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Chapter 9 Managing Individual Behavior
"big five" personality traits A popular personality framework based on five key traits
absenteeism When an individual does not show up for work
agreeableness A person's ability to get along with others
attitudes Complexes of beliefs and feelings that people have about specific ideas, situations, or other people
attribution The process of observing behavior and attributing causes to it
authoritarianism The extent to which an individual believes that power and status differences are appropriate within hierarchical social systems like organizations
burnout A feeling of exhaustion that may develop when someone experiences too much stress for an extended period of time
cognitive dissonance Caused when an individual has conflicting attitudes
conscientiousness The number of goals on which a person focuses
contributions What the individual provides to the organization
creativity The ability of an individual to generate new ideas or to conceive of new perspectives on existing ideas
extraversion A person's comfort level with relationships
general adaptation syndrome (GAS) General cycle of the stress process
individual differences Personal attributes that vary from one person to another
inducements What the organization provides to the individual
job satisfaction or dissatisfaction An attitude that reflects the extent to which an individual is gratified by or fulfilled in his or her work
locus of control The degree to which an individual believes that behavior has a direct impact on the consequences of that behavior
machiavellianism Behavior directed at gaining power and controlling the behavior of others
negative emotionality Extent to which a person is poised, calm, resilient and secure
openness A person's rigidity of beliefs and range of interests
organizational citizenship The behavior of individuals that makes a positive overall contribution to the organization
organizational commitment An attitude that reflects an individual's identification with and attachment to the organization itself
perception The set of processes through which an individual becomes aware of and interprets information about the environment
performance behaviors The total set of work-related behaviors that the organization expects the individual to display
personality The relatively permanent set of psychological and behavioral attributes that distinguish one person from another
person-job fit The extent to which the contributions made by the individual match the inducements offered by the organization
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
risk propensity The degree to which an individual is willing to take chances and make risky decisions
selective perception The process of screening out information that we are uncomfortable with or which contradicts our beliefs
self-efficacy An individual's beliefs about her or his capabilities to perform a task
self-esteem The extent to which a person believes that he or she is a worthwhile and deserving individual
stereotyping The process of categorizing or labelling people on the basis of a single attribute
stress An individual's response to a strong stimulus, which is called a When people quit their job
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
workplace behavior A pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness
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42) What is the term for the extent to which a person's contributions and theorganization's inducements match?A) employee equityB) person-job fitC) psychological contractD) time-motion studyE) team cultureAnswer:BExplanation:B) If there is a poor match between a person's contributions, such as skills,and the inducements, such as pay, the result will be a dissatisfied and unhappy employee.Page Ref: 202Difficulty:ModerateObjective:8.3Learning Outcome:Discuss the factors that affect motivation and behavior in theworkplaceSkill:Concept43) If an employee needs to feel that she is a part of a team and yet her position involvesworking alone, which of the following may not be right?A) the pay scaleB) the person-job fitC) the employee's attitudeD) the organization's planE) the team structureAnswer:BExplanation:B) Aspects of a person's personality should be taken into considerationwhen assigning tasks.Page Ref: 202Difficulty:ModerateObjective:8.3Learning Outcome:Discuss the factors that affect motivation and behavior in theworkplaceSkill:Concept44) Jane is a very conscientious worker, but she has poor social skills. Which of thefollowing jobs might be best for her?A) working independently on spreadsheetsB) providing customer serviceC) handling problems in a call centerD) training new employeesE) working in public relationsAnswer:AExplanation:A) Asking Jane to work independently on a detailed task makes the bestuse of her abilities.Page Ref: 199Difficulty:ModerateObjective:8.2