1.

dysfunction

The term dysfunction is defined as "any impairment, disturbance, or

deficiency in behavior" on the part of an individual person, between people in
a relationship, or among family members. Dysfunction may manifest as poor
communication, frequent conflict, emotional or physical abuse, and much
more. Dysfunctional relationships or situations often serve as motivation for
people to seek help. Effects of dysfunction

 Anxiety
 Believing they deserve bad things
 Depression
 Lack of trust in themselves and others
 Loneliness
 Low self-esteem
 Personality disorders
 Post-traumatic stress disorder (PTSD)
 Problems with relationships, work, and identity

2. Organizational commitment
Organizational commitment is the psychological connection of the employee
with his organization. This shows the extent to which the person thinks about
relationship with the organization, and bounds his goals to the benefits of the
organization for which he/she is working.
3. Turnover intentions
Turnover intentions are the intentions that lead the employee to quit from the
organization.
4. Employee’s performance
Employee’s performance is studied political acts are important which should
not be ignored because these have their own place and importance as these can
affect employee’s behaviour and attitude. Lower level of organizational
politics is associated with higher level of feedback and it increases the self-
confidence of employees (Rosen et al., 2006). Employee’s frequent
involvement in political activities and high political environment tend to
increase absenteeism among employees (Harrell et al., 1996). Organizational
politics affects the employee’s performance at work. Gbadamosi and Chinaka
(2011) examined the effect of organizational politics, turnover intention and
organizational commitment on employees’ effectiveness and efficiency in
academia.
5. Team identification and social identification theory
Team identification is defined as the level of psychological connection an
individual has with a sports entity or team.
Team identification as the moment an individual develops cognition that they
support and follow a team.
6. Social Identity Theory (SIT)
Social Identity Theory, which describes the greater sense of self an individual
gains from the perceived awareness and value of belonging to a group.

7. Gamification
 Gamification is adding game mechanics into nongame environments, like a
website, online community, learning management system or business’ intranet
to increase participation. The goal of gamification is to engage with
consumers, employees and partners to inspire collaborate, share and interact.
Gamification works by providing audiences with proactive directives and
feedback through game mechanics and game dynamics added to online
platforms that lead to the accomplishments of business goals and objectives.
A compelling gamification experience taps into a participant’s emotions and
demonstrates, easily, the best activities an audience can complete that make an
impact on mutually shared goals. As employees or customers interact with
a gamification program, they receive immediate feedback on performance and
guided next steps towards new achievements.
8. Affective commitment
Affective commitment refers to an employee's perceived emotional attachment
to their organization. Affective commitment is found when an employee feels
like their personal values and priorities are in line with the company's mission
and feel at home in the organization.
9. Behavioral integrity
Behavioral integrity (BI) describes the extent to which an observer believes
that an actor's words tend to align with their actions. It considers whether the
actor is seen as keeping promises and enacting the same values they espouse.
10. Boundary Spanning
boundary spanning is when individuals from different hierarchies,
departments, companies, and geographical locations agree to work together. It
can be defined as a system where different organizations have adopted linking
the company's internal network with the potential external information
sources.
boundary roles?
Boundary-spanning roles are the link between the organization and its external
environment. It has diverse categories, including horizontal, vertical,
stakeholder, demographic, and geographical roles.
Work related
a) Base Pay refers to the monetary contribution to the employee in exchange
for their work.
b) Short Term and Long Term incentives link monetary rewards to
performance measures.
c) Work/Life Balance is the perceived amount of time an individual spends at
work compared to the amount of time they spend away for life responsibilities.
d) Recognition & Status refer to being praised or seen as more prestigious for
work completed.
e) Employment Security is the perception of a stable income and job position
within a company.
f) Challenging Work is work that is stimulating and fulfilling, engaging the
worker’s competencies.
g) Learning Opportunities refer to professional growth and development
opportunities.
h) Income Protection in this context is a retirement investment program.
11. Systemic constructivist debrief
 Debrief make informed decisions for future projects, and optimize resource
allocation. Debriefings contribute to continuous improvement, risk mitigation,
and overall efficiency in managing a portfolio of projects.

