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Employee behaviour
The pattern of actions by the members of an organization that directly or indirectly influences the organization's effectiveness
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Performance behaviours
The total set of work-related behavoiours that the organization expects employees to display
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Organizational citizenship
Positive behaviours that do not directly contribute to the bottom line
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Counterproductive behaviours
Behaviours that detract from organizational performance
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Absenteeism
When an employee does not show up for work
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Turnover
Annual percentage of an organization's workforce that leaves and must be replaced
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Individuals differences
Personal attributes that vary from one person to another
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Personality
The relatively stable set of psychological attributes that distinguish one person from another
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EQ -emotional intelligence (emotional quotient)
The extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess skills
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Attitudes
A person's beliefs and feelings about specific ideas, situations, or people
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Job satisfaction
Degree of enjoyment that people derive from performing their jobs
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Organizational commitment
An individual's identification with the organization and its mission
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Psychological contract
The set of expectations held by an employee concerning what he or she will contribute to an organization (contributions) and what the organization will provide the employee (inducements) in return
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Person-job fit
The extent to which a person's contributions and the organization's inducements match one another
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Motivation
The set of forces that causes people to behave in certain ways
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Classical theory of motivation
A theory of motivation that presumes that workers are motivated almost solely by money
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Scientific management
Analyzing jobs and finding better, more efficient ways to perform them
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Time-and-motion studies
The use of industrial-engineering techniques to study every aspect of a specific job to determine how to perform it most efficiently
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Hawthorne effect
The tendency for workers' productivity to increase when they feel they are receiving special attention from management
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Theory X
A management approach based on belief that people must be forced to be productive because they are naturally lazy, irresponsible, and unco-operative
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Theory Y
A management approach based on the belief that people want to be productive because they are naturally energetic, responsible, and co-operative
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Hierarchy of human needs model
Theory of motivation describing five levels of human needs and arguing that basic needs bust be fulfilled before people work to satisfy higher-level needs
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Two-factor theory
A theory of human relations developed by Frederich Herzberg that indentifies factors that must be present for employees to be satisfied with their jobs and factors that , if increased, lead employees to work harder
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Expectancy theory
The theory that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining
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Equity theory
The theory that people compare (1) what they contribute to their job with what they get in return, and (2) their input/output ratio with that of other employees
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Positive reinforcement
Reward that follows desired behaviours
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Punishment
Unpleasant consequences of an undesirable bahaviour
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MBO - Management by objectives
A system of collaborative goal setting that extends from the top of an organization to its bottom
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Participative management and empowerment
Method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company
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Quality circle
A technique for maximizing quality of production. Employees are grouped into small teams that define, analyze, and sove quality and other process-related problems within their area
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Job enrichment
A method of increasing employees' job satisfaction by extending or adding motivating factors such as responsibility or growth
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Job redesign
A method of increasing employees' job satisfactions by improving the person-job fit through combining tasks, creating natural work groups, and/or establishing client relationship
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Flextime
A method of increasing employees' job satisfaction by allowing them some choice in the hours they work
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Compressed workweeks
Employees work fewer days per week, but more hours on the day they do work
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Telecommuting
Allowing employees to do all of some of their work away from the office
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Worksharing (job sharing)
A method of increasing employee job satisfaction by allowing two people to share one job
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Leadership
The process of motivating other to work to meet specific objectives
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Trait approach
A leadership approach focused on identifying the essential traits that distinguished leaders
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Behavioural approach
A leadership approach focused on determining what behaviours are employed by leaders
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Task-focused leader behaviour
Leader behaviour focusing on how tasks should be performed in order to meet certain goals and to achieve certain performance standards
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Employee-focused leader behaviour
Leader bahaviour focusing on satisfaction, motivation, and well-being of employees.
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Situational approach
Leadership approach that assumes that appropriate leader behaviour varies from one situation to another
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Transformational leadership
The set of abilities that allows a leader to recognize that need for change, to create a vision to guide that change, and to execute the change effectively
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Charismatic leadership
Type of influence based on the leader's personal charisma
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Strategic leadership Leader's ability to understand the complexities of both the organization and its environment and to lead change in the organization so as to enhance its competitiveness
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Ethical leadership
Leader behaviours that reflect high ethical standards
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Virtual leadership
Leadership in settings where leaders and followers interact electronically rather than in face-to-face settings
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