| absenteeism | When an employee doesn't show up for work.
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| affective component of an attitude | The feelings or emotions one has about a situation.
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| attitude | A learned predisposition toward a given object; a mental position with regard to a fact, state, or person.
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| behavior | Actions and judgments.
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| behavioral component of an attitude | Also known as intenational component, this refers to how one intends or expects to behave toward a situation.
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| Big Five personality dimensions | They are (1) extroversion, (2) agreeableness, (3) conscientiousness, (4) emotional stability, and (5) openness to experience.
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| buffers | Administrative changes that managers can make to reduce the stressors that lead to employee burnout.
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| burnout | State of emotional, mental, and even physical exhaustion.
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| causal attribution | The activity of inferring causes for observed behavior.
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| cognitive component of an attitude | The beliefs and knowledge one has about a situation.
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| cognitive dissonance | Term coined by social psychologist Leon Festinger to describe the psychological discomfort a person experiences between what he or she already knows and new information or contradictory behavior, or by inconsistency among a person's beliefs, attitudes, and/or actions.
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| fundamental attribution bias | Tendency whereby people attribute another person's behavior to his or her personal characteristics rather than to situational factors.
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| halo effect | An effect in which we form a positive impression of an individual based on a single trait.
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| job involvement | The extent to which one is personally involved with one's job.
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| job satisfaction | The extent to which one feels positively or negatively about various aspects of one's work.
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| learned helplessness | The debilitating lack of faith in one's ability to control one's environment.
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| locus of control | Measure of how much people believe they control their fate through their own efforts.
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| organizational behavior (OB) | Behavior that is dedicated to better understanding and managing people at work.
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| perception | Awareness; interpreting and understanding one's environment.
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| personality | The stable psychological traits and behavioral attributes that give a person his or her identity.
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| proactive personality | Someone who is apt to take initiative and persevere to influence the environment.
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| selective perception | The tendency to filter out information that is discomforting, that seems irrelevant, or that contradicts one's beliefs.
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| self-efficacy | Personal ability to do a task.
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| self-esteem | Self-respect; the extent to which people like or dislike themselves.
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| self-fulfilling prophecy | Also known as the Pygmalion effect; the phenomenon in which people's expectations of themselves or others leads them to behave in ways that make those expectations come true.
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| self-monitoring | Observing one's own behavior and adapting it to external situations.
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| self-serving bias | The attributional tendency to take more personal responsibility for success than for failure.
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| stereotyping | The tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs.
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| stress | The tension people feel when they are facing or enduring extraordinary demands, constraints, or opportunities and are uncertain about their ability to handle them effectively.
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| stressor | The source of stress.
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| turnover | The movement of employees in and out of an organization when they obtain and then leave their jobs.
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| values | Abstract ideals that guide one's thinking and behavior across all situations; the relatively permanent and deeply held underlying beliefs and attitudes that help determine a person's behavior.
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