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Created by Callie1968
135 terms
135 terms
· Chapter 11, 13, 14; Neck; ASU; WP Carey
· Chapter 11, 13, 14; Neck; ASU; WP Carey
360-degree review Confidential feedback obtained from the
performance appraisal about an individual
provided by peers, subordinates, and
supervisors that is intended to assess training
and development needs.
Affirmative action A purposeful effort taken by an organization
to create equal employment opportunities
for minority groups and women.
Appraisal The process of measuring and assessing an
employee's performance objectively and
providing feedback to that employee.
Behaviorally Anchored Rating Scale
(BARS)
A method that rates employee performance
based on specific behaviors relating to a
particular role.
Benefits Non-monetary compensation in the form of
health insurance, pensions, paid vacation,
etc., which may vary from industry to
industry.
Career surveys Questionnaires that employers use to assess
employee satisfaction and career aspirations,
in order to tailor development programs and
perfect opportunities that support growth
toward these goals.
collective bargaining the process of negotiation between
employers and trade unions, usually with
respect to pay, working hours, and working
conditions.
compensation Remuneration in salary or wages to reward
employees for their work.
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MGT 300 Test 4
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cross-training Where team members freely share
knowledge and provide peer-to-peer
mentorship.
development Where managers help employees learn the
skills necessary to carry out their present or
future roles.
employment-at-will the concept that employees can quit their
jobs at any time without any reason, and
employers can terminate employees at any
time and without any reason.
equal employment opportunity a principle stating that every employee has
an equal right to advance in a company
regardless of age, sex, race, disability, or
color.
external recruiting The process of creating a pool of qualified
applicants outside the organization.
glass ceiling effect an invisible barrier that keeps woman and
minorities from moving up the corporate
ladder, regardless of qualifications and
achievements.
grievance a complaint made by an employee claiming
unfair treatment.
human capital employee skills and experience gained by
education and training that increase te
economic value for employers.
human resources management (HRM, or
HR)
An organizational function that deals with
people-related issues such as recruitment,
performance management, benefits, training,
employee motivation, safety, and
administration, while ensuring compliance
with employment and labor laws.
independent contractors Self-employed individuals or independent
businesses that provide services to another
entity.
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internal recruiting The process of creating a pool of existing
employees who may have the qualifications
to fill required job vacancies in an
organization.
interview A meeting conversation arranged to assess
the qualifications of an individual and
evaluate whether that person has the skills
and abilities to do a job.
job description a written account of specific tasks, duties,
and responsibilities required within a
particular role.
knowledge workers Self-motivated workers that use a variety of
skills to enhance their overall understanding
of a particular subject or area.
labor relations The relationship between management and
the workforce.
Onboarding a new employee orientation where workers
acquire the skills, knowledge and behaviors
to aid transition into an organization.
performance development Managing employee performance and
assessing opportunities for growth and
development.
Psychometric tools Questionnaires or tests that measure an
individual's personality, intelligence, and
aptitude.
recruiting The process of identifying the best
applicants internally or externally for
specific roles.
selection The process that assesses the level of skills
and abilities possessed by an individual to
perform a specific role.
talent management A strategic, deliberate approach to attracting
new high skilled workers and developing the
abilities of existing employees to meet
current and future organizational objectives.
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Training teaching new or existing employees the
skills necessary to carry out their roles and
improve job performance.
FALSE. Employment-at-will dictates that
employees can quit their jobs at any time
and employers can terminate employees at
any time.
Employment-at-will dictates that employees
can quit their jobs at any time and employers
can terminate employees at any time so long
as a good reason can be provided.
Age, sex, race, disability, or color the concept of equal employment
opportunity states that every employee has
an equal right to advance in a company
regardless of:
Compare and contrast the concepts of
recruiting and selection.
Recruiting is the process of identifying the
best applicants internally or externally for
specific roles, while selection is the process
that assesses the level of skills and abilities
possessed by an individual to perform a
specific role.
Internal; external ____recruiting involves creating a pool of
existing employes who may have the
qualifications to fill required job vacancies,
while ____ recruiting is the process of
creating a pool of qualified applicants
outside the organization.
