General review Flashcards
Safety and education programs effective when
Practice, feedback, reinforcement
Night shift work
Increased error decreased output
Rest breaks
Ups morale and productivity
4th and 8th hr
Reduces fatigue boredom
Flex time
Mixed findings
No diff on productivity, satisfaction
Better morale, productivity
May decrease lateness, absence, turnover
Compressed work week
Positive, effects wear off after time
Increase satisfaction
Decrease turnover, anxiety
Longer the work day or week
Lower productivity even for motivated
Music
Better production for simple repetitive tasks
For demanding work, no difference
Color
Blues greens soothing
Yellow alert
Red excitement
Noise
Constant continuous easier to adapt
Intermittent is a problem
Perception of control important
Illumination
More light sources better, rather than one main overhead
Temperature and humidity
Increases in both lowers performance
Groupthink
Members seek concurrence, consensus, unanimity more than best alternative
Response polarization
More extreme in views
Risky shift
Riskier decisions made in groups
Brainstorming
Brainstorming alone better than in a group
Heterogenous groups
Better decisions than homogenous
Ideal group size for decision making
5-7
Groups work best when
Common goals more important to members than individual
Disjunctive tasks
One group member responsible for group outcome
Conjunctive tasks
Group accomplishment limited by one person, weakest link
Additive tasks
Group members various diversity positively impacts group as whole
Social loafing aka ringelmann effect
People don’t t work as hard in groups as alone
Decentralized networks
More satisfaction
Best for problem solving
Slower
Greater the cohesiveness
Greater the power to conform
Stages of group development
Forming Storming - conflict Norming Performing Adjourning
Centralized networks
Best for simple tasks, fast communication
What is key for successful organization culture
High involvement high participation
Organizational development
Systems approach
Quality control circles
Level of production, improving finished product
Workers have higher responsibility
Participate in decisions
Lowers turnover
Increases production
Quality of work life programs
Greater effect on satisfaction than performance
Participative organizational style assumptions
participation in decisions
High involvement
People have valuable knowledge
Traditional organizational structure
Top down bureaucracy
Project organizational structure
Divided into production areas
Team organizational structure
Work teams report to upper level
Multidimensional organizational structure
Involves multiple structures
Job enlargement
Less responsibility
Increasing more tasks
Satisfaction but less performance
Job enrichment
Cue: r
R = responsibility
Increases responsibilities
Better satisfaction and performance
Decrease turnover, absence
Psychological approach
Emphasizes satisfaction
Efficiency, effectiveness - more satisfaction
Human factors approach
Physical aspects
Machine interaction
Absenteeism
More in females
Less in small companies
Less in older workers
More turnover rates
Routine work
Less turnover
Tenure
Pay
Opportunity for promotion
Job satisfaction and productivity
Weak but positive correlation
Pay and satisfaction
Positive correlation
Job satisfaction and turnover
Moderate negative correlation
Age and satisfaction
Better as age increases
Genetic factors and job satisfaction
30-40%
The reinforcement model
Set of principles
Performance contingent awards are strongly correlated with performance and satisfaction
Cognitive theories of motivation
General expectancy theory
Adams equity
Locke’s goal setting
Locke’s theory
Goals 5 points:
Specific Moderate to challenging difficulty Receiving feedback Sense of self efficacy Person must accept the goals
Adams equity theory
Social comparison
Performance based on what we view as fair
General expectancy theory
Aka
Vrooms VIE theory
Behaviour based on expectancy of rewards
Instrumentality - expecting reward
Valence - value of the reward to individual
Expectancy - expecting success on a task
Theories of motivation
Maslow
Herzberg
Alderfer
Maslow
5 needs Low validity in workplace Lowest to high: Physiological Safety Belonging Esteem Self actualization
herzberg
What creates or avoids Dissatisfaction:
Lower level needs ( dissatisfied)
- if not met, dissatisfaction results
- meeting them may not produce satisfaction
- pay, working condition, supervision
Higher level needs
- if not met, dissatisfaction does not result
- if met, can increase satisfaction, motivation
- achievement, opportunity, responsibility
Alderfer
Existence,relatedness, growth
All needs influence at same time
Satisfying a need can make the need stronger!
Principle of frustration- regression
If frustrated, person moves to previous met need
Administrative approach
Herbert Simon
Satisficing style
Ambiguous , partial knowledge
First satisfying alternative chosen
Rational economic model
Careful analysis, picking best optimal option
Types of power
Reward Coercive Legitimate Referent Expert
Referent power
Liking the leader
Most effective power
Referent and expert
Transformational leader
Broadens and elevates goals of oeopke
Transactional leader
Cold, less invested in workers, more concerned with performance, production
Situational contingency theories of leadership
Fiedler Cognitive resource theory Vroom and yettons normative model Houses path goal theory Hersey and Blanchard situational leadership
Fiedler
High LPC is relationship
Low LPC is task
Low Lpc effective in highly favourable or unfavourable
High LPc effective in moderate favourable condition
Cognitive resource theory
Directive vs non directive based on cognitive resources of employees
Vroom and Yetton normative model
Allowing employees in on Decision making
Houses path goal theory
Leaders help reduce roadblocks and increase path to more incentives and rewards for each employee
Hersey and Blanchard situational theory
Readiness of employees
More ready less direction
Less ready more direction
Theory x
Assumes workers are lazy
Theory y
Believes people seek challenge, responsibility, are creative
Participative leadership
Theory z
Japanese
Loyalty, tenure with same company
Hawthorne effect
Observation influences behaviors
Holland’s theory
Personality types matches to work environments
2-3 letter codes from below options
Realistic- physical Investigative - thinking Artistic - ambiguous, unsystematic Enterprising - power Social Conventional - orderly, rule based
Holland
Congruence vs consistency
Congruence - matches personality to work environment
Consistency - how related a persons letter codes are
Holland
Differentiation
Distinct profile - a dominant personality type
Super theory
Lifespan
Stages
Growth up to 13 Exploration Establishment 25-45 Maintenance Decline - 65+
Krumboltz
Modelling
Reinforcement
Social influence
Tiedeman and ohara
Differentiation
Integration
Self awareness
Schein career anchor theory
anchors tied to self concept
Autonomy, independence Security, stability Technical, functional competence General managerial competence Entrepreneurial creativity Service, dedication to cause Pure challenge Life style
Differential validity
A test predicts better success in one group more than others
Unfairness
Minorities and non minorities score different on predictor tests, but same performance on the criterion
Griggs vs duke power
Unfair to use tests measuring broad abilities that produce difference in scores between minority and non minority groups
Civil rights act 1964
Can not discriminate
Scientific management
Views workers as machines
Human relations approach
Looks at and values people’s worth, contributions, seeks to encourage better work by understanding these