In a debriefing 3 simple questions are asked, which are more about facts and
less about emotions.

 What exactly has happened? Only facts, no evaluation. It is about negative as

well as positive things.

 Why did it happen?

 What would I (or we) do differently next time? An appropriate to-do list is
drawn up from this, which can also be understood and applied by others.

12. Challenge related stress

Challenge related stress those that may result in strain, but at the same time, are
energizing and provide opportunities for feelings of accomplishment, as well as
growth and development.

13. Creative self-efficacy

Creative self-efficacy, specifically, is the belief that one has the capacity to
perform creative work effectively (Tierney & Farmer, 2002). Given the
challenges inherent in creative production, individuals must be driven and
resilient in order to realize their creative potential.

14. Discrimination

Discrimination has senses with neutral, positive, and negative connotations.

On the one hand, it can refer to "the act (or power) of distinguishing" or to
"good taste, refinement." These meanings, sometimes reinforced with
modifiers (as in a fine or a nice discrimination), stress an ability to
perceive differences as an index of unusual intelligence. On the other hand,
when the perception of difference is marked by invidious distinction or
hostility, the word (often followed by against) takes on very negative
overtones, as in the senses "act of discriminating categorically rather than
individually" (discrimination against women, age discrimination) and "a
prejudiced outlook or course of action" (racial discrimination). The
original, neutral sense of discrimination, "the act of distinguishing," came
into English by the early 17th century, followed by the positive one
associated with superior discernment in the 18th century. Discrimination in
the "prejudice" sense has been in use since the early 19th century, almost
200 years ago.

15. Employee creativity

Employee creativity, therefore, describes the ability of an employee to generate

new and useful ideas which are of crucial value to achieve effectiveness,
innovation, and significant breakthroughs.
 16. Employee positive mood
When employees' moods are positive, they tend to be more engaged, motivated,
and productive. They are also more likely to be creative, have better problem-
solving skills, and make better decisions. 🌱 Negative moods can lead to lower
motivation and productivity, increased absenteeism, and turnover.
17. Employee wellbeing
Employee wellbeing is defined as the overall mental, physical, emotional, and
economic health of your employees. It's influenced by various factors such as
their relationships with co-workers, the decisions they make, and the tools and
resources they have access to . Hours, pay, and workplace safety also have a
significant impact on employee wellbeing.
18. Green work engagement
Thus, GWE pertains to the positive energy that employees invest in their
environmentally sustainable work-related tasks. The degree to which employees
feel connected to their work in terms of cognitive, emotional, and physical
aspects can be defined as work engagement.
19. Innovative work behavior
Innovative behavior is the organizational performance of an individual or group
in a problem situation, such as an idea based on past experiences or an
innovative idea or solution that did not exist before, and the ability to obtain
support to produce a feasible model.

20. Intrinsic motivation

Intrinsic motivation is defined as the motivation to engage in a behavior because of

the inherent satisfaction of the activity rather than the desire for a reward or specific
outcome. According to "Introduction to Psychology: Gateways to Mind and Behavior
With Concept Maps," intrinsic motivation occurs when we act without any obvious
external rewards: "We simply enjoy an activity or see it as an opportunity to explore,
learn, and actualize our potentials."1

The three main elements of intrinsic motivation are autonomy, purpose, and
mastery.2 People are intrinsically motivated when they can act independently, feel that
their efforts matter, and gain satisfaction from becoming more skilled.

21. Leader Identity

“Leader Identity” is the sum of how others view you as a person, your leader
behaviors, your leader skills and willingness to work with and through others, and the
impact of all your behaviors as judged by others.

22. Learning from failure

Learning from failure describes processes and behaviors through which individuals,
groups and organizations gain accurate and useful insights from failures and modify
future behaviors, processes, or systems accordingly.

23. perceived status

The degree of perceived status of an individual and its effect on the consequent
evaluation of that person's behavior was studied. Persons perceived with a greater
degree of status are more acceptable as authority figures and their idiosyncratic
behavior receives greater acceptance.