Job description A(n) ________ is a written account of
specific tasks, duties, and responsibilities
required within a particular role.
predictive validity the the extent that a selection test predicts
future job performance, it is said to have:
Explain the difference between training and
development.
Training reaches new or existing employees
the skills necessary to carry out their roles
and improve current job performance, while
development helps employees learn the
skills necessary to carry out future roles.
What does the acronym ADDIE stand for? Analysis, Design, Develop, Implement, and
Evaluate
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False. Affirmative action is a purposeful and
voluntary effort by an organization to create
equal employment opportunities for
minority groups and women.
Affirmative action is a legally mandated
quota that requires an organization to hire a
certain number of minority and women
applicants.
Compensation, Benefits _____is remuneration in the form of salary
or wages to reward employees, while
______is non-monetary remittance in the
form of health insurance, pensions, paid
vacation, etc., which may vary from industry
to industry.
Appraisal A performance _____ is the process of
measuring and assessing an employee's
performance objectively and providing
feedback to that employee.
behaviorally anchored rating scales (BARS) Which of the following tools is used to
increase the accuracy of performance
appraisals?
authentic leadership A style of leadership that includes behaviors
that encourage positive psychological
capacities, and ethical climate, greater self-
awareness, and internalized moral
perspective, a balanced processing of
information, and self-development.
charismatic leadership A leadership style characterized by the
ability to motivate employees to exceed
expected performance through a leader's
inspiring behaviors.
coercive power the influential ability to influence people
through the threat of or actual negative
consequences for undesired actions.
contingency theory A way of thinking that matches the most
suitable leadership style with a particular
business situation.
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empowering leadership A style of leadership that emphasizes
employee self-influence processes rather
than hierarchical control processes and
actively encourages followers to take
ownership of their own behaviors and work
processes.
expert power An influence that is derived from perceived
knowledge, skill, or competence, such as a
manager that is skilled in computer
programming has expert power with a soft-
ware development team.
"Great Man" leader A person born into a position of power and
authority and seen by some as having a
divine right to power.
Leadership A process of influence that a manager has
because of his or her title inside an
organization or status in a community.
Legitimate power The influence that a manager has because of
his or her title inside and organization or
status in a community.
Path-goal theory A theory that identifies leadership behaviors
that motivate a team through clarification,
support, and removal of barriers in pursuit of
a goal.
Personal power Influence that is obtained by being perceived
as likable and well-informed.
positional power The influence that is granted because of a
manager's type and ability to affect someone
positively or negatively through resource
allocation or disciplinary measures.
power The ability to influence how others behave.
Leaders have powers that are given and
some that are earned.
Pseudotransformational leader A leader that is effective, yet their primary
aims and goals are to seek personal power
and wealth or case harm to others.
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referent power An influence that is based on a manager's
appealing traits or resources, such as
charisma or the ability ot offer an employee
a promotion.
reward power An influential ability to affect a team
member positively through resources,
preferred schedules, and additional status.
self-leadership A process through which people influence
themselves to achieve the self-direction and
self-motivation necessary to perform.
servant leader A person that focuses on the needs,
objectives, and aspirations of team members
to help them achieve organizational goals.
shared leadership A collaborative process in which team
members share key leadership roles.
situational theory A way of thinking that focuses on different
workplace sanarios and levels of follower
readiness to recommend different leadership
styles.
skill theory A way of thinking that explores the avilities,
skills, and intelligence that effective leaders
possess.
trait theory A system of ideas that focuses on identifying
effective leaders through personal
characteristics that are difficult to or cannot
be learned.
transactional leader A person that uses written and unwritten
contracts to establish clear relationships with
employees and provide them with reward
and punishment for their performance.
transformational leader A person that inspires employees,
companies, and industries to innovate and
evolve to achieve great goals.
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influence Leadership is the process of _____ aimed at
directing behavior toward the
accomplishment of objectives.
False. Power is the ability to influence. It
may or may not be coercive.
Power is the ability to coerce.
List and define the five sources of power. Legitimate power, Reward power, Coercive
power, Referent power, and Expert power
Dictatorial Which of the following is not one of the four
basic types of leaders?
