongruent with one another.
30
collectivism
A cross-cultural value describing the degree to which people in a culture emphasize duty to groups to which they belong and to group harmony.
31
communication
The process by which information is transmitted and understood between two or more people.
32
confirmation bias
The process of screening out information that is contrary to our values and assumptions, and to more readily accept confirming information.
33
conflict
The process in which one party perceives that its interests are being opposed or negatively affected by another party.
34
conscientiousness
A personality dimension describing people who are organized, dependable, goal-focused, thorough, disciplined, methodical, and industrious.
35
constructs
Abstract ideas constructed by researchers that can be linked to observable information.
36
contact hypothesis
A theory stating that the more we interact with someone, the less prejudiced or perceptually biased we will be against that person.
37
continuance commitment
An individual’s calculative attachment to an organization.
38
corporate social responsibility (CSR)
Organizational activities intended to benefit society and the environment beyond the firm’s immediate financial interests or legal obligations.
39
counterproductive work behaviours (CWBs)
Voluntary behaviours that have the potential to directly or indirectly harm the organization.
40
countervailing power
The capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship.
41
creativity
The development of original ideas that make a socially recognized contribution.
42
decision making
The conscious process of making choices among alternatives with the intention of moving toward some desired state of affairs.
43
deep-level diversity
Differences in the psychological characteristics of employees, including personalities, beliefs, values, and attitudes.
44
distributive justice
The perception that appropriate decision criteria (rules) have been applied to calculate how various benefits and burdens are distributed.
45
divergent thinking
Reframing a problem in a unique way and generating different approaches to the issue.
46
divisional structure
An organizational structure in which employees are organized around geographic areas, outputs (products or services), or clients.
47
drives
Hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions to energize individuals.
48
learning orientation
A set of collective beliefs and norms that encourage people to question past practices, learn new ideas, experiment putting ideas into practice, and view mistakes as part of the learning process.
49
electronic brainstorming
A form of brainwriting that relies on networked computers for submitting and sharing creative ideas.
50
emotional contagion
The nonconscious process of “catching” or sharing another person’s emotions by mimicking that person’s facial expressions and other nonverbal behaviour.
51
emotional intelligence (EI)
A set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others.
52
emotional labour
The effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions.
53
emotions
Physiological, behavioural, and psychological episodes experienced toward an object, person, or event that create a state of readiness.
54
empathy
A person’s understanding of and sensitivity to the feelings, thoughts, and situations of others.
55
employee engagement
A person’s emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals.
56
employee share ownership plans (ESOPs)
A reward system that encourages employees to buy company shares.
57
psychological empowerment
A perceptual and emotional state in which people experience more self-determination, meaning, competence, and impact regarding their role in the organization.
58
equity theory
A theory explaining how people develop perceptions of fairness in the distribution and exchange of resources.
59
escalation of commitment
The tendency to repeat an apparently bad decision or allocate more resources to a failing course of action.
60
ethics
The study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad.
61
evaluation apprehension
Occurs when individuals are reluctant to mention ideas that seem silly because they believe that others in the decision-making team are silently evaluating them.
62
evidence-based management
The practice of making decisions and taking actions based on research evidence.
63
exit-voice-loyalty-neglect (EVLN) model
The four ways, as indicated in the name, that employees respond to job dissatisfaction.
64
expectancy theory
A motivation theory based on the idea that work effort is directed toward behaviours that people believe will lead to desired outcomes.
65
extraversion
A personality dimension describing people who are outgoing, talkative, sociable, and assertive.
66
false-consensus effect
A perceptual error in which we overestimate the extent to which others have beliefs and characteristics similar to our own.
67
field surveys
Research design strategies that involve collecting and analyzing information in a natural environment, such as an office, a factory, or other existing location.
68
five-factor (Big Five) model
The five broad dimensions representing most personality traits: conscientiousness, neuroticism, openness to experience, agreeableness, and extraversion.
