refers to hostile verbal and physical actions directed toward other employees

Refers to hostile verbal and physical actions

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refers to hostile verbal and physical actions directed toward other employees (harassment, abuse) o Harassment – occurs when employees are subjected to unwanted physical contact or verbal remarks from a colleague o Abuse – occurs when an employee is assaulted or endangered in such a way that physical or psychological injuries may occur There’s evidence that people who engage in one form of counterproductive behavior also engage in others Knowledge work: in that jobs involving cognitive activity are becoming more prevalent than jobs involving physical activity Service work: work that provides non-tangible goods to customers through direct electronic, verbal, or physical interaction (20% of the new jobs are service jobs) (MBO) Management by objectives: a management philosophy that bases an employee’s eval on whether the employee achieves specific performance goals o Management and employee work together to set goals (BARS) Behaviorally anchored rating scales: assess performance by directly assessing job performance behaviors 360-degree feedback: involves collecting performance info not just from the supervisor but from anyone else who might have firsthand knowledge about the employee’s performance behaviors o Feedback from everyone Forced ranking: forces managers to rank all of their people into one of three categories: the top 20%, the vital middle 70%, or the bottom 10% o Bell shaped curve – Jack Welch’s Vitality curve Social networking systems: like Facebook and Twitter, have recently been applied in org. contexts for the purposes of developing and evaluating employee job performance Chapter 3 Organizational commitment: defined as the desire on the part of an employee to remain a member of the org. o Influences whether an employee stay a member of the org. (is retained) or leaves to pursue another job (turns over) o Retention rate: when someone stays o Turnover rate: when someone leaves the company Affective commitment: an employee’s desire to remain a member of an org. due to a feeling of emotional attachment – stay because I want to o “She’s committed” “he’s loyal” Continuance commitment: an employee’s desire to remain a member of an org. due to an awareness of the costs of leaving – need to stay o Profit associated with staying and a cost associated with leaving
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o More passive form of loyalty Normative commitment: an employee’s desire to remain a member of an org. due to a feeling of obligation – ought to stay o Feels “right and moral” o Ex. the company invested in a lot of training for the employee, feels obligation Focus of commitment: refers to various people, places and things that can inspire a desire to remain a member of an org. Erosion model: suggests that employees with fewer bonds will be most likely to quit the organization (ex. lonely kid at lunch) Social influence model: suggests that employees who have direct linkages with “leavers” will themselves become more likely to leave Embeddedness: summarizes a person’s links to the org. and the community, his sense of fit
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