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BOSC1 > Human Behavior and Performance > Flashcards

Human Behavior and Performance Flashcards

1
Q

Define: Organizational Citizenship Behavior

A

a personal voluntary commitment within an organization that is not part of there contractual tasks.

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2
Q

Define: Counterproductive Work behavior

A

behaviors that explicitly runs counter to the goals of an organization

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3
Q

what is stress?

A

a response - physiological or (and) psycholigical - to something in the environment when individuals perceive they are unable to cope with demands imposed by stressor

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4
Q

true or false: stress = anxiety

A

anxiety is more long term and persistent. don’t always go away even in the absence of stressors.

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5
Q

Define: primary and secondary appraisal in terms of stress

A

primary appraisal: individual determines whether there is a threat to his/her wellbeing

secondary appraisal: determining coping strategy

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6
Q

Define: coping

A

constantly changing cognitive and behavioral efforts to manage specific external and internal demands appraised as exceeding resource of a person

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7
Q

Define: emotion-focused coping

A

unchanged circumstance but changing your perception of it

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8
Q

Define: problem-focused coping

A

involves taking action and changing the circumstance

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9
Q

“unchanged circumstance but changing your perception of it” describes …

A

emotion-focused coping

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10
Q

“involves taking action and changing the circumstance” describes …

A

problem-focused coping

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11
Q

Good stress is called …

A

Eustress

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12
Q

“avoidance of performing a task or of making a decision (by more pleasant activities)” describes

A

Procrastination

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13
Q

What are 3 main drivers of procrastination?

A
  • fear of failure
  • feeling overwhelmed
  • overload and inability to prioritize
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14
Q

Define: Planning Fallacy

A

underestimating the time needed to complete a task

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15
Q

“underestimating the time needed to complete a task” describes …

A

Planning Fallacy

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16
Q

Define: Optimism Bias

A

the tendency to overestimate the likelihood of positive events and underestimate the likelihood of negative events happening in future

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17
Q

“the tendency to overestimate the likelihood of positive events and underestimate the likelihood of negative events happening in future” describes …

A

Optimism Bias

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18
Q

give an example of the Synchrony effect

A

people who are more effective at night performing better and efficient at night

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19
Q

What is a Group?

A

a group is consciously recognized and connected to one another by social relationship

group is not the same as category

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20
Q

Define: Roles

A

roles are a set of expected behavioral patterns attributed to someone occupying a given position in a social unit

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21
Q

Define: Role Perception

A

an individual view of how one is supposed to act in a given situation

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22
Q

Define: Role Expectation

A

the way others believe one should act in a given context

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23
Q

Define: Role Conflict

A

appears when compliance with one role requirement makes it difficult to comply with another

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24
Q

Define: Norms

A

consensual standards that describe what behaviors should and should not be performed in a given context

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25
Q

Define: Conformity

A

adjustment of behaviors to align with the norms of a group

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26
Q

Define: Status

A

a socially defined status defined position or rank given to group (members) by others

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27
Q

Groups size should range from ….

A

2 - 7 people. 2.7 is ideal

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28
Q

Why is it better for groups to have odd numbers?

A

to avoid polarization. (ie. 50/50 split)

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29
Q

list some advantages of Diversity

A
  • expand talent pool
  • multiple view points
  • better decision making
  • competitive advantage
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30
Q

list some disadvantages of Diversity

A
  • conflict
  • faultiness
  • etc
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31
Q

Definition: Group

A

2 or more indivisuals interdependent, may or may not work towards same goal

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32
Q

“2 or more indivisuals interdependent, may or may not work towards same goal” describes a …

A

Group

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33
Q

Define: Team

A

group of interdependent with respect to information, resources and skills and combine efforts to achieve a common goal.

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34
Q

Define: Social Loafing

A

tendency to to expend less effort to achieve a goal when working in a team than working indivisually

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35
Q

What is the Memory Process?

A

Encoding -> Storage -> Retrieval

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36
Q

Name the 3 types of memory

A

1) Sensory memory
2) short term memory
3) long term memory

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37
Q

what is the bottom line of Baker Paradox

A

we learn with association to retain information better

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38
Q

what is the PQ4R method?

A

preview, question, read, reflect, recite, review

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39
Q

True or False: the PQ4R method is applied in note taking

A

False, PQ4R is a reading method

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40
Q

explain what the Method of Loci is.

