Exam 1

Question 1

4 facets of situational strength

Answer 1

clarity, consistency, constraints, consequences

Question 2

2 major determinants of individual behavior

Answer 2

situation and person

Question 3

most important individual difference predicting job performance?

Answer 3

general mental ability (GMA)

Question 4

percent variation in individual performance predicted by gma?

Answer 4

~ 25%

Question 5

percent variation in individual performance predicted by personality?

Answer 5

~ 10-15%

Question 6

self-efficacy

Answer 6

belief one can perform specific task successfully; “can-do” attitude

Question 7

internal locus of control

Answer 7

belief one controls own destiny; act to increase chances of success

Question 8

myers-briggs type indicator (mbti)

Answer 8

extraverts/introverts
sensing/intuition
thinking/feeling
judging/perceiving

Question 9

myers-briggs type indicator flaws

Answer 9

validity
reliability
predictive power

Question 10

big 5 factors of personality

Answer 10

openness
conscientiousness
extraversion
agreeableness
neuroticism

Question 11

openness

Answer 11

curious, original, intellectual, open to new ideas

Question 12

conscientiousness

Answer 12

organized, systematic, punctual, achievement-oriented, dependable

Question 13

extraversion

Answer 13

outgoing, talkative, sociable

Question 14

agreeableness

Answer 14

tolerant, sensitive, trusting, kind, warm

Question 15

neuroticism

Answer 15

anxious, irritable, temperamental, moody

Question 16

work attitude

Answer 16

opinions, beliefs, and feelings about aspects of work environment; influencing how people behave

Question 17

2 widely studied work attitudes

Answer 17

job satisfaction and organizational commitment

Question 18

job satisfaction

Answer 18

feelings toward job; most important work attitude

Question 19

organization commitment

Answer 19

emotional attachment toward company people work for

Question 20

organization citizenship behaviors (ocb)

Answer 20

voluntary behaviors employees perform to help others and benefit organization

Question 21

ocb predictive factors

Answer 21

how employees are treated (support)
personality (conscientious)
job attitudes (happier, committed)
age (older)

Question 22

job performance predictive factors

Answer 22

motivation
ability
environment

Question 23

motivation

Answer 23

desire to achieve goal or certain performance level; goal-directed behavior

Question 24

ability

Answer 24

having skills and knowledge required to perform job

Question 25

environment

Answer 25

having resources, information, and support needed to perform well

Question 26

creativity

Answer 26

generation of new, imaginative ideas

Question 27

3 components enabling creativity

Answer 27

expertise
imagination (creative-thinking skills)
motivation

Question 28

expertise

Answer 28

technical, procedural, and intellectual knowledge

Question 29

imagination (creative-thinking skills)

Answer 29

determines flexibility and imaginatively someone approaches problem

Question 30

most easily influenced component for creativity?

Answer 30

motivation

Question 31

how to enhance motivation for creativity?

Answer 31

• challenges
• freedom (autonomy)
• resources (time, money)
• work-group features (diversity)
• supervisory encouragement

Question 32

maslow’s hierarchy of needs

Answer 32

psychological > safety > social > esteem > self-actualization

Question 33

limitations of maslow’s hierarchy of needs

Answer 33

• order of needs
• satisfied needs can still serve as motivator
• not only one dominant need at a time

Question 34

two-factor model

Answer 34

aspects of work environment that satisfy employees different from aspects that dissatisfy

Question 35

hygiene factors

Answer 35

related to job dissatisfaction;

policies, supervision, working conditions, salary, safety, job security

Question 36

motivators

Answer 36

increase job satisfaction, encourage employees to try harder;
achievement, recognition, interesting, increased responsibilities, growth opportunities

Question 37

problem(s) with two-factor model

Answer 37

• solely basing on one factor or the other is not enough

- blaming dissatisfaction on others/situation while attributing satisfaction to self

Question 38

mcclelland’s theory (acquired-needs theory)

Answer 38

individuals acquire 3 needs as result of life experiences: need for – achievement, affliction, power

Question 39

how is mcclelland’s theory different?

Answer 39

thematic apperception test assesses dominant need

Question 40

needs-based models of motivation

Answer 40

goal-driven behavior; what motivates individuals to satisfy needs

Question 41

process-based models of motivation

Answer 41

motivation occurs through rational thinking (conscious thought process)

Question 42

equity theory

Answer 42

motivated by sense of fairness using social comparisons

Question 43

procedural justice

Answer 43

fair decision-making procedures/process used to arrive to decision

Question 44

interactive justice

Answer 44

people (customer) treated with respect, kindness, and dignity in interpersonal interactions

Question 45

equity theory vs. justice theory

Answer 45

based on perceived overall fairness of organization

Question 46

3 components of expectancy theory

Answer 46

expectancy
instrumentality
valence

Question 47

expectancy

Answer 47

effort leads to outcomes of interest; perceived effort-performance probability

Question 48

instrumentality

Answer 48

perceived performance-reward probability

Question 49

valence

Answer 49

anticipated satisfaction (rewards) results from outcome; perceived value of reward as result of performance

Question 50

problems with high-powered incentives?