69
force field analysis
Kurt Lewin’s model of system-wide change that helps change agents diagnose the forces that drive and restrain proposed organizational change.
70
formalization
The degree to which organizations standardize behaviour through rules, procedures, formal training, and related mechanisms.
71
four-drive theory
A motivation theory based on the innate drives to acquire, bond, comprehend, and defend that incorporates both emotions and rationality.
72
functional structure
An organizational structure in which employees are organized around specific knowledge or other resources.
73
fundamental attribution error
The tendency to see the person rather than the situation as the main cause of that person’s behaviour.
74
gainsharing plan
A team-based reward that calculates bonuses from the work unit’s cost savings and productivity improvement.
75
general adaptation syndrome
A model of the stress experience, consisting of three stages: alarm reaction, resistance, and exhaustion.
76
global mindset
An individual’s ability to perceive, appreciate, and empathize with people from other cultures, and to process complex cross-cultural information.
77
grapevine
An unstructured and informal communication network founded on social relationships rather than organizational charts or job descriptions.
78
grounded theory
A process of developing knowledge through the constant interplay of data collection, analysis, and theory development.
79
halo effect
A perceptual error whereby our general impression of a person, usually based on one prominent characteristic, colours our perception of other characteristics of that person.
80
human capital
The knowledge, skills, abilities, creative thinking, and other valued resources that employees bring to the organization.
81
hypotheses
Statements making empirically testable declarations that certain variables and their corresponding measures are related in a specific way proposed by the theory.
82
implicit favourite
A preferred alternative that the decision maker uses repeatedly as a comparison with other choices.
83
implicit leadership theory
A theory stating that people evaluate a leader’s effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviours of effective leaders (leadership prototypes), and that people tend to inflate the influence of leaders on organizational events.
84
impression management
Actively shaping through self-presentation and other means the perceptions and attitudes that others have of us.
85
individualism
A cross-cultural value describing the degree to which people in a culture emphasize independence and personal uniqueness.
86
influence
Any behaviour that attempts to alter someone’s attitudes or behaviour.
87
information overload
A condition in which the volume of information received exceeds the person’s capacity to process it.
88
inoculation effect
A persuasive communication strategy of warning listeners that others will try to influence them in the future and that they should be wary about the opponent’s arguments.
89
intellectual capital
A company’s stock of knowledge, including human capital, structural capital, and relationship capital.
90
interpretivism
The view held in many qualitative studies that reality comes from shared meaning among people in a particular environment.
91
intuition
The ability to know when a problem or opportunity exists and to select the best course of action without conscious reasoning.
92
job characteristics model
A job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties.
93
job enlargement
The practice of increasing the number and variety of related tasks assigned to a job.
94
job enrichment
The practice of giving employees more responsibility for scheduling, coordinating, and planning their own work.
95
job evaluation
Systematically rating the worth of jobs within an organization by measuring their required skill, effort, responsibility, and working conditions.
96
job satisfaction
A person’s evaluation of their job and work context.
97
job specialization
The result of division of labour in which work is subdivided into separate jobs assigned to different people.
98
Johari Window
A model of self-awareness and mutual understanding with others that advocates disclosure and feedback to increase our open area and reduce the blind, hidden, and unknown areas.
99
laboratory experiment
Any research study in which independent variables and variables outside the researcher’s main focus of inquiry can be controlled to some extent.
100
leadership substitutes theory
A theory identifying conditions that either limit a leader’s ability to influence subordinates or make a particular leadership style unnecessary.
101
leadership
Influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members.
102
legitimate power
An agreement among organizational members that people in certain roles can request certain behaviours of others.
103
locus of control
A person’s general belief about the amount of control they have over personal life events.
104
management by wandering around (MBWA)
A communication practice in which executives get out of their offices and learn from others in the organization through face-to-face dialogue.
105
managerial leadership
A leadership perspective stating that effective leaders help employees improve their performance and well-being towards current objectives and practices.
106
Maslow’s needs hierarchy theory
A motivation theory of needs arranged in a hierarchy, whereby people are motivated to fulfill a higher need as a lower one becomes gratified.
