Chapter 11 Flashcards
What is counterproductive behaviour? What are some counterproductive behaviours?
Definition: Behaviours that detract from organizational performance
Counterproductive Behaviour: Absenteeism, Tardiness, Workplace aggression & violence, sexual and racial harassment, theft & sabotage, turnover
2 main categories of individual difference
Personality: The relative stable set of psychological attributes that distinguish one person from another
Attitudes: A person’s beliefs and feelings about specific ideas, situations, or people
five fundamental personality traits. (the big five)
Agreeableness: A person’s ability to get along with others.
Conscientiousness: The number of things a person tries to accomplish
Emotionality: The degree to which people tend to be positive or negative in their outlook and behaviours toward others.
Extraversion: A person’s comfort level with relationships
Openness: Reflects how open or rigid a person is in terms of his or her beliefs
Other Personality Traits (beside the big five)
Locus of control:
The extent to which people believe that their behaviour has a real effect on what happens to them
Self-efficacy:
A person’s belief about his/her capabilities to perform a task
Authoritarianism:
The extent to which a person believes that power and status differences are appropriate within social systems such as organizations
Machiavellianism:
Behaviour that is designed to gain power and control
Self-esteem:
The extent to which a person believes that he or she is a worthwhile and deserving individual.
Risk propensity:
The degree to which a person is willing to take chances and make risky decisions
three components of attitudes
Cognition:
The knowledge a person has about someone/something.
Affect:
A person’s feelings toward someone/something
Intention:
Guides a person’s behaviour
two key work related attitudes
Job satisfaction:
The extent to which people have positive attitudes toward their jobs.
Organizational commitment (job commitment):
An individual’s identification with the organization and its mission
Two key methods for facilitating the match between people and the jobs that they are performing
Psychological Contracts:
The set of expectations held by an employee concerning what he or she will contribute to an organization (contributions) and what the organization will provide the employee (inducements) in return.
Person-job Fit:
The extent to which a person’s contributions and the organization’s inducements match one another
Four major approaches that reflect a chronology of thinking about motivation
Classical theory
Early behavioural theory
Behavioural theory in the mid twentieth century
Contemporary motivational theories
What is the theory of motivation that presumes workers are motivated almost solely by money?
The classical theory
What is the difference between Theory X and Theory Y?
Theory X:
A management approach based on the belief that people must be forced to be productive because they are naturally lazy, irresponsible, and uncooperative
Theory Y:
A management approach based on the belief that people what to be productive because they are naturally energetic, responsible, and cooperative
In the hierarchy of needs, what are the five basic needs?
- Physiological needs: Those concerned about survival
- Security needs: The needs for stability and protection from the unknown
- Social needs: The needs for friendship and companionship
- Esteem needs: The needs for status, recognition, and self-respect
- Self-actualization needs: Needs for self-fulfillment
What is the two factor theory?
A theory of human relations developed by Frederick Herzberg that identifies factors that mist be present for employees to be satisfied with their jobs and factors that, if increased, lead employees to work harder.
This theory suggests that managers must first ensure that hygiene factors are acceptable(to avoid worker dissatisfaction) and then offer motivating factors (to improve satisfaction and motivation)
3 needs in David McClelland’s acquired needs theory
Achievement, Affiliation, Power
What is the Expectancy Theory?
The theory that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining.
This theory helps to explain why some people do not work as hard as they can when their salaries are based purely on seniority.
Four basic options of Reinforcement/Behaviour Modification
- Positive reinforcement
i. Apply positive consequences when employees exhibit desired behaviour - Punishment
i. Apply negative consequences when employees exhibit undesirable behaviours - Omission
i. Withhold positive consequences when employees exhibit undesirable behaviour - Negative reinforcement
i. Withhold negative consequences when employees exhibit desired behaviours
Types of modified work schedules
- Flextime
§ A method of increasing employees’ job satisfaction by allowing them some choice in the hours they work. - Compressed workweeks
§ Employees work fewer days per week but more hours on the days they do work - Telecommuting
§ Allowing employees to do all or some of their work away from the office. - Workshare programs
§ Work-sharing/job sharing
□ A method of increasing employee job satisfaction by allowing two people to share one job.
What is leadership?
The process of motivating others to work to meet specific objectives
What is the difference between leadership and management?
- Leadership is necessary to create and direct changes and to help the organization get through though times
- Management is necessary to achieve coordination and systematic results and to handle administrative activities during times of stability and predictability
- A person can be a manager, a leader, or both
five types of power
- Legitimate power (synonym of authority)
○ The power granted through the formal organizational hierachy
○ Managers have legitimate power because this power gives them the right to assign tasks to subordinates - Reward power
○ The power to give or withhold rewards such as salary increases, bonuses, promotions, praise, and interesting job assignments - Coercive power
○ The power to force another person to comply by means of psychological emotional, or physical threat - Expert power
○ Derived from information or expertise that the manager possesses - Referent power
○ The most abstract form of power
○ Based on identification, imitation, loyalty, or charisma of the leader
What is the leadership approach focused on determining what behaviours are employed by leaders
The behavioural approach
What is the situational approach to leadership?
A leadership approach in which appropriate leadership behaviour varies from one situation to another
What is the leadership approach focused on identifying the essential traits that distinguished leader
The Trait Approach
What is the set of abilities that allows a leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively?
Transformational Leadership