24. Psychological capital

What it is: Psychological capital is a collection of four healthy psychological states
that enhance well-being and performance—hope, efficacy, resilience, and optimism.
Together, the four states contribute more than the sum of their parts. In the workplace,
individual employees can build psychological capital to enhance their personal
performance and employers can build psychological capital to enhance organizational
performance across teams and entire workforces. (Luthans & Broad, 2022)
What it isn’t: Psychological capital does not focus on dysfunction or mental illness.
Its focus is on helping ordinary people live more productive and meaningful lives and
helping organizations create environments where both the individual employees and
the organization itself can flourish.

25. Person–Job Fit

Person–job fit is defined as the degree of alignment between the individual and the
job (Wong and Tetrick, 2017). Previous studies indicate that person–job fit is
positively related to work engagement (Cai et al., 2018) and contextual performance
(Han et al., 2015), but negatively related to employee turnover (Boon and Biron,
2016). Person–job fit is generally regarded as a positive element in the workplace.

26. Psychological empowerment

Psychological empowerment refers to an “intrinsic task motivation reflecting a sense

of self-control in relation to one's work and an active engagement with one's work
role.”2 Many studies on enterprise organizations have found that psychological
empowerment can effectively stimulate individuals' enthusiasm for work and
promote the improvement of job performance. Psychological capital influences job
satisfaction and organizational commitment.3 Whereas engagement seems to be
contagious and may spread across members of work teams, leaders have a special role
in fostering work engagement among their followers.4 Authentic leadership has been
proposed as the root element of effective leadership needed to build healthier work
environments because there is special attention to the development of empowering
leader–follower relationships.

27. psychological safety

Let’s start with a definition. Team psychological safety is a shared belief held by
members of a team that it’s OK to take risks, to express their ideas and concerns, to
speak up with questions, and to admit mistakes — all without fear of negative
consequences. As Edmondson puts it, “it’s felt permission for candor.”

Edmondson first landed on the concept when she was doing research for her PhD. She
had set out to study the relationship between error making and teamwork in hospitals,
expecting to find that more effective teams made fewer mistakes. But what she found
was that the teams who reported better teamwork seemed to experience more errors.
When she dug into the data, she began to suspect that better teams might be more
willing to report their mistakes – because they felt safe doing so – and conducted
follow up research to explore that hypothesis.

28. Readiness for organizational change

Readiness is the cognitive precursor to the behaviors of either resistance to, or support
for, a change effort. At its core, change readiness involves a transformation of
individual cognitions across a set of employees

29. Competence satisfaction

Competence satisfaction refers to a more general, affective experience of

effectiveness which results from mastering a task. Despite these conceptual
differences between self-efficacy and the need for competence, both are likely to be
correlated at the empirical level.

Competence satisfaction refers to a more general, affective experience of

effectiveness which results from mastering a task. Despite these conceptual
differences between self-efficacy and the need for competence, both are likely to be
correlated at the empirical level.

30. Relatedness satisfaction

Relatedness satisfaction entails a sense that one is significant to others, which is often
manifest in others' willingness to care for one or to receive the care one has to offer.

31. trust in leadership

Therefore, trust in leadership refers to when an organisation's employees believe that

their leaders are reliable. When employees trust their leaders, they believe that they're
able to make decisions that take their best interests into consideration.

32. Team identification

Team identification is defined as the level of psychological connection an individual

has with a sports entity or team.

33. Thriving at work

In work, thriving indicates that an individual is experiencing a high level of

engagement, satisfaction, and fulfillment. Thriving is not just about being productive
or achieving a high level of performance; it is also about finding a sense of fulfillment
and enjoyment in your work.

34. Organisational identification

Organisational identification is a key concept in organisational psychology and refers

to the degree to which employees define themselves as a member of the organisation
and to what extent they experience a sense of oneness with it, it’s values, brand,
methods etc.
 35. vigor at work

Specifically, vigor at work has been defined as a positive affective state characterized
by experiencing feelings of physical strength, which represent the physical capacities
of the individual; emotional energy, such as the ability to show and express empathy
and compassion to other people; and cognitive liveliness which is described as the
flow of thought processes and mental agility.

