Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Org Behavior > Chapter 5 > Flashcards

Chapter 5 Flashcards

1
Q

Motivation

A

Forces within a person that affect the direction, intensity and persistence of voluntary behavior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

employee engagement

A

an individuals emotional, cognitive motivation particularly a focused, intense, persistent and purposive effort toward work related goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

what are the drivers of employee engagement

A

goal setting, employee involvement, organizational justice, org comprehension, emp development opp, sufficient resources, and an appealing company vision

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

drives (primary needs)

A

hardwired characteristics of the brain that attempts to keep us in balance by correcting deficiencies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Examples of drives

A

social interaction, competence or status, to know whats going on around us, defend ourselves against physiological and psychological harm

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Drives are

A

innate and univeral

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Drives are the prime movers of behavior

A

because they generate emotions which put us in a state of readiness

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

needs

A

goal directed forces that people experience; the emotions w eventually become aware of

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

what amplifies or surpresses drive based need

A

social interaction, self concept (personality & values) , social norms and past experience

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

needs can be learned

A

because socialization and reinforcement may cause people to alter their self concept

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

drives and emotions are the

A

prime source of employee motivation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

individual characteristics ie self concepts, experience, values

A

influence goal directed behavior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Maslow needs hierarchy theory basic categories

A

physiological need, safety, belongingness, esteem, self actualization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Maslow hierarchy brings a more 3 part approach

A

holistic, humanistic and positive perspective

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Maslow holistic

A

various needs should be studied together

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

maslow humanistic

A

higher order needs influenced by personal and social influences

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

maslow positive

A

self actualization, people are naturally motivated to reach their potential

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Learned needs theory (3)

A

Need for achievement, affiliation and power

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Drives are ….. and needs are

A

innate ; shaped through self concept, social norms and past experience

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Need strength can be altered through

A

social experience, reinforcement, learning, social conditions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

nAch

A

want to accomplish reasonably challenging goals through their own effort

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

nAff

A

desire to seek approval from to others, conform to their wishes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

four drive theory

A

drive to acquire, drive to bond, drive to comprehend and drive to defend

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

four drive theory recognizes

A

the central role of human emotions in the motivation process

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

four drive theory are

A

innate in all humans, independent of one another and all make a complete set

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

all four drives are ______ except which is _____

A

proactive drive to defend reactive

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

drive to acquire

A

seek, take control and retain objects and personal experiences. includes enhancing one’s self concept

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

drive to acquire is the foundation of

A

competition and the basis of our need for esteem

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

drive to bond

A

form social relationships and develop mutual caring commitments with others

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

drive to comprehend

A

to satisfy our curiosity, to know and understand ourselves and the environment around us.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

drive to comprehend is related to

A

the higher order needs of growth and self actualization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

drive to defend

A

protect ourselves physically and socially. Creates a fight of flight response

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

drive to defend goes beyond protecting our physical selfs

A

it includes defending our relationships, our acquisition and our belief systems

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

our perceptions of the world around us are quickly

A

and nonconsciously tagged with emotional markers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

the four drives determine which

A

emotions are tagged to incoming stimuli

36
Q

drives produce ______ and various personal _____

A

emotions characteristics (self concepts, social norms, experience) translate these emotions into goal directed needs, which are then directed into decisions and behavior

37
Q

four drives satisfies ______ of maslows criteria

A

two for any motivation theory, it is holistic, humanistic and social

38
Q

employees with high emotional intelligence

A

are more sensitive to competing demands from the four drives

39
Q

two implications for the four drives

A
  1. work conditions that satisfy all four drives. 2. fulfillment of the 4 drives must be kept in balance. 3.
40
Q

expectancy theory

A

based on cognitive logic to predict the chosen direction, level, and persistence of motivation

41
Q

expectancy theory states that

A

work efforts is directed towards behaviors that people believe will lead to desired outcomes

42
Q

E to P

A

effort to performance perception that his or her effort will result in a particular level of performance

43
Q

P to O

A

Performance to outcome - probability that a specific behavior or performance level will lead to a particular outcome

44
Q

Outcome valences

A

anticipated satisfaction or dis… that an individual feels toward an outcome

45
Q

outcome have a positive valence

A

when they are consistent with our values and satisfy our needs,

46
Q

E to P expectancies are influenced

A

by the individuals belief that he or she can successfully complete the task. Expectancies are learned behaviors

