organisational psychology Flashcards
maslow’s hierarchy of needs
motivation
- physiological
- safety
- love and belongingness
- estem
- self-actiualisation
mclleland’s theory of achievement motivation
motivation
need for:
achievement
affiliation
power
Thematic apperception test
latham and locke’s goal setting theory
motivation
Specific
Measurable
Achievable
Relevant
Time based
clarity, challange, commitment, feedback, task complexity
vroom’s expectancy theory of motivation
valance x intrumentality x expectancy
extrinsic and intrinsic
motivation
extrinsic:
- pay
- bonuses
- profit sharing
- performance related pay: cash bonus, raise…
intrinsic:
1. recognition
2. praise
3. respect
4. empowerment
5. sense of belonging
deci and ryan’s self determination theory
motivation
autonomy
relatedness
competence
key study - motivation
landry et al:
applying self determination theory to motivational rewards
great person theory
leadership
born not made
intelligence
charisma
sociability
confidence
charismatic leader theory
leadership
charisma
popularity
sensitive to their enviroment
good communicators
transformational leader
leadership
idealised influence
inspirational motivation
intellectual stimulation
personal and individual attention
behavioural theories of leadership
leadership
Ohio:
initiating (structural) behaviours
consideration (nurturing) behaviours
Michigan:
employee orientation
product orientation
heifetz’s 6 principles in adaptive challenges
leadership
- get on the balcony
- identify the adaptive challange
- regulate distress
- maintain disciplined attention
- give work back to the employees
- protect voices from below
muczyk and reimann’s 4 styles of leadership
leadership
directive autocrat
permissive autocrat
directive democrat
permissive democrat
scouller’s levels of leadership
leadership
- motivating purpose
- task progress results
- upholding group unity and spirit
- attending to individual effectiveness
public leadership - 1,2, 3 (setting the vision, ensuring unity of purpose, achieving group task, building trust and togetherness, creating peer pressure to ensure high performance standards)
private leadership - 2 and 4 (task and building &maintenance)
personal - all levels (attitude towards others, technical, self-mastery)
key study - leadership
cuadrado
leadership style and gender
kouzes and posner’s leadership practices inventroy
- model the way
- share an inspired vision
- challenge the process
- enable others to act
- encourage the heart
the leadership practices inventory LPI
Followership - kelley
leadership
dependent non-critical thinkers / independent critical thinkers
- passive (sheep)
- alienated
- pragmatic survivors
- conformist
- exemplary
temporal work conditions
work conditions
ROTATIONAL:
forward rotational shifts
backward rotational shifts
rapid rotation shifts
- metropolitan
- continental
slow rotation shifts
ON-CALL
FLEXI-TIME
human and system errors in operator machine systems
health and safety
work conditions
human:
error of commision, omission, sequencing and timing
system:
visual or audio display
key study
work conditions
SWAT monitoring of accidents and risk events
herzberg’s two factor theory
satisfaction at work
hygiene factors:
pay, policies, physical conditions, interpersonal relations
motivational factors:
recognition, sense of achievement, growth and promotional oportunities, responsability
hackman and Oldham’s job characteristics theory
satisfaction at work
skill variety
task identity
task significance - experienced meaningfulness
autonomy - experienced responsibility
feedback - knowledge of the actual results of the work
belias and skilikas’ techniques of job design
satisfaction at work
- job rotation
- job enlargement (vertical/horizontal)
- job enrichement
measuring job satisfaction
satisfaction at work
the job descriptive index
the QWL evaluation scale (walton’s quality of working life)
blau and boal’s absenteeism and organisational commitment model
satisfaction at work
- job involvement
- categories of organisational commitment (behavioural/attitudinal)
e.g: high job involvement - low organisational commitment
type of absence:
medical
career enhancing
normative
calculative
institutional starts
lone wolves
corporate citizens
apathetic employees
key study
satisfaction at work
gicalone and rosenfield
Employee Sabotage in the workplace
- work slowdowns
- destruction of machinery, premises or products
- dishonesty
- causing chaos
tuckman and jensen’s stages of group development
group behaviour
- forming
- storming
- norming
- performing
- adjourning
belbin’s 9 team roles
group behaviour
cerebral
- plants
- specialists
- monitor evaluators
action
- shapers
- implementers
- team workers
people related
- resource investigators
- coordinators
- completer finishers
belbin self perception inventory
symptoms of groupthink
group behaviour
invulnerability
rationale
morality
stereotypes
pressure
self-censorship
illusion of unamity
mindguards
forsyth’s cognitive limitations and errors
group behaviour
sins of
Commission
- belief perseverance
- sunk cost bias
- hindsight bias
omission
- base rate bias
- fundamental attribution error
imprecision
- availability heuristics
- conjunction bias
- representativeness heuristics
key study
group behaviour
claypoole and szalma
performance moitoring