36. Group identification

Group identification is defined as member identification with an interacting group and

is distinguished conceptually from social identity, cohesion, and common fate.

37. work group psychological safety

The term psychological safety was first coined by Amy Edmondson, a professor at
Harvard Business School. She described it as “a shared belief held by members of a
team that the team is safe for interpersonal risk-taking.

38. Work group learning

Group work refers to learning experiences in which students work together on the
same task. Group work can help build a positive and engaging learning community
through peer learning and teaching. Promoting peer interactions can positively affect
learning experiences by preparing students for work beyond the classroom.

39. Green psychological climate

Green psychological climate entails employees' shared perception that the

organization's environmental policies and procedures enhance environmental
sustainability and green values.

40. Organizational justice

Organizational justice concerns employees' understanding of fairness, results, and
processes within a company. Distributive, procedural, and interactional are the three
types of organizational justice that companies must embrace in order to have happy
and productive employees.
41. Organizational learning culture
What Is a Learning Culture? A learning culture is an environment that demonstrates
and encourages individual and organizational learning, and where both gaining and
sharing knowledge is prioritized, valued, and rewarded. It becomes part of the
ecosystem of the organization.
42. Perceived organizational support
Perceived organizational support is an employee's understanding of the affirmation
and assistance services offered by their organization. These supports can be offered in
many ways, such as freedom of creativity in their work or an ample amount of
vacation days for health or leisure.
43. Procedural justice
Procedural justice focuses on the way police and other legal authorities interact with
the public and how the characteristics of those interactions shape the public's views of
the police, their willingness to obey the law, cooperation with the police in fighting
crime, and actual crime rates.
44. psychology diversity
The object of study of the psychology of diversity is the differences between
individuals and/or groups, with the aim of finding out the regularities of those
differences that might enable us to describe, comprehend, predict, and give a better
explanation of human behavior.
45. Climate
Climate is the long-term pattern of weather in a particular area. Weather can change
from hour-to-hour, day-to-day, month-to-month or even year-to-year. A region's
weather patterns, usually tracked for at least 30 years, are considered its
climate. Climate System.
46. Psychological diversity climate
Psychological diversity climate can exist at either the unit- or organization-level,
when it is conceptualized as shared perceptions among group members, or at the
individual level, when focused on individual employee perceptions.
47. Leader-member exchange (LMX)
Leader-member exchange (LMX) theory describes the process of developing a
lasting, strong connection of trust, liking, and mutual respect. Having such a high-
quality relationship with the leader increases the team members' job-related well-
being and effectiveness.
48. Team Voice
A Configural Approach to Understanding Voice Behavior in Teams. Employee voice,
or expression of ideas or opinions aimed at improving collective functioning, is
believed to be conducive to teams and organizations.
Out Comes

49. Engagement in quality improvement

Improving the quality of care processes and outcomes requires effort and engagement
from clinicians and staff (Wee & Lai, 2021). Following Kahn (1990) and Nembhard
and Edmondson (2006), we define engagement in quality improvement as being
physically, cognitively, and/or emotionally connected to the improvement work.

50. Green creativity

Green creativity is defined as the generation of novel and useful green ideas for green
products, practices, or services (Chen & Chang, 2013). Chen and Chang (2013)
defined it as the development of new ideas for green products, green services, green
processes or green practices considered original, novel and valuable.

51. Follower taking charge

Taking charge is a follower's discretionary behavior, which conducts constructive

change and could produce positive affects in job performance and organizational
effectiveness.

52. Job embeddedness

Job embeddedness is the collection of forces that influence employee retention. It can
be distinguished from turnover in that its emphasis is on all of the factors that keep an
employee on the job, rather than the psychological process one goes through when
quitting.

53. Job performance

Job performance is defined as an aggregate of employee behaviors that have some

expected value to organizations (positive or negative). These behaviors can be
classified into three broad classes: task performance, contextual performance, and
counter productivity.