Answer 50

risk-averse environment diminishing creativity

focuses employee energy to goal-directed efforts (neglect helping others)

Question 51

job characteristics model

Answer 51

core job dimensions lead to critical psychological Staes for work-related outcomes

Question 52

most important driver of employee motivation?

Answer 52

meaningful work

Question 53

task identity

Answer 53

person in charge of completing identifiable piece of work from start to finish

Question 54

skill variety

Answer 54

extent which job requires person to utilize multiple high-level skills

Question 55

autonomy

Answer 55

degree which person has freedom to decide how to perform tasks

Question 56

empowerment

Answer 56

ability to make decisions and perform effectively if management removes certain barriers

Question 57

smart goals

Answer 57

specific,
measurable,
aggressive/achievable
realistic/relevant
time-bound

Question 58

how smart goals motivate?

Answer 58

• gives direction/focus
• energize employees, urging to move forward
• sense of accomplishment

Question 59

downsides of using smart goals

Answer 59

• lacking skills and abilities hampers performance
• prevents adapting and changing behaviors
• focus on measured activities
• unethical behavior

Question 60

how to align organization and individual goals?

Answer 60

management by objectives

Question 61

management by objectives (mbo)

Answer 61

• companywide goals
• team-level and departmental goals
• set individual-level goals align with corporate strategies
• develop action plan
• review performance and revise goals

Question 62

characteristics effective appraisal systems

Answer 62

• adequate notice
• fair hearing (two-way)
• judgement based on evidence

Question 63

how to conduct performance appraisal meetings?

Answer 63

• positives and negatives of performance
• constructive feedback
• increase employee participation
• knowledgeable supervisor

Question 64

labor rates

Answer 64

total salary divided by time worked; visible, making easy to compare rates

Question 65

labor costs

Answer 65

takes into account productivity

Question 66

importance of labor rates vs. labor costs difference

Answer 66

-cutting labor rates does not cut labor costs

Question 67

heuristic

Answer 67

cognitive tools to simplify decision making; rule of thumb

Question 68

bias

Answer 68

cognitive partiality prevents objective consideration of issue or situation

Question 69

relationship between heuristic and bias?

Answer 69

biases due to reliance on heuristics

Question 70

escalation of commitment

Answer 70

tendency to continue supporting previously unsuccessful courses of action due to invested sunk costs

Question 71

why do people escalate commitment?

Answer 71

• psychological: framing, self-esteem, optimism
• social: external, leadership norms
• organizational
• project: investment size, (no) feasible alternatives

Question 72

avoid escalation of commitment

Answer 72

• set limits
• avoid tunnel vision
• recognize sunk costs
• external review

Question 73

availability bias

Answer 73

assess likelihood of risks based on how readily examples come to bind; rely heavily on single-piece of information

Question 74

why does availability bias occur?

Answer 74

• satisfice
• information is costly
• familiar risk more seen as more serious

Question 75

satisfice

Answer 75

accept first with minimum criteria

Question 76

how to avoid availability bias?

Answer 76

acknowledge bias and do research

Question 77

overconfidence bias

Answer 77

individuals overestimate ability to predict future events; optimistic

Question 78

perspective model of decision making process steps

Answer 78

1. identify problem
2. define objectives
3. identify and weigh decision criteria
4. generate alternatives *
5. evaluate alternatives
6. make decision
7. implement choice
8. follow up

Question 79

how does perspective model of decision making process minimize bias?

Answer 79

generates more alternatives to cover wider range of possibilities

Question 80

welfare framework

Answer 80

maximize collective benefits, minimize collective costs

Question 81

welfare strengths

Answer 81

rational, collective goods (vs. individual)

Question 82

welfare weaknesses

Answer 82

uncertainty about outcomes, ends may not justify means

Question 83

freedom framework

Answer 83

autonomy as long as it doesn’t harm others

Question 84

freedom strengths

Answer 84

simple, upholds individual, protects freedoms and liberties

Question 85

freedom weaknesses

Answer 85

level of inequality

Question 86

virtue framework

Answer 86

promote society building moral character

Question 87

virtue strengths

Answer 87

focuses on intent, clear stand

Question 88

virtue weaknesses

Answer 88

variance with difference values

Question 89

process for reflecting on moral dilemmas

Answer 89

1. begin with option
2. seek principle
3. revisit principle when confronted w situation

Question 90

cultural relativism

Answer 90

understanding others’ cultures; tolerance for cultural differences

Question 91

limitations of cultural relativism

Answer 91

morally blind

Question 92

cultural imperialism

Answer 92

impose own cultural values on another culture; loyalty to community

Question 93

limitations of cultural imperialism

Answer 93

• presumption must express moral truth using single concept

- different global standards of ethical behavior

Question 94

finding middle ground between cultural relativism and imperialism

Answer 94

• respect core human-values
• respect local traditions
• believe context matters

Question 95

distributive justice

Answer 95

outcomes received are perceived to be fair; deserving

Question 96

erg theory

Answer 96

• existence (psychological, safety)
• relatedness (social)
• growth (self-esteem and actualization)