Quiz 1 Review Flashcards
Organizational Behavior
The study of human behavior in organized settings, the interface between human behavior and the organization, and the organization itself
Realistic Job Preview
Gives a candidate a picture of both positive and negative features of the job and the organization before they are hired
Main Individual Differences
IQ and Personality
Individual Differences
personal attributes that vary from one person to another (psychological, physical, and emotional)
Types of Fit (table)
6
Supplementary Fit
Identical fit (everyone is the same and we hire another person who is the same)
Complementary Fit
10% different (everyone is the same and we hire someone slightly different)
Person-Job Fit
The degree to which a person’s skills, knowledge, abilities, and other characteristics match the job demands
Person-Group Fit
The extent to which an individual fits with the workgroup’s and supervisor’s work styles, skills, and goals
Person-Organization Fit
The degree to which a person’s values, personality, goals, and other characteristics match those of the organization
IQ
The capability to rapidly and fluidly acquire, process, and apply information
Subsets of IQ
linguistic, logical, musical, bodily, spatial, interpersonal, intrapersonal
Big Five
OCEAN
Openness to Experience
The tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks, change as a result of new information
Conscientiousness
The tendency to be careful, scrupulous, and perseversing
Extraversion
The tendency to experience positive emotions and moods and to feel good about oneself and the rest of the world
Agreeableness
The tendency to get along well with other people
Neuroticism
The tendency to experience negative emotions and moods, such as anger, anxiety, depression, distress, vulnerability, and tendency to be critical of oneself and others (emotional stability)
Narcissism
The degree of sense of self-importance and arrogance
Conflicting Needs of Narcissism
Need for acclaim and need to dominate
Internal Locus of Control
The tendency to locate responsibility for one’s own fate within itself
External Locus of Control
The tendency to locate responsibility for one’s own fate in outside forces and to believe one’s own behavior has little impact on outcomes
Self-Esteem
The degree to which individuals feel good about themselves and their capabilities
Self-Efficacy
The degree to which individuals are confident in their ability to organize and execute the courses of action necessary to accomplish tasks
Authoritarianism
The belief that power and status differences are appropriate within hierarchical social systems such as organizations
Machiavellianism
Behavior directed at gaining power and controlling the behavior of others
Tolerance for Risk (Risk Propensity)
The degree to which a person is willing to take chances and make risky decisions
Tolerance for Ambiguity
The tendency to view ambiguous situations as either threatening or desirable
Deep-Level Diversity
Members come from a variety of functional backgrounds and have a wide variety of work experiences
Surface-Level Diversity
Observable differences in people, including race, rage, ethnicity, physical abilities, physical characteristics, and gender
Separation Diversity
Differences in position or opinion among group members reflecting disagreement or opposition
Variety Diversity
Differences in a certain type or category, including group members’ expertise, knowledge, or functional background
Disparity Diversity
Differences in the concentration of valuable social assets or resources (ex. rank, pay, decision-making authority, status)
Reverse Mentoring
Younger and newly hired employees mentor senior executives, often on latest developments with digital technologies
Top management support for diversity and for diversity initiatives
The most important element in effectively leveraging the positive potential of diversity
New employment relationships, diversity, globalization, technology, and ethics of corporate governance
The five central environmental forces for change faced by today’s organizations
Attitude
A person’s complexes of beliefs and feelings about specific ideas, situations, and other people
Job Satisfaction
The extent to which a person is gratified or fulfilled by his or her work
Organizational Commitment
A person’s identification with and attachment to an organization
Employee Engagement
A heightened emotional and intellectual connection to the job that induced an employee to apply discretionary effort to the work
Causes of Job Satisfaction
Compensation and benefits, relationships and communication, work-life balance, job design, career development and recognition, economic and professional stability, work environment and culture
Types of Organizational Commitment
Affective, Normative, Continuance
Cognitive Component of Attitude
The opinion or belief segment of an attitude
Affective Component of Attitude
The emotional or feeling segment of an attitude
Moods
Feelings or state of mind that are less intense than emotions and are not directed at anything in particular
Emotions
Intense feelings that are directed at someone or something, usually linked to a specific cause
Behavioral Component of Attitude
An intention to behave in a certain way toward someone or something
Cognitive Dissonance
The anxiety a person experiences when their behavior contradicts their attitudes or when they simultaneously hold two contradictory attitudes
Counterproductive Work Behavior
Actions that actively damage. the organization, including stealing, behaving aggressively toward coworkers, and being late or absent
Organizational Citizenship Behavior
Going beyond normal expectations to improve operations of the organization, as well as defending the organization and being loyal to it
Emotional Labor
An employee’s expression of organizationally desired emotions during interpersonal transactions at work
Surface Acting
Changing your face, but not your emotions
Deep Acting
Changing your emotions
Emotional Intelligence
One’s ability to understand and manage one’s own moods and emotions and the moods and emotions of others
Emotional Regulation
Identify and modify the emotions you feel, necessary to stay employed
Extrinsic Motivation
Comes from outside the individual (ex. rewards and punishments)
Intrinsic Motivation
Comes from inside the individual (ex. interest and enjoyment)
Needs Theories
Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs (Achievement, Affiliation, Power)
Plato’s 3 Types of People
truth-lover (wisdom), honor-lover (courage), and profit-lover (moderation)
Equity Theory
the motivation to maintain a current situation
Expectancy Theory
people perceive that if they try hard, they can perform at a high level
Instrumentality
People perceive that high performance leads to the receipts of certain outcomes
Valance
People desire the outcomes that result from high performance
Goal Setting Theory
Specific, measurable, ambitious, realistic, time-bound (SMART)
Positive Reinforcement
A reward or other desirable consequence that a person receives after exhibiting a behavior
Negative Reinforcement
The opportunity to avoid or escape from an unpleasant circumstance after exhibiting behavior
Extinction
Decrease the frequency of behavior by estimating a reward or desired consequence that follows that behavior
Punishment
An unpleasant or aversive consequence that result from behavior
Social Learning Theory
When people observe the behavior of others, recognize the consequences, and alter their own behavior as a result
Learning is enforced by…
Self-efficacy and self-reinforcement
Enactive Mastery
Gaining experience with the task or job
Vicarious Modeling
Becoming more confident because you see someone else doing the task
Variable Work Schedule
compressed work schedule
flexible work schedule
employees gain more control over hours worked daily
flexible work schedule advantages
reduces absenteeism, reduces overtimes, increases autonomy, increases productivity
flexible work schedule disadvantages
not applicable to all jobs or every worker
job sharing
two or more part-time employees sharing one full-time schedule
job sharing advantages
increases flexibility, increases motivation and satisfaction
job sharing disadvantages
difficult to find compatible partners
telecommuting
employees spend all or part of their time working off-site
telecommuting advantages
reduced office space costs, improves morale, less turnover, higher productivity, larger labor pools
telecommuting disadvantages
less supervision of employees, don’t receive recognition, difficult to coordinate teamwork, difficult to evaluate performance