54. Innovative work behavior

IWB as “an outward expression of employees' inner creativity; it is a method used to

develop creative products and a process through which employees generate and
implement new ideas to improve performance or solve work-related problems.” IWB
includes all the behaviors initiated at an individual level to.

55. Innovative thinking

Innovative thinking is the ability to create something new, moving away from
traditional thought patterns. With the help of innovative thinking, one can generate
new ideas, act differently, and come up with novel solutions to problems.

56. Knowledge sharing behavior

Knowledge sharing behavior is defined as individual behavior that pertains to the
exchange of information, experience, ideas, and skills with other individuals or groups
of people inside an organization in order to enhance the company's sustainability.
57. Job performance
Job performance is defined as an aggregate of employee behaviors that have some
expected value to organizations (positive or negative). These behaviors can be
classified into three broad classes: task performance, contextual performance, and
counter productivity.
58. coworker-directed helping behaviour
coworker-directed helping behaviour (i.e., “the extent to which an employee provides
his or her coworkers with assistance pertinent to organizationally relevant tasks or
problems”;

59. Learning from errors

Learning from errors: A specific learning phenomenon In order to facilitate learning

—the development of knowledge, metacognitive skills and autonomy— learners
should be challenged with tasks that refer to skills and knowledge just beyond their
current level of mastery (Vygotsky, 1978). Errors are a natural by-product of
attempting challenging learning tasks and they may, in particular, provide learning
opportunities (Van Lehn, 1988). Recent research findings in educational psychology
and contemporary cognitive psychology (e.g. Cyr & Anderson, 2014; Van Lehn,
Siler, Murray, Yamauchi, & Baggett, 2003) give reason to revisit ancient wisdoms
like “Mistakes are the stepping stones for learning” or “You can always learn from
your mistakes”. Based on empirical findings, the consistent key argument is that
errors initiate explanation and reflection processes in which deficient concepts are
contrasted with correct concepts in order to establish accurate mental models (see also
Chi, 1996; Kapur, 2008; Oser & Spychiger, 2005; Siegler, 2002). However, as Van
Lehn et al. (2003) put it, ”a learning opportunity is only an opportunity to learn”.
Accordingly, empirical findings consistently point to the importance of metacognitive
support (e.g. Keith & Frese, 2005; Künsting, Kempf, & Wirth, 2013). For example,
Westermann and Rummel (2012) found that metacognitive support during student
collaboration on difficult learning content and discussions of their wrong solutions
lead to better learning outcomes. In addition to metacognitive processes, motivational
processes obviously play a particularly important role for successful learning from
errors. Experiences of errors and impasses are accompanied by a host of different
emotional and motivational states which facilitate or impede persistent learning
engagement, the use of appropriate metacognitions, and cognitive activities. It can be
assumed that poor learners are characterised by the experience of deactivating
emotions following errors (for more details see section 2) and an inability to regulate
their motivation and the respective emotions adaptively. In other words—as with
learning in general (cf. Kanfer & Ackerman, 1989) but particularly after making
errors—learning from one’s own errors through (self-) explanation basically requires
motivational forces in order to persist after setbacks, to correct the error at hand, and
to reflect on the underlying misconceptions.

60. Organization-Based Self-Esteem

Organization-Based Self-Esteem (OBSE) is the degree to which an individual

believes he/she is a capable, significant, and worthy member of an
organization (Pierce et al., 1989). OBSE affects physical health, life satisfaction, and
family/social relationships

61. psychological contract

The psychological contract refers to the unwritten, intangible agreement between an

employee and their employer that describes the informal commitments,
expectations and understandings that make up their relationship.

The psychological contract shouldn’t be confused with a written employment contract

– they are two very separate things. An employment contract sets out the legally-
binding agreement between the two parties – but that contract on its own provides a
very narrow and reductive view of the employee-employer relationship as a whole.

That relationship is also composed of many other expectations that, whilst not fully
formalised, are just as important. While an employment contract is a legal agreement
printed on paper, the psychological contract is built from the everyday actions,
statements and promises of one side of the relationship and how they are received by
the other.

