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occupational opto > chap 11 > Flashcards

chap 11 Flashcards

1
Q

CHAPTER 11 TITLE

A

PSYCHOLOGY AND SAFETY: THE HUMAN ELEMENT IN LOSS PREVENTION

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2
Q

It is the study of behavior, encompassing clinical, developmental, educational, experimental, industrial, social, and physiological psychology.

A

Psychology

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3
Q

These are enduring reactions toward people, places, or objects, based on our beliefs and feelings.

A

Attitudes

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4
Q

It is the specific attitude and emotional feeling that individuals have about their jobs.

A

Job Satisfaction

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5
Q

It is the meeting of individuals’ needs and the extent to which employees recognize this meeting of needs comes from jobs. Some researchers believe if morale is low, employee motivation will also be low

A

Morale

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6
Q

The inner drive, impulse, or need creates a personal incentive toward behavior.

It is an individual’s tendency toward action in a given situation.

A

Motivation

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7
Q

Popular Views of Motivation

A

Goal-Directed School of Motivation
Behavioral School

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8
Q

The inner drives of individuals are examined to explain why human behavior takes place.

  • Examples: Maslow’s Needs- Hierarchy Theory,
    McClelland’s Need-Achievement Theory, Herzberg’s Motivation Hygiene Theory
A

Goal-Directed School of Motivation

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9
Q

It examines the environmental factors influencing human performance.
- Examples: Pavlovian / Classical Conditioning
Theory, Skinner/ Operant Conditioning Theory

A

Behavioral School

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10
Q

● People have basic needs—hunger, thirst, and desire for warmth—that must be satisfied before more advanced needs become motivating influences.
● Theory by Dr. Abraham Maslow.

A

Maslow’s Needs-Hierarchy Theory

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11
Q

HIERARCHY OF NEEDS

A

check goodnotes

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12
Q

when one has satisfied all the lower levels of needs and a concern for the well-being of others or the state of society.

A

Self-actualization

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13
Q

refers to the individual’s sense of personal worth, i.e. Self-respect, dignity, independence and confidence

A

Esteem

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14
Q

● A goal-directed theory that has acquired significant attention due to tangible research supporting its premise.
● Theory by David Mcclelland

A

McClelland’s Need-Achievement Theory

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15
Q

3 ESSENTIAL MOTIVES THAT DRIVE HUMAN BEHAVIOR

A

ACHIEVEMENT
AFFILIATION
POWER

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16
Q

it is the accomplishment of tasks and activitie

A

ACHIEVEMENT

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17
Q

They seek the company of others and find satisfaction in close relationships.

A

AFFILIATION

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18
Q

Probably the most misinterpreted. It doesn’t necessarily mean insidious and tyrannical control over people but the ability to positively influence others

A

POWER

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19
Q

● Theory by Frederick Herzberg
● In his Motivation Hygiene Theory, it states that
employee motivation depends on the characteristics of the job referred to as intrinsic job factors

A

Herzberg’s Motivation Hygiene Theory

20
Q

Job Motivators (5)

A

Creativity
Activity
Authority
Importance
Job Satisfaction

21
Q

It reflects the opportunity for individuals to apply inventiveness, resourcefulness, and personal talents to the work situation

A

Creativity

22
Q

It refers to a steady and physically acceptable level of performance.

A

Activity

23
Q

It refers to the amount of power inherent in a job to influence or control the work activities of others

A

Authority

24
Q

It refers to the perceived value of the work performed. When coupled with interest, the chance to perform activities compatible with
the individual’s personal preferences, importance makes employee motivation tend to soar.

A

Importance

25
Q

It describes the positive feeling workers have about their jobs. It implies employees are meeting their needs through their work.

A

Job Satisfaction

26
Q

● Theory by Pavlov
● Pavlovian conditioning explains behavior as
reflexive in nature.

A

Pavlovian / Classical Conditioning Theory

27
Q

The traditional example is of dogs salivating when a stimulus, a bell, is paired with the presentation of food.
Pavlov found the conditioned or learned stimulus produces the same response as the unconditioned or natural stimulus.

