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Organizational Behavior > Concepts > Flashcards

Concepts Flashcards

1
Q

The big 5 personality traits

A

Conscientiousness

Agreeableness

Neuroticism

Openness to experience

Extraversion

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2
Q

Three Types of Commitment

A
  1. Affective Commitment:
    (affection to the company)
    1. Continuance Commitment:
      (they will continue to stay because they need to)
    2. Normative Commitment:
      (normative–>compulsory)
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3
Q

Withdrawal Behavior description

A

Definition: A set of actions employees perform to avoid the work situation, which may lead to quitting.

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4
Q

Withdrawal Behavior 2 types

A

Psychological Withdrawal: Mental escape from the work environment (e.g., daydreaming, cyberloafing).

Physical Withdrawal: Physical absence from work (e.g., tardiness, absenteeism, long breaks).

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5
Q

what is locus of control

A

degree to which individuals believe they control the events affecting them.

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6
Q

2 types of locus of control

A
  1. Internal Locus of Control:
    they think what happens to them is directly linked to their behaviour-better quality life

External Locus of Control:
they think that everything happens because of mere luck

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7
Q

types of values in job satisfaction

A

pay satisfaction

promotion satisfaction

supervision satisfaction

values leadership and support

coworker satisfaction

satisfaction with the work itself

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8
Q

What are stress strains

A

strains are negative conseqauences resulting from the stress response

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9
Q

types of stressors

A

challenge stressors
time pressure, work complexity, work responsability

hindrance stressors
role conflict, role overload daily hassles

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10
Q

stress Coping Methods

A

Problem-Focused Coping: Managing the stressor directly by addressing the demand.

	Emotion-Focused Coping: Managing the emotional reaction to the stressor.
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11
Q

Types of Forces, motivation

A

Internal: Purpose, confidence.

External: Goals, incentives.

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12
Q

motivation, Expectancy Theory components:

A

i. Expectancy: expect that effort leads to performance.

ii. Instrumentality: Belief that performance will result in outcomes.

iii. Valence: The value of those outcomes.

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13
Q

Goal Setting Theory: affects:

A

i. Self-set goals: Personal benchmarks.

ii. Task strategies: Ways employees work toward goals.

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14
Q

Equity Theory:

A

c. Underreward Inequity: Leads to lower motivation, counterproductive behaviors.

d. Overreward Inequity: Leads to cognitive distortion, this is when they start to believe that they are working harder and deserve more pay

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15
Q
  1. Psychological Empowerment:
A

i. Meaningfulness: Connection between work and personal ideals.

ii. Self-determination: Sense of choice in work tasks.

iii. Competence: Belief in capability to perform tasks.

iv. Impact: Feeling that work makes a difference.

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16
Q

b. Strongest motivators:

A

i. Self-efficacy/competence.

ii. Goal difficulty.

iii. Expectancy, instrumentality, valence.

17
Q

compensation systems, individual-focused:

A

Individual-focused:

i. Piece-rate pay: Payment for each unit produced or sold.

ii. Merit pay: Base salary increase based on performance evaluations.

iii. Lump-sum bonuses: One-time payment for achieving goals.

iiii. Recognition awards: Tangible or intangible rewards for achievements.

18
Q

3 types of Compensation Systems

A

a. Individual-focused

b. Unit-focused: Gain sharing encourages collaboration by rewarding team performance.

c. Organization-focused: Profit sharing aligns employee success with organizational success.

19
Q

Three Types of Trust: DCA

A
  1. Disposition-based Trust:
    i. Trust rooted in an individual’s personality.
    ii. Some people have a general willingness to trust others (“trust propensity”).
  2. Cognition-based Trust:
    i. Trust based on a rational assessment of someone’s trustworthiness.
    ii. Relies on the evaluation of their ability, benevolence, and integrity.
  3. Affect-based Trust:
    i. Trust based on emotional bonds.
    ii. This form of trust goes beyond rational thinking and is driven by feelings of closeness and fondness.
20
Q

Four Dimensions of Justice:

A
  1. Distributive Justice:
    • Fairness in how outcomes like pay or promotions are distributed.
    • Based on equity (fairness), equality, or need.
  2. Procedural Justice:
    • Fairness in the processes that lead to decisions or outcomes.
    • Involves consistency, avoiding bias, accuracy, the ability to correct errors, and ethical decision-making.
  3. Interpersonal Justice:
    • Fairness in how people are treated by authority figures.
    • Includes being treated with respect and propriety.
  4. Informational Justice:
    • Fairness in the communication from authorities.
    • Focuses on clear, honest, and justified information shared with employees.
21
Q

Four-Component Model of Ethical Decision Making:

A
  1. Moral Awareness:
    i. Recognizing that a moral issue exists in a situation.
  2. Moral Judgment:
    i. Identifying the morally “right” decision or course of action.
    ii. Theories of ethical decision-making include:
  3. Moral Intent:
    i. Reflects an authority’s degree of commitment to the moral course of action.
    ii. Moral intent can be influenced by situational pressures, like incentives or corporate culture.
  4. Ethical Behavior:
    i. Actions that are consistent with accepted moral norms.
22
Q

Moral Awareness:

A

i. Recognizing that a moral issue exists in a situation

23
Q

Types of Knowledge

A
  1. Explicit Knowledge:
    a. Easily communicated and shared.
    b. Information you can sit down and learn (e.g., reading manuals, attending lectures).
  2. Tacit Knowledge:
    a. More personal, difficult to articulate.
    b. Acquired through experience (e.g., knowing how to handle unique situations without a set formula).
24
Q

3 Methods of Learning

A
  1. Reinforcement:
  2. Observation:
  3. Goal Orientation:
25
Q

types of Reinforcement:

A

a. Positive Reinforcement: Providing rewards for desired behavior.

b. Negative Reinforcement: Removing negative consequences after desired behavior occurs.

c. Punishment: Adding a negative outcome to discourage behavior.

d. Extinction: Ignoring or removing a reward to reduce unwanted behavior.

26
Q

Goal Orientation type of learning

A

a. Learning Orientation: Focus on improving competence.

b. Performance-Prove Orientation: Focus on demonstrating competence to gain favorable judgments.

c. Performance-Avoid Orientation: Focus on demonstrating competence to avoid negative judgments.

27
Q

Decision-Making Methods

A

1.Programmed Decisions

2.Non-Programmed Decisions:

28
Q

Programmed Decisions:

A

a. Routine and automatic.

b. Based on experience and known patterns.

c. Often made by experts using intuition.

29
Q

Non-Programmed Decisions:

A

a. Unique, complex, or new problems.

b. Involves following the rational decision-making model

30
Q

Decision-Making Problems

A
  1. Bounded Rationality:
  2. Faulty Perceptions:
  3. Faulty Attributions:
  4. Escalation of Commitment:
31
Q

Bounded Rationality:

A

a. Individuals cannot process all information, so they simplify complex decisions.

b. Satisficing: Settling for a solution that is “good enough.”

32
Q

Faulty Perceptions:

A

a. Selective Perception: Focusing on information that aligns with existing beliefs.

b. Projection Bias: Assuming others think, feel, and act the same way you do.

c. Stereotyping: Judging someone based on perceived group characteristics.

33
Q

Escalation of Commitment:

A

Continuing a failing course of action due to previous investments (time, money, effort).

34
Q

How Learning Affects Job Performance and Organizational Commitment

A
  1. Learning correlates positively with job performance, especially task performance.
  2. Weak correlation between learning and organizational commitment.
35
Q

rational decision-making model:

A

i. Identify problem.
ii. Determine criteria for making a decision.
iii. Generate alternatives.
iv. Evaluate alternatives.
v. Choose the best solution.

36
Q

Faulty Attributions:

A

a. Fundamental Attribution Error: When someone else fails, we tend to think it’s because of their personality or choices, not because of outside reasons.

b. Self-Serving Bias: When we succeed, we credit ourselves, but when we fail, we blame outside factors.

37
Q

Moral intensity:

A

The degree to which an issue has ethical urgency.

38
Q

Moral attentiveness:

A

The extent to which people perceive and consider moral issues.

39
Q

Moral Judgment:

A

Identifying the morally “right” decision or course of action.

Organizational Behavior (3 decks)

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