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Comps_2021 > Citations > Flashcards

Citations Flashcards

1
Q

Motivator-Hygiene Theory

  • Separate Motivators (Meaningfulness) and Hygiene factors (Pay)
  • Not much support
A

Herzberg et al. 1959

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2
Q

Relative Weights Analysis

  1. Orthogonal Representation of IV (called Z)
  2. Regress Z onto Y (the DV)
  3. Regress Z onto X (The IV’s): call it Delta^Star
  4. Calculate Relative Weights of product of element wize squares (R = Delta^*[2] B^[2])
A

Johnson 2000

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3
Q

Training Feecdback Model

  • Timing
  • Frequency
  • Source
  • Specificity
  • Sign (positive or negitive)
A

Ford 2021

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4
Q

Social Learning Theory

  • Learn By observing Others
  • Tied to reinforcers and punishment
  • Attention -> Retention -> Reproduction -> Motivational Adaptation
A

Bandura 1977

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5
Q

Leadership Role/ Behaviors

  • Task Orientated (Clearifying Planning, etc.)
  • Relationship (Supporting, Devloping, etc.)
  • Change (Advocating, Envisioning, etc.)
  • External (Networking)
A

Yukl 2012

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6
Q

Behavioral Modeling

A

Latham & Saari 1979

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7
Q

Leader Development Strategies

  • Behavioral Modeling
  • Simulation + Gamification
  • Coaching + Mentoring
  • Assessment Centers
  • Experiential Learning
A

Ford 2021

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8
Q

Learning Transfer Model

  1. Trainee Characteristics
  2. Training Design
  3. Work Environment
  4. Learning Retention
  5. Generalization / Maintenance
1->4
2->4
3->4
1->5
2->5
3->5
4->5
A

Baldwin & Ford 1988

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9
Q

Learning Systems Model

  1. Needs Assessment
  2. Learning Approach
    1. Evaluation Plan
    1. Assment
  5. Learning Plan
    1. Implenatiation

Interpretation and Decisions

Forms double box… also includes formative assignments to short cut from implementation to learning plan

A

Ford 2021

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10
Q

Team Debriefs

  • Active self-learning
  • Developmental intent
  • Specific events reflection
  • Multiple information sources
A

Tannenbaum & Cereasoli 2013

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11
Q

Cross-Training

- Helps development of mental models

A

Marks et al. 2002

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12
Q

Functional Leadership

  • Providing Structure
  • Resource Control
  • Coaching
  • Fostering Adaptation
A

Hackman & Wageman 2005

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13
Q

Shared Leadership

A

Carter et al. 2015
Wong et al 2014
DeChurch

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14
Q

Contingency Theory of Leadership

A

Fiddler 1964

Kerr and Jemier 1978 (substitutes theory)

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15
Q

Implicit Leadership Theories

A

Eden & Leviatan 1975

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16
Q

Safety Climate

  • Shared Sence of relative importance of safety
  • Management is important
A 
Zohar 1980
Clark 2006 (Safty Culture -> compliance)
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17
Q

Occupational Health Psychology

- 3 domains: Work Environment, Individuals, Interface

A

Lois 2012

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18
Q

Job Characteristics Model

  • Job Meaningfulness ( Skill Variety, Task Identity, Task Significance)
  • Autonomy
  • Feedback
A

Hackman & Oldham 1976

Hackman & Oldham 1980

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19
Q

Job Demands Control

  • Control comes from skill discretion and decision authority
  • Control buffers negative impacts of job demands
A

Karasek 1979

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20
Q

Regulatory Focus Theory

  • Promotion
  • Prevention
  • Tied to an earlier theory of regulatory fit
A

Higgins 1997

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21
Q

Accident Proneness Theory

- Some support for personality profiles of accident proneness

A

Hansen 1988

Visser et al. 2007 (meta with some support)

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22
Q

Stress

  • Eustress and distress
  • Consequences: Anxiety, depression, dissatisfaction, etc.
  • Antecedents: Work overload, role stress, lack of autonomy, etc.
A

Selye 1976

23
Q

Job Demands - Recourses

  • Argues JDC is not generalizable because of focus on control
  • Distinguish between workplace and personal resources
  • Resoruces buffer negative impacts of job demands
A

Bakker & Demerouti 2007

24
Q

Team Emergent States

  • Cognitive, Motivational, Affective states
  • Product of interactions, not actions themselves
  • Product of team experiences
A

Marks et al. 2001

Mathieu et al. 2020

25
Q

4 Perspectives of Work Design

  • Mechanistic (specialization and simplification)
  • Motivational (Job Enrichment)
  • Pereptual-motor (Match demands of job to cognitive capabilities)
  • Biological (Minimize source of physical strain and environmental stress)
A