A

a strategy of memory enhancement which uses visualizations of familiar spatial environments in order to enhance the recall of information

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41
Q

Define: Overconfidence effect

A

is the unconscious tendency to have greater confidence in ones judgement

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42
Q

“the unconscious tendency to have greater confidence in ones judgement” describes…

A

Overconfidence effect

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43
Q

Define: self serving bias (attribution bias)

A

tendency to maintain self-esteem by attributing positive event to selves and negative events to others

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44
Q

What is personality?

A

relatively enduring patterns of thoughts, feelings, and behaviors that distinguish individual’s from one another

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45
Q

What is personality?

A

relatively enduring patterns of thoughts, feelings, and behaviors that distinguish individual’s from one another

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46
Q

“relatively enduring patterns of thoughts, feelings, and behaviors that distinguish individual’s from one another “ describes …

A

Personality

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47
Q

True or False: Individual’s personality is 50% developed through experience and 50% born

A

True

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48
Q

True or False: re-studying is proven to be more efficient than testing

A

False, testing helps fill in gaps in knowledge and PRACTICES RETRIEVAL OF INFORMATION

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49
Q

Explain the Barnum Effect

A

individual’s tendency to believe that personality descriptions apply specifically to them, despite description being general and applies to greater audience

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50
Q

List the Big 5 Theory

A

O.C.E.A.N.

Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism (also known as Emotional Reaction)

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51
Q

True or False: Personalties can be changed throughout life

A

True, personalities can change influenced by negative/positive life events.

tend to become more conscientious as we age

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52
Q

Define: Strength Theory

A

indicates the way in which personality translates in behavior depends on the strength of situation

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53
Q

“indicates the way in which personality translates in behavior depends on the strength of situation” describes …

A

Strength Theory

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54
Q

What is the Dark Triad? List them.

A

undesirable values

narcissism
psychopathy
machiavellanism

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55
Q

“Egotistic and need for admiration. may surround themselves by “lesser” people to boost low self esteem” describes…

A

Narcissism

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56
Q

“Being impulsive and thrill seeking” describes

A

Psycopathy

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57
Q

“exploits others to succeed. Not related to boosting self-esteem” describes …

A

Machiavellanism

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58
Q

Define: Hexagonal Model of Vocational Interests

A

contends that career interests are an expression of individuals personality

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59
Q

6 points of Hexagonal Model of Vocational Interests

A

conventional, realistic, investigative, artistic, social, enterprising

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60
Q

Hexagonal Model of Vocational Interests: Realistic

A

prefers physical activities that requires, skills, strength, and conditon

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61
Q

Hexagonal Model of Vocational Interests: Investigative

A

prefers activities that involve thinking

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62
Q

Hexagonal Model of Vocational Interests: Social

A

prefers activities that involve helping and developing others

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63
Q

Hexagonal Model of Vocational Interests: Conventional

A

prefers rule regulated, orderly, and unambiguous activities

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64
Q

Hexagonal Model of Vocational Interests: Enterprising

A

verbal activities in which there are opportunities to influence

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65
Q

Hexagonal Model of Vocational Interests: Artistic

A

prefers ambiguous and allows activities that allow creative expression

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66
Q

Define: Complimentary Fit

A

adding to what is missing ie. a new group member

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67
Q

Define: Supplementary fit

A

adding people with same skills

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68
Q

Define: Values

A

stable and evaluative beliefs that guide our actions and judgement

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69
Q

True or False: Values are built on experience and environment

A

True

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70
Q

Define: Intelligence

A

No one definition but IQ comes close. IQ is all contextual

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71
Q

Define: Fluid Intelligence

A

ability to reason and think in an abstract manner, to see complex relationships and solve problems. ie. solving a puzzle

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72
Q

“ability to reason and think in an abstract manner, to see complex relationships and solve problems. ie. solving a puzzle” describes ….

A

Fluid Intelligence

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73
Q

Define: Crystallized Intelligence

A

accumulation of knowledge, facts, and skills that are acquired throughout life

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74
Q

True or False: Highest general mental ability is the strongest best indicator of job performance

A

True

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75
Q

True or False: as job complexity increases, IQ becomes increasingly influential

A

True

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76
Q

GMA (IQ) are generally inconsistent in results

A

False, retesting will result in similar results

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77
Q

4 concepts of Emotional Intelligence

A

perceiving emotions, understanding emotions, managing emotions, and using emotions

78
Q

perceiving emotions, understanding emotions, managing emotions, and using emotions are categorized as __________ Intelligence

79
Q

Define: Surface acting

A

faking/hiding emotions to comply with display rules. Leads to emotional exhaustion

80
Q

Define: deep acting

A

Making an effort to change inner feeling

81
Q

What is the difference between knowledge and competence?