62. Psychological stress

Psychological stress occurs when you are under pressure or having difficulty coping
with a situation or stimulus. Think of it as your emotional response to stressful events.
The anxiety and incompetence that you felt as a result of receiving a 'D' on your
midterm exam is an example of psychological stress.

63. Pro-social rule breaking

Pro-social rule breaking is defined as any instance where an employee intentionally

violates a formal organizational policy, regulation, or prohibition with the primary
intention of promoting the welfare of the organization or one of its stakeholders.

64. Business model innovation

Business model innovation, then, describes the process in which an organization
adjusts its business model. Often, this innovation reflects a fundamental change in
how a company delivers value to its customers, whether that's through the
development of new revenue streams or distribution channels.
65. Inclusion climate
Workers' perception of a workplace atmosphere where everyone has a sense of
belonging, is invited to participate in decisions, and feels that their input matters.
66. Inclusion culture
A culturally inclusive environment requires mutual respect, effective relationships,
clear communication, explicit understandings about expectations and critical self-
reflection. In an inclusive environment, people of all cultural orientations can: freely
express who they are, their own opinions and points of view.
67. Project success
In the literature, project success variously refers to “on time, within budget, to
specification” completion; success of the product produced; or success in achieving
the business objectives of the project.
68. Work group performance
Working in groups clearly has some benefits. Because groups consist of many
members, group performance is almost always better than the performance of an
individual acting alone. Many heads are better than one in terms of knowledge,
collective memory, physical strength, and other abilities.
69. Work group effectiveness
Team effectiveness is the capacity of a group of people, usually with complementary
skills, to work together to accomplish goals set out by an authority, team members, or
team leaders. Highly effective teams are able to motivate each other and collaborate to
solve problems, which leads to greater results.
70. Achievement values
Achievement values are “the incentives or purposes that individuals have for
succeeding on a given task”
71. collective self
The collective self is based on impersonal bonds to others derived from common (and
oftentimes symbolic) identification with a group. These bonds do not require close
personal relationships among group members.
72. Self-sacrifice
Self-sacrifice in a corporate environment refers to the willingness of employees to put
the needs of the company above their own personal interests.
73. Locus of control
Locus of control is how much individuals perceive that they themselves have control
over their own actions as opposed to events in life occurring instead because of
external forces. It is measured along a dimension of “high internal” to “high external”.

Locus of control is a psychological concept that refers to how strongly people believe
they have control over the situations and experiences that affect their lives. In
education, locus of control typically refers to how students perceive the causes of their
academic success or failure in school.
Students with an “internal locus of control” generally believe that their success or
failure is a result of the effort and hard work they invest in their education. Students
with an “external locus of control” generally believe that their successes or failures
result from external factors beyond their control, such as luck, fate, circumstance,
injustice, bias, or teachers who are unfair, prejudiced, or unskilled. For example,
students with an internal locus of control might blame poor grades on their failure to
study, whereas students with an external locus of control may blame an unfair teacher
or test for their poor performance.
74. Person-supervisor fit
Person-supervisor fit has been conceptualized as the similarity between supervisor
and subordinate personality dimensions, values, and goals. It is proposed that if these
dimensions of fit match (or mis-match), there will be significant relationships with
organizational outcomes.
75. Effort mismatch
In the workplace, psychologists refer to this as effort-reward imbalance. The effort is
the time, energy and emotional labor devoted to completing a task — and the rewards
are what you get back from your workplace, such as compensation, benefits,
recognition and opportunities.
76. Negative tones
Negative tones in speech are qualities of expression that reveal unhappy attitudes
toward the subject—or even the listener. These vocal qualities may include pitch,
volume, rhythm, and more, but in a sad or angry speaker, they add up to share that
emotion. The same is true for synthetic speech.
 77. Performance pressure
Performance pressure is a work stressor and the extent to which employees experience
an urgency to raise their performance, failing which, they may have to face severe
undesirable consequences.
78. Diversity
Diversity in the workplace means having a workforce inclusive of different
backgrounds and national origins. It means gender, socioeconomic, and cultural
diversity — and beyond. It also means that the organization fosters a sense of
belonging that makes everyone feel like they are part of the team.
79. Disability inclusion
Disability inclusion is important to let potential or current employees know that your
business is committed to having a diverse and inclusive workforce. A company
committed to diversity and inclusion also helps to create a culture of openness and
belonging, leading to a happier and more engaged workforce.

