【人事の英語】人事関連の英単語録－「組織行動」領域－【HR English】

本テーマでは、私がビジネス・スクールのHRMコースで学んだことをベースに、人事領域で使われる英単語をご紹介していきたいと思います。特に本記事では「組織行動」領域の単語・用語についてご紹介します。

単語・用語そのものの説明は省略しておりますので、気になった言葉がありましたらぜひご自身でも調べてみてください！今後、グローバル人事のキャリアや海外大学でのHRM専攻を希望されているような方の参考になれば幸いです。

組織心理（Organisational Behaviour）領域の英単語

早速、組織心理領域の用語や人物名に関する英語をご紹介していきたいと思います。既に日本語でも馴染みになって使用されている言葉もいくつかあると思いますが、改めての確認も含めてご覧いただければ幸いです。

• Five Factor Model (Big 5, OCEAN): 五因子モデル
  The 'Big 5' dimensions of personality: Extraversion（外向性）, Neuroticism（神経症的傾向）, Agreeableness（協調性）, Conscientiousness（誠実性）, Openness to experience（経験への開放性）
  

• Self-esteem：自尊心、自己肯定感
  An individual’s general feeling of self worth; affected by circumstances
  

• Self-efficacy：自己効力感
  An individual’s view of him/herself as being able to perform effectively across a wide variety of situations; affected by previous success/failure
  

• Self-Monitoring：自己監視
  An individual’s ability to adjust his/her behaviour to external, situational (environmental) factors
  

• Locus of Control：統制の所在
  Whether a person believes that he/she (internal), or circumstances/other people (external) control their fate (external)
  

• Dark Triad：ダーク・トライアド
  Machiavellianism（権謀術数主義）、Narcissism（自己愛症）、Psychopathy（精神病質）の総称
  

• Regulatory Focus：制御争点
  - Promotion focus: Orientation towards ideals/success
  - Prevention focus: Orientation towards oughts/security, avoiding failure
  

• Emotional Intelligence (EI)：感情的知性
  Four types of skills: Self-awareness（自己認知）, Self-management（自己管理）, Social awareness（社会的認知）, Relationship management（関係性管理）
  ⇒Ability Model of EI: Focuses on examining how well respondents perform tasks and solve problems about emotions. (e.g., Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT))
  

• Attribution Theory：帰属理論
  A group of theories that describe how people explain the causes of behaviour
  

• Cognitive Bias：認知的偏見・先入観
  - Contrast effect：対比効果
  - Selective perception：選択的知覚
  - Halo and horns effect：ハロー・ホーン効果
  - Similar-to-me effect：自身との類似効果
  - Self-fulfilling prophecy：自己達成的予言
  

• Maslow’s Hierarchy of Needs：マズローの欲求階層説

• Job Enlargement：ジョブの拡張
  Increasing the number of tasks which a worker performs, but keeping all of the tasks at the same level of difficulty and responsibility (=horizontal job loading)
  

• Job Enrichment：ジョブの充実
  Increasing a worker’s responsibility and control over his/her work (=vertical job loading)
  

• Job Characteristics Model (JCM)：職務特性モデル
  An approach to job design that aims to identify characteristics that make jobs intrinsically motivating and the consequences of those characteristics
  
  Five core job dimensions are…
   - Skill variety (SV)：技能多様性
   - Task identity (TI)：タスク完結性
   - Task significance (TS)：タスク重要性
   - Autonomy (A)：自律性
   - Feedback (F)：フィードバック
  

• Motivating Potential Score (MPS)：潜在的動機付けスコア
  MPS = [(SV+TI+TS)/3] x A x F
  

• Pseudo team：偽のチーム（⇔ Real team）
  A co-acting group without clear goals, recognition of task interdependence, and lack of reflection on team performance
  

• Social loafing：社会的手抜き
  As the number of people in a group increases, the effort of each one often decreases
  

• Groupthink：集団思考
  Low-quality group decisions due to biased information processing in the direction of a popular view
  

• Task Orientation：タスク志向性 / People Orientation：ヒト志向性
  

• Transactional Leadership：交換型/取引型リーダーシップ
  A leadership style which motivates followers by exchanging rewards for high performance and noticing and reprimanding subordinates for mistakes and substandard performance
  

• Transformational leadership：変革的リーダーシップ
  A leadership style which inspires followers to trust the leader, to perform at a high level, and to contribute to the achievement of organisational goals
  
  4I's are…
  1. Idealised influence: Leaders behave in admirable ways so that followers tend to identify with them (e.g., display conviction, role modelling behaviours consistent with a vision, appeal on an emotional level)
  2. Inspirational motivation: Leaders articulate a vision which is appealing and inspiring to followers (e.g., provide meaning for the work task, set high standards, communicate optimism about the achievability of the vision)
  3. Intellectual stimulation: Leaders stimulate and encourage creativity in their followers (e.g., challenge assumptions, take risks, ask followers for their ideas and their development into practice)
  4. Individualised consideration: Leaders attend to each follower individually (e.g., act as a mentor or coach, listen to their concerns and needs)
  

• Leader Member Exchange (LMX) Theory：リーダー・メンバー交換理論
  A theory that describes the different kinds of relationships that may develop between a leader and a follower and what the leader and the follower give to and receive back from the relationship
  

• Formal Power：公的権力（パワー）
  - Legitimate Power（正当権力）: The power to control and use organisational resources to accomplish organisational goals
  - Reward Power（報酬力）: The power to give pay raises, promotion, praise, interesting projects, and other rewards to subordinates
  - Coercive Power（強制力）: The power to give or withhold punishment
  

• Personal Power：私的権力（パワー）
  - Expert Power（専門力）: Informal power that stems from superior ability/expertise
  - Referent Power（準拠的パワー）: Informal power that stems from being liked, admired, and respected
  - Information Power（情報力）: Tthe power that stems from access to and control over information
  

• Hofstede’s Cultural Dimensions：ホフステッド指数
  - Power Distance：権力格差（上下関係）
  - Individualism vs Collectivism：個人主義 対 集団主義
  - Masculinity vs Femininity：男性性 対 女性性
  - Uncertainty Avoidance：不確実性回避
  - Long-term/Short term orientation：長期/短期志向
  - Indulgence vs Restraint：快楽主義 対 禁欲主義

最後に

以上、特に単語ごとにカテゴライズすることもなく雑多に列挙しましたが、おおまかには組織行動論の中で「個人特性」「動機付け（モチベーション）」「リーダーシップ（と力）」「カルチャー」といったテーマの中からピックアップしております。
各領域で興味のあるものがございましたら、英語の勉強と合わせて、ぜひご自身でも調べてみていただければと思います。
本記事が、人事分野で英語を使ってグローバルにキャリアを築いていきたいという方の一助になれば幸いです。