Organizational Behavior Concepts

• Maslow's needs hierarchy encompasses self-actualization, safety, esteem, and belongingness, but does not explicitly name power as a need.

Continuance Commitment

• Employees who remain with an organization primarily due to the perceived financial cost of leaving are said to have high continuance commitment.

Achievement and Social Interaction

• Individuals with a high need for affiliation (nAff) are typically more effective in roles requiring social interaction, though they may struggle with resource allocation.

Job Burnout

• Job burnout is characterized by emotional exhaustion.

Needs-Based Motivation

• The needs hierarchy theory best explains Gan's recent focus on his social needs to improve relationship with colleagues and form stronger friendships.

360-Degree Feedback

• 360-degree feedback offers more complete and accurate information compared to feedback solely from a supervisor.

Procedural Injustice

• When people experience procedural injustice, they are more likely to engage in counterproductive work behaviours.

Emotional Exhaustion

• Emotional exhaustion, cynicism, and reduced efficacy are all characteristic of job burnout.

General Adaptation Syndrome

• The three stages of the general adaptation syndrome, in order, are alarm reaction, resistance, and exhaustion.

Expectancy Theory

• Expectancy theory is mainly used to understand and predict an individual's effort.

A-B-C Model of Behaviour Modification

• According to the A-B-C (Antecedents-Behavior-Consequences) model, antecedents inform employees that certain behaviors will lead to specific outcomes.

Need for Affiliation

• The desire to gain approval from others, conform to expectations, and avoid conflicts is known as need for affiliation.

Identifying Burnout

• Diminished feelings of personal accomplishment and lack of empathy in one's job points to job burnout.

Surface Acting

• Surface acting involves adjusting one's displayed emotions to align with required emotions while internally maintaining different feelings.

Needs Hierarchy Theory

• The needs hierarchy theory states that the strongest source need that motivates us is the lowest unsatisfied need we currently have.

Cognitive Dissonance

• Cognitive dissonance refers to the discomfort experienced when one's behaviors and attitudes are inconsistent.

Four-Drive Theory

• The drive to acquire is most closely associated with social identity theory.

Variable Ratio Reinforcement

• Receiving a sales order for every six client calls corresponds to a variable ratio reinforcement schedule.

Drives vs. Needs

• Drives produce emotions, while needs represent the motivational force channeled toward specific goals.

Behavior Modification

• Desired behaviours are best encouraged with positive reinforcement; undesirable behaviours are addressed with extinction.

EVLN Model

• According to the EVLN (Exit-Voice-Loyalty-Neglect) model, Shawna is mainly engaging in loyalty.

Equity theory

• Equity theory suggests that employee motivation is influenced by what other people contribute to and receive from the organization

Stress Reduction at Work

• Providing childcare facilities and offering employees flexible work hours, aims to remove stressors from the workplace.

Emotional Labor

• Jobs such as bank teller, bill collector, funeral director and even a Disney World employee dressed up as Mickey Mouse would normally require emotional labor.

Empathy

• Empathy is most strongly associated with awareness of others' emotions.

Affective Commitment

• Keeping employees informed about and involved in the organization tends to increase affective commitment.

Reasons for Employee Disengagement

• Not providing the basic needs of employees or satisfying them is not a reason to lead to disengaged employees..

Psychological Harassment

• Role conflict is not generally considered an example of psychological harrassment.

Workaholism

• Workaholism is considered to include high work involvement, compulsion to work, and low enjoyment of work.

Stress Defined

• Stress is best described as an adaptive response to a situation that is perceived as challenging or threatening to the person's well-being.

Low Task Control

• Low task control occurs when the work schedule is controlled by someone else, the employee’s work is paced by a machine, and the job involves monitoring equipment.