80. Disability inclusive HR practices

HR practices in a disability inclusive HR system are to provide fair and caring

treatments for workers with disabilities, which enhance their knowledge, skills,
motivation, quality of work life, and quality of life (Boehm &
Dwertmann, Citation2015). As per Boehm and Dwertmann (Citation2015) view,
disability inclusive HR practices should provide opportunities for workers with
disabilities to demonstrate their competence in the selection process, learn and grow
professionally, and receive accurate and fair performance appraisal and compensation
taking into consideration their disability limitations. As such, in a disability inclusive
HR system, the selection practice focuses on the abilities of individuals with
disabilities and takes the ‘dis’ out of the disability. Buddy systems are built to pair
able-bodied workers with workers with disabilities taking charge for similar roles and
duties. Employees with disabilities are also provided with on-the-job coaching and
mentoring as well as flex-time and workplace accommodation options such as
arranging flexible work hours and working part-time at home. Socially including
employees with disabilities into a work environment is a vital rehabilitation goal of
disability inclusive HR practices (Hagner et al., Citation2015).

81. Power distance

Power distance is the perceived degree of inequality among people. In high-power-

distance society, the “superiors,” or those in power, perceive themselves, and are also
perceived by others, to be at a higher level and, hence, have a great degree of control
over others.

1. Global Virtual Teams

Global Virtual Teams (GVT) are defined as "a group of workers, formally recognized
by the organization as a team, with members from different countries who are
collectively accountable for outputs across locations, and who utilize technology to
some degree to accomplish their work".
 2. Change-oriented OCB
Change-oriented OCB also means “taking charge” of one's environment, which
entails voluntary and constructive efforts by individual employees to effect
organizationally functional change with respect to how work is executed within the
contexts of their jobs, work units, or organizations (Morrison and Phelps 1999). It has
also been referred to as task revision in which individuals take action to correct a
faulty procedure, inaccurate job description, or unrealistic role expectation (Staw and
Boettger 1990). Finally, as change-oriented OCB is targeted at and intended to benefit
the organization in general, some studies suggested that it should be considered a
specific dimension of OCB directed toward the organization.
3. Task performance
Task performance can be defined as the effectiveness with which job incumbents.
perform activities that contribute to the organization's technical core either directly.
by implementing a part of its technological process, or indirectly by providing it.
4. Driven to Work.
Driven to work implies that individuals work because they feel that they
should or must and experience feelings of guilt and anxiety if they do not (Spence &
Robbins,
1992). Workaholism scholars typically view driven to work as detrimental,
highlighting the sense of inner pressure that characterizes it and sometimes
connecting it to work compulsion or addiction (Buelens & Poelmans, 2004; Johnstone
& Johnston, 2005). Recent workaholism research links driven to work to increased
feelings of stress and pressure at work and to declines in psychological well-being .
5. Employee creativity
Employee creativity, therefore, describes the ability of an employee to generate new
and useful ideas which are of crucial value to achieve effectiveness, innovation,
and significant breakthroughs.
6. Taking charge behavior
Taking charge behavior involves the voluntary and constructive effort of
employees to make organizationally functional change, which may consume more
scarce resources of employees.
7. Definition of integration
They defined it as "a process of interpenetration and fusion in which persons and
groups acquire the memories, sentiments, and attitude of other persons and groups
and, by sharing their experience and history, are incorporated with them in a common
cultural life."
8. Social integration
Social integration is the process during which newcomers or minorities are
incorporated into the social structure of the host society. Social integration, together
with economic integration and identity integration, are three main dimensions of a
newcomers' experiences in the society that is receiving them. A higher extent of social
integration contributes to a closer social distance between groups and more consistent
values and practices. Bringing together various ethnic groups irrespective of language,
caste, creed, etc., without losing one's identity. It gives access to all areas of
community life and eliminates segregation. In a broader view, social integration is a
dynamic and structured process in which all members participate in dialogue to
achieve and maintain peaceful social relations. Social integration does not mean
