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MGT-420 > Topic 3 Terms > Flashcards

Topic 3 Terms Flashcards

1
Q

360-Degree Review

A

Assessment that gathers feedback from a jobholder’s bosses, peers and subordinates, internal and external customers, and self-ratings

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2
Q

Assertiveness

A

The willingness and ability to communicate information and opinions in a calm, focused and pleasant way, without being aggressive

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3
Q

Attitude

A

A predisposition to respond in a positive or negative way to someone or something in one’s environment

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4
Q

Attribution

A

The assignment of meaning to others’ behaviors or events

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5
Q

Authoritarianism

A

The tendency to adhere rigidly to conventional values and to obey recognized authority

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6
Q

Automatic Information Processing

A

Screening that takes place without conscious awareness

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7
Q

Awareness Of Others

A

Being aware of the behaviors, preferences, styles, biases, and personalities of others

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8
Q

Behavioral and social traits

A

Characteristics that reflect how a person appears when interacting with others in social settings

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9
Q

Behaviorally Anchored Rating Scale

A

Links performance ratings to specific and observable job behaviors

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10
Q

Bonuses

A

Extra pay awards for special performance accomplishments

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11
Q

Cognitive Dissonance

A

A state of inconsistency between an individual’s attitudes and behavior

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12
Q

Cognitive Traits

A

Characteristics that describe the way a person thinks and processes information

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13
Q

Consensus

A

Takes into account how others respond in the same situation

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14
Q

Consistency

A

Addresses an individual’s behavior across time

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15
Q

Contrast Effect

A

Interpretation of someone by contrasting them with another event or situation

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16
Q

Controlled Processing

A

Consciously deciding what information to pay attention to and what to ignore

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17
Q

Counter-Productive Work Behaviors (CWBs)

A

Actions that purposely disrupt relationships, processes, satisfaction, and performance in the workplace

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18
Q

Cultural Quotient

A

Describes someone’s ability to work effectively across cultures

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19
Q

Culture

A

The learned and shared way of thinking and acting among a group of people or society

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20
Q

Display Rules

A

The degree to which it is appropriate to show emotions

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21
Q

Distinctiveness

A

Considers how consistent a person’s behavior is across different situations

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22
Q

Distributive Justice

A

The perceived fairness of rewards and outcomes

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23
Q

Dogmatism

A

Belief that leads a person to see the world as a threatening place and to regard authority as absolute

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24
Q

Drive To Acquire

A

The need to obtain physical and psychological gratification

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25
Q

Drive To Bond

A

The need to connect with other people individually and in groups

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26
Q

Drive To Comprehend

A

The need to understand things and gain a sense of mastery

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27
Q

Drive To Defend

A

The need to be protected from threats and obtain justice

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28
Q

Ecological Fallacy

A

Acting with the mistaken assumption that a generalized cultural value applies equally to all members of the culture

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29
Q

Ego

A

The idea or opinion one has of oneself especially as it relates to intelligence and importance as a person

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30
Q

Ego-Drive

A

Refers to one’s desires to persuade others to earn their commitment

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31
Q

Emotion

A

The range of feelings in the form of emotions and moods that people experience

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32
Q

Emotion and Mood Cognition

A

The spillover effect of one’s emotions and mood onto others

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33
Q

Emotional Intelligence

A

The ability to understand and interpret emotions and to use this understanding to effectively manage social interactions

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34
Q

Emotional Labor

A

The need to show certain emotions in order to perform a job

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35
Q

Emotions

A

Strong positive or negative feelings directed towards someone or something

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36
Q

Employee Engagement

A

The deep connection with the organization and passion for one’s job

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37
Q

Employee Stock Ownership Plans (ESOPs)

A

Plans that give stock to employees or allow them to purchase stock at special prices

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38
Q

Employee Value Proposition

A

Represents the exchange of benefits provided by an organization in return for the effort, loyalty, commitment, creativity, and performance of employees

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39
Q

Equity Theory

A

Argues that people are motivated to behave in ways that restore or maintain a sense of balance in their minds

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40
Q

Esteem Needs

A

Reflect one’s desire for recognition, status, and respect from others, as well as the need for self-esteem

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41
Q

Existence Needs

A

Desires for physiological and material well-being, or the basic requirements of human life

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42
Q

Expectancy

A

People’s belief that if they try, they will perform

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43
Q

Expectancy Theory

A

Says that work motivation by individual beliefs regarding effort-performance relationships and work outcomes

