Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Human Behavior > Preliminary > Flashcards

Preliminary Flashcards

1
Q

Systematic study and careful application of knowledge about how people as individuals and groups act within organization.

A

Organizational Behavior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

It strives to identify ways in which people can act more effectively

A

Organizational Behavior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Other sciences applied to psychology, physiology, to understand human behavior

A

Organizational Behavior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Goals of OB:

A

Describe systematically how people behave
Understand why people behave
Predict future employee behavior
Control/Develop some human activity at work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Forces affecting the nature of organizations

A

People
Structure
Technology
Environment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Organizations as social systems consisting of individuals and groups

A

People

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

The workforce has become a rich melting pot of diversity

A

People

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Decline in work ethic and rise in emphasis on leisure, self-expression, fulfillment and personal growth

A

People

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

It defines the formal relationships and use of people in organization

A

Structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Such relationships create complex problems of cooperation, negotiation and decision making

A

Structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

It provides resources with which people work affects the task they perform

A

Technology

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

It allows people to do more and better work; however, it restricts people in various ways

A

Technology

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Cost vs benefit that technology brings

A

Technology

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Organization operates in an external and internal environments

A

Environment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

New changes in the environment create demands on organization

A

Environment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Fundamental concepts of OB

A

The nature of people

The nature of organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

The nature of people

A 
Individual differences
Desire for involvement
Value of the person
A whole person
Motivates behaviour
Perception
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

The nature of organizations

A

Social systems
Ethics
Mutual interest

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Four approaches to Organizational Behavior

A

Human resources approach
Results-oriented approach
Contingency approach
Systems approach

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

People are to be developed (supportive approach)

A

Human resources approach

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Concern with the growth and development of people toward higher levels pf competency, creativity and fulfillment because people are central resource in any organization

A

Human resources approach

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Helps employees become better, more responsible people, and then it tries to create a climate in which they may contribute to the limits of their improved abilities

A

Human resources approach (supportive approach)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Resulted from the belief that different situations require different behavioral practice for greatest effectiveness

A

Contingency approach

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

There is one best way no longer holds true

A

Contingency approach

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

What if?

A

Contingency approach

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Case to case basis

A

Contingency approach

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Encourages analysis of each situation prior to action while at the same time discouraging habitual practice based on universal assumptions about people

A

Contingency approach

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Dominant goal for many is to be productive

A

Results-oriented approach

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Productivity does not imply that one should produce more output, rather it is a measure of how one efficiently produces whatever output is required

A

Results-oriented approach

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

How do you see the organization as a whole?

A

Systems approach

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Compels managers to take a holistic and synthesizing view of the subject

A

Systems approach

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Managers interpret people- organization relationships in terms of the whole person, whole group, whole organization and whole social system

A

Systems approach

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

After productivity be efficient lesser resources

A

Results-oriented approach

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Nagawa mo ba?

A

Effective

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Paano mo nagawa?

A

Efficient

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Existence needs

A

Physiological needs

Safety/Security Needs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

Relatedness needs

A

Social

Esteem needs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

Growth needs

A

Esteem Needs

Self-Actualization needs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

Theory in psychology proposed by Clayton Alderfer.

A

Alderfer’s ERG Theory

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

He further developed Maslow’s Hierarchy of needs by categorizing it into his ERG Theory which stands for___

A

Clayton Alderfer

Existence, Relatedness, Growth

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

He published it in a _ article entitled __

A

1969

An Empirical Test of a New Theory of Human Need

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

Includes the material and physiological desires of a person, such as food, water, air, clothing, shelter, safety, physical love and affection

A

Existence needs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

Encompass social and external esteem

A

Relatedness Needs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

Relationships with significant others like family, friends, co-workers and employees

A

Relatedness needs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

This also means to be recognized and feel secure as part of a group or family

A

Relatedness needs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

This relates to the external part of the esteem needs

A

Relatedness needs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

Looking for a personal growth and development by doing work that is of high quality and meaningful

