Psychological contract The overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide to the individual
Contributions What the individual provides to the organization
Inducements What the organization provides to the individual
Person-job fit The extent to which the contributions made by the individual match the inducements offered by the organization
Individual differences Personal attributes that vary from one person to another
Personality The relatively permanent set of psychological and behavioral attributes that distinguish one person from another
"Big five" personality traits A popular personality framework based on five key traits
Agreeableness A person's ability to get along with others
Conscientiousness The number of goals on which a person focuses
Negative emotionality Extent to which a person is poised, calm, resilient and secure
Extraversion A person's comfort level with relationships
Openness A person's rigidity of beliefs and range of interests
Locus of control The degree to which an individual believes that behavior has a direct impact on the consequences of that behavior
Self-efficacy An individual's beliefs about her or his capabilities to perform a task
Authoritarianism The extent to which an individual believes that power and status differences are appropriate within hierarchical social systems like organizations
Machiavellianism Behavior directed at gaining power and controlling the behavior of others
Self-esteem The extent to which a person believes that he or she is a worthwhile and deserving individual
Risk propensity The degree to which an individual is willing to take chances and make risky decisions
Attitudes Complexes of beliefs and feelings that people have about specific ideas, situations, or other people
Cognitive dissonance Caused when an individual has conflicting attitudes
Job satisfaction or dissatisfaction An attitude that reflects the extent to which an individual is gratified by or fulfilled in his or her work
Organizational commitment An attitude that reflects an individual's identification with and attachment to the organization itself
Positive affectivity A tendency to be relatively upbeat and optimistic, have an overall sense of well-being, see things in a positive light, and seem to be in a good mood
Negative affectivity A tendency to be generally downbeat and pessimistic, see things in a negative way, and seem to be in a bad mood
Perception The set of processes by which an individual becomes aware of and interprets information about the environment
Selective perception The process of screening out information that we are uncomfortable with or which contradicts our beliefs
Stereotyping The process of categorizing or labelling people on the basis of a single attribute
Attribution The process of observing behavior and attributing causes to it
Stress An individual's response to a strong stimulus, which is called a stressor
General Adaptation Syndrome General cycle of the stress process
Type A Individuals who are extremely competitive, very devoted to work, and have a strong sense of time urgency
Type B Individuals who are less competitive, less devoted to work, and have a weaker sense of time urgency
Burnout A feeling of exhaustion that may develop when someone experiences too much stress for an extended period of time
Creativity The ability of an individual to generate new ideas or to conceive of new perspectives on existing ideas
Workplace behavior A pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness
Performance behaviors The total set of work-related behaviors that the organization expects the individual to display
Absenteeism When an individual does not show up for work
Turnover When people quit their jobs
Organizational citizenship The behavior of individuals that makes a positive overall contribution to the organization
Psychological Contract | the overall set of expectations held by an individual with respect to what he she will contribute to the organization |
Person-Job Fit | The extent to which the contributions made by an individual match the inducements offered by the organization |
Nature of Individual Differences | Individual differences are personal attributes that vary from one person to another |
Personality | The relatively permanent set of psychological and behavioral attributes that distinguish one person from another |
Agreeableness | person's ability to get along with others |
Conscientiousness | being organized and self disciplined to the extent necessary to meet your goals |
Negative Emotionality | less negative emotionally results in relative calm, poised, resilent, and secure; more negative emotionality leads to reactivity and mood swings |
Extraversion | Person's comfort level with relationships- socailble, talkative, assertive, and open to establish new relationships |
Openess | Rigidity of beliefs and range of interests- high openess people are willing to listen to new ideas and change their own ideas,beliefs, and attitudes |
Locus of Control | The extent to which an individual beliefs that hir or her behavior has a direct impact on the consequences of that behavior |
Internal Locus | Beleif that each person is in control of thier life |
External Locus | Belief that events in people's lives happen outside the control of people |
Self-efficacy | An individual belief about his or her capabilities to perform a task |
Authoritarianism | the exent to which an individual believes that power and status differences are appropriate w/i hierarchial social systems like organizations |
Machiavellianism | more so leads to rational non-emotional people willing to lie to attach personal goals, put little weight on friendship or loyalty and try to manipulate others |
Self-esteem | the extent to which a person believes that he or she is a worthwhile deserving individual |
Risk propensity | the degree to which an individual is willing to take chances and make risky decisions |
Attitudes | Beliefs and feelings that people have specific ideas, situations, or other people |
Affective Component | How we feel about the situation |
Cognitive Component | Why we feel that way |
Intentional Component | How we intend to behave toward or in a situation |
Cognitive Dissonance | People try and maintain a consistency among the 3 components but dissonance is experienced when there is conflict among attitudes |
Job satisfaction | an attitude that reflects the extent to which an individual is gratified by or fulfilled in his or her work |
Organizational commitment | an attitude that reflects an individual's identification with and attachment to the organization |
Positive Affectivity | upbeat and optimistic, have an overall sense of well-being |
Negative affectivity | downbeat and pessimistic |
Basic Perceptual Process | Perception is the set of processes by which an individual becomes aware of and interprets info about the environment |
Selective perception | the process of screening out info w which we are not comfortable or that contradicts our beliefs |
Stereotyping | Process of categorizing or labeling people on the basis of a single attribute |
Attribution | A mechanism through which people observe behavior & attribute causes to it |
Consensus | extent to which other people in the same situation behave the same way |
Consistency | extent to which the same person behaves in the same way |
Distictiveness | extent to which the same person behaves in the same way in another situation |
Stress | An individual's response to a strong stimulus |
Type A Personality | Individuals are extremely competitive, very devoted to work, & limited time urgency |
Type B Personality | Individuals are less competitive, less devoted to work, and small time urgency |
Task demands | quick decisions, critical decisions,incomplete info |
Physical Demands | temperature extremes, poorly designed office, threats to health |
Role Demands | Role ambiguity, role conflict |
Interpersonal Demands | Group pressures, leadership style, conflicting personalities |
Burnout | A feeling of exhaustion that can develop when someone experiences too much stress for an extended period of time |
Creativity | Abilty of an individual to generate new ideas or to conceive new perspectives or existing ideas |
Preparation | formal training as well as experiences in business and life situations allow for openess and for people to be aware of different situations/events |
Incubation | material developed in preparation- matures and develops more fully |
Insight | a spontaneous break-through where a new understanding of some problem or situation occurs, occurs through an integration of related or seemingly unrelated ideas, thoughts experiences |
Verification | determining validity or thruthfulness of insight |
Workplace Behavior | A pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness |
Performance Behavior | the total set of work related behaviors that the organization expects the individual to display. |
Organizational Citizenship | The behavior of individuals that make a positive overall contribution to the organization. |