A 
Knowledge = what do you know?
Competence = what can you do?
82
Q

True or False: Experience has a moderate correlation with job performance.

A

False, experience is not a good predictor of future job performance

83
Q

Define: Internal Locus of Control

A

takes responsibility and is persistent of outcome

“I control my own destiny” mindset

84
Q

Define: External Locus of Control

A

“others control my destiny” mindset

85
Q

“others control my destiny” mindset describes …

A

External Locus of Control

86
Q

“I control my own destiny” mindset describes …

A

Internal Locus of Control

87
Q

self efficacy

A

individuals perception of their capabilities for action in the future

88
Q

What is Perception?

A

a cognitive process by which individuals, organize and interpret their sensory impressions in order to give meaning to their environment

89
Q

Define: Attribution theory

A

attempting to determine whether an individuals behavior is internally or externally caused

90
Q

“attempting to determine whether an individuals behavior is internally or externally caused” describes _____Theory

A

Attribution theory

91
Q

Define: Fundamental attribution error

A

the tendency to underestimate the influence of external factors and overestimate the influence of internal factors

92
Q

“the tendency to underestimate the influence of external factors and overestimate the influence of internal factors” describes _______

A

Fundamental attribution error

93
Q

Define: Stereotype

A

generalized beliefs about particular social groups or class

94
Q

True of False: we tend to Stereotype -> Categorize -> Prejudice -> Discriminate

A

False, we Categorize before we stereotype. It also doesn’t always lead to discrimination because stereotypes are not always negative

95
Q

Define: Categorization

A

the cognitive process by which we place individuals into social groups

96
Q

“the cognitive process by which we place individuals into social groups” describes …

A

Categorization

97
Q

Define: Prejudice

A

feelings and attitudes about a particular group

98
Q

“feelings and attitudes about a particular group” describe…

99
Q

Define: Discrimination

A

negative behavior towards a social group

100
Q

Why do we Stereotype?

A

it helps us simplify our complex world

101
Q

identify one advantage and disadvantage of stereotyping

A

advantage: enables us to respond rapidly to new situations
disadvantage: can lead to wrong generalization and foster prejudice and discrimination

102
Q

Describe the Self-fulfilling Prophecy

A

the process by which an individual’s expectations about someone leads that person to behave in ways which confirm these expectations

103
Q

“the process by which an individual’s expectations about someone leads that person to behave in ways which confirm these expectations” describes …

A

Self-Fulfilling Prophecy

104
Q

Define: Stereotype Threat

A

fear of confirming or being reduced to negative stereotypes about their group. Can lead to anxiety and performance decrements

105
Q

“fear of confirming or being reduced to negative stereotypes about their group. Can lead to anxiety and performance decrements” describes …

A

Stereotype threat

106
Q

When applying for a Job, what is the first contact with employer? What should you avoid?

A

Resume is the first contact with potential employers when applying. Little to no personal information is recommended to reduce bias

107
Q

True or False: most job interviews are unstructured

A

True, most interviews are unstructured and can result in biases

108
Q

Identify 4 common Perceptual Biases

A

1) Halo Effect
2) Contrast effect
3) Primacy effect
4) Similar-to-me effect

109
Q

Describe the difference between System 1 and 2

A

System 1 = fast, unconscious and automatic thinking (Heuristic)

System 2 = slow, conscious, and complex decision making. more reliable than system 1 (Rational Decision Model)

110
Q

Define: Bounded Rationality

A

One’s capability of processing information is limited to make a fully informed decision. (ie. most people respond to a complex problem by reducing it to a level we understand)

111
Q

What is the least rational form of decision making?

112
Q

Describe Intuition

A

is the least rational decision making and is linked to system 1. It occurs outside the conscious mind

113
Q

Define: Cognitive Bias

A

Individuals create their own “subjective reality” from their perception of the input. An individual’s construction of reality, not the objective input, may dictate their behavior in the world.

114
Q

Define: Framing effect

A

depending on how the situation is presented, our actions and answers are influenced

115
Q

“depending on how the situation is presented, our actions and answers are influenced” describes …

A

Framing effect

116
Q

Define: Availability Bias

A

the tendency to base judgments on information readily available. example: fear of flying after recent news of a plane crash

117
Q

Thoughts of being vegetarian after watching a slaughterhouse documentary is a result of ____ bias.

A

Availability bias

118
Q

Define: Confirmation bias

A

the tendency to seek out information that reaffirms existing beliefs “We see what we want to see”

119
Q

“the tendency to seek out information that reaffirms existing beliefs” describes …

A

Confirmation Bias

120
Q

Define: The Sunk Cost Fallacy

A

sticking to a decision even when there is clear evidence it is wrong

121
Q

Staying in an unhealthy relationship because you’ve been together for 5 years is an example of _______

A

The Sunk Cost Fallacy

122
Q

Describe Choice Overload

A

when people perceive more variety, they tend to raise their expectation

123
Q

What are the advantages of individual decision-making?

A
  1. faster than group decision making

2. easier to determine accountability

124
Q

What are the disadvantages to individual decision making?

A
  1. fewer ideas in brainstorming

2. tendency to rely on intuition and personal views

125
Q

What are the advantages of group decision-making?

A
  1. more complete information and knowledge
  2. increased diversity of views
  3. increased acceptance of views
126
Q

What are the disadvantages of group decision-making?

A
  1. time-consuming
  2. vulnerable to conformity pressures
  3. dominant group members
  4. ambiguous responsibility
127
Q

Define: Groupthink

A

occurs when a group of people in which the desire for harmony or conformity in the group results in an irrational or dysfunctional decision making

128
Q

“when a group of people in which the desire for harmony or conformity in the group results in an irrational or dysfunctional decision making” describes …

A

Groupthink

129
Q

How can you minimize group think … state a few

A
  • monitor group size
  • admit shortcomings and limitations
  • plan time to look out for signs of group think
  • impartial leadership
  • play devils advocate
  • stimulate active discussion and diverse alternatives
130
Q

Define: Group Polarization

A

occurs when a group discussion reinforces the majority POV and shifts opinions to extreme

131
Q

“when a group discussion reinforces the majority POV and shifts opinions to extreme” describes …

A

Group polarization

132
Q

Define: Shared information bias

A

the tendency to spend more time discussing information that all members are already familiar with and less time discussing info only a few members have.

133
Q

“the tendency to spend more time discussing information that all members are already familiar with and less time discussing info only a few members have” describes …

A

shared information bias

134
Q

What are two methods to improve group decision making?

A
  1. Brainstorming

2. Brainwriting (superior to brainstorming)

135
Q

True or False; Brainstorming is superior to brainwriting.

A

False, social loafing and production blocking may arise during brainstorming

136
Q

Define: Brainwriting

A

an alternative to brainstorming, where people write down their ideas and have other anonymously read it out and build on.

137
Q

What is a better alternative to brainstorming in group decision making?

A

brainwriting

138
Q

What is power?

A

power is the ability to get things done via knowledge, influence, and/or authority

139
Q

Which of the 5 personality traits have high correlations in regards to good leadership?

A

extraversion, openness to change

140
Q

True or False: Leadership is not an innate skill and can be learned

A

True, leaders are not born leaders

141
Q

What are the 5 sources of power?

A 
Legitimate power
Coercive power
Reward power
Expert power
Referent power
142
Q

What is hard power (position power)?

A

power based on authority and social rank

143
Q

What is soft power (personal power)?

A

soft power is more based on emotional influence than rank

144
Q

Which of the 5 sources of power is hard power?

A

Legitimate, Coercive, Reward power

145
Q

Which of the 5 sources of power are soft power?

A

Expert and Referent Power

146
Q

State the 3 Core tactics of power?

A

Commitment, Compliance, and Decreasing Resistance

147
Q

“using logical arguments and factual evidence” describes __________ to encourage _________

A

rational persuasion to encourage commitment

148
Q

“creating enthusiasm appealing to values and emotions” describes _________ to encourage ____________

A

inspirational appeals to encourage commitment

149
Q

“asking for suggestions” describes _________ to encourage __________

A

consultation to encourage commitment

150
Q

“offering resources and assistance” describes _______ to encourage __________

A

collaboration to encourage commitment

151
Q

“offering personal benefits” describes _______ to encourage _________

A

apprising to encourage compliance

152
Q

“offering flattery and compliments” describes _________ to encourage ____________

A

ingratiation to encourage compliance

153
Q

“using relationship and appealing to generosity, and empathy” describes __________ to encourage __________-

A

personal appeals to encourage compliance

154
Q

“offering rewards and promises” describes ________ to encourage _________

A

exchange to encourage compliance

155
Q

“creating a network of supporters ie. union” describes _________ to encourage ___________

A

coalition to encourage decreased resistance

156
Q

“threatening and warning” describes __________ to encourage ____________

A

pressure to encourage decreased resistance

157
Q

“referring to rules, policies, and hierarchy” describes ________ to encourage ___________

A

legitimating to encourage decreased resistance

158
Q

True or False: Motivation = Personality trait

A

False, motivation = indivisual * specific context

motivation is not about the ability to concentrate but more about interest

159
Q

Goals should be ______?

