Week 2 Flashcards
traits
- characteristics that occur more consistently and across situations
The Big Five
- OCEAN
- openness to experience
- consciousness
- extroversion
- agreeableness
- neuroticisim
openness to experience (the big five)
- open or closed to experiences
- open people like adventure, new experiences
- people with low scores prefer familiarity
consciousness (the big five)
- overachievers
- disciplined
- responsible
- good at planning ahead
extroversion (the big five)
- recharge from being around people
- introverts spend their time alone
agreeableness (the big five)
- make sacrifice for others
- assume others are good
neuroticism (the big five)
- anxiety, anger, depression
- low scores are more calm and collected
core self-evaluation
- those with high core self evaluation like themselves
- feel in control of their environment
downside of high core self evaluation
- too full of themselves
- too confident
upside of high core self evaluation
- set more ambituous goals
Machiavellianism (Mach)
- the desire to gain power and influence
High Machs
- practical, manipulative, emotionally detached and consider the ends justify the means
- win more, persuaded less
- like their jobs less, more stressed
self-monitoring
- an individuals ability to adjust to behaviour to external, situational factors
high self monitors are better at
- distinguishing how they feel
- pay close attention to others behaviour
- more mobile and strategic
- tend to become leaders
perception
- process by which individuals select, organize, and interpret their sensory impressions in order to give meaning to their environment
factors that influence perception
- the situation
- the perceiver
- the targer
research consistently finds that people make decisions based on
- the perception of others
perceptual errors
- accurate perceptions require effort and time, so we often take predictable shortcuts
- sometimes these shortcuts are helpful and even necessary, but foten they result in poor deisions
attribution theory
- when individuals observe behaviour, they attempt to determine whether the cause is internal (individual is responsible) or external (situational/outside causes)
fundamental attribution error
- how we loo at others
- in others, we tend to underestimate external factors and overestimate internal factors
self-serving bias
- when we are successful, we focus on internal factors
- when we fail, we pin it on external factors
selective perception
- i recieve the info that I want to recieve
- we can’t absorb all information thrown at us
Halo effect
- drawing general impressions about an individual based on a single characteristic such as intelligence, likeability, or appearance.
Contrast effect
- a persons evaluation is affected by comparisons with other individuals recently encountered
- strong/weak competition will make you seem better/worse
stereotyping
- when an individual assigns attributes to another soley based on the other’s membership in a particular social or demographic category
applications of judgement shortcuts in the workplace
- employment interviews
-
perception is subject to
- error
3 emotions
- affect
- emotion
- mood
affect (emotions)
- broad range of feelings people experience, including emotions and moods
emotion (emotions)
- intense feelings that are directed at something or someone
mood (emotions)
- feelings that tend to be less intense than emotions and that lack of contextual stimulus
emotional labour
- our work often requires physical, mental, and emotional labour
- e.g. service industry, grief therapist, meditation
emotional dissonance
- thee difference between how we feel and what we show
- more dissonance = more burnout
- surface vs deep acting
yaysayers of emotional intelligence
- intuitive
- predictive
- biological
naysayers of emotional intelligence
- too vague
- hard to measure
- suspect validity
values
- basic convinctions that a specific mode of conduct or end-state existence is personally or socially preferable to an opposite or converse mode of conduct
examples of values
- liberty
- peace
- tradition
- honesty
- freedom
- authority
- self respect
- security
- hierarchy
- equality
- happiness
instrumental values
- preferable ways of behaving
- e.g. ambituous, capable, imaginative
terminal values
- desirable end-states of existence
- e.g. comfort, harmony, accomplishment
Hofstede’s framework for assessing others
- power distance
- individualism vs collectivism
- masculinity vs feminity
power distance (Holfstede)
- acceptance of power inequalities
individualism vs collectivism (Holfstede)
- standing out vs fitting in
masculinity vs femininity (Hoflstede)
- uncertainty avoidance
- long-term vs short-term orientation
evaluative statements
- either positive or negative abut objects people or events that reflect how we feel about something
- tend to predict or explain behaviours
key attitudes in OB
- job satisfaction
- organizational commitment
- job involvement
- engagement
job satisfaction
- a positive feeling about a job based on the evaluation of its characteristics
causes of job satisfaction
- the work itself
- good social relationships
- control and autonomy
- pay (to a point…)
organizational citizenship behaviour
- descretionary, not part of job, but promotes org performance
Hirschman’s EVLN model
- exit
- neglect
- loyalty
- voice
exit (EVLYN)
- actively attempting to leave the organization
neglect (EVLYN)
- passively allowing things to get worse
loyalty (EVLYN)
- passively (optimistically) waiting for things to improve
- trusting management to “do the right thing”
voice (EVLYN)
- actively and constructively trying to improve things
organizational comittment
- an employee identifies with an organization and its goals, and wishes to maintain membership in the organization
affective (organizational commitment)
- an individual’s emotional attachment to an organization and a belief in its values
normative (organizational commitment)
- the obligation an individual feels to staying with an organization for moral ethical reasons
continuance (organizational commitment)
- only have the job because they need the finances
