Ch 14 Psychology Lauren King

scientific management

The managerial philosophy that emphasizes the worker as a well-oiled machine and the determination of the most efficient methods for performing any work-related task.

ergonomics

Also called human factors, a field that combines engineering and psychology and that focuses on understanding and enhancing the safety and efficiency of the human-machine interaction.

hawthorne effect

The tendency of individuals to perform better simply because of being singled out and made to feel important.

humans relations approach

A management approach emphasizing the psychological characteristics of workers and managers, stressing the importance of factors such as morale, attitudes, values, and humane treatment of workers.

job analysis

The process of generating a description of what a job involves, including the knowledge and skills that are necessary to carry out the job's functions

KSAOs (KSAs)

Common elements in a person oriented job analysis; an abbreviation for knowledge, skills, abilities, and other characteristics.

integrity test

A type of job-screening examination that is designed to assess whether a candidate will be honest on the job.

structured interview

A kind of interview in which candidates are asked specific questions that methodically seek to obtain truly useful information for the interviewer.

orientation

A program by which an organization introduces newly hired employees to the organization's goals, familiarizes them with its rules and regulations, and lets them know how to get things done.

training

Teaching a new employee the essential requirements to do the job well.

mentoring

A relationship between an experienced employee�a mentor�and a novice, in which the more experienced employee serves as an advisor, a sounding board, and a source of support for the newer employee.

performance appraisal

The evaluation of a person's success at meeting his or her organization's goals.

halo effect

A bias, common in performance ratings, that occurs when a rater gives a person the same rating on all of the items being evaluated, even though the individual varies across the dimensions being assessed

360 degree feedback

A method of performance appraisal whereby an employee's performance is rated by a variety of individuals, including himself or herself, a peer, a supervisor, a subordinate, and perhaps a customer or client.

organizational citizenship behavior

Discretionary actions on the part of an employee that promote organizational effectiveness but are not included in the person's formal responsibilities.

theory X managers

Managers who assume that work is innately unpleasant and that people have a strong desire to avoid it; such managers believe that employees need direction, dislike responsibility, and must be kept in line.

theory Y managers

Managers who assume that engaging in effortful behavior is natural to human beings; they recognize that people seek out responsibility and that motivation can come from allowing employees to suggest creative and meaningful solutions.

waigawa system

A management system dedicated to the idea that when the corporation faces a difficult problem, all rank-related concerns are temporarily set aside so that anyone from any level of the organization can propose a solution.

strengths based management

A management style emphasizing that maximizing an employee's existing strengths is much easier than trying to build such attributes from the ground up.

job satisfaction

The extent to which a person is content in his or her job.

affective commitment

A kind of job commitment deriving from the employee's emotional attachment to the workplace

continuance commitment

A kind of job commitment deriving from the employee's perception that leaving the organization would be too costly, both economically and socially

normative commitment

A kind of job commitment deriving from the employee's sense of obligation to the organization for the investment it has made in the individual's personal and professional development.

job crafting

The physical and cognitive changes individuals can make within the constraints of a task to make the work "their own.

transactional leader

An individual in a leadership capacity who emphasizes the exchange relationship between the worker and the leader and who applies the principle that a good job should be rewarded.

transformational leader

An individual in a leadership capacity who is concerned not with enforcing the rules but with changing them.

organizational identity

Employees' feelings of oneness with the organization and its goals.

organizational culture

An organization's shared values, beliefs, norms, and customs.

downsizing

A dramatic cutting of the workforce that is an increasingly popular business strategy to enhance profitability.

sexual harassment

Unwelcome behavior or conduct of a sexual nature that offends, humiliates, or intimidates another person.

job stress

The experience of stress on the job and in the workplace setting

role conflict

The kind of stress that arises when a person tries to meet the demands of more than one important life role, such as worker and mother.

burnout

A distressed psychological state in which a person experiences emotional exhaustion and little motivation for work.

leisure

The pleasant times before or after work when individuals are free to pursue activities and interests of their own choosing, such as hobbies, sports, and reading.

flow

The optimal experience of a match between one's skills and the challenge of a task.

