Refers to hostile verbal and physical actions

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

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