False. Transformational leadership involves
creating and communicating a higher-level
vision in a charismatic way that elicits an
emotional response.
Transactional leadership involves creating
and communication a higher-level vision in
a charismatic way that elicits an emotional
response.
Trait The ______ perspective is a system of ideas
that focuses on identifying effective leaders
through personal characteristics that are
difficult to obtain or cannot be learned.
What are the four major components of
emotional intelligence (EI)?
self-awareness: the ability to be aware of our
own emotions and make "gut decisions":
self-management: the ability to have power
over one's own emotions; Social awareness:
the ability to be aware of , comprehend, and
react to others; emotions: and relationship
management: the ability to influence and
cooperate with others, even through conflict.
consideration and initiating structure The Ohio State studies divided leadership
behaviors into which of the following two
categories?
impoverished (1.1), authority-compliance
(9.1), middle-of-the-road (5.5), country club
(1.9), and team (9.9)
List the five leadership styles shown on the
Managerial Grid.
True Fielder's contingency theory matches the
most suitable leadership style with a
particular business situation.
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Leader-member relations, task structure,
position power
What are the three contingency factors
included in Fielder's contingency theory?
Readiness or development level The primary contingency factor in the
situational leadership model is to be a
follower _________.
Directive, supportive, participative, and
achievement-oriented
What are the four categories of leader
behavior according to the path-goal theory?
empowering ____________leadership encourages
followers to take greater responsibility for
their own behaviors resulting in a deeper
level of commitment based on ownership.
Behavior-focused, natural reward,
constructive thought
List the three basic categories of self
leadership strategies.
It focuses on the leader serving the followers
to meet their needs, objectives, and
aspirations, rather than on the followers
serving the leaders.
How is servant leadership different from
many other leadership approaches?
shared ___________leadership can be viewed as an
interactive process that results in the
distribution of leadership influence among
group members for the purpose of achieving
group or organizational goals or both.
true authentic leadership includes behaviors that
encourage positive psychological capacities,
and ethical climate, greater self-awareness,
and internalized moral perspective, a
balanced processing of information, and
self-development.
absenteeism the frequent or habitual absence of
employees from work.
abundance The conscious pursuit of purposeful infinite
possibilities that are sustainable and stable
over time.
attitudes A person's or group's inclinations toward an
idea or situation.
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attribution An ascribed quality or characteristic that is
related to a particular individual or situation.
authoritarianism The management philosophy that using the
threat of punishment, power, and legitimacy
is required to produce superior results.
"Big Five" personality traits The five broad domains of human
psychology: openness, conscientiousness,
negativity, extroversion, and agreeableness.
burnout a physical or mental reaction due to stressful
and demanding working conditions.
candor the quality of being open, frank, and sincere
in speech or expression.
challenging work Work that is comprised of two types of
tasks: pleasureful and purposeful.
Pleasureful tasks provide an immediate
feeling of joy and delight, with little effect
on overall life satisfaction. the process of
completing purposeful tasks gives us a sense
of accomplishment, with lasting meaning.
citizenship In business, the commitment to the overall
functions of the team and organizational
culture in order to improve performance.
cognitive dissonance The psychological strain that occurs when a
person is faced with two or more conflicting
cognition's (e.g. beliefs, attitudes, or items
of knowledge).
commitment The degree to which an employee is
psychologically devoted to an organization
or team.
confidence The certainty about handling something that
a person desires or needs to do.
contributions The quantifiable efforts produced by an
employee, based on that person's role and
responsibilities.
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creativity The ability to devise innovative ideas to
meet the needs of a particular task or
organizational goals.
deviance Intentional behavior and attitudes that differ
from or violate the accepted social norms.
dysfunctional behaviors Actions that show a lack of commitment,
lack of trust, fear of confrontation or
conflicting opinions, a refusal to accept
responsibility, and a tendency to focus on
their own individual needs ahead of the team
and the organization.
emotional intelligence (EI) The capacity to recognize and appreciate
emotional responses in one's self and others.
general adaptation syndrome (GAS) a set of physiological reactions to long-term
stress that can be grouped into three stages:
alarm, resistance, and exhaustion.