A

SMART

specific, measurable, attainable, relevant, timely

160
Q

______ describes when and how often to reinforce.

A

Reinforcement Schedule

161
Q

define: fixed interval

A

a strategy of the reinforcement schedule were reinforcement is delivered at predictable intervals ie. salary

162
Q

Define: fixed ratio

A

a strategy of the reinforcement schedule were reinforcement is delivered after a predictable number of responses ie. giving bonus every time employe sells x amount

163
Q

Define: Variable interval

A

a strategy of the reinforcement schedule were reinforcement is delivered at unpredictable time intervals

164
Q

Define: Variable ratio

A

a strategy of the reinforcement schedule were reinforcement is delivered after unpredictable number of responses. ie. tips, gambling

165
Q

“a strategy of the reinforcement schedule were reinforcement is delivered after unpredictable number of responses. ie. tips, gambling” describes …

A

Variable Ratio

166
Q

“a strategy of the reinforcement schedule were reinforcement is delivered at unpredictable time intervals “ describes …

A

Variable Interval

167
Q

“a strategy of the reinforcement schedule were reinforcement is delivered after a predictable number of responses ie. giving bonus every time employe sells x amount” describes …

A

Fixed ratio

168
Q

“a strategy of the reinforcement schedule were reinforcement is delivered at predictable intervals ie. salary” describes …

A

fixed interval

169
Q

What three methods of rewards were discussed in class?

A

Salary, Employee of the month, Variable pay (financial incentives)

170
Q

True or False: Salary will motivate positive behavior. Why or why not.

A

False, salary and pay only motivates to a certain amount (up to $40,000) because of the adaptation level theory and relative pay

171
Q

Define: adaption level theory

A

after a certain amount of time passes, we adjust and get used to whatever state we’re in. ie. a pay rise of $40k to $60k will not have same emotions after 5 years

172
Q

Define: Relative pay

A

the idea of desiring more than currently have because surrounding individuals make more.

173
Q

Define: overjustification effect

A

is a phenomenon in which being rewarded for doing something actually diminishes intrinsic motivation to perform

174
Q

“phenomenon in which being rewarded for doing something actually diminishes intrinsic motivation to perform” describes …

A

overjustification effect

175
Q

Define: extrinsic motivation

A

motivation to perform a behavior or engage in an activity to earn rewards or avoid punishment. (not just monetary could be recognition)

176
Q

Define: Intrinsic motivation

A

engage in a behavior or activity because it is personally rewarding.

177
Q

Define: Self Determination Theory

A

Motivation is not a unitary phenomenon. People have different amounts and different kinds of motivation.

178
Q

“Motivation is not a unitary phenomenon. People have different amounts and different kinds of motivation.” describes…

A

Self Deetermination Theory

179
Q

Individuals have three basic needs which are universal and innate which are either satisfied or hindered by their immediate environment. List the 3 needs

A

Competence, Autonomy, Relatedness

180
Q

Define: amotivation

A

having no motivation to do anything

181
Q

Define: Competence

A

people need to gain mastery and be effective in their environment

182
Q

“people need to gain mastery and be effective in their environment” describes

A

competence

183
Q

Define: Autonomy

A

People need to feel in control of their own life, behaviors, and goals.

184
Q

“People need to feel in control of their own life, behaviors, and goals” describes …

185
Q

Define: Relatedness

A

People need to experience a sense of belonging and connection with other people

186
Q

“People need to experience a sense of belonging and connection with other people” describes

A

Relatedness

187
Q

What are the three organizational justices?

A

Distributive justice
Procedural justice
Interactional justice

188
Q

Define: Distributive justice

A

Perceived fairness of outcome

ie. kitchen not earning tips

189
Q

Define: Procedural justice

A

Perceived fairness of the process used to determine the distribution of rewards
ie. boss promoting incompetent brother

190
Q

Define: Interactional justice

A

appropriateness of treatment one receives from authority influenced by the direct supervisor

191
Q

Job Characteristic Model (JCM) describes …

A

any job can be described in terms of five core job dimensions

192
Q

what are the five core dimensions of JCM

A

skill variety, task identity, task significance, autonomy, feedback

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