scientific management

The managerial philosophy that emphasizes the worker as a well-oiled machine and the determination of the most efficient methods for performing any work-related task.

ergonomics

Also called human factors, a field that combines engineering and psychology and that focuses on understanding and enhancing the safety and efficiency of the human-machine interaction.

hawthorne effect

The tendency of individuals to perform better simply because of being singled out and made to feel important.

humans relations approach

A management approach emphasizing the psychological characteristics of workers and managers, stressing the importance of factors such as morale, attitudes, values, and humane treatment of workers.

job analysis

The process of generating a description of what a job involves, including the knowledge and skills that are necessary to carry out the job's functions

KSAOs (KSAs)

Common elements in a person oriented job analysis; an abbreviation for knowledge, skills, abilities, and other characteristics.

integrity test

A type of job-screening examination that is designed to assess whether a candidate will be honest on the job.

structured interview

A kind of interview in which candidates are asked specific questions that methodically seek to obtain truly useful information for the interviewer.

orientation

A program by which an organization introduces newly hired employees to the organization's goals, familiarizes them with its rules and regulations, and lets them know how to get things done.

training

Teaching a new employee the essential requirements to do the job well.

mentoring

A relationship between an experienced employee�a mentor�and a novice, in which the more experienced employee serves as an advisor, a sounding board, and a source of support for the newer employee.

performance appraisal

The evaluation of a person's success at meeting his or her organization's goals.

halo effect

A bias, common in performance ratings, that occurs when a rater gives a person the same rating on all of the items being evaluated, even though the individual varies across the dimensions being assessed

360 degree feedback

A method of performance appraisal whereby an employee's performance is rated by a variety of individuals, including himself or herself, a peer, a supervisor, a subordinate, and perhaps a customer or client.

organizational citizenship behavior

Discretionary actions on the part of an employee that promote organizational effectiveness but are not included in the person's formal responsibilities.

theory X managers

Managers who assume that work is innately unpleasant and that people have a strong desire to avoid it; such managers believe that employees need direction, dislike responsibility, and must be kept in line.

theory Y managers

Managers who assume that engaging in effortful behavior is natural to human beings; they recognize that people seek out responsibility and that motivation can come from allowing employees to suggest creative and meaningful solutions.

waigawa system

A management system dedicated to the idea that when the corporation faces a difficult problem, all rank-related concerns are temporarily set aside so that anyone from any level of the organization can propose a solution.

strengths based management

A management style emphasizing that maximizing an employee's existing strengths is much easier than trying to build such attributes from the ground up.

job satisfaction

The extent to which a person is content in his or her job.

affective commitment

A kind of job commitment deriving from the employee's emotional attachment to the workplace

continuance commitment

A kind of job commitment deriving from the employee's perception that leaving the organization would be too costly, both economically and socially

normative commitment

A kind of job commitment deriving from the employee's sense of obligation to the organization for the investment it has made in the individual's personal and professional development.

job crafting

The physical and cognitive changes individuals can make within the constraints of a task to make the work "their own.

transactional leader

An individual in a leadership capacity who emphasizes the exchange relationship between the worker and the leader and who applies the principle that a good job should be rewarded.

transformational leader

An individual in a leadership capacity who is concerned not with enforcing the rules but with changing them.

organizational identity

Employees' feelings of oneness with the organization and its goals.

organizational culture

An organization's shared values, beliefs, norms, and customs.

downsizing

A dramatic cutting of the workforce that is an increasingly popular business strategy to enhance profitability.

sexual harassment

Unwelcome behavior or conduct of a sexual nature that offends, humiliates, or intimidates another person.

job stress

The experience of stress on the job and in the workplace setting

role conflict

The kind of stress that arises when a person tries to meet the demands of more than one important life role, such as worker and mother.

burnout

A distressed psychological state in which a person experiences emotional exhaustion and little motivation for work.

leisure

The pleasant times before or after work when individuals are free to pursue activities and interests of their own choosing, such as hobbies, sports, and reading.

flow

The optimal experience of a match between one's skills and the challenge of a task.