A

Growth needs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

This equates to the internal part of Maslow’s self-esteem needs and self-actualization needs

A

Growth needs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

Differences between ERG THEORY and Maslow’s Model

A

It suggests that can be motivated by needs from more than one level at the same time
It acknowledges the importance of the needs varies for each person and as circumstances change
If a relatively more significant need is not gratified, the desire to gratify a lesser need will be increased

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q

Relationships between ERG Theory’s concepts:

A

Satisfaction-progression
Frustration-regression
Satisfaction-strengthening

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

Moving up to higher level needs based on satisfied needs

A

Satisfaction-progression

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
52
Q

If the higher level need remains unfulfilled, a person may regress to lower level pf nerds that appear easier to satisfy

A

Frustration-regression

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
53
Q

Iteratively strengthening the current level of satisfied needs

A

Satisfaction-strengthening

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
54
Q

Two factor theory by

A

Frederick Herzberg

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
55
Q

Two factor Theory Motivation also known as

A

Dual Factors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
56
Q

Maslow’s Hierarchy of Needs was proposed by ___ in his __ paper __ in psychological review

A

Abraham Maslow
1943
A Theory of Human Motivation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
57
Q

He subsequently extended the idea to include his observations of human’s innate curiosity

A

Abraham Maslow

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
58
Q

In the shape of

A

Pyramid

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
59
Q

Maslow’s Hierarchy of Needs

A 
Physiological
Safety and Security
Love and Belonginh
Esteem
Self-actualization
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
60
Q

In ___, he proposed a two-factory theory or ____

A

1959
Frederick Herzberg
Motivator-hygiene theory

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
61
Q

According to him, there are some job factors that result in satisfaction while there are other job factors that prevent dissatisfaction

A

Herzberg

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
62
Q

According to Herzberg, the opposite of “Satisfaction” is ___ and the opposite of “Dissatisfaction” is ___

A

“No satisfaction “

“No Dissatiafaction”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
63
Q

Herzberg classified these job factors into two categories:

A

Hygiene factors

Motivational factors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
64
Q

Those job factors which are essential for existence of motivation at workplace

A

Hygiene factors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
65
Q

These do not lead to positive satisfaction for long-term. But if these factors are absent/non-existant at workplace, then they lead to dissatisfaction

A

Hygiene factors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
66
Q

In other words, they are those factors which when adequate/reasonable in a job, pacify the employees and do not make them dissatisfied.

A

Hygiene factors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
67
Q

These factors are extrinsic to work.

A

Hygiene factors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
68
Q

Other term for Hygiene factors

A

Dissatisfiers or Maintenance factors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
69
Q

It symbolized the physiological needs which the individuals wanted and expected to be fulfilled

A

Hygiene factors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
70
Q

Hygiene factors

A 
Pay
Company policies
Fringe benefits
Physical working conditions
Status
Interpersonal relations 
Job security
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
71
Q

___ structure should be appropriate and reasonable

A

The pay or salary

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
72
Q

It must be equal and competitive to those in the same industry in the same domain

A

Pay

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
73
Q

It should not be too rigid. They should be fair and clear. It should include flexible working hours, dress code, breaks, vacation, etc

A

Company policies and administrative policies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
74
Q

The employees should be offered health care plans (mediclaim), benefits for the family members, employee help programmes, etc

A

Fringe benefits

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
75
Q

The working conditions should be safe, clean and hygienic. The work equipments should be updated and well-maintained

A

Physical working conditions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
76
Q

The employees’ status within the organization should be familiar and retained

A

Status

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
77
Q

The relationship of the employees with his peers, superiors and subordinates should be appropriate and acceptable. There should be no conflict or humiliation element present

A

Interpersonal relations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
78
Q

The organization must provide job security to the employees

A

Job security

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
79
Q

According to Herzberg, this cannot be regarded as motivators

A

Hygiene factors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
80
Q

These yield positive satisfaction

A

Motivational factors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
81
Q

These factors motivate the employees for a superior performance.

