Bus 109 Midterm 2

Front 1

motivation

Back 1

The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

Front 2

Maslow's hierarchy of needs

Back 2

Includes physiological, safety, social, esteem, and selfactualization in which, as each need is substantially satisfied, the next need becomes dominant.

Front 3

two factor theory

Back 3

A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. Also called motivation hygiene theory

Front 4

McClelland’s theory of needs

Back 4

A theory that achievement, power, and affiliation are three important needs that help explain motivation.

Front 5

need for achievement

Back 5

The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed.

Front 6

Need for power

Back 6

The need to make others behave in a way in which they would not have behaved otherwise.

Front 7

need for affiliation

Back 7

The desire for friendly and close interpersonal relationships.

Front 8

self-determination theory

Back 8

A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation.

Front 9

cognitive evaluation theory

Back 9

A version of selfdetermination theory in which allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling.

Front 10

self- concordance

Back 10

The degree to which people’s reasons for pursuing goals are consistent with their interests and core values.

Front 11

goal-setting theory

Back 11

A theory that specific and difficult goals, with feedback, lead to higher performance.

Front 12

promotion focus

Back 12

A self-regulation strategy that involves striving for goals through advancement and accomplishment

Front 13

prevention focus

Back 13

A self-regulation strategy that involves striving for goals by fulfilling duties and obligations.

Front 14

management by objectives

Back 14

A program that encompasses specific goals, participatively set, for an explicit time period and including feedback on goal progress.

Front 15

self efficacy theory

Back 15

An individual’s belief that he or she is capable of performing a task.

Front 16

reinforcement theory

Back 16

A theory that behavior is a function of its consequences.

Front 17

behaviorism

Back 17

A theory that behavior follows stimuli in a relatively unthinking manner.

Front 18

Social learning theory

Back 18

The view that we can learn through both observation and direct experience.

Front 19

equity theory

Back 19

A theory that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

Front 20

organizational justice

Back 20

An overall perception of what is fair in the workplace, composed of distributive, procedural, informational, and interpersonal justice.

Front 21

distributive justice

Back 21

Perceived fairness of the amount and allocation of rewards among individuals.

Front 22

Procedural justice

Back 22

The perceived fairness of the process used to determine the distribution of rewards.

Front 23

informational justice

Back 23

The degree to which employees are provided truthful explanations for decisions.

Front 24

interpersonal justice

Back 24

The degree to which employees are treated with dignity and respect.

Front 25

expectancy theory

Back 25

A theory that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

Front 26

Effort–performance relationship.

Back 26

The probability perceived by the individual that exerting a given amount of effort will lead to performance

Front 27

Performance–reward relationship.

Back 27

The degree to which the individual believes performing at a particular level will lead to the attainment of a desired outcome.

Front 28

Rewards–personal goals relationship.

Back 28

The degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual

Front 29

job engagement

Back 29

The investment of an employee’s physical, cognitive, and emotional energies into job performance.

Front 30

job design

Back 30

The way the elements in a job are organized.

Front 31

job characteristics model

Back 31

A model that proposes any job can be described in terms of five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback.

Front 32

skill variety

Back 32

The degree to which a job requires a variety of different activities.

Front 33

task identity

Back 33

The degree to which a job requires completion of a whole and identifiable piece of work.

Front 34

task significance

Back 34

The degree to which a job has a substantial impact on the lives or work of other people.

Front 35

autonomy

Back 35

The degree to which a job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out.

Front 36

feedback

Back 36

The degree to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his or her performance.

Front 37

motivating potential score

Back 37

A predictive index that suggests the motivating potential in a job.

Front 38

job rotation

Back 38

The periodic shifting of an employee from one task to another.

Front 39

relational job design

Back 39

Constructing jobs so employees see the positive difference they can make in the lives of others directly through their work.

Front 40

flextime

Back 40

Flexible work hours

Front 41

job sharing

Back 41

An arrangement that allows two or more individuals to split a traditional full-time job.

Front 42

telecommuting

Back 42

Working from home at least two days a week on a computer that is linked to the employer’s office.

Front 43

employee involvement and participation

Back 43

A participative process that uses the input of employees to increase employee commitment to organizational success.

Front 44

Participative management

Back 44

A process in which subordinates share a significant degree of decision-making power with their immediate superiors.

Front 45

representative participation

Back 45

A system in which workers participate in organizational decision making through a small group of representative employees.

Front 46

variable pay program

Back 46

A pay plan that bases a portion of an employee’s pay on some individual and/or organizational measure of performance.

Front 47

piece pay rate plan

Back 47

A pay plan in which workers are paid a fixed sum for each unit of production completed.

Front 48

merit based pay plan

Back 48

A pay plan based on performance appraisal ratings.

Front 49

bonus

Back 49

A pay plan that rewards employees for recent performance rather than historical performance.

Front 50

profit sharing plan

Back 50

An organizationwide program that distributes compensation based on some established formula designed around a company’s profitability.

Front 51

Employee stock ownership plan

Back 51

A company-established benefits plan in which employees acquire stock, often at belowmarket prices, as part of their benefits.

Front 52

flexible benefits

Back 52

A benefits plan that allows each employee to put together a benefits package individually tailored to his or her own needs and situation.

Front 53

employee recognition program

Back 53

A plan to encourage specific employee behaviors by formally appreciating specific employee contributions.

Front 54

group

Back 54

Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives.

Front 55

formal group

Back 55

A designated work group defined by an organization’s structure.

