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MAN 336 > Exam 1 > Flashcards

Exam 1 Flashcards

1
Q

4 facets of situational strength

A

clarity, consistency, constraints, consequences

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2
Q

2 major determinants of individual behavior

A

situation and person

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3
Q

most important individual difference predicting job performance?

A

general mental ability (GMA)

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4
Q

percent variation in individual performance predicted by gma?

A

~ 25%

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5
Q

percent variation in individual performance predicted by personality?

A

~ 10-15%

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6
Q

self-efficacy

A

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

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7
Q

internal locus of control

A

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

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8
Q

myers-briggs type indicator (mbti)

A

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

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9
Q

myers-briggs type indicator flaws

A

validity
reliability
predictive power

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10
Q

big 5 factors of personality

A 
openness
conscientiousness
extraversion
agreeableness
neuroticism
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11
Q

openness

A

curious, original, intellectual, open to new ideas

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12
Q

conscientiousness

A

organized, systematic, punctual, achievement-oriented, dependable

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13
Q

extraversion

A

outgoing, talkative, sociable

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14
Q

agreeableness

A

tolerant, sensitive, trusting, kind, warm

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15
Q

neuroticism

A

anxious, irritable, temperamental, moody

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16
Q

work attitude

A

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

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17
Q

2 widely studied work attitudes

A

job satisfaction and organizational commitment

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18
Q

job satisfaction

A

feelings toward job; most important work attitude

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19
Q

organization commitment

A

emotional attachment toward company people work for

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20
Q

organization citizenship behaviors (ocb)

A

voluntary behaviors employees perform to help others and benefit organization

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21
Q

ocb predictive factors

A

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

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22
Q

job performance predictive factors

A

motivation
ability
environment

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23
Q

motivation

A

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

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24
Q

ability

A

having skills and knowledge required to perform job

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25
Q

environment

A

having resources, information, and support needed to perform well

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26
Q

creativity

A

generation of new, imaginative ideas

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27
Q

3 components enabling creativity

A

expertise
imagination (creative-thinking skills)
motivation

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28
Q

expertise

A

technical, procedural, and intellectual knowledge

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29
Q

imagination (creative-thinking skills)

A

determines flexibility and imaginatively someone approaches problem

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30
Q

most easily influenced component for creativity?

A

motivation

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31
Q

how to enhance motivation for creativity?

A
  • challenges
  • freedom (autonomy)
  • resources (time, money)
  • work-group features (diversity)
  • supervisory encouragement
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32
Q

maslow’s hierarchy of needs

A

psychological > safety > social > esteem > self-actualization

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33
Q

limitations of maslow’s hierarchy of needs

A
  • order of needs
  • satisfied needs can still serve as motivator
  • not only one dominant need at a time
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34
Q

two-factor model

A

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

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35
Q

hygiene factors

A

related to job dissatisfaction;

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

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36
Q

motivators

A

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

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37
Q

problem(s) with two-factor model

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

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

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38
Q

mcclelland’s theory (acquired-needs theory)

A

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

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39
Q

how is mcclelland’s theory different?

A

thematic apperception test assesses dominant need

40
Q

needs-based models of motivation

A

goal-driven behavior; what motivates individuals to satisfy needs

41
Q

process-based models of motivation

A

motivation occurs through rational thinking (conscious thought process)

42
Q

equity theory

A

motivated by sense of fairness using social comparisons

43
Q

procedural justice

A

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

44
Q

interactive justice

A

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

45
Q

equity theory vs. justice theory

A

based on perceived overall fairness of organization

46
Q

3 components of expectancy theory

A

expectancy
instrumentality
valence

47
Q

expectancy

A

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

48
Q

instrumentality

A

perceived performance-reward probability

49
Q

valence

A

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

50
Q

problems with high-powered incentives?

A

risk-averse environment diminishing creativity

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

51
Q

job characteristics model

A

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

52
Q

most important driver of employee motivation?

