Exam 1 Flashcards
1
Q
4 facets of situational strength
A
clarity, consistency, constraints, consequences
2
Q
2 major determinants of individual behavior
A
situation and person
3
Q
most important individual difference predicting job performance?
A
general mental ability (GMA)
4
Q
percent variation in individual performance predicted by gma?
A
~ 25%
5
Q
percent variation in individual performance predicted by personality?
A
~ 10-15%
6
Q
self-efficacy
A
belief one can perform specific task successfully; “can-do” attitude
7
Q
internal locus of control
A
belief one controls own destiny; act to increase chances of success
8
Q
myers-briggs type indicator (mbti)
A
extraverts/introverts
sensing/intuition
thinking/feeling
judging/perceiving
9
Q
myers-briggs type indicator flaws
A
validity
reliability
predictive power
10
Q
big 5 factors of personality
A
openness conscientiousness extraversion agreeableness neuroticism
11
Q
openness
A
curious, original, intellectual, open to new ideas
12
Q
conscientiousness
A
organized, systematic, punctual, achievement-oriented, dependable
13
Q
extraversion
A
outgoing, talkative, sociable
14
Q
agreeableness
A
tolerant, sensitive, trusting, kind, warm
15
Q
neuroticism
A
anxious, irritable, temperamental, moody
16
Q
work attitude
A
opinions, beliefs, and feelings about aspects of work environment; influencing how people behave
17
Q
2 widely studied work attitudes
A
job satisfaction and organizational commitment
18
Q
job satisfaction
A
feelings toward job; most important work attitude
19
Q
organization commitment
A
emotional attachment toward company people work for
20
Q
organization citizenship behaviors (ocb)
A
voluntary behaviors employees perform to help others and benefit organization
21
Q
ocb predictive factors
A
how employees are treated (support)
personality (conscientious)
job attitudes (happier, committed)
age (older)
22
Q
job performance predictive factors
A
motivation
ability
environment
23
Q
motivation
A
desire to achieve goal or certain performance level; goal-directed behavior
24
Q
ability
A
having skills and knowledge required to perform job
25
environment
having resources, information, and support needed to perform well
26
creativity
generation of new, imaginative ideas
27
3 components enabling creativity
expertise
imagination (creative-thinking skills)
motivation
28
expertise
technical, procedural, and intellectual knowledge
29
imagination (creative-thinking skills)
determines flexibility and imaginatively someone approaches problem
30
most easily influenced component for creativity?
motivation
31
how to enhance motivation for creativity?
- challenges
- freedom (autonomy)
- resources (time, money)
- work-group features (diversity)
- supervisory encouragement
32
maslow's hierarchy of needs
psychological > safety > social > esteem > self-actualization
33
limitations of maslow's hierarchy of needs
- order of needs
- satisfied needs can still serve as motivator
- not only one dominant need at a time
34
two-factor model
aspects of work environment that satisfy employees different from aspects that dissatisfy
35
hygiene factors
related to job dissatisfaction;
| policies, supervision, working conditions, salary, safety, job security
36
motivators
increase job satisfaction, encourage employees to try harder;
achievement, recognition, interesting, increased responsibilities, growth opportunities
37
problem(s) with two-factor model
- solely basing on one factor or the other is not enough
| - blaming dissatisfaction on others/situation while attributing satisfaction to self
38
mcclelland's theory (acquired-needs theory)
individuals acquire 3 needs as result of life experiences: need for -- achievement, affliction, power
39
how is mcclelland's theory different?
thematic apperception test assesses dominant need
40
needs-based models of motivation
goal-driven behavior; what motivates individuals to satisfy needs
41
process-based models of motivation
motivation occurs through rational thinking (conscious thought process)
42
equity theory
motivated by sense of fairness using social comparisons
43
procedural justice
fair decision-making procedures/process used to arrive to decision
44
interactive justice
people (customer) treated with respect, kindness, and dignity in interpersonal interactions
45
equity theory vs. justice theory
based on perceived overall fairness of organization
46
3 components of expectancy theory
expectancy
instrumentality
valence
47
expectancy
effort leads to outcomes of interest; perceived effort-performance probability
48
instrumentality
perceived performance-reward probability
49
valence
anticipated satisfaction (rewards) results from outcome; perceived value of reward as result of performance
50
problems with high-powered incentives?
