Organizational Behavior
Personality
Evaluation of a specific thing: they are functional for responding consistently to that object or person. Attitude influences behavior
A person's sense of who they are based on their individual personal characteristics and their membership in a social group
Attitude that shows how connected the employee is to their organization (affected by changes in the nature of commitment and changes in the focus of the employee)
Dispositional attribution and situational attribution
People place more emphasis on internal characteristic of other people to explain their behavior
People place more emphasis on external factors to explain their behavior in a given situation (when they are the actor) and place more emphasis on internal factors to explain others behavior (when they are the observer)
People feel the need to make sense of and interpret reality
People tend to attribute positive events to their own internal factors (personality) and attribute negative events to external factors
Members of a social group fear they might be stereotyped and that their behavior will only confirm that
Process in which people try to find the cause in other people's behavior
Positive perception that the organization will support you to perform your job
Collection of attitudes in regard to working condition (salary, promotion opportunities, supervision)
Of the employee in management will lead to increased job performance and involvement and less process losses
Primacy/recency effect, implicit personality theories, halo effect, projection and stereotyping
Fast and does not require that much information
Broad tendency to prefer a certain state of affairs: they do not directly predict behavior
Social identity theory
Evaluation of a specific thing: they are functional for responding consistently to that object or person. Attitude influences behavior
A person's sense of who they are based on their individual personal characteristics and their membership in a social group
Attitude that shows how connected the employee is to their organization (affected by changes in the nature of commitment and changes in the focus of the employee)
Dispositional attribution and situational attribution
People place more emphasis on internal characteristic of other people to explain their behavior
People place more emphasis on external factors to explain their behavior in a given situation (when they are the actor) and place more emphasis on internal factors to explain others behavior (when they are the observer)
People feel the need to make sense of and interpret reality
People tend to attribute positive events to their own internal factors (personality) and attribute negative events to external factors
Members of a social group fear they might be stereotyped and that their behavior will only confirm that
Process in which people try to find the cause in other people's behavior
Positive perception that the organization will support you to perform your job
Collection of attitudes in regard to working condition (salary, promotion opportunities, supervision)
Of the employee in management will lead to increased job performance and involvement and less process losses
Primacy/recency effect, implicit personality theories, halo effect, projection and stereotyping
Fast and does not require that much information
Broad tendency to prefer a certain state of affairs: they do not directly predict behavior
What are the perceptual biases
Evaluation of a specific thing: they are functional for responding consistently to that object or person. Attitude influences behavior
A person's sense of who they are based on their individual personal characteristics and their membership in a social group
Attitude that shows how connected the employee is to their organization (affected by changes in the nature of commitment and changes in the focus of the employee)
Dispositional attribution and situational attribution
People place more emphasis on internal characteristic of other people to explain their behavior
People place more emphasis on external factors to explain their behavior in a given situation (when they are the actor) and place more emphasis on internal factors to explain others behavior (when they are the observer)
People feel the need to make sense of and interpret reality
People tend to attribute positive events to their own internal factors (personality) and attribute negative events to external factors
Members of a social group fear they might be stereotyped and that their behavior will only confirm that
Process in which people try to find the cause in other people's behavior
Positive perception that the organization will support you to perform your job
Collection of attitudes in regard to working condition (salary, promotion opportunities, supervision)
Of the employee in management will lead to increased job performance and involvement and less process losses
Primacy/recency effect, implicit personality theories, halo effect, projection and stereotyping
Fast and does not require that much information
Broad tendency to prefer a certain state of affairs: they do not directly predict behavior
Perceptual system
Evaluation of a specific thing: they are functional for responding consistently to that object or person. Attitude influences behavior
A person's sense of who they are based on their individual personal characteristics and their membership in a social group
Attitude that shows how connected the employee is to their organization (affected by changes in the nature of commitment and changes in the focus of the employee)
Dispositional attribution and situational attribution
People place more emphasis on internal characteristic of other people to explain their behavior
People place more emphasis on external factors to explain their behavior in a given situation (when they are the actor) and place more emphasis on internal factors to explain others behavior (when they are the observer)
People feel the need to make sense of and interpret reality
People tend to attribute positive events to their own internal factors (personality) and attribute negative events to external factors
Members of a social group fear they might be stereotyped and that their behavior will only confirm that
Process in which people try to find the cause in other people's behavior
Positive perception that the organization will support you to perform your job
Collection of attitudes in regard to working condition (salary, promotion opportunities, supervision)
Of the employee in management will lead to increased job performance and involvement and less process losses
Primacy/recency effect, implicit personality theories, halo effect, projection and stereotyping
Fast and does not require that much information
Broad tendency to prefer a certain state of affairs: they do not directly predict behavior
Attribution