Individual differences The variable psychological, behavior,
cultural, and physical dimensions that
uniquely distinguish each team member.
Inducements Formal or informal agreements intended to
entice positive or desirable behaviors.
joyful living Feelings and emotions defined by interest,
passion, curiosity, contentment, enthusiasm,
satisfaction, and quality of life.
locus of control The degree to which an individual or team
feels in control of circumstances and
outcomes.
machiavellianism A pragmatic management philosophy that
condones unethical and manipulative
behavior if it produces desirable results.
moral courage Taking a position against something or
someone even though you know the
outcome may be unpopular.
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negative affectivity (NA) A general dimension of personality where an
individual experiences negative mood states,
such as anger, disgust, fear, and anxiety.
Openness the ability to have fun a feel elation and
delight.
perception The process by which individuals select,
interpret, and organize information in the
world around them.
positive affectivity (PA) The outward display of affirming emotions,
such as happiness, optimism, and
encouragement.
positive deviance Intentional behavior and attitudes that differ
from the accepted social norms in an
honorable way.
psychological contract An informal expectation between employee
and organization that determines quality and
satisfaction.
purposeful thinking an approach that involves continually
seeking pathways for possibilities and
looking for opportunities to learn and grow.
risk The probability of loss or undesirable
consequences.
selective perception The process by which individuals accept
information consistent with their values and
beliefs, while screening out information that
is not aligned with their own needs.
self-awareness The ability to look objective at a
circumstance and make subjective,
principle-based judgment decisions
simultaneously.
self-efficacy The extent to which a person believes in his
or her own competence regarding a process
or task.
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stereotyping The tendency to ascribe characteristics or
attributes to a particular group or individual
unfairly.
stress the physiological and emotional reactions
experienced by individuals to excessive
pressures or demands at work.
Type A personality A behavioral pattern where individuals tend
to be ambitious, assertive, goal oriented,
impatient, determined, highly organized,
competitive, and aggressive.
Type B personality A behavioral pattern where individuals tend
to be more patient, relaxed, easygoing, and
more sensitive to the feelings of others.
positive affectivity (PA) The outward display of affirming emotions,
such as happiness, optimism, and
encouragement, is known as:
true Perception is the process by which
individuals select, interpret, and organize
information in the world around them.
Explain the difference between a Type A and
a Type B personality.
A "Type A" personality is a behavioral
pattern in which individuals tend to be
ambitious, assertive, goal oriented, inpatient,
determined, highly organized, competitive,
and aggressive.
A "Type B" personality is a behavioral
pattern where individuals tend to be more
patient, relaxed, easygoing, and more
sensitive to the feelings of others.
stereotyping The tendency to ascribe characteristics or
attributes to a particular group or individual
unfairly is known as:
List and define the big five personality traits. Openness, Conscientiousness, neuroticism,
extroversion, and agreeableness
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False. an external locus of control is a belief
that there is nothing we can do to affect the
outcome; we are simply pawns of our fate,
while an internal locus of control is a belief
that we are in control of our own fate.
An internal locus of control is a belief that
there is nothing we can do to affect the
outcome; we are simply pawns of our fate.
True Creativity is the ability to devise innovative
ideas to meet the needs of a particular task
or organizational goal.
Signs of dysfunctional employees include
lack of commitment, lack of trust, fear of
confrontation or conflicting opinions, a
refusal to accept responsibility, and a
tendency to focus on their own individual
needs ahead of the team and the
organization.
What are some of the signs of a
dysfunctional employee?
General adaptation syndrome (GAS) is a set
of physiological reactions to long-term
stress which can be grouped into three
stages: alarm, resistance, and exhaustion.
Describe general adaptation syndrome
(GAS).
the capacity to recognize and appreciate
emotional responses in one's self and others
is known as:
emotional intelligence (EI)
Psychological contracts are formal or
informal agreements intended to entice
positive or desirable behaviors.
False. Inducements are formal or informal
agreements intended to entice positive or
desirable behaviors.
