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PSYCH238 > Personality & Learning > Flashcards

Personality & Learning Flashcards

1
Q

Personality

A

Relatively stable set of psychological characteristics that influences the way an individual interacts with their environment and how they feel, think, and behave
Susceptible to change through adult learning experiences
Personality predicts things (important to know about)

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2
Q

Attribution

A

Process by which we assign causes or motives to explain people’s behaviour
Dispositional & situational

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3
Q

Interactionist approach/interactionism

A

Organizational behaviour is a function of dispositions and the situation
Most widely accepted theory today
Personality has most impact in weak situations (not clear how a person should behave)
Personality has less impact in strong situations (clear expectations about expected behaviour)

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4
Q

Trait Activation Theory

A

Personality traits lead to certain behaviours only when the situation makes the need for that trait salient
Fit: put the right person in the right job

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5
Q

Basic Model

A

Person/personality leads to thinking/feeling a certain way, leading to behaviour/performance
Dispositional approach
Can look at the person, the environment, or the interaction between them in producing behaviour

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6
Q

Trait

A

Person, individual difference, personality

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7
Q

Stage (situation)

A

Environment, situation

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8
Q

Trait X State

A

Person (P) x environment (E)

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9
Q

Five Factor Model of Personality

A

CANOE (conscientiousness, agreeableness, neuroticism/emotional stability, openness to experience, extraversion)
Efficient
Culturally robust
Heritability and stability
Factor analysis

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10
Q

Locus of Control

A

Individuals’ beliefs about the location of the factors that control their behaviour
High internals: opportunity to control their own behaviour resides within themselves
High externals: believe that external forces determine their behaviour

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11
Q

Self Esteem

A

Degree to which a person has a positive self evaluation
High: favourable self images
Low: unfavourable self images, uncertain about the correctness of their opinions, attitudes, and behaviours

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12
Q

Behavioural Plasticity Theory

A

People with LSE are more susceptible to external and social influences than those who have HSE
LSE people are more pliable
LSE people seek approval from others, do not react well to ambiguous situations

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13
Q

Positive Affectivity

A

Experience positive emotions and moods like joy and excitement and view the world in a positive light
Cheerful, enthusiastic, lively, sociable, energetic

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14
Q

Negative Affectivity

A

Experience negative emotions and moods like fear and anxiety and view the world in a negative light
Overall negative view of themselves and the world
Tend to be distressed, depressed, unhappy

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15
Q

Proactive Behaviour

A

Taking initiative to improve one’s current circumstances or creating new ones

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16
Q

Proactive Personality

A

Unconstrained by situational forces and act to change and influence their environment
Stable personal disposition
Persevere until they bring about meaningful change
Related to positive job outcomes

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17
Q

General Self Efficacy (GSE)

A

Individual’s belief in their ability to perform successfully in a variety of challenging situations
Motivational trait because reflects people’s belief of success not how they feel about themselves
Develops over lifetime
Experiencing many successes = high GSE and vice versa

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18
Q

Core Self Evaluations (CSE)

A

Multidimensional trait and broad personality concept that consists of several more specific traits
Individuals hold evaluations about themselves and their self worth or worthiness, competence, and capability
Made up of four traits: self esteem, general efficacy, locus of control, neuroticism (emotional stability)

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19
Q

Learning

A

When practice or experience leads to relatively permanent change in behaviour potential
Rules out viewing behavioural changes caused by factors like drug intake or biological maturation as learning

20
Q

Practical Skills

A

Job specific skills, knowledge, and technical competence

21
Q

Intrapersonal Skills

A

Problem solving, critical thinking, learning about alternative work processes, risk taking

22
Q

Interpersonal Skills

A

Interactive skills such as communicating, teamwork, conflict resolution

23
Q

Cultural Awareness

A

Learning the social norms of organizations and understanding company goals, business operations, and company expectations and priorities

24
Q

Operant Learning

A

Subject learns to operate on the environment to achieve certain consequences
B F Skinner
Behaviour is controlled by the consequences that follow it

25
Q

Reinforcement

A

Stimuli strengthen behaviours
Reinforcer: stimulus that follows some behaviour and increases or maintains the probability of that behaviour
E.g. sales commission is reinforcer for sales people

26
Q

Positive Reinforcement

A

Increases or maintains probability of some behaviour by the application or addition of a stimulus to the situation
E.g. food, praise, money, success

27
Q

Negative Reinforcement

A

Increases or maintains the probability of a behaviour by removing a stimulus from the situation
Also occurs when a response prevents an event or stimulus from occurring
Negative reinforcer: removed or prevented stimulus
E.g. nagging

28
Q

Extinction

A

Terminating reinforcement maintaining an unwanted behaviour
Without reinforcement a behaviour will dissipate over time

29
Q

Punishment

A

Following an unwanted behaviour with some unpleasant, aversive stimulus
Nasty stimulus applied after a certain behaviour, decreasing the probability of it occurring later
E.g. criticism

30
Q

Increasing Effect of Punishment

A

Chosen punishment is aversive
Punish immediately
Do not reward unwanted behaviour
Do not inadvertently punish desired behaviour

31
Q

Triadic Reciprocal Causation

A

Personal factors and environmental factors work together and interact to influence people’s behaviour
People’s behaviour also influences the environment and personal factors

32
Q

Social Cognitive Theory

A

Emphasizes the role of cognitive processes in regulating behaviour
People learn by observing behaviour of others
Manage our own behaviour by thinking about consequences of actions, setting performance goals, monitoring performance and comparing to goals, and rewarding themselves for goal accomplishment

33
Q

Observational Learning

A

Process of observing and imitating the behaviour of others
Learning occurs by observing or imagining behaviour of others (not through direct personal experience)
See the consequence of behaviour for others

34
Q

Self Efficacy Beliefs

A

Beliefs people have in their ability to successfully perform a task
Task specific cognitive appraisal of one’s ability to perform a task
Can have different efficacy beliefs for different tasks
Can be changed and modified in response to sources of info

35
Q

Self Regulation

A

Employees use learning principles to manage their own behaviour
Observing own behaviour, comparing behaviour with the standard, rewarding oneself if behaviour meets the standard

36
Q

Discrepancy Reduction

A

When discrepancy exists between goals and performance individuals are motivated to modify behaviour in pursuit of goal attainment

37
Q

Discrepancy Production

A

When goals are attained, they set even higher goals

38
Q

Organizational Behaviour Modification (OB mod)

A

Systematic use of learning principles to influence organizational behaviour

39
Q

Employee Recognition Programs

A

Formal organizational programs that publicly recognize and reward employees for specific behaviours

40
Q

Effective Recognition

A

How a person will be recognized
Type of behaviour being encouraged
Manner of the public acknowledgement
Token or icon of the event for the recipient

41
Q

Peer Recognition Programs

A

Formal programs in which employees can publicly acknowledge, recognize, and reward their coworkers work and performance

42
Q

Training

A

Planned organizational activities designed to facilitate knowledge and skill acquisition to change behaviour and improve performance
Development focuses on future job responsibilities

43
Q

Behaviour Modelling Training (BMT)

A

Training method in which trainees observe a model performing a task followed by opportunities to practice the behaviours

44
Q

Task Performance

A

Behaviours involved in the transformation of organizational resources into goods and services (e.g. job ad)

45
Q

Organizational Citizenship Behaviour

A

Voluntary employee activities that may or may not be rewarded, but contribute to the organization by improving the quality of the setting

PSYCH238 (13 decks)

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