Evaluation of a specific thing: they are functional for responding consistently to that object or person. Attitude influences behavior
A person's sense of who they are based on their individual personal characteristics and their membership in a social group
Attitude that shows how connected the employee is to their organization (affected by changes in the nature of commitment and changes in the focus of the employee)
Dispositional attribution and situational attribution
People place more emphasis on internal characteristic of other people to explain their behavior
People place more emphasis on external factors to explain their behavior in a given situation (when they are the actor) and place more emphasis on internal factors to explain others behavior (when they are the observer)
People feel the need to make sense of and interpret reality
People tend to attribute positive events to their own internal factors (personality) and attribute negative events to external factors
Members of a social group fear they might be stereotyped and that their behavior will only confirm that
Process in which people try to find the cause in other people's behavior
Positive perception that the organization will support you to perform your job
Collection of attitudes in regard to working condition (salary, promotion opportunities, supervision)
Of the employee in management will lead to increased job performance and involvement and less process losses
Primacy/recency effect, implicit personality theories, halo effect, projection and stereotyping
Fast and does not require that much information
Broad tendency to prefer a certain state of affairs: they do not directly predict behavior
What are the two types of attribution
Evaluation of a specific thing: they are functional for responding consistently to that object or person. Attitude influences behavior
A person's sense of who they are based on their individual personal characteristics and their membership in a social group
Attitude that shows how connected the employee is to their organization (affected by changes in the nature of commitment and changes in the focus of the employee)
Dispositional attribution and situational attribution
People place more emphasis on internal characteristic of other people to explain their behavior
People place more emphasis on external factors to explain their behavior in a given situation (when they are the actor) and place more emphasis on internal factors to explain others behavior (when they are the observer)
People feel the need to make sense of and interpret reality
People tend to attribute positive events to their own internal factors (personality) and attribute negative events to external factors
Members of a social group fear they might be stereotyped and that their behavior will only confirm that
Process in which people try to find the cause in other people's behavior
Positive perception that the organization will support you to perform your job
Collection of attitudes in regard to working condition (salary, promotion opportunities, supervision)
Of the employee in management will lead to increased job performance and involvement and less process losses
Primacy/recency effect, implicit personality theories, halo effect, projection and stereotyping
Fast and does not require that much information
Broad tendency to prefer a certain state of affairs: they do not directly predict behavior
Fundamental attribution bias
Evaluation of a specific thing: they are functional for responding consistently to that object or person. Attitude influences behavior
A person's sense of who they are based on their individual personal characteristics and their membership in a social group
Attitude that shows how connected the employee is to their organization (affected by changes in the nature of commitment and changes in the focus of the employee)
Dispositional attribution and situational attribution
People place more emphasis on internal characteristic of other people to explain their behavior
People place more emphasis on external factors to explain their behavior in a given situation (when they are the actor) and place more emphasis on internal factors to explain others behavior (when they are the observer)
People feel the need to make sense of and interpret reality
People tend to attribute positive events to their own internal factors (personality) and attribute negative events to external factors
Members of a social group fear they might be stereotyped and that their behavior will only confirm that
Process in which people try to find the cause in other people's behavior
Positive perception that the organization will support you to perform your job
Collection of attitudes in regard to working condition (salary, promotion opportunities, supervision)
Of the employee in management will lead to increased job performance and involvement and less process losses
Primacy/recency effect, implicit personality theories, halo effect, projection and stereotyping
Fast and does not require that much information
Broad tendency to prefer a certain state of affairs: they do not directly predict behavior
Actor-observer effect
Evaluation of a specific thing: they are functional for responding consistently to that object or person. Attitude influences behavior
A person's sense of who they are based on their individual personal characteristics and their membership in a social group
Attitude that shows how connected the employee is to their organization (affected by changes in the nature of commitment and changes in the focus of the employee)
Dispositional attribution and situational attribution
People place more emphasis on internal characteristic of other people to explain their behavior
People place more emphasis on external factors to explain their behavior in a given situation (when they are the actor) and place more emphasis on internal factors to explain others behavior (when they are the observer)
People feel the need to make sense of and interpret reality
People tend to attribute positive events to their own internal factors (personality) and attribute negative events to external factors
Members of a social group fear they might be stereotyped and that their behavior will only confirm that
Process in which people try to find the cause in other people's behavior
Positive perception that the organization will support you to perform your job
Collection of attitudes in regard to working condition (salary, promotion opportunities, supervision)
Of the employee in management will lead to increased job performance and involvement and less process losses
Primacy/recency effect, implicit personality theories, halo effect, projection and stereotyping
Fast and does not require that much information
Broad tendency to prefer a certain state of affairs: they do not directly predict behavior
Self-serving bias
Evaluation of a specific thing: they are functional for responding consistently to that object or person. Attitude influences behavior
A person's sense of who they are based on their individual personal characteristics and their membership in a social group
Attitude that shows how connected the employee is to their organization (affected by changes in the nature of commitment and changes in the focus of the employee)
Dispositional attribution and situational attribution
People place more emphasis on internal characteristic of other people to explain their behavior
People place more emphasis on external factors to explain their behavior in a given situation (when they are the actor) and place more emphasis on internal factors to explain others behavior (when they are the observer)
People feel the need to make sense of and interpret reality
People tend to attribute positive events to their own internal factors (personality) and attribute negative events to external factors
Members of a social group fear they might be stereotyped and that their behavior will only confirm that
Process in which people try to find the cause in other people's behavior
Positive perception that the organization will support you to perform your job
Collection of attitudes in regard to working condition (salary, promotion opportunities, supervision)
Of the employee in management will lead to increased job performance and involvement and less process losses
Primacy/recency effect, implicit personality theories, halo effect, projection and stereotyping
Fast and does not require that much information
Broad tendency to prefer a certain state of affairs: they do not directly predict behavior
Stereotype threat
Evaluation of a specific thing: they are functional for responding consistently to that object or person. Attitude influences behavior
A person's sense of who they are based on their individual personal characteristics and their membership in a social group
Attitude that shows how connected the employee is to their organization (affected by changes in the nature of commitment and changes in the focus of the employee)
Dispositional attribution and situational attribution
People place more emphasis on internal characteristic of other people to explain their behavior
People place more emphasis on external factors to explain their behavior in a given situation (when they are the actor) and place more emphasis on internal factors to explain others behavior (when they are the observer)
People feel the need to make sense of and interpret reality
People tend to attribute positive events to their own internal factors (personality) and attribute negative events to external factors
Members of a social group fear they might be stereotyped and that their behavior will only confirm that
Process in which people try to find the cause in other people's behavior
Positive perception that the organization will support you to perform your job
Collection of attitudes in regard to working condition (salary, promotion opportunities, supervision)
Of the employee in management will lead to increased job performance and involvement and less process losses
Primacy/recency effect, implicit personality theories, halo effect, projection and stereotyping
Fast and does not require that much information
Broad tendency to prefer a certain state of affairs: they do not directly predict behavior
Values
Evaluation of a specific thing: they are functional for responding consistently to that object or person. Attitude influences behavior
A person's sense of who they are based on their individual personal characteristics and their membership in a social group
Attitude that shows how connected the employee is to their organization (affected by changes in the nature of commitment and changes in the focus of the employee)
Dispositional attribution and situational attribution
People place more emphasis on internal characteristic of other people to explain their behavior
People place more emphasis on external factors to explain their behavior in a given situation (when they are the actor) and place more emphasis on internal factors to explain others behavior (when they are the observer)
People feel the need to make sense of and interpret reality
People tend to attribute positive events to their own internal factors (personality) and attribute negative events to external factors
Members of a social group fear they might be stereotyped and that their behavior will only confirm that
Process in which people try to find the cause in other people's behavior
Positive perception that the organization will support you to perform your job
Collection of attitudes in regard to working condition (salary, promotion opportunities, supervision)
Of the employee in management will lead to increased job performance and involvement and less process losses
Primacy/recency effect, implicit personality theories, halo effect, projection and stereotyping
Fast and does not require that much information
Broad tendency to prefer a certain state of affairs: they do not directly predict behavior
Attitudes
Evaluation of a specific thing: they are functional for responding consistently to that object or person. Attitude influences behavior
A person's sense of who they are based on their individual personal characteristics and their membership in a social group
Attitude that shows how connected the employee is to their organization (affected by changes in the nature of commitment and changes in the focus of the employee)
Dispositional attribution and situational attribution
People place more emphasis on internal characteristic of other people to explain their behavior
People place more emphasis on external factors to explain their behavior in a given situation (when they are the actor) and place more emphasis on internal factors to explain others behavior (when they are the observer)
People feel the need to make sense of and interpret reality
People tend to attribute positive events to their own internal factors (personality) and attribute negative events to external factors
Members of a social group fear they might be stereotyped and that their behavior will only confirm that
Process in which people try to find the cause in other people's behavior
Positive perception that the organization will support you to perform your job
Collection of attitudes in regard to working condition (salary, promotion opportunities, supervision)
Of the employee in management will lead to increased job performance and involvement and less process losses
Primacy/recency effect, implicit personality theories, halo effect, projection and stereotyping
Fast and does not require that much information
Broad tendency to prefer a certain state of affairs: they do not directly predict behavior
Perceived Organizational Support (work behavior perception)
Evaluation of a specific thing: they are functional for responding consistently to that object or person. Attitude influences behavior
A person's sense of who they are based on their individual personal characteristics and their membership in a social group
Attitude that shows how connected the employee is to their organization (affected by changes in the nature of commitment and changes in the focus of the employee)
Dispositional attribution and situational attribution
People place more emphasis on internal characteristic of other people to explain their behavior
People place more emphasis on external factors to explain their behavior in a given situation (when they are the actor) and place more emphasis on internal factors to explain others behavior (when they are the observer)
People feel the need to make sense of and interpret reality
People tend to attribute positive events to their own internal factors (personality) and attribute negative events to external factors
Members of a social group fear they might be stereotyped and that their behavior will only confirm that
Process in which people try to find the cause in other people's behavior
Positive perception that the organization will support you to perform your job
Collection of attitudes in regard to working condition (salary, promotion opportunities, supervision)
Of the employee in management will lead to increased job performance and involvement and less process losses
Primacy/recency effect, implicit personality theories, halo effect, projection and stereotyping
Fast and does not require that much information
Broad tendency to prefer a certain state of affairs: they do not directly predict behavior
Trust (work behavior perception)
Evaluation of a specific thing: they are functional for responding consistently to that object or person. Attitude influences behavior
A person's sense of who they are based on their individual personal characteristics and their membership in a social group
Attitude that shows how connected the employee is to their organization (affected by changes in the nature of commitment and changes in the focus of the employee)
Dispositional attribution and situational attribution
People place more emphasis on internal characteristic of other people to explain their behavior
People place more emphasis on external factors to explain their behavior in a given situation (when they are the actor) and place more emphasis on internal factors to explain others behavior (when they are the observer)
People feel the need to make sense of and interpret reality
People tend to attribute positive events to their own internal factors (personality) and attribute negative events to external factors
Members of a social group fear they might be stereotyped and that their behavior will only confirm that
Process in which people try to find the cause in other people's behavior
Positive perception that the organization will support you to perform your job
Collection of attitudes in regard to working condition (salary, promotion opportunities, supervision)
Of the employee in management will lead to increased job performance and involvement and less process losses
Primacy/recency effect, implicit personality theories, halo effect, projection and stereotyping
Fast and does not require that much information
Broad tendency to prefer a certain state of affairs: they do not directly predict behavior
Job Satisfaction (work behavior attitude)
Evaluation of a specific thing: they are functional for responding consistently to that object or person. Attitude influences behavior
A person's sense of who they are based on their individual personal characteristics and their membership in a social group
Attitude that shows how connected the employee is to their organization (affected by changes in the nature of commitment and changes in the focus of the employee)
Dispositional attribution and situational attribution
People place more emphasis on internal characteristic of other people to explain their behavior
People place more emphasis on external factors to explain their behavior in a given situation (when they are the actor) and place more emphasis on internal factors to explain others behavior (when they are the observer)
People feel the need to make sense of and interpret reality
People tend to attribute positive events to their own internal factors (personality) and attribute negative events to external factors
Members of a social group fear they might be stereotyped and that their behavior will only confirm that
Process in which people try to find the cause in other people's behavior
Positive perception that the organization will support you to perform your job
Collection of attitudes in regard to working condition (salary, promotion opportunities, supervision)
Of the employee in management will lead to increased job performance and involvement and less process losses
Primacy/recency effect, implicit personality theories, halo effect, projection and stereotyping
Fast and does not require that much information
Broad tendency to prefer a certain state of affairs: they do not directly predict behavior
Organizational Commitment (work behavior attitude)
Evaluation of a specific thing: they are functional for responding consistently to that object or person. Attitude influences behavior
A person's sense of who they are based on their individual personal characteristics and their membership in a social group
Attitude that shows how connected the employee is to their organization (affected by changes in the nature of commitment and changes in the focus of the employee)
Dispositional attribution and situational attribution
People place more emphasis on internal characteristic of other people to explain their behavior
People place more emphasis on external factors to explain their behavior in a given situation (when they are the actor) and place more emphasis on internal factors to explain others behavior (when they are the observer)
People feel the need to make sense of and interpret reality
People tend to attribute positive events to their own internal factors (personality) and attribute negative events to external factors
Members of a social group fear they might be stereotyped and that their behavior will only confirm that
Process in which people try to find the cause in other people's behavior
Positive perception that the organization will support you to perform your job
Collection of attitudes in regard to working condition (salary, promotion opportunities, supervision)
Of the employee in management will lead to increased job performance and involvement and less process losses
Primacy/recency effect, implicit personality theories, halo effect, projection and stereotyping
Fast and does not require that much information
Broad tendency to prefer a certain state of affairs: they do not directly predict behavior
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