107
matrix structure
An organizational structure that overlays two structures (such as a geographic divisional and a product structure) in order to leverage the benefits of both.
108
mechanistic structure
An organizational structure with a narrow span of control and a high degree of formalization and centralization.
109
media richness
A medium’s data-carrying capacity, that is, the volume and variety of information that can be transmitted during a specific time.
110
mental imagery
The process of mentally practising a task and visualizing its successful completion.
111
mental models
Knowledge structures that we develop to describe, explain, and predict the world around us.
112
mindfulness
A person’s receptive and impartial attention to and awareness of the present situation as well as to one’s own thoughts and emotions in that moment.
113
moral intensity
The degree to which an issue demands the application of ethical principles.
114
moral sensitivity
A person’s ability to recognize the presence of an ethical issue and determine its relative importance.
115
motivation
The forces within a person that affect the direction, intensity, and persistence of effort for voluntary behaviour.
116
Myers-Briggs Type Indicator (MBTI)
An instrument designed to measure the elements of Jungian personality theory, particularly preferences regarding perceiving and judging information.
117
need for achievement (nAch)
A learned need in which people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success.
118
need for affiliation (nAff)
A learned need in which people seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation.
119
need for power (nPow)
A learned need in which people want to control their environment, including people and material resources, to benefit either themselves (personalized power) or others (socialized power).
120
needs
Goal-directed forces that people experience.
121
negotiation
The process in which interdependent parties with divergent beliefs or goals attempt to reach agreement on issues that mutually affect them.
122
network structure
An alliance of several organizations for the purpose of creating a product or serving a client.
123
neuroticism
A personality dimension describing people who tend to be anxious, insecure, self-conscious, depressed, and temperamental.
124
nominal group technique
A variation of brainwriting consisting of three stages: participants (1) silently and independently document their ideas, (2) collectively describe these ideas to the other team members without critique, and then (3) silently and independently evaluate the ideas presented.
125
norm of reciprocity
A felt obligation and social expectation of helping or otherwise giving something of value to someone who has already helped or given something of value to you.
126
norms
The informal rules and shared expectations that groups establish to regulate the behaviour of their members.
127
open systems
The view that organizations depend on the external environment for resources, affect that environment through their output, and consist of internal subsystems that transform inputs to outputs.
128
organic structure
An organizational structure with a wide span of control, little formalization, and decentralized decision making.
129
organic structure
An organizational structure with a wide span of control, little formalization, and decentralized decision making.
130
organizational behaviour (OB)
The study of what people think, feel, and do in and around organizations.
131
organizational behaviour modification (OB Mod)
A theory that explains employee behaviour in terms of the antecedent conditions and consequences of that behaviour.
132
organizational citizenship behaviours (OCBs)
Various forms of cooperation and helpfulness to others that support the organization’s social and psychological context.
133
organizational culture
The values and assumptions shared within an organization.
134
organizational effectiveness
The extent to which an organization has a good fit with its external environment, effectively transforms inputs to outputs through human capital, and satisfies the needs of key stakeholders.
135
organizational politics
The use of influence tactics for personal gain at the perceived expense of others and the organization.
136
organizational socialization
The process by which individuals learn the values, expected behaviours, and social knowledge necessary to assume their roles in the organization.
137
organizational strategy
The way the organization positions itself in its setting in relation to its stakeholders, given the organization’s resources, capabilities, and mission.
138
organizational structure
The division of labour as well as the patterns of coordination, communication, workflow, and formal power that direct organizational activities.
139
organizations
Groups of people who work interdependently toward some purpose.
140
parallel learning structures
Highly participative arrangements composed of people from most levels of the organization who follow the action research model to produce meaningful organizational change.
141
path–goal leadership theory
A leadership theory stating that effective leaders choose the most appropriate leadership style(s), depending on the employee and situation, to influence employee expectations about desired results and their positive outcomes.
142
perception
The process of receiving information about and making sense of our surrounding environment.