A

Motivational factors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
82
Q

Motivational factors are also called as

A

Satisfiers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
83
Q

These factors involved in performing the job

A

Motivational factors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
84
Q

Employees find these factors intrinsically rewarding

A

Motivational factors

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
85
Q

It symbolized the psychological needs that were perceive as an additional benefit

A

Motivational factors

86
Q

Motivational factors

A 
Recognition
Sense of achievement 
Growth and promotional opportunities 
Responsibility 
Meaningfulness of the work
87
Q

The employees should be praised and recognized for their accomplishments by the managers

A

Recognition

88
Q

This depends on the job. There must be a fruit of some sort in the job

A

Sense of achievement

89
Q

There must be growth and advancement opportunities in an organization to motivate the employees to perform well

A

Growth and promotional opportunities

90
Q

The employees must hold themselves responsible for the work

A

Responsibility

91
Q

The managers should give them ownership of the work

A

Responsibility

92
Q

They should minimize control but retain accountability

A

Responsibility

93
Q

The work itself should be interesting and challenging for the employee to get motivated

A

Meaningfulness of the work

94
Q

Content theory

A

Herzberg’s theory
Maslow’s theory
Alderfer’s theory

95
Q

Motivation is internal

A

Content theory

96
Q

Easier to control and manage behavior when you witness the task

A

Organizational Behavior Modification/OB Modification

97
Q

Nagawa na behavior, modify

A

OB Modification

98
Q

Motivation is external

A

OB Modification

99
Q

Application of principles in organizations of behavior

A

OB MOD

100
Q

OB MOD was proposed by

A

B.F. Skinner

101
Q

External behavior

Dependent on the consequences it will have

A

Process theories

102
Q

Whether the effect is favorable or unfavorable

A

Law on Effect

103
Q

Consequences or influences when something good will happen, continue. If something bad will happen, don’t continue

A

Law on effect

104
Q

Sometimes you can learn from the experience of others/environment around you

A

Social learning theory

105
Q

Comes from social learning theory

A

Law on effect

106
Q

Provides that favorable consequences to repeat the behavior

A

Positive reinforcement

107
Q

Process of systematically applying positive reinforcement to getting used to something that will be part of your system

A

Shaping

108
Q

Trained/Molded

A

Shaping

109
Q

From varied degrees

A

Punishment

110
Q

Different from negative reinforcement

A

PUnishment

111
Q

Suspension, warning, reprimand, termination

A

Punishment

112
Q

Favorable practices not recognized because it is not fit into the system

A

Extinction

113
Q

Modeling/learn from the environment

A

Social learning theory

114
Q

You’ll do something because you’re avoiding unfavorable consequences

A

Negative reinforcement

115
Q

Ex: Exemption from Quiz/exam, Model Student, Salary Increase/GC/Perks, Credit card/Rewards Card

A

Positive reinforcement

116
Q

What you see

A

Hygiene factors

117
Q

What you don’t see

A

Motivational factors

118
Q

Expectancy theory proposed by:

A

Victor H. Vroom (1964)

119
Q

Equity model proposed by

A

J. Stacy Adams

120
Q

Equity Model and Expectancy Theory are

A

Process-based theories

121
Q

It assumes that behavior results from conscious among alternatives whose purpose is to maximize pleasure and to minimize pain

A

Expectancy theory

122
Q

He realized that an employee’s performance is based on individual factors such as personality, skills, knowledge, experience and abilities

A

Expectancy theory

Victor H. Vroom

123
Q

This theory emphasize the needs for organizations to relate rewards directly to performance and to ensure that the rewards provided are those rewards deserved and wanted by the recipients

A

Expectancy theory

124
Q

Motivation is made up of these factors/based upon the following beliefs:

A

Expectancy
Instrumentality
Valence

125
Q

Expectancy theory

A

Effort-Performance-Rewards/Outcomes

126
Q

Effort

A

Will my effort improve my performance?

127
Q

Performance

A

Will performance lead to rewards?

128
Q

Will rewards satisfy my individual goals?

A

Rewrds/Outcomes

129
Q

Belief that I can try hard, I can do better

A

Expectancy

130
Q

Belief that if I do better, I get a reward

A

Instrumentality

131
Q

Value of the outcomes to the person vs indifference or aversion

A

Valence

132
Q

Equality, to be fair and justified

A

Equity Model

133
Q

State and fairness and justice, sense of justice an employee has

A

Equity model

134
Q

Concerning more than needs but rewards (fair)

A

Equity model

135
Q

Two factors in the equity model

A

Inputs

Outcomes

136
Q

Rich and diverse elements employees contribute to the job

A

Inputs

137
Q

Example: Education, Seniority, Experience, Loyalty, Time, Effort, Creativity

A

Inputs

138
Q

Rewards they get from their jobs and employers

A

Outcomes

139
Q

Ex: Direct pay, Fringe benefits, something extra like travel, job security, social and psychological rewards

A

Outcomes

140
Q

Types of Inequity Reactions

A

Internal, Physical
Internal, Psychological
External Physical
External Psychological

141
Q

The reaction you get when you work hard

A

Overreward

142
Q

Internal Physical, Overreward Reaction

A

Work harder

143
Q

Internal Physical, Underreward Reaction

A

Lower productivity

144
Q

Internal Psychological, Overreward Reaction

A

Discount the reward, Encourage the referent

145
Q

Internal Psychological, Underreward Reaction

A

Inflate value of reward

146
Q

External Physical Overreward Reaction

A

Obtain more

147
Q

External Physical, Underreward Reaction

A

Bargain for more, possibly quit

148
Q

External Psychological, Overreward Reaction

A

Change the referent

149
Q

External Psychological, Underreward Reaction

A

Change the referent/person, look for another

150
Q

Different preferences for equity

A

Equity sensitivity

151
Q

No how small or big of rewards, but the procedure

A

Procedural justice

152
Q

Focuses on 2 elements

A

Interpersonal treatment

Clarity of expectation

153
Q

Make up the internal social system of an organization

A

People

154
Q

Employees bring a wide array of educational backgrounds, talents and perspective to their job

A

Diversity

155
Q

Five Models of Organizational Behavior

A 
Autocratic Model
Custodial Model
Supportive Model
Collegial Model
System Model
156
Q

Basis of model

A 
Managerial Orientation
Employee Orientation
Employee Psychological
Employee needs met
Performance results
157
Q

Autocratic Model

A

Theory X

158
Q

Custodial model

A

Theory Y

159
Q

Supportive Model

A

Theory Y

160
Q

System Model

A

Theory Y

161
Q

Collegial Model

A

Theory Y

162
Q

No best model, they were dynamic, effective during that time but it changes everyday

A

5 models of OB

163
Q

It depends on power. Those who are in command must have the power “you do this-or else”

A

Autocratic model

164
Q

Respect who’s in the position

A

Power

165
Q

Flat organization decides authority of command lowers

A

Decentralization

166
Q

Under autocratic conditions, the employee orientation ___to a boss, not respect for a manager. The psychological result for employee is __ on their boss. The employer pays minimum in wages because ___ is given by employees (who may lack the qualifications for advancement)

A

Obedience
Dependence
Minimum performance

167
Q

Economic man, social money. Before it’s all about money

A

Custodial modey

168
Q

“Thought back” They wanted to say many things filled with frustration, insecurity and aggressions

