ch 13

Question 1

Halo Effect

Answer 1

A cognitive bias in which our overall impression of a person influences how we feel and think about their character
-In the work place: A bias common in performance ratings, that occurs when a rater gives a person the same rating on all of the items being evaluated, even though the individual varies across the dimensions being assessed.

Question 2

affirmative action

Answer 2

affects those it is designed to help, those who feel exlcuded by it, organizations that implement it, and interactions among these three groups

-women devalue own appearance when think they have been prefentially selected

-but reactions are more favorable when procedure are seen as fair, as when merit plays a role, and when recipients are seen as minorities as deserving
^people like softer affirmative action, not the hard and unfair type

Question 3

Due-process Model

Answer 3

-perception of fairness, Folger and collegues
adequate notice- clear standards employees can understand
-fair hearing- eval by someone who knows their work
-should be based on evidence

Question 4

Restriction of range problem

Answer 4

to limit the data in the population to some criterion, or use a subset of data to determine whether two pieces of information are correlated or connected

Question 5

Pseudo-transformational leaders

Answer 5

those who appeal to emotions rather than to reason and manipulate ignorant followers to further their own personal interests

Question 6

Authentic transformational leaders

Answer 6

morally uplift followers and help them transform their collective visions into realities

Question 7

Normative Model of Leadership

Answer 7

the theory that leadership effectiveness is determined by the amount of feedback and participation that leaders invite from workers

Question 8

Expectancy Theory

Answer 8

the theory that workers become motivated when they believe that their efforts will produce valued outcomes

Question 9

Endowment effect

Answer 9

the tendency for people to inflate the value of objects, goods, or services they already own

Question 10

Disposition Effect

Answer 10

a tendency for people to sell stocks that have declined too long

Question 11

Escalation Effect

Answer 11

the tendency for people to persist in failing investments to avert loss, which causes losses to mount

Question 12

Sunk-Cost Principle

Answer 12

the economic rule of thumb that only future costs and benefits, not past commitments, should be considered in making a decision

Question 13

Contingency Model of Leadership

Answer 13

the theory that leadership effectiveness is determined both by the personal characteristics of leaders and by the control afforded by the situation

Question 14

Structured Interviews

Answer 14

an interview in which each job applicant is asked a standard set of questions and evaluated on the same criteria

Question 15

Industrial/organizational psychology

Answer 15

the study of human behavior in business and other organizational settings

Question 16

Symbolic power of money

Answer 16

• research shows that money makes people feel more independent, more self sufficient, and less in need of others-study with college students primed with money
• as a result, exposure to money can mute the distressing effects of social rejection, ball tossing game, told they were excluded, less ditress with money

Question 17

Classic Trait Approach

Answer 17

• one approach is to identify the traits that characterize people who appear to have leadership qualities
• situational theories are based on the notion that different situations call for different types of leaders

Question 18

Supervisor Ratings

Answer 18

research shows that supervisor rating are based largely on job relevant characterisics

these ratings may be biased by halo effects, contrast effects, and individual differences in the tendency to give high low or neutral ratings on a numeric scale

Question 19

Economic rewards model

Answer 19

on the economic side, Vrooms expectancy theory states that workers behave in ways designed to produce the most desirable outcome

various incentive programs are thus used to motivate by reward

google takes care of employees, people want to work for them

Question 20

bonuses, bribes, and intrinsic motivation

Answer 20

-when people perceive a reward as a bribe and a means of controlling their behavior, they lose interest in the work itself

• but when a reward is presented as a bonus giving positive information about the quality of work, it can enhance intrinsic motivation
  example: study on puzzle, once rewared, spent less time on task

Question 21

equity considerations

Answer 21

equity theory says that the ratio between inputs and outcomes should be the same for all workers

• research shows that workers adjust their productivity levels upward when they feel overpaid and downward when they feel underpaid
• for various reasons, women accept as equitable a lower level of pay than men do, think deserve less, dont ask etc.

Insurance experiement- higher status assignment increased performance and vise versa

nurses underpaid had more sleep loss

Question 22

commitment, entrapment, and escalation

Answer 22

people often become entrapped by their initial commitments and so stick to failing courses of action and throw good money after bad(escalation effect-)

at an organizational level, escalation can be minimized by removing those who made the initial losing investment from later decision making

individually, people can be taught deescalation strategies such as the rule that only future costs and benefits not cost csosts, are relaveent to economic decisions