everything Flashcards
1
Q
Achievement
A
a person’s interests in excelling at what he or she does and in accomplishing desired objectives (the higher the better)
2
Q
Anxiety
A
a person’s tendency to be excessively apprehensive or nervous about things in every day life ( the lower the better)
3
Q
Emotion control
A
a person’s capacity to control his or her own emotions and to stay focused on the task at hand without allowing emotions to interfere (the higher the better)
4
Q
Motivation control
A
a person’s capacity to push himself or herself by directing attention to the job and to continue exerting effort even when his or her interest begins to wane (the higher the better)
5
Q
Goal Setting
A
• a process of determining specific levels of performance for workers to attain and then striving to attain them
6
Q
Self Efficacy
A
One’s belief about having the capacity to perform a task
7
Q
Goal commitment
A
The degree to witch people strive to attain goals
8
Q
Stretch goals
A
Goals that are so difficult that they challenge people to rethink how they work
9
Q
Vertical stretch goals
A
Stretch goals that challenge people to achieve higher levels of success in their current activities
10
Q
Horizontal stretch goals
A
Stretch goals that challeneg people the achieve higher levels of success in tasks they have never done before
11
Q
Motivational fit approach
A
The framework stipulating that motivation is enhanced by a good fit between the traits and skills of individuals and the requirements of the jobs they perform in their organization
12
Q
Equity Theory
A
the theory stating that people strive to maintain ratios of their own outcomes (rewards) to their own inputs (contributions) that are equal to the outcome/input ratio of others with whom they compare themselves
13
Q
Outcomes
A
the rewards employees receive from their job such as salary and recognition
14
Q
Inputs
A
· people contributions to their jobs, such as their experience, qualifications, or the amount of time worked
15
Q
Overpayment inequity
A
The condition, resulting in feelings of guilt, in which the ratio of one’s outcomes to inputs is more than the corresponding ratio of another person with whom that person compares himself or herself
16
Q
Underpayment inequity
A
The condition, resulting in feelings of anger, in which the ratio of one’s outcomes to inputs is less than the corresponding ratio of another person with whom one compares himself or herself
17
Q
equitable payment
A
The state in which one person’s outcome to input ratios is equivalent to that of another person with whom this individual compares himself or herself
18
Q
expectancy theory
A
The theory that asserts that motivation is based on people’s beliefs about the probability that effort will lead to performance(expectancy), multiplied by the probability that performance will lead to reward (instrumentality),multiplied by the perceived value of the reward (valence).
19
Q
Expectancy
A
The belief that one’s efforts will positively influence one’s performance
20
Q
Instrumentality
A
An individual’s beliefs regarding the likelihood of being rewarded in accord with his or her own level of performance.
21
Q
Valence
A
The value a person places on the rewards he or she expects to receive from an organization.
22
Q
needs
A
Forces that motivate people to satisfy states that they inherently require for biological and/or social reasons.
23
Q
Cafeteria style benefit plans
A
Incentive systems in which employees have an opportunity to select the fringe benefits they want from a menu of available alternatives.
24
Q
pay-for-performance
A
A payment system in which employees are paid differentially, based on the quantity and quality of their performance. Pay-for-performance plans strengthen instrumentality beliefs.
25
incentive stock option(ISO) plans
Corporate programs in which a company grants an employee the opportunity to purchase its stock at some future time at a specified price.
26
job design
An approach to motivation suggesting that jobs can be created so as to enhance people’s interest in doing them.
27
job enlargement
The practice of expanding the content of a job to include more variety and a greater number of tasks at the same level.
28
job enrichment
The practice of giving employees a high degree of control over their work, from planning and organization, through implementing the jobs and evaluating the results.
29
The Job Characteristic Mode
An approach to job enrichment specifying that five core job dimensions (skill variety, task identity, task significance, autonomy, and job feedback) produce critical psychological states that lead to beneficial outcomes for individuals (e.g., high job satisfaction) and the organization (e.g., reduced turnover).
30
Skill variety
refers to the extent to which a job requires doing different activities using several of the employee’s skills and talents.
31
Task identity
refers to the extent to which a job requires completing a whole piece of work from beginning to end.
32
Task significance
refers to the degree of impact the job is believed to have on others.
33
Autonomy
refers to the extent to which employees have the freedom and discretion to plan, schedule, and carry out their jobs as desired.
34
Feedback
refers to the extent to which the job allows people to have information about the effectiveness of their performance.
35
motivating potential score (MPS)
A mathematical index describing the degree to which a job is designed so as to motivate people, as suggested by the job characteristics model. It is computed on the basis of a questionnaire known as the Job Diagnostic Survey (JDS). The lower the MPS, the more the job may stand to benefit from redesign.
36
Load jobs vertically
Taking responsibility and control over performance away from managers and giving it to their subordinates increases the level of autonomy the jobs offer these lower-level employees.
37
scientific method
The systematic process of gathering and assessing information that identifies and helps explain the relationships between variables.
38
Theory
A set of statements about the interrelation ships between concepts that allows us to predict and explain various processes and events.
39
Hypotheses
Logically derived, testable statements about the relationships between variables that follow from a theory.
