midterm concepts ob Flashcards
The big 5 personality traits
Conscientiousness
Agreeableness
Neuroticism
Openness to experience
Extraversion
Three Types of organizational Commitment
- Affective Commitment:
(affection to the company)- Continuance Commitment:
(they will continue to stay because they need to) - Normative Commitment:
(normative–>compulsory)
- Continuance Commitment:
Withdrawal Behavior description
Definition: A set of actions employees perform to avoid the work situation, which may lead to quitting.
Withdrawal Behavior 2 types
Psychological Withdrawal: Mental escape from the work environment (e.g., daydreaming, cyberloafing).
Physical Withdrawal: Physical absence from work (e.g., tardiness, absenteeism, long breaks).
what is locus of control
degree to which individuals believe they control the events affecting them.
2 types of locus of control
- Internal Locus of Control:
they think what happens to them is directly linked to their behaviour-better quality life
External Locus of Control:
they think that everything happens because of mere luck
types of values in job satisfaction
pay satisfaction
promotion satisfaction
supervision satisfaction
values leadership and support
coworker satisfaction
satisfaction with the work itself
What are stress strains
strains are negative conseqauences resulting from the stress response
types of stressors
challenge stressors
time pressure, work complexity, work responsability
hindrance stressors
role conflict, role overload daily hassles
stress Coping Methods
Problem-Focused Coping: Managing the stressor directly by addressing the demand.
Emotion-Focused Coping: Managing the emotional reaction to the stressor.
2 Types of Forces, motivation
Internal: Purpose, confidence.
External: Goals, incentives.
motivation, Expectancy Theory components:
i. Expectancy: expect that effort leads to performance.
ii. Instrumentality: Belief that performance will result in outcomes.
iii. Valence: The value of those outcomes.
Goal Setting Theory: affects:
i. Self-set goals: Personal benchmarks.
ii. Task strategies: Ways employees work toward goals.
Equity Theory:
c. Underreward Inequity: Leads to lower motivation, counterproductive behaviors.
d. Overreward Inequity: Leads to cognitive distortion, this is when they start to believe that they are working harder and deserve more pay
- Psychological Empowerment in employees work:
i. Meaningfulness: Connection between work and personal ideals.
ii. Self-determination: Sense of choice in work tasks.
iii. Competence: Belief in capability to perform tasks.
iv. Impact: Feeling that work makes a difference.
b. Strongest motivators:
i. Self-efficacy/competence.
ii. Goal difficulty.
iii. Expectancy, instrumentality, valence.
compensation systems, individual-focused:
Individual-focused:
i. Piece-rate pay: Payment for each unit produced or sold.
ii. Merit pay: Base salary increase based on performance evaluations.
iii. Lump-sum bonuses: One-time payment for achieving goals.
iiii. Recognition awards: Tangible or intangible rewards for achievements.
3 types of Compensation Systems
a. Individual-focused
b. Unit-focused: Gain sharing encourages collaboration by rewarding team performance.
c. Organization-focused: Profit sharing aligns employee success with organizational success.
Three Types of Trust: DCA
- Disposition-based Trust:
i. Trust rooted in an individual’s personality.
ii. Some people have a general willingness to trust others (“trust propensity”). - Cognition-based Trust:
i. Trust based on a rational assessment of someone’s trustworthiness.
ii. Relies on the evaluation of their ability, benevolence, and integrity. - Affect-based Trust:
i. Trust based on emotional bonds.
ii. This form of trust goes beyond rational thinking and is driven by feelings of closeness and fondness.
Four Dimensions of Justice:
- Distributive Justice:
• Fairness in how outcomes like pay or promotions are distributed.
• Based on equity (fairness), equality, or need. - Procedural Justice:
• Fairness in the processes that lead to decisions or outcomes.
• Involves consistency, avoiding bias, accuracy, the ability to correct errors, and ethical decision-making. - Interpersonal Justice:
• Fairness in how people are treated by authority figures.
• Includes being treated with respect and propriety. - Informational Justice:
• Fairness in the communication from authorities.
• Focuses on clear, honest, and justified information shared with employees.
Four-Component Model of Ethical Decision Making:
- Moral Awareness:
i. Recognizing that a moral issue exists in a situation. - Moral Judgment:
i. Identifying the morally “right” decision or course of action.
ii. Theories of ethical decision-making include: - Moral Intent:
i. Reflects an authority’s degree of commitment to the moral course of action.
ii. Moral intent can be influenced by situational pressures, like incentives or corporate culture. - Ethical Behavior:
i. Actions that are consistent with accepted moral norms.
Moral Awareness:
i. Recognizing that a moral issue exists in a situation
Types of Knowledge
- Explicit Knowledge:
a. Easily communicated and shared.
b. Information you can sit down and learn (e.g., reading manuals, attending lectures). - Tacit Knowledge:
a. More personal, difficult to articulate.
b. Acquired through experience (e.g., knowing how to handle unique situations without a set formula).
3 Methods of Learning
- Reinforcement:
- Observation:
- Goal Orientation:
types of Reinforcement:
a. Positive Reinforcement: Providing rewards for desired behavior.
b. Negative Reinforcement: Removing negative consequences after desired behavior occurs.
c. Punishment: Adding a negative outcome to discourage behavior.
d. Extinction: Ignoring or removing a reward to reduce unwanted behavior.
Goal Orientation type of learning
a. Learning Orientation: Focus on improving competence.
b. Performance-Prove Orientation: Focus on demonstrating competence to gain favorable judgments.
c. Performance-Avoid Orientation: Focus on demonstrating competence to avoid negative judgments.
Decision-Making Methods
1.Programmed Decisions
2.Non-Programmed Decisions:
Programmed Decisions:
a. Routine and automatic.
b. Based on experience and known patterns.
c. Often made by experts using intuition.
Non-Programmed Decisions:
a. Unique, complex, or new problems.
b. Involves following the rational decision-making model
Decision-Making Problems
- Bounded Rationality:
- Faulty Perceptions:
- Faulty Attributions:
- Escalation of Commitment:
Bounded Rationality:
a. Individuals cannot process all information, so they simplify complex decisions.
b. Satisficing: Settling for a solution that is “good enough.”
Faulty Perceptions:
a. Selective Perception: Focusing on information that aligns with existing beliefs.
b. Projection Bias: Assuming others think, feel, and act the same way you do.
c. Stereotyping: Judging someone based on perceived group characteristics.
Escalation of Commitment:
Continuing a failing course of action due to previous investments (time, money, effort).
How Learning Affects Job Performance and Organizational Commitment
- Learning correlates positively with job performance, especially task performance.
- Weak correlation between learning and organizational commitment.
rational decision-making model:
i. Identify problem.
ii. Determine criteria for making a decision.
iii. Generate alternatives.
iv. Evaluate alternatives.
v. Choose the best solution.
Faulty Attributions:
a. Fundamental Attribution Error: When someone else fails, we tend to think it’s because of their personality or choices, not because of outside reasons.
b. Self-Serving Bias: When we succeed, we credit ourselves, but when we fail, we blame outside factors.
Moral intensity:
The degree to which an issue has ethical urgency.
Moral attentiveness:
The extent to which people perceive and consider moral issues.
Moral Judgment:
Identifying the morally “right” decision or course of action.