A

Custodial model

169
Q

Human Resources Approach

A

Supportive model

170
Q

Managers provide employees what they need

A

Supportive model

171
Q

Most popular concept in Marketing

A

Supportive Model

172
Q

It change depends on the people, life-giving principle

A

Leadership

173
Q

Systems approach

A

System Model

174
Q

Useful extension of the supportive model

A

Collegial model

175
Q

Relates to a body of people working together cooperatively

A

Collegial

176
Q

It depends on leadership instead of power or money

A

Supportive model

177
Q

Lower-orders needs

A

Safety and Physiological Needs

178
Q

Higher Order needs

A

Self-Actualization
Esteem
Love/Belonging

179
Q

Involves basic survival

A

Physiological needs

180
Q

If these requirements are not met, human body will not function

A

Physiological needs

181
Q

Metabolic requirements to survive

A

Air
Water/Food
Sleep

182
Q

For protection from the elements

A

Clothing and shelter

183
Q

Security for environment, financial and well-being

A

Safety and Security Needs

184
Q

Freedom from a dangerous work environment

A

Safety and Security Needs

185
Q

Economic security (no-layoff guarantee or comfortable retirement plan)

A

Safety and Security

186
Q

Health and well-being

A

Safety and Security

187
Q

Safety net against accident/illness

A

Safety and Security

188
Q

Concerns love, belongingness and social involvement at work

A

Belonging and social need

189
Q

Friendships, compatible associates, family, intimacy/belonging

A

Belonging and social needs

190
Q

Including one’s feelings of self-worth and of competence

A

Esteem and Status Needs

191
Q

Self-confidence and self-respect/value

A

Esteem and Status Needs

192
Q

Desire of someone to accomplish everything that they can be, to become the most they can be

A

Self-actualization and Fulfillment Needs

193
Q

Theory X and Y composed by

A

Douglas McGregor

194
Q

Theories of human motivation and management

A

Theory X and Theory Y

195
Q

The theories look at how a manager’s perceptions of what motivates his or her team members affects the way he/she shares

A

Theory X and Y

196
Q

Theory X Assumptions

A 
Dislikes working
Lack of responsibility
Lack of ambition
Need to be controlled/dictated
Need to be punished to be more productive
Self-centered/resistant to change
197
Q

Theory Y Assumptions

A 
Work naturally
People are not inherently lazy
Can make decisions
People have potential
Learn to accept and seek responsibility
Imaginative and Creative
198
Q

With the assumptions of Theory X, the managerial role is

A

Coerce and control employees

199
Q

It stresses the importance of strict supervisions, external rewards, and penalties

A

Theory X

200
Q

This assumes that employees are naturally unmotivated and dislike working, and this encourages on authoritarian style of management

A

Theory X

201
Q

Typical management view of employees

A

Theory X

202
Q

Traditional set of assumptions about people

A

Theory X

203
Q

With the assumptions of Theory Y, managerial role,

A

Develop potential in employees and help them release that potential toward common objectives

204
Q

It highlights the motivating role of job satisfaction and encourages workers to approach tasks without direct supervision

A

Theory Y

205
Q

It assumes that employees are happy to work, are self-motivated and creative, and enjoy working with greater responsibility

A

Theory Y

206
Q

Implies a more humanistic and supportive approach to managing people

A

Theory Y

207
Q

How much you believe your performance in achieving desired goals

A

Expectancy

208
Q

How much you like/want the reward?

A

Valence

209
Q

Employees have different expectations and levels of confidence about what they are capable of doing. Management must discover what respurces, training or supervision employees need

A

Expectancy

210
Q

The perception of employees as to whether they will actually get what they desire even if it has been promised by a manager. Management must ensure that promises of rewards arefulfilled and that employees are aware of that

A

Instrumentality

211
Q

Refers to the emotional orientations people hold with respect to outcomes (rewards)

A

Valence

212
Q

The depth of the want of an employee for EXTRINSIC (money, promotion, time-off, benefits) or INTRINSIC (satisfaction, rewards). Management must discover what employee value

A

Valence

Human Behavior (4 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions