| waigawa system | A management system dedicated to the idea that when the corporation faces a difficult problem, all rank-related concerns are temporarily set aside so that anyone from any level of the organization can have input.
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| 360-degree feedback | A method of performance appraisal whereby employee's performance is rated by a variety of individuals, including himself or herself, a peer, a supervisor, a subordinate, and perhaps a customer or client.
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| affective commitment | The employee's emotional attachment to his or her place of work.
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| biographical inventory | A type of job-screening test that involves asking the candidate about life experiences that seem verifiable.
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| Burnout | An extremely distressed psychological state in which a person experiences emotional exhaustion and little motivation for work.
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| continuance commitment | A kind of job commitment that derives from the employee's perception that leaving the organization would be too costly, both economically and socially.
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| distributional error | A common error in performance ratings, so called because it refers to ratings that fail to use the entire rating scale.
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| Downsizing | A dramatic cutting of the workforce that is an increasingly popular business strategy to enhance profitability.
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| ergonomics (human factors) | A field that combines engineering and psychology and that focuses on understanding and enhancing the safety and efficiency of the human–machine interaction.
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| Flow | The optimal experience of a match between our skills and the challenge of a task.
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| halo effect | A common error in performance ratings that occurs when the rater gives the person the same rating on overall items, even though there is actual variability.
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| Hawthorne effect | The tendency of individuals to perform better simply because of being singled out and made to feel important.
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| human relations approach | Emphasizes the psychological characteristics of workers and managers, stressing the importance of such factors as morale, attitudes, values, and humane treatment of workers.
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| integrity test | A type of job-screening examination that is designed to assess whether a candidate will likely be dishonest on the job.
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| job analysis | The process of generating a description of what a job involves, including the knowledge and skills that are necessary to carry out the job's functions.
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| job crafting | The physical and cognitive changes individuals can make within the constraints of a task to make the work their own.
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| job evaluation | Scientific determination of the monetary value of a particular occupation, which relies on experts' decisions as to the standing of an occupation in terms of compensable factors.
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| job satisfaction | The extent to which a person is content in his or her job.
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| job stress | The experience of stress on the job and in the workplace setting.
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| KSAOs (KSAs) | Common elements in a person-oriented job analysis; an abbreviation for knowledge, skills, abilities, and other characteristics.
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| Leisure | The pleasant times before or after work when individuals are free to pursue activities and interests of their own choosing, such as hobbies, sports, and reading.
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| Mentoring | A relationship between an experienced employee and a novice in which the more experienced employee serves as an advisor, a sounding board, and a source of support for the newer employee. p
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| normative commitment | The sense of obligation an employee feels toward the organization because of the investment the organization has made in the person’s personal and professional development.
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| organizational citizenship behavior (OCB) | Discretionary actions on the part of an employee that promote organizational effectiveness but are not part of the person's formal responsibilities.
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| organizational culture | An organization's shared values, beliefs, norms, and customs.
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| organizational identity | Employees' feelings of oneness with the organization and its goals
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| Orientation | A program by which an organization introduces newly hired employees to the organization's goals, familiarizes them with its rules and regulations, and lets them know how to get things done.
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| Overlearning | A key goal of training by which trainees practice after they have achieved a level of acceptable skill at some task so that the skill has become automatic.
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| performance appraisal | The evaluation of a person's success at his or her job.
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| role conflict | The kind of stress that arises when a person tries to meet the demands of more than one important life role, such as worker and mother.
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| scientific management | The managerial philosophy that emphasizes the worker as a well-oiled machine and the determination of the most efficient methods for performing any work-related task.
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| sexual harassment | Unwelcome behavior or conduct of a sexual nature that offends, humiliates, or intimidates another person.
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| strengths-based management | A management style emphasizing that maximizing an employee's existing strengths is much easier than trying to build such attributes from the ground up.
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| structured interview | A kind of interview in which candidates are asked specific questions that methodically seek to get truly useful information for the interviewer.
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| Theory X managers | Managers who assume that work is innately unpleasant and that people have a strong desire to avoid it; such managers believe that employees need direction, dislike responsibility, and must be "kept in line."
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| Theory Y managers | Managers who assume that engaging in effortful behavior is natural to human beings, and who recognize that people seek out responsibility and that motivation can come from allowing them to suggest creative and meaningful solutions.
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| thinking outside the box | Exploring new ways of approaching tasks and challenges and finding solutions.
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| Training | Teaching a new employee the essential requirements to do the job well.
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| transactional leader | An individual in a leadership capacity who emphasizes the exchange relationship between the worker and the leader and who applies the principle that a good job should be rewarded
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| transformational leader | An individual in a leadership capacity who is concerned not with enforcing the rules but with changing them.
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