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44
Q

External Attribution

A

Assigning the cause of the behavior to facts outside of the person’s control

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45
Q

Extrinsic Motivation

A

The tangible and external inducements that drive someone to do a task

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46
Q

Felt Negative Inequity

A

When an individual believes that he or she has received relatively less than others in proportion to work efforts

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47
Q

Felt Positive Inequity

A

When an individual believes that he or she has received relatively more than others

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48
Q

Forced Distribution

A

Performance appraisal fallacy that forces a set percentage of persons into predetermined rating categories

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49
Q

Frame of Reference

A

The combination of traits, characteristics and experiences that influence how individuals perceive and respond to a stimulus or event

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50
Q

Fundamental Attribution Error

A

Refers to the tendency to attribute others’ poor performance to internal cuases

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51
Q

Gain Sharing

A

Rewards employees in some proportion to productivity gains

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52
Q

Goal Setting

A

The process of developing, negotiating, and formalizing the targets or objectives that a person is responsible for accomplishing

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53
Q

Graphic Rating Scales

A

Assigns scores to specific performance dimensions in a performance appraisal

54
Q

Growth Needs

A

Desires for continued personal growth and development

55
Q

Halo Effect

A

Occurs when one attribute of a person or situation is used to develop an overall impression of that individual or situation

56
Q

Higher-Order Needs

A

Also known as self-actualization and esteem needs

57
Q

Horns Effect

A

Occurs when a single negative trait leads to an overall negative impression of a person

58
Q

Individual Differences

A

The ways in which people are similar and dissimilar in their personal characteristics

59
Q

Individualism/Collectivism

A

The tendency of members of a culture to emphasize individual self-interests or group relationships

60
Q

Instrumental Values

A

These reflect a person’s beliefs about the means to achieve desired ends

61
Q

Instrumentality

A

The belief that if they perform, they will receive the outcome

62
Q

Interactional Justice

A

The extent to which people feel they are treated fairly, and with dignity and respect

63
Q

Internal Attribution

A

Assigning the cause of one’s behavior to themselves

64
Q

Interpretation

A

Applying reasoning or meaning to information

65
Q

Intrinsic Motivation

A

The intangible, positive feelings of satisfaction and contentment that one experiences as a result of good performance

66
Q

Job Involvement

A

The extent to which an individual feels dedicated to a job

67
Q

Job Satisfaction

A

An attitude reflecting a person’s positive and negative feelings toward a job, coworkers, and the work environment

68
Q

Locus Of Control

A

The extent to which a person feels able to control his or her own life

69
Q

Long-Term/Short-Term Orientation

A

The degree to which a culture emphasizes long-term or short-term thinking

70
Q

Lower-Order Needs

A

Also known a physiological, safety, and social needs

71
Q

Machiavellianism

A

The manipulation of others for personal gain

72
Q

Masculinity/Femininity

A

The degree to which a society values assertivness or relationships

73
Q

Merit Pay

A

Linking an individual’s salary or wage increase directly to mesaures of performance accomplishment

74
Q

Moods

A

Generalized feelings or states of mind that may persist for some time

75
Q

Motivation

A

The forces within an individual that account for the level and persistence of an effort expended on a task

76
Q

Need For Achievement

A

Refers to an individual’s desire to set and achieve challenging goals

77
Q

Need For Affiliation

A

Describes one’s desire for close personal relationships and a sense of belonging

78
Q

Need For Power

A

Refers to one’s desire for power either to control other people or to achieve important goals

79
Q

Needs Theories

A

Focus on individual needs deficiencies that we want to reduce or eliminate

80
Q

Normative Assessment

A

The process of comparing one test taker to his or her peers on a particular trait

81
Q

Organizational Citizenship Behaviors

A

Discretionary behaviors that represent a willingness to go above and beyond the call of duty in one’s work

82
Q

Organizational Commitment

A

The degree of loyalty an individual feels toward the organization

83
Q

Organizational Identification

A

The extent to which ones feels personally identified with one’s membership organization to the point that it becomes part of the self-concept

84
Q

Organizational Justice

A

How fair and equitable people view the practices and outcomes of their workplace

85
Q

Paired Comparison

A

Comparing each person with every other one in performance appraisal

86
Q

Perceived Inequity

A

Occurs when someone believes that he or she has been under-rewarded for work contributions in comparison to other people