forced assimilation. Social integration is focused on the need to move toward a safe,
stable and just society by mending conditions of social conflict, social disintegration,
social exclusion, social fragmentation, exclusion and polarization, and by expanding
and strengthening conditions of social integration towards peaceful social relations of
coexistence, collaboration and cohesion.
9. Speaking up.
A "speak-up culture" is an environment where everyone feels empowered to share
their opinions, ideas, and concerns without fear of retribution or ridicule. The
beauty of a speak-up culture is that everyone is encouraged to have a voice, regardless
of hierarchy or position within the company.
10. Employee voice
Employee voice refers to the behavior of actively proposing constructive opinions
to improve the procedures or rules of an organization and enhance
organizational performance (Liang et al., 2012); employee voice is regarded as an
extra-role behavior.
11. Taking charge behavior
Taking charge behavior involves the voluntary and constructive effort of
employees to make organizationally functional change, which may consume more
scarce resources of employees.
12. Perceived Group Status Differences
One robust finding in the social dominance literature is that members of high-
status groups have higher levels of SDO than do members of low-status groups
(e.g., white Americans have higher levels of SDO than African Americans, and
people with higher socioeconomic status have higher levels of SDO than those
with lower socioeconomic status; Sidanius, Levin, Liu, & Pratto, 2000). Accord-
ing to social dominance theory, members of high-status arbitrary-set groups are
expected to have higher levels of SDO than members of low-status groups because
they want to sustain the privileged access to social and economic resources that
their high group status affords. Furthermore, as the size of the status gap between
the groups increases, the difference in SDO between the groups should increase
as members of the high-status group try to maintain the benefits conferred by their
group’s higher status and members of the low-status group oppose the hierarchi-
cal social system in which their group is more disadvantaged.
13. Psychological diversity climate
Since racioethnic minorities and women often experience discrimination in the
workplace and may experience fewer opportunities for upward mobility in internal
labor markets (Landau, 1995), psychological diversity climate is particularly
important
to these individuals. Racioethnic minorities and women place greater value on an
organization’s commitment to diversity than racioethnic majority members and men
(Kossek and Zonia, 1993). For instance, diversity climate reduces turnover intentions
for racioethnic minorities (McKay et al., 2007), and the mediating effect of
psychological
diversity climate on the relationship between reactions to performance appraisals and
employee engagement is pronounced for racioethnic minorities (Volpone et al., 2012).
We thus explore psychological diversity climate as a moderator among racioethnic
minority vs majority members and among women vs men.
14. Employee wellbeing
Employee wellbeing is defined as the overall mental, physical, emotional, and
economic health of your employees. It's influenced by various factors such as their
relationships with co-workers, the decisions they make, and the tools and resources
they have access to.
15. Work-family conflict
Work-family conflict occurs when individuals face incompatible role pressures
between their work and family domains; researchers typically distinguish between
conflict involving work interference with family (WIF) or family interference with
work (FIW).
16. employee engagement?

Employee engagement is a human resources (HR) concept that describes the level of
enthusiasm and dedication a worker feels toward their job. Engaged employees care
about their work and about the performance of the company, and feel that their efforts
make a difference. An engaged employee is in it for more than a paycheck and may
consider their well-being linked to their performance, and thus instrumental to their
company's success. Employee engagement is the emotional and professional
connection employees feel toward their organization, colleagues and work. High
engagement leads to increased job satisfaction,

17. Work-life enrichment

Work-life enrichment is a bidirectional phenomenon and work to life enrichment
happens when resources and skills acquired by an employee at work domain
enables him to perform better in his life outside work.
18. Team diversity
Team diversity refers to the differences between individual members of a team that
can exist on various dimensions like age, nationality, religious background, functional
background or task skills, sexual orientation, and political preferences, among others.
19. teams Innovation
teams Innovation are built for the purpose of advancing and discovering new ideas
or ways of doing things that will improve the company's output (product, service,
experience, etc).