midterm concepts ob

Question 1

The big 5 personality traits

Answer 1

Conscientiousness

Agreeableness

Neuroticism

Openness to experience

Extraversion

Question 2

Three Types of organizational Commitment

Answer 2

1. Affective Commitment:
   (affection to the company)
   2. Continuance Commitment:
      (they will continue to stay because they need to)
   3. Normative Commitment:
      (normative–>compulsory)

Question 3

Withdrawal Behavior description

Answer 3

Definition: A set of actions employees perform to avoid the work situation, which may lead to quitting.

Question 4

Withdrawal Behavior 2 types

Answer 4

Psychological Withdrawal: Mental escape from the work environment (e.g., daydreaming, cyberloafing).

Physical Withdrawal: Physical absence from work (e.g., tardiness, absenteeism, long breaks).

Question 5

what is locus of control

Answer 5

degree to which individuals believe they control the events affecting them.

Question 6

2 types of locus of control

Answer 6

1. 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

Question 7

types of values in job satisfaction

Answer 7

pay satisfaction

promotion satisfaction

supervision satisfaction

values leadership and support

coworker satisfaction

satisfaction with the work itself

Question 8

What are stress strains

Answer 8

strains are negative conseqauences resulting from the stress response

Question 9

types of stressors

Answer 9

challenge stressors
time pressure, work complexity, work responsability

hindrance stressors
role conflict, role overload daily hassles

Question 10

stress Coping Methods

Answer 10

Problem-Focused Coping: Managing the stressor directly by addressing the demand.

	Emotion-Focused Coping: Managing the emotional reaction to the stressor.

Question 11

Types of Forces, motivation

Answer 11

Internal: Purpose, confidence.

External: Goals, incentives.

Question 12

motivation, Expectancy Theory components:

Answer 12

i. Expectancy: expect that effort leads to performance.

ii. Instrumentality: Belief that performance will result in outcomes.

iii. Valence: The value of those outcomes.

Question 13

Goal Setting Theory: affects:

Answer 13

i. Self-set goals: Personal benchmarks.

ii. Task strategies: Ways employees work toward goals.

Question 14

Equity Theory:

Answer 14

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

Question 15

4. Psychological Empowerment in employees work:

Answer 15

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.

Question 16

b. Strongest motivators:

Answer 16

i. Self-efficacy/competence.

ii. Goal difficulty.

iii. Expectancy, instrumentality, valence.

Question 17

compensation systems, individual-focused:

Answer 17

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.

Question 18

3 types of Compensation Systems

Answer 18

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.

Question 19

Three Types of Trust: DCA

Answer 19

1. Disposition-based Trust:
   i. Trust rooted in an individual’s personality.
   ii. Some people have a general willingness to trust others (“trust propensity”).
2. 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.
3. 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.

Question 20

Four Dimensions of Justice:

Answer 20

1. Distributive Justice:
   • Fairness in how outcomes like pay or promotions are distributed.
   • Based on equity (fairness), equality, or need.
2. 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.
3. Interpersonal Justice:
   • Fairness in how people are treated by authority figures.
   • Includes being treated with respect and propriety.
4. Informational Justice:
   • Fairness in the communication from authorities.
   • Focuses on clear, honest, and justified information shared with employees.

Question 21

Four-Component Model of Ethical Decision Making:

Answer 21

1. Moral Awareness:
   i. Recognizing that a moral issue exists in a situation.
2. Moral Judgment:
   i. Identifying the morally “right” decision or course of action.
   ii. Theories of ethical decision-making include:
3. 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.
4. Ethical Behavior:
   i. Actions that are consistent with accepted moral norms.

Question 22

Moral Awareness:

Answer 22

i. Recognizing that a moral issue exists in a situation

Question 23

Types of Knowledge

Answer 23

1. Explicit Knowledge:
   a. Easily communicated and shared.
   b. Information you can sit down and learn (e.g., reading manuals, attending lectures).
2. Tacit Knowledge:
   a. More personal, difficult to articulate.
   b. Acquired through experience (e.g., knowing how to handle unique situations without a set formula).

Question 24

3 Methods of Learning

Answer 24

1. Reinforcement:
2. Observation:
3. Goal Orientation:

Question 25

types of Reinforcement:

Answer 25

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.

Question 26

Goal Orientation type of learning

Answer 26

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.

Question 27

Decision-Making Methods

Answer 27

1.Programmed Decisions

2.Non-Programmed Decisions:

Question 28

Programmed Decisions:

Answer 28

a. Routine and automatic.

b. Based on experience and known patterns.

c. Often made by experts using intuition.

Question 29

Non-Programmed Decisions:

Answer 29

a. Unique, complex, or new problems.

b. Involves following the rational decision-making model

Question 30

Decision-Making Problems

Answer 30

1. Bounded Rationality:
2. Faulty Perceptions:
3. Faulty Attributions:
4. Escalation of Commitment:

Question 31

Bounded Rationality:

Answer 31

a. Individuals cannot process all information, so they simplify complex decisions.

b. Satisficing: Settling for a solution that is “good enough.”

Question 32

Faulty Perceptions:

Answer 32

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.

Question 33

Escalation of Commitment:

Answer 33

Continuing a failing course of action due to previous investments (time, money, effort).

Question 34

How Learning Affects Job Performance and Organizational Commitment

Answer 34

1. Learning correlates positively with job performance, especially task performance.
2. Weak correlation between learning and organizational commitment.

Question 35

rational decision-making model:

Answer 35

i. Identify problem.
ii. Determine criteria for making a decision.
iii. Generate alternatives.
iv. Evaluate alternatives.
v. Choose the best solution.

Question 36

Faulty Attributions:

Answer 36

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.

Question 37

Moral intensity:

Answer 37

The degree to which an issue has ethical urgency.

Question 38

Moral attentiveness:

Answer 38

The extent to which people perceive and consider moral issues.

Question 39

Moral Judgment:

Answer 39

Identifying the morally “right” decision or course of action.