A

meaningful work

53
Q

task identity

A

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

54
Q

skill variety

A

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

55
Q

autonomy

A

degree which person has freedom to decide how to perform tasks

56
Q

empowerment

A

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

57
Q

smart goals

A 
specific,
measurable,
aggressive/achievable
realistic/relevant
time-bound
58
Q

how smart goals motivate?

A
  • gives direction/focus
  • energize employees, urging to move forward
  • sense of accomplishment
59
Q

downsides of using smart goals

A
  • lacking skills and abilities hampers performance
  • prevents adapting and changing behaviors
  • focus on measured activities
  • unethical behavior
60
Q

how to align organization and individual goals?

A

management by objectives

61
Q

management by objectives (mbo)

A
  • companywide goals
  • team-level and departmental goals
  • set individual-level goals align with corporate strategies
  • develop action plan
  • review performance and revise goals
62
Q

characteristics effective appraisal systems

A
  • adequate notice
  • fair hearing (two-way)
  • judgement based on evidence
63
Q

how to conduct performance appraisal meetings?

A
  • positives and negatives of performance
  • constructive feedback
  • increase employee participation
  • knowledgeable supervisor
64
Q

labor rates

A

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

65
Q

labor costs

A

takes into account productivity

66
Q

importance of labor rates vs. labor costs difference

A

-cutting labor rates does not cut labor costs

67
Q

heuristic

A

cognitive tools to simplify decision making; rule of thumb

68
Q

bias

A

cognitive partiality prevents objective consideration of issue or situation

69
Q

relationship between heuristic and bias?

A

biases due to reliance on heuristics

70
Q

escalation of commitment

A

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

71
Q

why do people escalate commitment?

A
  • psychological: framing, self-esteem, optimism
  • social: external, leadership norms
  • organizational
  • project: investment size, (no) feasible alternatives
72
Q

avoid escalation of commitment

A
  • set limits
  • avoid tunnel vision
  • recognize sunk costs
  • external review
73
Q

availability bias

A

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

74
Q

why does availability bias occur?

A
  • satisfice
  • information is costly
  • familiar risk more seen as more serious
75
Q

satisfice

A

accept first with minimum criteria

76
Q

how to avoid availability bias?

A

acknowledge bias and do research

77
Q

overconfidence bias

A

individuals overestimate ability to predict future events; optimistic

78
Q

perspective model of decision making process steps

A
  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
Q

how does perspective model of decision making process minimize bias?

A

generates more alternatives to cover wider range of possibilities

80
Q

welfare framework

A

maximize collective benefits, minimize collective costs

81
Q

welfare strengths

A

rational, collective goods (vs. individual)

82
Q

welfare weaknesses

A

uncertainty about outcomes, ends may not justify means

83
Q

freedom framework

A

autonomy as long as it doesn’t harm others

84
Q

freedom strengths

A

simple, upholds individual, protects freedoms and liberties

85
Q

freedom weaknesses

A

level of inequality

86
Q

virtue framework

A

promote society building moral character

87
Q

virtue strengths

A

focuses on intent, clear stand

88
Q

virtue weaknesses

A

variance with difference values

89
Q

process for reflecting on moral dilemmas

A
  1. begin with option
  2. seek principle
  3. revisit principle when confronted w situation
90
Q

cultural relativism

A

understanding others’ cultures; tolerance for cultural differences

91
Q

limitations of cultural relativism

A

morally blind

92
Q

cultural imperialism

A

impose own cultural values on another culture; loyalty to community

93
Q

limitations of cultural imperialism

A
  • presumption must express moral truth using single concept

- different global standards of ethical behavior

94
Q

finding middle ground between cultural relativism and imperialism

A
  • respect core human-values
  • respect local traditions
  • believe context matters
95
Q

distributive justice

A

outcomes received are perceived to be fair; deserving

96
Q

erg theory

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

MAN 336 (1 decks)

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