Exam 2 Flashcards

1
Q

Motivation

A

The internal state that gives purpose or direction to a person’s behavior

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2
Q

Need (Content) Theories

A

Explain what people value, based on the idea that humans are inherently motivated to fulfill basic needs
ex. maslow and self-determination theory

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3
Q

Process Theories

A

Elaborate how to translate basic need fulfillment to effective motivational systems (and what can go wrong)
ex. expectancy, goal-setting, equity theory

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4
Q

Maslow Hierarchy of Needs

A
  1. Self Actualization
  2. Esteem/Ego
  3. Social
  4. Security
  5. Physical/Physiology

NOT actually a hierarchy

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5
Q

Self-Determination Theory

A
  1. Autonomy (Self Actualization)
  2. Competence (Esteem/Ego)
  3. Relatedness (Social)

ex. Extrinsic & Intrinsic Motivation

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6
Q

Extrinsic Motivation

A

Based on getting rewards outside of yourself
ex. money, grades, admiration, “employee of the month”, parties

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7
Q

Intrinsic Motivation

A

Based on getting rewards purely within yourself
ex. feeling proud, sense of mastery, meaning, satisfying curiosity

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8
Q

Expectancy Theory

A

Explains how people decide whether to put in effort

   Effort - Performance - Reward
  1. Effort - employee believes that effort will result in acceptable performance
  2. Performance - employee believes that acceptable performance will produce the desired reward
  3. Reward - employee values reward
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9
Q

Goal-Setting Theory

A

Describes how it matters which goals you set
ex. SMART Goals
1. Specific
2. Measurable
3. Attainable
4. Relevant
5. Time-Bound

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10
Q

Equity Theory

A

Highlights the social aspects of motivation
1. when the scales of input and outcome are balanced = equity
2. when the scales of input and outcome are unbalanced = inequity

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11
Q

Extrinsic Incentive Bias

A

We believe others are motivated by extrinsic incentives than we ourselves are

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12
Q

Over-Justification Effect

A

If we provide extrinsic rewards when people already have intrinsic motivation, the extrinsic motivation will replace the intrinsic motivation (this could backfire to the management)

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13
Q

Classic Career Theories

A

Generally about matching people to suitable careers on stable characteristics
ex. Holland’s RIASEC Model

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14
Q

Holland’s RIASEC Model

A

Matching people based on occupational themes

 1. Realistic
 2. Investigative
 3. Artistic
 4. Social
 5. Enterprising
 6. Conventional
  • Correlated with the Big Five
  • More likely to be employed in jobs that matches their interest profile / Higher satisfaction
  • Actually have minimal effects
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15
Q

Letting Go of the “Dream Job”

A
  1. Work doesn’t have to meet all our needs
  2. Younger generations are more likely to switch jobs/careers more often than in the past
  3. Younger generations have higher expectations in terms of mental health (prevent burnout)
  4. Healthy Mindset > Perfect Career
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16
Q

Social Cognitive Career Theory

A

Focuses on the process of figuring out what you want to do and the impact of your beliefs about yourself and careers

ex. self-efficacy, planned happenstance

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17
Q

Self-Efficacy

A

People want to do what they think they can be good at (may eliminate career options if they don’t feel capable)

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18
Q

Planned Happenstance

A

SHIT HAPPENS! Everyday random events can change your career path and teach you about yourself… and encourage these kinds of things to happen by being adventurous

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19
Q

Job Crafting

A

Active changes that employees make to their own jobs the goal of increasing their satisfaction, engagement, thriving, etc.
ex. task crafting, relational crafting, cognitive crafting

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20
Q

Task Crafting

A

Changing the tasks you do (how many, which ones, the way you do them
- taking on the tasks you like

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21
Q

Relational Crafting

A

Changing your relationships at work
- spending time with people you like
- spending time more alone

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22
Q

Cognitive Crafting

A

Changing how you think about your work
- Rather than following a recipe, think about adding different ingredients instead

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23
Q

Emotions

A

Feelings directed at someone or something
ex. two-factor theory

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24
Q

Two-Factor Theory

A

Emotions are both physiological and cognitive

  1. Stimulus - threatening bear
  2. Arousal - heart pounding, sweating
  3. Cognitive Label - “The bear is scary!”
  4. Emotion - fear
25
Q

Primary (Basic) Emotions

A
  • Culturally universal
  • Characteristic facial expression
  • Commonality with other mammals
  • Not dependent on visual learning
     Happy            Sad
     Angry            Afraid
     Disgust          Surprise
26
Q

Secondary Emotions

A
  • Culturally varied and could be interpreted differently in other cultures
  • Combined basic emotions
     Distraction  Anticipation
     Boredome     Acceptance
     Remorse      Submission
27
Q

Does emotions make us rational or irrational?