47
Q

P to O expectancies improved

A

are to measure employee performance accurately and distributive. Employees must believe that higher performance will result in higher rewards

48
Q

Increasing outcome valence

A

find ways to individualize rewards

49
Q

expectancy theory is a useful model

A

that explains how people rationally figure out the best direction, intensity, and perisistence of effort

50
Q

A B C’s of Org Beh Modification

A

attempts to change behavior by managing its antecedents and consequences

51
Q

A B C’s

A

Antecedents- what happens before the behavior. Consequences what happens after the behavior

52
Q

Antecendents do not

A

cause behavior, they are cue’s telling us something is going to happen

53
Q

OB mod identifies

A

four types of consequences. 1. Positive, negative, punishment and extinction

54
Q

most effective reinforcement schedule for leaning new tasks is

A

continuous reinforcement

55
Q

Most OB mod programs must run

A

infrequently and for short duration

56
Q

OB mod problem

A

is that behavior is learned only through personal interaction with environment

57
Q

Social cognitive theory

A

states that much learning and motivation occurs by observing and modeling others as well as by anticipating the consequences of our behavior.

58
Q

3 most relevant aspects of social cognitive theory

A

Learning behavior consequence, behavior modeling and self regulations

59
Q

Behavior modeling

A

people learn by imitating and practicing their behaviors. Direct sensory experience helps people acquire tacit knowledge and skills

60
Q

Learning behavior consequences

A

People learn the consequences of behavior by observing or hearing about what happened

61
Q

Self regulation

A

they reward and punish themselves for exceeding or falling short of their self set standards of excellence

62
Q

self regulation has become and important

A

topic in social sciences. It is also the cornerstone of motivation through goal setting and feedback

63
Q

goal setting

A

the process of motivating employees and clarifying their role perceptions by establishing performance objectives

64
Q

goal setting improves employee performance in two ways

A

inc the intensity and persistence of effort 2. giving employees clearer role perceptions so that their effort is channeled toward behaviors that will improve work performance

65
Q

one way to goal set is to use _________

A

SMARTER specific goals, measurable, achievable, relevance, time framed, exciting, reviewed

66
Q

balanced scorecard

A

represents objectives across various stakeholders and processes. Translates the organizations vision and mission into specific, measurable key performance indicators

67
Q

feedback

A

info that lets us know whether we have achieved the goal or are properly directing our effort toward it

68
Q

feedback is a critical partner in

A

goal setting

69
Q

feedback motivates

A

when it is constructive and when employees have stronng self efficacy

70
Q

Feedback should be

A

specific and relevant and timely and credible

71
Q

peter drucker argued that

A

leaders are more effective when they focus on strengths rather than weakness

72
Q

strength based coaching

A

consistent with t he process of self enhancement.

73
Q

employees prefer

A

non social feedback sources such as computer printouts

74
Q

feedback is rated by experts as one of the top OB theories in terms of validity and usefulness

A

Goal Setting

75
Q

feedback also has an excellent

A

reputation for improving employee motivation and performance.

76
Q

two problems of goal setting

A

focus on narrow subset of info and there might be other non measureable things to look at. 2. tied to financial awards so I might try to set easy goals 3. seems to interfere with the learning process in new, complex jobs

77
Q

Distributive justice

A

perceived fairness in the outcomes we receive compared to our contributions and the outcomes and contributions of others

78
Q

Procedural justice

A

fairness of the procedures used to decide the distribution of resources

79
Q

Equity principle

A

infers that people should be paid in proportion to their contribution

80
Q

equity theory

A

employees determine feeling so f equity by comparing their own outcome/input ration with that of a comparison of other

81
Q

inequity tension

A

when people feel under or over rewarded, they experience negative emotions

82
Q

emotions are the engine of

A

motivation

83
Q

4 ways to reduce the inequity ratio

A
  1. reduce our inputs 2. increase our outcomes 3. inc the other persons outputs 4. reduce the comparison other outcomes
84
Q

equity sensitivity

A

how strongly they feel about outcome/input rations with others

85
Q

equity theory isn’t easy to put into place because

A

it doesn’t identify the comparison other and doesn’t indicate which inputs or outcomes are most valuable to each employee

86
Q

procedural justice

A

fairness of the procedures used to decide the distribution of resources

87
Q

how to improve procedural justice

A
  1. give employees voice in the process 2. beter if the decision maker is perceived to be unbiased 3. give a full explanation of the decision and their concerns are treated with respect

Org Behavior (1 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions