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Affective Organizational Commitment
An individual's emotional attachment to, identification with, and involvement in a
particular organization.
Organization Attitudes
The cluster of beliefs, assessed feelings, and behavioral intentions toward a person,
object, or event (called an attitude object).
Cognitive Dissonance
An emotional experience caused by a perception that our beliefs, feelings, and behavior
are incongruent with one another.
Continuance Commitment
An individual's calculative attachment to an organization.
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.
Emotional Labor
The effort, planning, and control needed to express organizationally desired emotions
during interpersonal transactions.
Emotions
Physiological, behavioral, and psychological episodes experienced toward an object,
person, or event that create a state of readiness.
EVLN Model
(Exit-Voice-Loyalty-Neglect)
The four ways, as indicated in the name, that employees respond to job dissatisfaction.
Adaptive Syndrome
A model of the stress experience, consisting of three stages: alarm reaction, resistance
and exhaustion.
Job Satisfaction
A person's evaluation of his or her job and work context.
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 service.
Profit Chain Model
A theory explaining how employees' job satisfaction influences company profitability
indirectly through service quality, customer loyalty, and related factors.
Stress
An adaptive response to a situation that is perceived as challenging or threatening to
the person's well-being.
Stressors
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Any environmental conditions that place a physical or emotional demand on the person
trust — positive expectations one person has toward another person in situations
involving risk.
Work-life Integration
The degree that people are effectively engaged in their various work and nonwork roles
and have a low degree of role conflict across those life domains.
Distributive Justice
The perception that appropriate decision criteria rules were applied to calculate how
various benefits and burdens are distributed.
Drives
Hardwired characteristics of the brain that correct deficiencies or maintain an internal
equilibrium by producing emotions to energize individuals.
Employee Engagement
Individual emotional and cognitive motivation, particularly a focused, intense, persistent,
and purposive effort toward work-related goals equity theory — a theory explaining how
people develop perceptions of fairness in the distribution and exchange of resources.
Expectancy Theory
A motivation theory based on the idea that work effort is directed toward behaviors that
people believe will lead to desired outcomes.
Extrinsic Motivation
Occurs when people are motivated to engage in an activity for instrumental reasons,
that is, to receive something that is beyond their personal control fourdrive theory — a
motivation theory based on the innate drives to acquire, bond, comprehend, and defend
that incorporates both emotions and rationality.
Goal
A cognitive representation of a desired end state that a person is committed to attain
interactional justice — the perception that appropriate rules were applied in the way the
people involved were treated throughout the decision process.
Intrinsic Motivation
Occurs when people fulfill their needs for competence and autonomy by engaging in the
activity itself, rather than from an externally controlled outcome of that activity.
Maslow's Hierarchy of Needs 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.
Need for Achievement
A learned need in which people want to accomplish reasonably challenging goals and
desire unambiguous feedback and recognition for their success.
Need for Affiliation
A learned need in which people seek approval from others, conform to their wishes and
expectations, and avoid conflict and confrontation.
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Need for Power
A learned need in which people want to control environment, including people and
material resources, to benefit either themselves (personalized power) or others
(socialized power).
Needs
Goal-directed forces that people experience organizational behavior.
Modification
A theory that explains employee behavior in terms of the antecedent conditions and
consequences of that behavior.