Front 56

informal group

Back 56

A group that is neither formally structured nor organizationally determined; such a group appears in response to the need for social contact.

Front 57

social identity theory

Back 57

A perspective that considers when and why individuals consider themselves members of groups.

Front 58

ingroup favoritism

Back 58

Perspective in which we see members of our ingroup as better than other people, and people not in our group as all the same.

Front 59

outgroup

Back 59

The inverse of an ingroup; an outgoup can mean anyone outside the group, but more usually it is an identified other group.

Front 60

Punctuated equilibrium model

Back 60

A set of phases that temporary groups go through that involves transitions between inertia and activity.

Front 61

role

Back 61

A set of expected behavior patterns attributed to someone occupying a given position in a social unit.

Front 62

role perception

Back 62

An individual’s view of how he or she is supposed to act in a given situation.

Front 63

role expectations

Back 63

How others believe a person should act in a given situation.

Front 64

psychological contract

Back 64

An unwritten agreement that sets out what management expects from an employee and vice versa.

Front 65

role conflict

Back 65

A situation in which an individual is confronted by divergent role expectations.

Front 66

interrole conflict

Back 66

A situation in which the expectations of an individual’s different, separate groups are in opposition.

Front 67

norms

Back 67

Acceptable standards of behavior within a group that are shared by the group’s members.

Front 68

conformity

Back 68

The adjustment of one’s behavior to align with the norms of the group.

Front 69

reference groups

Back 69

Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.

Front 70

deviant workplace behavior

Back 70

Voluntary behavior that violates significant organizational norms and, in so doing, threatens the well-being of the organization or its members

Front 71

status

Back 71

A socially defined position or rank given to groups or group members by others.

Front 72

Status characteristics theory

Back 72

A theory that states that differences in status characteristics create status hierarchies within groups.

Front 73

social loafing

Back 73

The tendency for individuals to expend less effort when working collectively than when working individually.

Front 74

cohesiveness

Back 74

The degree to which group members are attracted to each other and are motivated to stay in the group.

Front 75

diversity

Back 75

The extent to which members of a group are similar to, or different from, one another.

Front 76

faultlines

Back 76

The perceived divisions that split groups into two or more subgroups based on individual differences such as sex, race, age, work experience, and education.

Front 77

groupthink

Back 77

A phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action.

Front 78

groupshift

Back 78

A change between a group’s decision and an individual decision that a member within the group would make. It can be toward either conservatism or greater risk but it generally is toward a more extreme version of the group’s original position.

Front 79

interacting groups

Back 79

Typical groups in which members interact with each other face to face.

Front 80

brainstorming

Back 80

An idea-generation process that specifically encourages any and all alternatives while withholding any criticism of those alternatives.

Front 81

nominal group technique

Back 81

A group decisionmaking method in which individual members meet face to face to pool their judgments in a systematic but independent fashion.

Front 82

workgroup

Back 82

A group that interacts primarily to share information and make decisions to help each group member perform within his or her area of responsibility.

Front 83

work team

Back 83

A group whose individual efforts result in performance that is greater than the sum of the individual inputs.

Front 84

Problem solving teams

Back 84

Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment.

Front 85

self-managed work teams

Back 85

Groups of 10 to 15 people who take on responsibilities of their former supervisors.

Front 86

cross -functional teams

Back 86

Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task.

Front 87

virtual teams

Back 87

Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal.

Front 88

multi team system

Back 88

A collection of two or more interdependent teams that share a superordinate goal

Front 89

organizational demography

Back 89

The degree to which members of a work unit share a common demographic attribute; such as age, sex, race, educational level, or length of service in an organization; and the impact of this attribute on turnover.

Front 90

reflexivity

Back 90

A team characteristic of reflecting on and adjusting the master plan when necessary

Front 91

team efficacy

Back 91

A team’s collective belief among team members that they can succeed at their tasks.

Front 92

team identity

Back 92

A team member’s affinity for and sense of belongingness to his or her team.

Front 93

team cohesion

Back 93

A situation when team members are emotionally attached to one another and motivated toward the team because of their attachment.

Front 94

mental models

Back 94

Team members’ knowledge and beliefs about how the work gets done by the team.

Front 95

communication

Back 95

The transfer and the understanding of meaning.

Front 96

communication process

Back 96

The steps between a source and a receiver that result in the transfer and understanding of meaning.

Front 97

formal channels

Back 97

Communication channels established by an organization to transmit messages related to the professional activities of members.

Front 98

informal channels

Back 98

Communication channels that are created spontaneously and that emerge as responses to individual choices.

Front 99

grapevine

Back 99

An organization’s informal communication network.

Front 100

Channel richness

Back 100

The amount of information that can be transmitted during a communication episode.

Front 101

automatic processing

Back 101

A relatively superficial consideration of evidence and information making use of heuristics.

Front 102

controlled proccessing

Back 102

A detailed consideration of evidence and information relying on facts, figures, and logic.

Front 103

need for cognition

Back 103

A personality trait of individuals depicting the ongoing desire to think and learn.

Front 104

filtering

Back 104

A sender’s manipulation of information so that it will be seen more favorably by the receiver.

Front 105

information overload

Back 105

A condition in which information inflow exceeds an individual’s processing capacity.

Front 106

communication apprehension

Back 106

Undue tension and anxiety about oral communication, written communication, or both.

Front 107

high-context cultures

Back 107

Cultures that rely heavily on nonverbal and subtle situational cues in communication.

Front 108

low-context cultures

Back 108

Cultures that rely heavily on words to convey meaning in communication.