143
personality
The relatively enduring pattern of thoughts, emotions, and behaviours that characterize a person, along with the psychological processes behind those characteristics.
144
persuasion
The use of facts, logical arguments, and emotional appeals to change another person’s beliefs and attitudes, usually for the purpose of changing the person’s behaviour.
145
positive organizational behaviour
A perspective of organizational behaviour that focuses on building positive qualities and traits within individuals or institutions as opposed to focusing on what is wrong with them.
146
positivism
A view held in quantitative research in which reality exists independent of the perceptions and interpretations of people.
147
power distance
A cross-cultural value describing the degree to which people in a culture accept unequal distribution of power in a society.
148
power
The capacity of a person, team, or organization to influence others.
149
power
The capacity of a person, team, or organization to influence others.
150
primacy effect
A perceptual error in which we quickly form an opinion of people based on the first information we receive about them.
151
procedural justice
The perception that appropriate procedural rules have been applied throughout the decision process.
152
process losses
Resources (including time and energy) expended toward team development and maintenance rather than the task.
153
production blocking
A time constraint in team decision making due to the procedural requirement that only one person may speak at a time.
154
profit-sharing plan
A reward system that pays bonuses to employees on the basis of the previous year’s level of corporate profits.
155
profit-sharing plan
A reward system that pays bonuses to employees on the basis of the previous year’s level of corporate profits.
156
prospect theory effect
An innate tendency to feel stronger negative emotion from losing a particular amount than positive emotion from gaining an equal amount.
157
psychological contract
The individual’s beliefs about the terms and conditions of a reciprocal exchange agreement between that person and another party (typically an employer).
158
rational choice decision making
The process of using pure logic and all available information about all alternatives to choose the alternative with the highest value.
159
realistic job preview (RJP)
A method of improving organizational socialization in which job applicants are given a balance of positive and negative information about the job and work context.
160
reality shock
The stress that results when employees perceive discrepancies between their pre-employment expectations and on-the-job reality.
161
recency effect
A perceptual error in which the most recent information dominates our perception of others.
162
referent power
The capacity to influence others on the basis of an identification with and respect for the power holder.
163
refreezing
The latter part of the change process, in which systems and structures are introduced that reinforce and maintain the desired behaviours.
164
relationship capital
The value derived from an organization’s relationships with customers, suppliers, and others.
165
relationship conflict
A type of conflict in which people focus their discussion on qualities of the people in the dispute, rather than on the qualities of the ideas presented regarding a task-related issue.
166
representative sampling
The process of sampling a population in such a way that one can extrapolate the results of that sample to the larger population.
167
representativeness heuristic
A natural tendency to evaluate probabilities of events or objects by the degree to which they resemble (are representative of) other events or objects rather than on objective probability information.
168
rituals
The programmed routines of daily organizational life that dramatize the organization’s culture.
169
role perceptions
The degree to which a person understands the job duties assigned to or expected of them.
170
role
A set of behaviours that people are expected to perform because they hold specific formal or informal positions in a team and organization.
171
satisficing
Selecting an alternative that is satisfactory or “good enough,” rather than the alternative with the highest value (maximization).
172
scenario planning
A systematic process of thinking about alternative futures and what the organization should do to anticipate and react to those environments.
173
scientific management
The practice of systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency.
174
scientific method
A set of principles and procedures that help researchers to systematically understand previously unexplained events and conditions.
175
selective attention
The process of attending to some information received by our senses and ignoring other information.
176
self-concept
An individual’s self-beliefs and self-evaluations.
177
self-directed teams (SDTs)
Cross-functional work groups that are organized around work processes, complete an entire piece of work requiring several interdependent tasks, and have substantial autonomy over the execution of those tasks.
178
self-efficacy
A person’s belief that they have the ability, motivation, correct role perceptions, and favourable situation to complete a task successfully.
179
self-enhancement
A person’s inherent motivation to have a positive self-concept (and to have others perceive them favourably), such as being competent, attractive, lucky, ethical, and important.
