Organizational Behaviour - Chapter 5

Question 1

An individual’s emotional and cognitive( logical) motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals

Answer 1

Employee engagement

Question 2

hard wired characteristics of the brain that attempt to keep us in balance by correcting deficiencies

Answer 2

Drive

Question 3

What are the 5 things that make up Maslow’s Needs Hierarchy?

Answer 3

Self Actualization
Esteem
Belongingness
Safety
Physiological

Question 4

What are the two innate drives that do not fit into Maslow’s Hierarchy?

Answer 4

1. Need to know

2. Need for aesthetic beauty

Question 5

motivation controlled by the individual and experienced from the activity itself

Answer 5

Intrinsic motivation

Question 6

When people are motivated for instrumental reasons to receive something that is beyond their personal control

Answer 6

Extrinsic motivation

Question 7

What are the 3 needs in the learned needs theory?

Answer 7

Need for Achievement
Need for Power
Need for Affiliation

Question 8

What are the four drives inside the four drive theory?

Answer 8

1. Drive to acquire
2. Drive to bond
3. Drive to comprehend
4. Drive to defend

Question 9

Work effort is directed toward behaviors tha people believe will produce the most favorable outcomes

Answer 9

Expectancy theory

Question 10

What are the three components of the expectancy theory model?

Answer 10

1. E to p expectancy
2. P to o expectancy
3. outcome valence

Question 11

Individual’s perception that his or her effort will result in a particular level of performance

Answer 11

E to p expectancy

Question 12

The perceived probability that a specific behavior or performance level will lead to a particular outcome

Answer 12

P to O expectancy

Question 13

The anticipated satisfaction or dissatisfaction that an individual feels toward an outcome

Answer 13

Outcome valence

Question 14

What are the A-B-C’s of OB Mod?

Answer 14

Antecedents
Behaviour
Consequences

Question 15

events following a particular behaviour that influence its future occurrence

Answer 15

Consequences

Question 16

Events preceeding the behaviour that inform employees that a particular action will produce specific consequences

Answer 16

Antecedents

Question 17

What are the four types of consequences (called the contingencies of reinforcement?)

Answer 17

1. Positive reinforcement
2. Punishment
3. Extinction
4. Negative Reinforcement

Question 18

states that much learning occurs by observing and modeling others as well as by anticipating the consequences of our behavior

Answer 18

Social Cognitive theory

Question 19

What are the two ways that goal setting potentially improves employee performance?

Answer 19

1. Amplifying the intensity and persistence of effort
2. Giving employees a more precise understanding of their role obligations to their effort is channeled toward behaviours that will imnprove work performance

Question 20

What does the Acronym Smarter stand for?

Answer 20

Specific
Measurable
Achieveable
Relevant
Time-Framed
Exciting
Reviewed

Question 21

Maximizing employees’ potential by focusing on their strengths rather than weaknesses

Answer 21

Strength-based coaching

Question 22

Refers to perceived fairness in the outcomes we receive compared to our contributions and the outcomes and contributions of others.

Answer 22

Distributive justice

Question 23

Refers to fairness of the procedures used to decide the distribution of resources

Answer 23

Procedural Justice

Question 24

Operates when we believe that everyone in the group should receive the same outcomes

Answer 24

Equality principles

Question 25

applied when we believe that those with the greatest need should receive more outcomes than others with less need

Answer 25

Need principles

Question 26

Decrees that people should be paid in proportion to their contribution

Answer 26

Equity principles

Question 27

Employees determine feelings of equity be comparing their own outcome/input ratio to the outcome/input ratio of some other person.

Answer 27

Equity theory

Question 28

What are the actions that reduce inequity tension?

Answer 28

1. Change our inputs
2. Change our outcomes
3. Change other’s inputs
4. Change other’s outcomes
5. Change our perceptions
6. Change comparison other
7. leave the field