A
  • Motivate productive & counterproductive behavior
  • Can tie us to our values
28
Q

Emotional Intelligence

A

Self-Awareness: Recognition of your emotions and how they affect your thoughts and behavior

Social Awareness: Understanding the emotions, needs, and concerns of others. Ability to pick on emotional cues, feel comfortable socially, and recognize power dynamics

Self-Regulation:
Control of your impulsive feelings and behaviors. the ability to manage emotions based in healthy ways and adapt to changing circumstances

Social Skill:
Ability to develop and maintain good relationships, communicate clearly, influence others, and manage conflict

29
Q

Mindfulness

A

Paying attention to your thoughts, feelings, sensations, and environment at the current moment, gently, and without judgement

30
Q

Mindfulness in US Business

A
  • Adapted from Buddhist meditation
  • Improve well-being and self-regulation
  • Related to emotional granularity (having specific, nuanced vocab to describe emotional states
  • Supports emotional intelligence
  • Not a substitute for structural change (from bad treatment)
31
Q

Emotional Contagion

A

We tend to pick up and feel the emotions of people around us

32
Q

Mirror Neurons

A

Neurons that respond to a specific motor action (self or other), including ones involved in emotion

33
Q

Emotional Labor

A

The work involved in regulating emotions or emotional expression in order to do a job
ex. emotional display rules, surface acting & deep acting

34
Q

Emotional Display Rules

A

Rules about which emotions you are supposed to express

35
Q

Surface Acting & Deep Acting

A

Surface Acting: changing outward display of emotion

Deep Acting: Trying to feel the desired emotion (more effective)

Both strategies cause stress, dissatisfaction, burnout

36
Q

Persuasion

A

Using communication to change people’s opinions or views
ex. reactance, defensiveness, consistency pressure, low elaboration

37
Q

Reactance

A
  • People like to maintain their freedom and autonomy
  • They resist being pressured or coerced
38
Q

Defensiveness

A
  • People like to look smart and correct
  • They resist admitting they were wrong
39
Q

Consistency Pressure

A
  • People like to look consistent
  • They try to avoid looking like a wishy-washy flip-flopper
40
Q

Low Elaboration

A
  • People may not be deeply processing what you’re saying
  • They are focusing on other things
41
Q

Reciprocity

A

People feel obligated to repay others
ex. accepting influence

42
Q

Scarcity

A

People want more of what they can have less of
ex. fear or missing out

43
Q

Authority

A

People follow knowledgeable experts
ex. high credibility

44
Q

Commitment & Consistency

A

People align with their clear commitments
ex. get it on record

45
Q

Liking

A

People are persuaded by those they like or who they like
ex. rare similarities/interests

46
Q

Social Proof

A

People follow similar others (consensus)
ex. everyone’s doing it

47
Q

Majority / Minority Status

A
  • In the minority, you are very visible and your tone may get more scrutiny
  • Successful minority influence is unwavering but calm, using non-threatening pull tactics
48
Q

Negotiation

A

An interaction with one or more other people aimed at crafting an agreement or outcome to satisfy various interests

 Well-Prepared, Self-Aware, Good Listener, Creative
49
Q

Value Creation

A

Negotiating in a way that expands the total
amount of value, utility, happiness, points available to both parties in total

50
Q

Value Claiming

A

Getting a larger proportion of the total for yourself

51
Q

Different Issues in Negotiation

A
  • Distributive Issues are truly zero sum
    (Opposite preference, same importance)
  • Congruent Issues are areas of common ground
    (Same preference, same or different importance)
  • Integrative Issues are potential areas for tradeoffs
    (Opposite preference, Different importance)
52
Q

Fixed Pie Bias

A

The assumption that the negotiation is zero-sum, and your outcomes are directly opposed to the other person’s outcomes (the better you do, the worse they do)

53
Q

Logrolling

A

Discussing multiple issues at a time, and trading them off for mutual benefit

  • Gives you reliable information about
    what the other person values, even if they are not willing to
    tell you outright
54
Q

Compromise

A

Just picking the middle position (common ground) between each individual’s interests

  • Must AVOID when negotiating
55
Q

Position vs Interest

A

Position: The outcomes that you want

Interest: The underlying reasons or rationale for why you want a specific position

Sometimes you find out that what you
thought was one (distributive) issue might actually be more than one (and may be integrative)!

56
Q

BATNA

A

Best Alternative To Negotiated Agreement

  • You shouldn’t accept anything less than this value
  • Think about the other person’s BATNA
  • Determine your target outcome based on the other person’s BATNA (not yours)
  • They should rationally be willing to take any deal that’s a little better than their BATNA
57
Q

Making the First Offer

A

Anchoring Bias: The first offer sets the tone
- Often the person that made the first offer does better (be a little aggressive)

  • Don’t make the first offer ONLY is you lack information
  • You can ignore their first offer and continue to make your own planned offer
58
Q

The First Offer Should Not be the Last Offer

A

Principle of Reciprocity: Getting concessions will help you get gains
- Often people are happier with negotiated agreements that accepting the first offer

59
Q

Winner’s Curse

A

Anytime they accept your offer, there’s a
possibility you left some value on the table
- Offer counteroffer, allows people to know that they didn’t leave with a lot of value, just a little