Campion 1988,

Campion et al. 2005

26
Q

Work Design Catagories

  • Work Design Questionnaire with three groups
  • Motivational
  • Social
  • Contextual
A

Morgeson & Humphery 2008

27
Q

Theory X - Theory Y

  • X: people are lazy and dislike effort
  • Y: Workers need opportunities to grow/want to take ownership
  • Z Seek to build cooperative working relationships/generalist not a specialist (not Taylor) + Requreis strong culture, long terms staff development etc.)
A 
McGregor 1960
Ouchi 1980 (Theory Z)
28
Q

Transformational Leadership

  • Individualized Influence
  • Inspirational Motivation
  • Individual Consideration
  • Intellectual Stimulation

Can be learned

A

Burns 1978

Avolio et al. 2009 (Learned)

29
Q

Charismatic Leadership

A

Bass 1985

30
Q

Criticisms of Transformational / Charismatic Leadership

  • Not clearly defined
  • Fails to specify how it works
  • Confounded with effects
  • Fail to replicate factor structure
A

Van Knippenberg 2013

31
Q

Value in Diversity Hypothesis

- access to greater resources

A

Cox & Blake 1991

32
Q

Categorization Elaboration Model

  • Categorization dispute information flow
  • Elaboration enhanced by Diversity
A

Van Knippenberg 2004

33
Q

Social Identity Theory

A

Tajfel 1978

34
Q

Social Categorization Theory

A

Turner 1985

35
Q

Similarity Attraction

A

Byrne 1971

36
Q

Faultlines

  • Driven by ingroup similarities
  • change over time from surface to deep characteristics
A

Lau and Murnighan 2005

37
Q

Diversity Constructs

  • Separation (variance)
  • Variety (modality)
  • Disparity (Skew)
A

Harrison & Klein 2007

38
Q

Surface vs. Deep Diversity

A

Harrison et al. 1998

39
Q

Transfer of Training

  • Motivation
  • Conscientiousness
  • Self Efficacy
  • These are more important for open skills
A

Blume 2010

40
Q

Training Strategies

  • Advance Organizers
  • Make Connections
  • Provide Contrasts
  • Perform Skills
  • Provide Feedback
A

Ford 2021

41
Q

Blooms Taxonomy

  • Remember
  • Understand
  • Apply
  • Analyze
  • Evaluate
  • Create
A

Bloom 1956

42
Q

LMX Differentiation

  • Follows Harrison and Klein 2007 taxonomy
  • Variety good, everything else bad
A

Buengeler 2021

43
Q

Ethical Leadership

  • Respect
  • Serve
  • Show Justice
  • Manifests Honesty
  • Builds Comunity
A

Bedi 2015

44
Q

Expertice

  • 5 Stage (Novis, Beginner, Competent, Proficient, Expert)
  • gradually develop an awareness of context, relevance of behavior, analytical vs. holistic assessment, and rational vs. intuttive decisions
A

Hambrick 2019

Salas & Cannon-Bowers 2001

45
Q

Affective Events Theory

A

Weiss 1996

46
Q

Core Self Evaluations

  • Locus of Control
  • Neuroticism
  • Generalized Self Efficacy
  • Self-esteem
A

Judge 1997

47
Q

Work Place Mistreatment

A

Cortina 2011

48
Q

Moral Credits / Licensing

A 
Loi 2020
Lin 2016 (Russ is on this one)
49
Q

Voice
Preservation Chanalge
- Promotive | Support Constructive
- Prohibitive | Defence Destructive

A

Maynes & Posakoff 2014

50
Q

Org Commitment

  • 3 Types
  • Affective (Desire)
  • Normative (Should)
  • Continuance (Need)
A

O’Reily & Chatman 1986

51
Q

Vocational Interests Model

  • Realistic
  • Investigative
  • Artistic
  • Social
  • Enterprising
  • Conventional
A

Holland 1997

Nye 2017

52
Q

Team Mental Model

  • Shared Understanding
  • Convergent
A

Muhammad 2010

DeChurch 2010

53
Q

Transactive Memory

  • Compilation
  • Distributed across the group
  • Focused on a shared awareness of experence

+ Knowledge Stocks (total knowledge), Knowledge Specialization (spread of knowledge), Transactive Moeory Consensus (how consistent is it), Transactive Memory Accerucy (is it wrong)

A

Wegner 1995

54
Q

System Justification Theory

  • Justify Ego
  • Justify Group
  • Justify System
A

Jost et al. 2011

Comps_2021 (2 decks)

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