180
self-fulfilling prophecy
The perceptual process in which our expectations about another person cause that person to act more consistently with those expectations.
181
self-leadership
Specific cognitive and behavioural strategies to achieve personal goals and standards through self-direction and self-motivation.
182
self-reinforcement
Reinforcement that occurs when an employee has control over a reinforcer but doesn’t ‘take’ it until completing a self-set goal.
183
self-serving bias
The tendency to attribute our favourable outcomes to internal factors and our failures to external factors.
184
self-talk
The process of talking to ourselves about our own thoughts or actions.
185
self-verification
A person’s inherent motivation to confirm and maintain their existing self-concept.
186
servant leadership
The view that leaders serve followers, rather than vice versa; leaders help employees fulfil their needs and are coaches, stewards, and facilitators of employee performance.
187
service profit chain model
A theory explaining how employees’ job satisfaction influences company profitability indirectly through service quality, customer loyalty, and related factors.
188
share options
A reward system that gives employees the right to purchase company shares at a future date at a predetermined price.
189
shared leadership
The view that leadership is a role, not a position assigned to one person; consequently, people within the team and organization lead each other.
190
skill variety
The extent to which employees must use different skills and talents to perform tasks within their jobs.
191
social capital
The knowledge, opportunities, and other resources available to members of a social network, along with the mutual support, trust, reciprocity, and coordination that facilitate sharing of those resources.
192
social cognitive theory
A theory that explains how learning and motivation occur by observing and modelling others as well as by anticipating the consequences of our behaviour.
193
social identity theory
A theory stating that people define themselves by the groups to which they belong or have an emotional attachment.
194
social loafing
The problem that occurs when people exert less effort (and usually perform at a lower level) when working in teams than when working alone.
195
social networks
Social structures of individuals or social units that are connected to each other through one or more forms of interdependence.
196
span of control
The number of people directly reporting to the next level in the hierarchy.
197
stakeholders
Individuals, groups, and other entities that affect, or are affected by, the organization’s objectives and actions.
198
stereotype threat
An individual’s concern about confirming a negative stereotype about their group.
199
stereotyping
The process of assigning traits to people based on their membership in a social category.
200
strengths-based coaching
An approach to coaching and feedback that focuses on building and leveraging the employee’s strengths rather than trying to correct their weaknesses.
201
stress
An adaptive response to a situation that is perceived as challenging or threatening to the person’s well-being.
202
stressors
Environmental conditions that place a physical or emotional demand on the person.
203
structural hole
An area between two or more dense social network areas that lacks network ties.
204
superordinate goals
Goals that the conflicting parties value and whose attainment requires the joint resources and effort of those parties.
205
surface-level diversity
The observable demographic or physiological differences in people, such as their race, ethnicity, gender, age, and physical disabilities.
206
task conflict
A type of conflict in which people focus their discussion around the issue (i.e., the “task”) in which different viewpoints occur while showing respect for people involved in that disagreement.
207
task identity
The degree to which a job requires completion of a whole or an identifiable piece of work.
208
task interdependence
The extent to which employees must share materials, information, or expertise with others to perform their jobs.
209
task significance
The degree to which a job has a substantial impact on the organization and/or larger society.
210
team cohesion
The degree of attraction people feel toward the team and their motivation to remain members.
211
team efficacy
The collective belief among team members of the team’s capability to successfully complete a task.
212
team-based structure
An organizational structure built around self-directed teams that complete an entire piece of work.
213
teams
Groups of two or more people who interact and influence each other, are mutually accountable for achieving common goals associated with organizational objectives, and perceive themselves as a social entity within an organization.
214
theory
A general set of propositions that describes interrelationships among several concepts.
215
third-party conflict resolution
Any attempt by a relatively neutral person to help conflicting parties resolve their differences.
216
transformational leadership
A leadership perspective that explains how leaders change teams or organizations by creating, communicating, and modelling a vision for the organization or work unit and inspiring employees to strive for that vision.
217
trust
Positive expectations one person has toward another person or group in situations involving risk.
218
uncertainty avoidance
A cross-cultural value describing the degree to which people in a culture tolerate ambiguity (low uncertainty avoidance) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance).
219
unfreezing
The first part of the organizational change process, in which the change agent produces disequilibrium between the driving and restraining forces.
220
upward appeal
A type of influence in which someone with higher authority or expertise is relied on in reality or symbolically to support the influencer’s position.
221
values
Relatively stable evaluative beliefs that guide a person’s preferences for outcomes or courses of action in a variety of situations.
222
remote teams
Teams whose members operate across space, time, and organizational boundaries and are linked through information technologies to achieve organizational tasks.
223
wikis
Collaborative web spaces where anyone in a group can write, edit, or remove material from the website.
224
win–lose orientation
The belief that conflicting parties are drawing from a fixed pie, so the more one party receives, the less the other party will receive.
225
win–win orientation
The belief that conflicting parties will find a mutually beneficial solution to their disagreement.
226
inclusive workplace
A workplace that values people of all identities and allows them to be fully themselves while contributing to the organization.
227
work–life integration
The extent to which people are effectively engaged in their various work and nonwork roles and have a low degree of role conflict across those life domains.
228
MARS model
A model depicting the four variables—motivation, ability, role perceptions, and situational factors—that directly influence an individual’s voluntary behaviour and performance.
229
intrinsic motivation
Motivation that occurs when people are fulfilling their needs for competence and autonomy by engaging in the activity itself, rather than from an externally controlled outcome of that activity.
230
extrinsic motivation
Motivation that occurs when people want to engage in an activityfor instrumental reasons, that is, to receive something that is beyond their personal control.
231
goal
A cognitive representation of a desired end state that a person is committed to attain.
232
interactional justice
The perception that appropriate rules have been applied in the way the people involved are treated throughout the decision process.
233
dark triad
A cluster of three socially undesirable (dark) personality traits: Machiavellianism,narcissism, and psychopathy.
234
Machiavellianism
A personality trait of people whodemonstrate a strong motivation to achieve their own goals at the expense of others, who believe that deceitis a natural and acceptable way to achieve their goals,whotake pleasure in outwitting and misleading others using crude influence tactics,and who have a cynical disregard for morality.
235
narcissism
A personality trait of people with a grandiose, obsessive belief in their superiority and entitlement, a propensity to aggressively engage in attention-seeking behaviours, an intense envy of others, and tendency to exhibit arrogance, callousness, and exploitation of others for personal aggrandizement.
236
psychopathy
A personality trait of people who ruthlessly dominate and manipulate others without empathy or any feelings of remorse or anxiety, use superficial charm, yet are social predators who engage in antisocial, impulsive, and often fraudulent thrill-seeking behaviour.
237
social media
Digital communication channels that enable people to collaborate in the creation and exchange of user-generated content.
238
synchronicity
The extent to which the channel requires or allows both sender and receiver to be actively involved in the conversation at the same time (synchronous) or at different times (asynchronous).
239
social presence
The extent to which a communication channel creates psychological closeness to others, awareness of their humanness, and appreciation of the interpersonal relationship.
240
task variability
The degree to which job duties are nonroutine and unpredictable; employees perform diverse tasks from one day to the next because they are faced withunfamiliar and unexpected issues.
241
task analyzability
The degree to which job duties allow the application of established procedures and rules to guide decisions and behaviour (high analyzability); employee creativity and judgment are necessary to perform jobs with low task analyzability.
242
design thinking
A human-centred, solution-focused creative process that applies both intuition and analytical thinking to clarify problems and generate innovative solutions.
243
psychological safety
A shared belief that it is safe to engage in interpersonal risk-taking; specifically, that presenting unusual ideas, constructively disagreeing with the majority, and experimenting with new work behaviours will not result in co-workers posing a threat to one’s self-concept, status, or career.
ORGB 364
flashcards
Decks in class (2)
# Cards