87
Q

Perception

A

The way we gather, organize, and interpret information around us

88
Q

Performance Management

A

The supervision and oversight of employees to achieve objectives in an efficient and effective manner

89
Q

Performance-Contingent Pay

A

The idea that you can earn more when you produce more and earn less when you produce less

90
Q

Person-Job Fit

A

The extent to which an individual’s skills, interests, and personal characteristics match well with the requirements of the job

91
Q

Person-Organization Fit

A

The extent to which an individual’s values, interests, and behaviors are conistsent with the culture of the organization

92
Q

Personal Conception Traits

A

Traits that show up a personal beliefs and orientation toward settings and issues

93
Q

Personality

A

The overall combination of characteristics that capture the unique nature of a person as that person reacts to and interacts with others

94
Q

Personality Traits

A

Enduring characteristics describing an individual’s behavior

95
Q

Perspective-Takinh

A

Seeing a situation from all sides

96
Q

Psychological Needs

A

The physical requirements for human survival such as air, water, food, sleep, and warmth

97
Q

Power Distance

A

Describes a culture’s acceptance of the status and power differences among its members

98
Q

Proactive Personality

A

The disposition that identifies whether or not individuals act to influence their environments

99
Q

Problem-Solving Style

A

How an individual gathers and evaluates information when solving problems and making decisions

100
Q

Procedural Justice

A

The degree to which the processes for making decisions is properly followed

101
Q

Process Theories

A

Examine how thought processes affect decisions people make about the direction, level, and persistence of their efforts

102
Q

Profit Sharing

A

Rewards employees in some proportion to changes in organizational profits

103
Q

Projection

A

The assignment of one’s personal attributes to other individuals

104
Q

Prototype

A

A bundle of features expected to be characteristic of people in certain categories or roles

105
Q

Psychological Contract

A

The implicit agreement about the exchange of value between the individual and organization

106
Q

Ranking

A

Orders each person from best to worst in a performance appraisal

107
Q

Relatedness Needs

A

Desires for satisfying interpersonal relationships

108
Q

Retrieval

A

Sorting through categories to match them to information from the environment

109
Q

Safety

A

An innate desire for security and safety in all aspects of life, be it personal safety, financial security, or physical well-being

110
Q

Schemas

A

Cognitive frameworks that organize knowledge about people, objects, or events

111
Q

Selective Perception

A

The tendency to single out those aspects of a situation, person, or object that are consistent with one’s needs, values, or attitdues

112
Q

Selective Screening

A

Allowing only a portion of information available to enter into cognitive processing

113
Q

Self-Actualization

A

The need and desire of a person to realize his or her full potential

114
Q

Self-Awareness

A

Being aware of one’s own behaviors, preferences, styles, biases, personalities, and so on

115
Q

Self-Concept

A

The view individuals have of themselves as physical, social, spiritual, or moral beings

116
Q

Self-Efficacy

A

An individual’s belief about the likelihood of successfully completing a specific task

117
Q

Self-Esteem

A

A belief about one’s own worth based on an overall self-evalutaion

118
Q

Self-Fulfilling Prophecies

A

The tendency to make something that we think will happen come true

119
Q

Self-Monitoring

A

A person’s ability to adjust his or her own behavior to external situation factors

120
Q

Self-Serving Bias

A

The tendency to take credit for success and blame external factors for failure

121
Q

Skill-Based Pay

A

Rewards people for acquiring and developing job-relevant skills

122
Q

Social

A

Term referring to one’s desire for relationships, friendships, intimacy, and sense of belonging

123
Q

Stereotypes

A

Groups or categories used to describe individuals

124
Q

Stock Options

A

Give the right to purchase shares at a fixed price in the future

125
Q

Terminal Values

A

A person’s preferences concerning the ends to be achieved

126
Q

Uncertainty Avoidance

A

The cultural tendency to be uncomfortable with uncertainty and risk in everyday life

127
Q

Valence

A

The value attached by the individual to various work outcomes

128
Q

Value Congruence

A

The extent to which one’s values are in alignment with others and with the organization

129
Q

Values

A

Broad preferences concerning appropriate courses of action or outcomes

130
Q

Withdrawal

A

The physical or psychological disconnection from the workplace

131
Q

Work-Home Spillovers

A

Occurs when what happens at work affects attitudes and behaviors at home

132
Q

Workplace Bullying

A

Acting in an abusive, demeaning, intimidating, or violent manner toward another on a continuing basis

MGT-420 (7 decks)

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