One industrial example is the near-fatal shock of an electrician at a high-voltage substation. When he returned to work after a six-month absence, the employee could not pass through the gates of the power substation without experiencing debilitating anxiety.

The power substation became his conditioned stimulus associated with severe and intense pain.

A

Pavlovian / Classical Conditioning Theory

28
Q

● Theory by B.F Skinner
● It is a process in which the frequency of
occurrence of behavior is modified by the consequences of the behavior; that is, the consequences of people’s actions will determine future actions.

A

Skinner / Operant Conditioning Theory

29
Q

referred to as the environment or environmental stimuli, may increase, decrease, or have little effect on behavior.

A

External Consequences

30
Q

It is when the likelihood of a response increases following the presentation of an event or stimulus.

A

Positive reinforcement

31
Q

It is when the likelihood of a response decreases following the presentation of an event or stimulus.

A

Punishment

32
Q

It is the removal of a positive stimulus, reducing the likelihood of a behavior recurring in the future.

A

Extinction

33
Q

OPERANT CONDITIONING MODEL PAGE 32

A
34
Q

Applying Motivation Theories
● Employees are rational; they always do the rational thing—in their own minds.
● Motivational Theories attempt to apply what has been learned about a few to the whole population.

A

The Rational Employee

35
Q

to determine the factors supporting undesirable performance and develop strategies to modify behavior.

A

Challenge

36
Q

Several Possible Factors Leading To Undesirable Safety Performance

A

• Employee Background
• Peer Influence
• Company Environment

37
Q

Defined as education, training, the balance of intellect, and judgment. When considered from a safety management perspective, establishing a safety culture should be viewed as nurturing and cultivating an organizational system that values low risk in guiding all its actions

A

SAFETY CULTURE

38
Q

discussed the relationship between paradigm, values, principles, and success.

A

STEPHEN COVEY

39
Q

A model or frame of reference. It is used to understand what is happening at any given point in time, as well as where we want to go.

Organizational Paradigm and clear conceptualization of values, principles, and goals are the foundations of a culture that will promote the right actions to achieve excellence and success.

A

PARADIGM

40
Q

A set of convictions a person holds about a specific mode of conduct and the relative importance of those convictions.

Values influence behavior. They impact the way people work, the way people treat others, or the way people react to figures of authority.

A

Value System

41
Q

• This paradigm also holds true for organizational cultures.
• Values are not part of the paradigm or guidelines that magically appear overnight
• For organizations, it is primarily managers’ values that mold the organizational values and establish, whether consciously or unconsciously, the safety culture and how it defines success.

A

VALUE SYSTEM

42
Q

● The premise behind the use of incentives is that employees require added encouragement to work safely.
● It is an unfortunate fact that incentive programs frequently create more problems than they solve.
● According to the operant conditioning theory of motivation, extinction occurs when a reinforcer is removed and behavior terminates.
● Employees will sometimes sandbag reports of accidents and injuries until the end of the incentive program, at which time the incident is
reported as if it has just happened.
● Incentive programs create unhealthy
competition when individuals, crews, departments, or plants undermine the activities of their competitors to gain awards.

A

INCENTIVES AND INHERENT REINFORCEMENT

43
Q

By sharing responsibility for success, including success in safety, everyone becomes a player with a vested interest.

A

Employee Empowerment and Job Enrichment

44
Q

With the current emphasis on safety culture and\________, progressive companies are recognizing the value of employee-driven safety programs.

A

Total Quality Management (TQM)

45
Q

reflect the importance of intrinsic job factors for the promotion of safety.

A

‘‘Employee Empowerment’’ and ‘‘Job Enrichment’’

46
Q

are those positive aspects of our behavior and environment that are self-perpetuating.

A

Intrinsic reinforcements

47
Q

involves adding more tasks to the job to make it more interesting and enjoyable

A

Job enrichment

occupational opto (11 decks)

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