Industrial-Organizational Psychology
Exam 3
trust - ANS-Belief in how a person or an organization will act in some future occasion
based upon previous interactions with that person or organization
organizational justice - ANS-type of justice that is composed of organizational
procedures, outcomes and interpersonal interaction s
distributive justice - ANS-type of justice in which allocation of outcomes or rewards to
organizational members is perceived as fair
merit or equity norm - ANS-definition of fairness based on the view that those who work
hardest or produce the most should get the greatest rewards; most common for fairness
in the US
need norm - ANS-definition of fairness based on the view that people should receive
rewards in proportion to their needs
equality norm - ANS-definition of fairness based on the view that people should receive
approximately equal rewards. this is the idea in Scandinavian and asian countries.
procedural justice - ANS-type of justice in which the process or procedure by which
ratings are assigned or rewards are distributed is perceived as fair
voice - ANS-having the possibility of challenging, influencing, or expressing an objection
to a process or outcome
interactional justice - ANS-type of justice concerned with the sensitivity with which
employees are treated and linked to the extent that an employee feels respected by the
employer
behavioral approach - ANS-begun by researchers at ohio state university, leadership
theory that focused on the kinds of behavior engaged in by people in leadership roles
and identified two major types: consideration and initiating structure.
consideration - ANS-type of behavior identified in the ohio state studies, included
behavior indicating mutual trust, respect, and a certain warmth and rapport between
supervisor and group
, initiating structure - ANS-type of behavior identified in the ohio state studies; included
behavior in which the supervisor organizes and defines group activities and his or her
relation to the group
task-oriented behavior - ANS-type of behavior identified in the university of michigan
researchers as an important part of a leader's activities similar to initiating structure from
ohio state studies
relations-oriented behavior - ANS-type of behavior identified by university of michigan
researchers as an important part of a leader's activities similar to consideration in the
Ohio State model
participative behavior - ANS-type of behavior identified in the michigan studies, allows
subordinates more participation in decision making and encourages more two-way
communication
contingency approach - ANS-leadership theory that proposed to take into account the
role of the situation in the exercise of leadership
job maturity - ANS-a subordinate's job-related ability, skill, and knowledge
psychological maturity - ANS-the self-confidence and self respect of the subordinate
leader-member exchange theory (LMX) - ANS-leadership theory proposing that leaders
adopt different behaviors with individual subordinates, the particular behavior pattern of
the leader develops over time and depends to a large extent on the quality of the
leader-subordinate relationship.
in-group members - ANS-people who have a high quality relationship with their leader
and high latitude for negotiating their work roles
out-group members - ANS-people who have low quality relationships with their leader
and little latitude for negotiating their work roles
life cycle of a leader-follower relationship - ANS-A description of more recent versions of
leader-member exchange (LMX) theory, which includes a dynamic process in which the
task of the leader is to drive the relationship from a tentative first-stage relationship to a
deeper more meaningful one.
transformational leadership - ANS-leadership theory that describes the behavior of the
inspirational political leaders who transform followers by appealing to nobler motives
such as justice, morality and peace.
trasnactional leadership - ANS-leaders show followers how they can meet their personal
goals by adopting a particular behavior pattern: the leader develops social contracts
with followers in which certain behaviors will be rewarded.
Exam 3
trust - ANS-Belief in how a person or an organization will act in some future occasion
based upon previous interactions with that person or organization
organizational justice - ANS-type of justice that is composed of organizational
procedures, outcomes and interpersonal interaction s
distributive justice - ANS-type of justice in which allocation of outcomes or rewards to
organizational members is perceived as fair
merit or equity norm - ANS-definition of fairness based on the view that those who work
hardest or produce the most should get the greatest rewards; most common for fairness
in the US
need norm - ANS-definition of fairness based on the view that people should receive
rewards in proportion to their needs
equality norm - ANS-definition of fairness based on the view that people should receive
approximately equal rewards. this is the idea in Scandinavian and asian countries.
procedural justice - ANS-type of justice in which the process or procedure by which
ratings are assigned or rewards are distributed is perceived as fair
voice - ANS-having the possibility of challenging, influencing, or expressing an objection
to a process or outcome
interactional justice - ANS-type of justice concerned with the sensitivity with which
employees are treated and linked to the extent that an employee feels respected by the
employer
behavioral approach - ANS-begun by researchers at ohio state university, leadership
theory that focused on the kinds of behavior engaged in by people in leadership roles
and identified two major types: consideration and initiating structure.
consideration - ANS-type of behavior identified in the ohio state studies, included
behavior indicating mutual trust, respect, and a certain warmth and rapport between
supervisor and group
, initiating structure - ANS-type of behavior identified in the ohio state studies; included
behavior in which the supervisor organizes and defines group activities and his or her
relation to the group
task-oriented behavior - ANS-type of behavior identified in the university of michigan
researchers as an important part of a leader's activities similar to initiating structure from
ohio state studies
relations-oriented behavior - ANS-type of behavior identified by university of michigan
researchers as an important part of a leader's activities similar to consideration in the
Ohio State model
participative behavior - ANS-type of behavior identified in the michigan studies, allows
subordinates more participation in decision making and encourages more two-way
communication
contingency approach - ANS-leadership theory that proposed to take into account the
role of the situation in the exercise of leadership
job maturity - ANS-a subordinate's job-related ability, skill, and knowledge
psychological maturity - ANS-the self-confidence and self respect of the subordinate
leader-member exchange theory (LMX) - ANS-leadership theory proposing that leaders
adopt different behaviors with individual subordinates, the particular behavior pattern of
the leader develops over time and depends to a large extent on the quality of the
leader-subordinate relationship.
in-group members - ANS-people who have a high quality relationship with their leader
and high latitude for negotiating their work roles
out-group members - ANS-people who have low quality relationships with their leader
and little latitude for negotiating their work roles
life cycle of a leader-follower relationship - ANS-A description of more recent versions of
leader-member exchange (LMX) theory, which includes a dynamic process in which the
task of the leader is to drive the relationship from a tentative first-stage relationship to a
deeper more meaningful one.
transformational leadership - ANS-leadership theory that describes the behavior of the
inspirational political leaders who transform followers by appealing to nobler motives
such as justice, morality and peace.
trasnactional leadership - ANS-leaders show followers how they can meet their personal
goals by adopting a particular behavior pattern: the leader develops social contracts
with followers in which certain behaviors will be rewarded.
