Com St. 335 Exam 3

Front 1

Rarest type of co-worker relationship:

Back 1

Special Peer

Front 2

Differential treatment creates _________.

Back 2

Uncertainty

Front 3

T or F: Employees talk to one another to make sense of the differential treatment of the co-worker.

Back 3

True

Front 4

Employees making sense of the differential treatment of a co-worker, center their talk amongst each other on____________ of the differential treatment.

Back 4

Fairness

Front 5

Boss' Pet/Victim: List fairness and unfairness aspects of BOTH.

Back 5

Pet: F: Respect U: mistrust/dislike
Victim: F: dissassociation U: sympathy

Front 6

What are the 2 ways to manage differential treatment?

Back 6

1. Make sure employees are treated fairly
2. Explain decisions (quality of relationships with emp. determines success of process)

Front 7

What are the 2 workplace friendship unique characteristics? (V and P)

Back 7

Voluntary: can't choose co, but can choose who to befriend
Personalistic focus: treat friend as whole person, not work role occupant

Front 8

What are the workplace friendship functions? (3 of them)

Back 8

Information exchange, social support (emotional and advice), power and influence (more power with info in org/ each friend has new info)

Front 9

What are the effects of employee adjustment (the outcomes and consequences)? (3)

Back 9

Job satisfaction ( good or bad), org. commitment (retention), stress (good or bad)

Front 10

Factors that promote friendship development: (PPSDSWL)

Back 10

Personality
Proximity
Socializing
Demographic and Perceived Similarity
Shared Tasks and Projects
Work-related problems
Life events (Marriage, divorce, illness, death, problems at home)

Front 11

What are the elements of communication in friendship development? (Increase 4)

Back 11

Increased Frequency: Feel free to share opinions, talk about anything
(The better the friends, the higher the frequency)
Increased Breadth of Topics
Increased Intimacy
Decreased caution (EX: dropping F bomb)

Front 12

T or F: In order to disengage communication with a co-worker you can use depersonalization, betrayal, and/or cost escalation tactics.

Back 12

F: DEPERSONALIZATION, WITHDRAWAL, and COST ESCALATION TACTICS

Front 13

What is the social information processing theory?

Back 13

an employee’s attitudes toward the job and organization are socially constructed and influenced by everyday talk with other employees

Front 14

Motivation is:

Back 14

The degree to which an individual is personally “committed” to expending effort in the accomplishment of a specified activity or goal

Front 15

T or F: A demotivated employee is considered to do "pass/fail" work.

Back 15

True

Front 16

A motivated employee has 2 types of incentives which are:

Back 16

Extrinsic (benefits, parking space)
Intrinsic (self-actualization, a challenge)

Front 17

T or F: Organizations primarily on EXTRINSIC incentives to motivate employees.

Back 17

True

Front 18

What are the two types of motivation theories? Hint (N and G)

Back 18

Need theories:
Assume that to motivate someone you must fulfill their needs
Goal theories:
Assume that people are motivated to achieve specific goals

Front 19

With Herzberg’s Two Factor Theory of Motivation, two needs have to be met which are:

Back 19

Hygiene needs (extrinsic) and motivational needs (intrinsic)

Front 20

T or F: According to Herzberg, employees are motivated when ONLY their hygiene needs are met.

Back 20

F: No hygiene needs met = DISSATISFACTION, only hygiene = pass/fail emp. (prevented dissatisfaction, but not satisfaction still)

Front 21

What are the 4 things we know about the effectiveness of goal setting? (GSDP)

Back 21

Goal setting better than 0 goal setting, Specific goals better than vague, Difficult better than easy, participative equal to assigned goals

Front 22

What is the goal setting theory "Expectancy-Valence Theory"?

Back 22

Motivation governs how individuals choose among different voluntary activities/goals

Front 23

What are the 3 components of the Expectancy Valence Theory?

Back 23

-Outcome Expectancies (What outcomes can I expect if I do this task?)
-Valence of the outcomes (Are outcomes positive or negative)
-Effort expectancies (How much effort does the task require)

Front 24

Explain the two types of employee evaluations.

Back 24

Informal - continuous feedback from supervisor to employee
Formal - written record of overall employee performance

Front 25

What are the 2 types of functions of evaluations?

Back 25

Administrative function - to make administrative decisions (raise, promotion, discharge)
Developmental function - helps to improve job performance

Front 26

What are the dimensions of job performance feedback? VTSFS

Back 26

Valence, timeliness, specificity, frequency, sensitivity

Front 27

T of F: The longer the supervisor waits the better for feedback of job performance.

Back 27

F: THE SOONER THE BETTER

Front 28

T or F: Job performance feedback should be given as frequently as possible to the employee.

Back 28

True

Front 29

T or F: The supervisor should give feedback as sensitively and specifically as possible.

Back 29

True

Front 30

T or F: For the FORMAL appraisal process, the person conducting the process should have an appraisal instrument and appraisal interview to discuss the evaluation.

Back 30

True. Instrument: example: online form
interview: example: board room meeting with supervisor and employee

Front 31

What is the halo effect?

Back 31

MOST COMMON ERROR. supervisor gives FAVORABLE ratings to all job duties based on impressive performance in one job function

Front 32

Pitchfork effect:

Back 32

Opposite of halo effect. gives negative ratings based on poor performance on one job function

Front 33

What is the central tendency bias?

Back 33

Rater avoids extreme ratings, rates straight down the line (3s out of 5s to stay in the middle)

Front 34

T or F: Recency Error is rating someone's performance based on only recent events rather than their performance throughout the evaluation period.

Back 34

True

Front 35

What is the length of service bias?

Back 35

rater assumes person is doing job effectively, because of employee's experience

Front 36

T or F: A loose rater is one that rates employees based on others' knowledge of the employee.

Back 36

F: raters who want to avoid confrontation simply evaluate the employee's performance as average or better and justify that by pointing out positive aspects of performance.

Front 37

Tight rater:

Back 37

Tight rater: no employee can live up to the standards of the supervisor. Seldom rate an employee as outstanding or excellent.

Front 38

T or F: A competitive rater is unable to separate their own performance from the employees.

Back 38

True. No one under their supervision should be given higher performance rating than the supervisor receives.

Front 39

What is a 360 degree review?

Back 39

an employee is evaluated by supervisor, peers, subordinates, and customers. All evaluations are considered in rating the performance of the employee.

Front 40

Explain the 3 types of organizational conflict.

Back 40

Interpersonal, Intragroup (subgroups) Intergroup (2 different units)

Front 41

What are the 3 approaches to conflict management? (CAC) (Concern, Emphasis, Zero-Sum)

Back 41

Competition, Accommodation, Collaboration

Front 42

What are the conflict resolution skills? (4)

Back 42

Establish/maintain workplace relationships, knowledge of issue, attitude. framing conflict