40
Surveys
Questionnaires in which people are asked to report how they feel about various aspects of themselves, their jobs, and organizations.
41
Correlation
The extent to which two variables are related to each other.
42
positive correlation
A relationship between two variables such that more of one variable is associated with more of the other.
43
negative correlation
A relationship between two variables such that more of one variable is associated with less of the other.
44
correlation coefficient
A statistical index indicating the nature and extent to which two variables are related to each other.
45
multiple regression
A statistical technique through which it is possible to determine the extent to which each of several different variables contributes to predicting another variable (typically, where the variable being predicted is the behavior in question).
46
experimental method
A research technique through which it is possible to determine cause–effect relationships between the variables of interest—that is, the extent to which one variable causes another.
47
independent variable
A variable that is systematically manipulated by the experimenter so as to determine its effects on the behavior of interest(i.e., the dependent variable).
48
dependent variable
A variable that is measured by the researcher, the one influenced by the independent variable.
49
Qualitative research methods
A non empirical type of research that relies on preserving the natural qualities of the situation being studied.
50
Naturalistic observation
A research technique in which people are systematically observed in situations of interest to the researcher.
51
Participant observation
A qualitative research technique in which people systematically make observations of what goes on in a setting by becoming an insider, part of that setting itself.
52
case method
A research technique in which a particular organization is thoroughly described and analyzed for purposes of understanding what went on in that setting.
53
Learning
A relatively permanent change in behavior occurring as a result of experience.
54
operant conditioning
The form of learning in which people associate the consequences of their actions with the actions themselves. Behaviors with positive consequences are repeated; behaviors with negative consequences are avoided.
55
Law of Effect
The tendency for behaviors leading to desirable consequences to be strengthened and those leading to undesirable consequences to be weakened.
56
contingencies of reinforcement
The various relationships between one’s behavior and the consequences of that behavior—positive reinforcement, negative reinforcement, punishment ,and extinction.
57
positive reinforcement
The process by which people learn to perform behaviors that lead to the presentation of desired outcomes.
58
negative reinforcement
The process by which people learn to perform acts that lead to the removal of undesired events.
59
Punishment
Decreasing undesirable behavior by following it with undesirable consequences.
60
Extinction
The process through which responses that are no longer reinforced tend to gradually diminish in strength.
61
observational learning
The form of learning in which people acquire new behaviors by systematically observing the rewards and punishments given to others.
62
Training
The process of systematically teaching employees to acquire and improve job-related skills and knowledge.
63
classroom training
The process of teaching people how to do their jobs by explaining various job requirements and how to meet them.
64
apprenticeship programs
Formal training programs involving both on-the-job and classroom training usually over a long period, often used for training people in the skilled trades.
65
corporate universities
Centers devoted to handling a company’s training needs on a full-time basis.
66
executive training programs
Sessions in which companies systematically attempt to develop their top leaders ,either in specific skills or general managerial skills
67
principles of learning
The set of practices that make training effective, such as participation, repetition, transfer of training, and feedback.
68
Capitalize on transfer of training
The degree to which the skills learned during training sessions may be applied to performance of one’s job.
69
Feedback
Knowledge of the results of one’s behavior
70
360-degree feedback
The practice of collecting performance feedback from multiple sources at a variety of organizational levels.
71
Organizational behavior management (OB Mod)
The practice of altering behavior in organizations by systematically administering rewards.
72
Discipline
The process of systematically administering punishments.
73
progressive discipline
The practice of gradually increasing the severity of punishments for employees who exhibit unacceptable job behavior.
74
Social Perception
The process of combining, integrating, and interpreting information about others to gain an accurate understanding of them.
75
Attribution
The process through which individuals attempt to determine the causes behind others’ behavior.
76
personal identity
The characteristics that define a particular individual.
77
social identity
Who a person is, as defined in terms of his or her membership in various social groups.
78
social identity theory
A conceptualization recognizing that the way we perceive others and ourselves is based on both our unique characteristics and our membership in various groups.
79
basking in reflected glory
The tendency for people to identify themselves with the successes of others such that those others’ success becomes their own.
80
cutting off reflected failure
The tendency for people to avoid making failure part of their identities by dissociating themselves from individuals or teams that have lost.
81
correspondent inferences
Judgments about people’s dispositions, their traits and characteristics, that correspond to what we have observed of their actions.
82
internal causes of behavior
Explanations based on actions for which the individual is responsible.
83
external causes of behavior
Explanations based on situations over which the individual has no control.
84
Kelley’s theory of causal attribution
The approach suggesting that people will believe others’ actions to be caused by internal or external factors based on three types of information :consensus, consistency, and distinctiveness.
85
Consensus
In Kelley’s theory of causal attribution, information regarding the extent to which other people behave in the same manner as the person we’re judging
86
Consistency
In Kelley’s theory of causal attribution, information regarding the extent to which the person we’re judging acts the same way at other times.
87
Distinctiveness
In Kelley’s theory of causal attribution, information regarding the extent to which a person behaves in the same manner in other contexts.
88
perceptual biases
Predispositions that people have to misperceive others in various ways.