risk-averse environment diminishing creativity
| focuses employee energy to goal-directed efforts (neglect helping others)
51
job characteristics model
core job dimensions lead to critical psychological Staes for work-related outcomes
52
most important driver of employee motivation?
meaningful work
53
task identity
person in charge of completing identifiable piece of work from start to finish
54
skill variety
extent which job requires person to utilize multiple high-level skills
55
autonomy
degree which person has freedom to decide how to perform tasks
56
empowerment
ability to make decisions and perform effectively if management removes certain barriers
57
smart goals
```
specific,
measurable,
aggressive/achievable
realistic/relevant
time-bound
```
58
how smart goals motivate?
- gives direction/focus
- energize employees, urging to move forward
- sense of accomplishment
59
downsides of using smart goals
- lacking skills and abilities hampers performance
- prevents adapting and changing behaviors
- focus on measured activities
- unethical behavior
60
how to align organization and individual goals?
management by objectives
61
management by objectives (mbo)
- companywide goals
- team-level and departmental goals
- set individual-level goals align with corporate strategies
- develop action plan
- review performance and revise goals
62
characteristics effective appraisal systems
- adequate notice
- fair hearing (two-way)
- judgement based on evidence
63
how to conduct performance appraisal meetings?
- positives and negatives of performance
- constructive feedback
- increase employee participation
- knowledgeable supervisor
64
labor rates
total salary divided by time worked; visible, making easy to compare rates
65
labor costs
takes into account productivity
66
importance of labor rates vs. labor costs difference
-cutting labor rates does not cut labor costs
67
heuristic
cognitive tools to simplify decision making; rule of thumb
68
bias
cognitive partiality prevents objective consideration of issue or situation
69
relationship between heuristic and bias?
biases due to reliance on heuristics
70
escalation of commitment
tendency to continue supporting previously unsuccessful courses of action due to invested sunk costs
71
why do people escalate commitment?
- psychological: framing, self-esteem, optimism
- social: external, leadership norms
- organizational
- project: investment size, (no) feasible alternatives
72
avoid escalation of commitment
- set limits
- avoid tunnel vision
- recognize sunk costs
- external review
73
availability bias
assess likelihood of risks based on how readily examples come to bind; rely heavily on single-piece of information
74
why does availability bias occur?
- satisfice
- information is costly
- familiar risk more seen as more serious
75
satisfice
accept first with minimum criteria
76
how to avoid availability bias?
acknowledge bias and do research
77
overconfidence bias
individuals overestimate ability to predict future events; optimistic
78
perspective model of decision making process steps
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
79
how does perspective model of decision making process minimize bias?
generates more alternatives to cover wider range of possibilities
80
welfare framework
maximize collective benefits, minimize collective costs
81
welfare strengths
rational, collective goods (vs. individual)
82
welfare weaknesses
uncertainty about outcomes, ends may not justify means
83
freedom framework
autonomy as long as it doesn't harm others
84
freedom strengths
simple, upholds individual, protects freedoms and liberties
85
freedom weaknesses
level of inequality
86
virtue framework
promote society building moral character
87
virtue strengths
focuses on intent, clear stand
88
virtue weaknesses
variance with difference values
89
process for reflecting on moral dilemmas
1. begin with option
2. seek principle
3. revisit principle when confronted w situation
90
cultural relativism
understanding others' cultures; tolerance for cultural differences
91
limitations of cultural relativism
morally blind
92
cultural imperialism
impose own cultural values on another culture; loyalty to community
93
limitations of cultural imperialism
- presumption must express moral truth using single concept
| - different global standards of ethical behavior
94
finding middle ground between cultural relativism and imperialism
- respect core human-values
- respect local traditions
- believe context matters
95
distributive justice
outcomes received are perceived to be fair; deserving
96
erg theory
- existence (psychological, safety)
- relatedness (social)
- growth (self-esteem and actualization)