89
The Fundamental Attribution Error
The tendency to attribute others’ actions to internal causes (e.g., their traits)while largely ignoring external factors that also may have influenced behavior.
90
The Halo Effect
The tendency for our overall impressions of others to affect objective evaluations of their specific traits; perceiving high correlations between characteristics that may be unrelated.
91
team halo effect
The tendency for people to credit teams for their successes but not to hold them accountable for their failures.
92
The Similar-to-Me Effect
The tendency for people to perceive in a positive light others who are believed to be similar to themselves in any of several different ways.
93
Selective Perception
The tendency to focus on some aspects of the environment while ignoring others.
94
First-Impression Error
The tendency to base our judgments of others on our initial impressions of them
95
Self-Fulfilling Prophecies
The tendency for someone’s expectations about another to cause that person to behave in a manner consistent with those expectations. This can be either positive or negative in nature.
96
Pygmalion effect
A positive instance of the self-fulfilling prophecy, in which people holding high expectations of another tend to improve that individual’s performance.
97
Golem effect
A negative instance of the self-fulfilling prophecy, in which people holding low expectations of another tend to lower that individual’s performance.
98
Stereotype
A belief that all members of specific groups share similar traits and are prone to be have identically.
99
stereotype threat
The uncomfortable feeling that people have when they run the risk of fulfilling a negative stereotype associated with a group to which they belong.
100
impression management
Efforts by individuals to improve how they appear to others.
101
Performance appraisal
The process of evaluating employees on various work-related dimensions.
102
Organization
A structured social system consisting of groups and individuals working together to meet some agreed-upon objectives
103
Organizational behavior
The field that seeks to understand individual, group, and organizational processes in the workplace.
104
behavioral sciences
Fields such as psychology and sociology that seek knowledge of human behavior and society through the use of the scientific method.
105
Theory X
A traditional philosophy of management suggesting that most people are lazy and irresponsible, and will work hard only when forced to do so.
106
Theory Y
A philosophy of management suggesting that under the right circumstances, people are fully capable of working productively and accepting responsibility for their work.
107
open systems
Self-sustaining systems that transform input from the external environment into output, which the system then returns to the environment.
108
contingency approach
A perspective suggesting that organizational behavior is affected by a large number of interacting factors. How someone will behave is said to be contingent on many different variables at once.
109
time-and-motion study
A type of applied research designed to classify and streamline the individual movements needed to perform jobs with the intent of finding “the one best way” to perform them.
110
scientific management
An early approach to management and organizational behavior emphasizing the importance of designing jobs as efficiently as possible.
111
human relations movement
A perspective on organizational behavior that rejects the primarily economic orientation of scientific management and recognizes, instead, the importance of social processes in work settings.
112
Hawthorne studies
The earliest systematic research in the field of OB, this work was performed to determine how the design of work environments affected performance.
113
Hawthorne effect
The tendency for people being studied to be have differently than they ordinarily would.
114
Classic Organizational theory
An early approach to the study of management that focused on the most efficient way of structuring organizations.
115
division of labor
The practice of dividing work into specialized tasks that enable people to specialize in what they do best.
116
Convergence hypothesis
A biased approach to the study of management, which assumes that principles of good management are universal, and that ones that work well in the United States will apply equally well in other nations.
117
Divergence hypothesis
The approach to the study of management which recognizes that knowing how to manage most effectively requires clear understanding of the culture in which people work.
118
Engagement
A mutual commitment between employers and employees to do things to help one another achieve each other’s goals and aspirations.
119
Compressed work week
The practice of working fewer days each week, but longer hours each day
120
flextime programs
Policies that give employees some discretion over when they can arrive at and leave work, thereby making it easier to adapt their work schedules to the demands of their personal lives.
121
contingent workforce
People hired by organizations temporarily, to work as needed for finite periods of time.
122
idiosyncratic work arrangements (i-deals)
Uniquely customized agreements negotiated between individual employees and their employers with respect to employment terms benefiting each party.
123
job sharing
A form of regular part-timework in which two or more employees assume the duties of a single job, splitting its responsibilities, salary, and benefits in proportion to the time worked.
124
voluntary reduced work time (V-time) programs
Programs that allow employees to reduce the amount of time they work by a certain amount (typically 10 or 20percent), with a proportional reduction in pay.
125
Classic conditioning
Passive learning in which the conditioned stimulus (as the sound of the bell) is paired with and precedes the unconditioned stimulus (as the sight of food) until the conditioned stimulus alone is sufficient to elicit the response (as salvation in a dog)
126
Serial position effect
The tendency to recall the first (the recency effect) and the last (latency effect) items in a series
127
motivation
The set of processes that arouse, direct and Maintain human Behaviour
128
Fix interval schedule
A schedule of reinforcement where the first response is rewarded only after a specified amount of time has elapsed
129
Fixed ratio schedual
A schedule of reinforcement where a response is reinforced only after a specified number of responses
130
Variable ratio schedual
A schedule of reinforcement where a response is reinforced after an unpredictable number of responses
131
Variable interval schedule
Reinforcement is delivered at varying and unpredictable intervals of time
