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55 Cards in this Set
- Front
- Back
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Compensatory Tasks
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average contributions of all members of the group represents the group product
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Equity Theory
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motivation is a function of the comparisons workers make between their own input/output ratio & that of workers doing similar jobs
if receiving more praise & benefits than a coworker doing equal work, an employee might work harder to obtain equilibrium between his input & output |
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Disjunctive Tasks
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the judgement or solution of only one member of the group (the best member) is taken as the group product
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Conjunctive Tasks
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performance of the worst performing member represents, or limits, the group's product
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Halo Effect
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when a rater's rating of an employee on 1 dimension of job performance affects their ratings of the employee in other areas
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ways to reduce the halo effect:
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training raters, using multiple raters, rating specific behaviors, using forced-choice & paired comparison scales
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Theory Y
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assumes people are industrious, creative, & seek responsibility & challenge
assumes punishment is not necessary to bring about good performance participative leadership style is best |
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Herzberg's Two Factor Theory
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all people have 2 basic needs:
HYGIENE NEEDS - job context, can cause dissatisfaction MOTIVATOR NEEDS - job content, can cause satisfaction |
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Job Enlargement
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increasing the variety of tasks performed by a worker (does NOT increase responsibility or challenge)
increases satisfaction but does NOT improve performance |
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Job Enrichment
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increasing workers' responsibility & involvement
increases both satisfaction & performance |
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Japanese Management Philosophy
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lifetime commitment to the employee, emphasizes loyalty
slow career development that may involve trying out different positions termed Theory Z by Ouchi (1981) |
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Theory X
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McGregor, 1960
assumes workers are lazy, dumb, dishonest, must be coerced & directed, are only motivated by $ aka scientific management approach, views workers as extensions of machines |
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Critical Incidents
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descriptions of specific job behaviors that define successful & unsuccessful job performance
could be in a graphic format, like a Likert scale, or in a checklist format |
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Leaderless Group Discussion
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used alone or in assessment centers to identify or develop a manager's communication, decision-making, & leadership skills
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Forced Choice Technique
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a rater must choose between 2 or more behavioral descriptions that are similar in social desirability
difficult to develop more useful for obtaining an overall rating, not for giving feedback developed to reduce rater bias |
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BARS
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behaviorally anchored rating scale
graphic rating scales rating an employee's performance in terms of specific job behaviors (critical incidents) used for providing employees with feedback about their performance designed to increase rater accuracy but research is NOT favorable |
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Most effective strategies for reducing conflict
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1. locating a common enemy
2. setting up negotiations between powerful subgroups 3. determining a superordinate goal Reitz, Behavior In Organizations, 1981 |
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Maslow's Need Hierarchy
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motivation results from 5 needs:
Physiological Safety Belongingness Esteem Self-actualization individuals strive to fill lowest unmet needs related to job level: managers value esteem & self-actualization; non-managerial value lower level needs derived from his observations of clients, college students, & people he thought were highly productive |
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Encapsulating Conflict
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Reitz, 1981
establishing rules to attempt to settle conflict may temporarily suppress conflict but won't end it |
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Additive Tasks
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coordinated efforts of several people add together to form the group project
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Fiedler's LPC Scale
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"least preferred coworker": a contingency therapy
measures extent to which a leader describes ineffective subordinates in positive terms (a high LCP leader says nice things about ineffective workers) low LPC (task-oriented)is best when situational control is low & high; high LPC (person-oriented) best in moderate situational control situational control is determined by three factors: leader-member relations, task-structure, and leader position power |
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Theory of Career Anchors
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Edgar Schein
a person's self-concept acts as a stabilizing force, determining future occupational decisions 8 categories of anchors: autonomy/independence security/stability technical/functional competence general managerial competence service/dedication to cause pure challenge lifestyle |
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Acquired Needs Theory
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McClelland, 1965
used TAT to identify needs underlying job motivation need for achievement (nACH) need for power need for affiliation |
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ERG Theory
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modification of Maslow's hierarcy, by Alderferer, 1972
3 needs: existence, relatedness, growth can be motivated >1 need at a time, needs aren't hierarchical people may regress when needs are frustrated more empirical suport than for Maslow's |
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VIE Theory
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expectancy theory, Vroom
employees will work hard when: they expect effort will lead to success, they believe success will lead to reward, rewards are desirable(+ valence) sometimes useful for predicting satisfaction, effort, & job choice |
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FOR Training
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frame of reference training; improves accuracy of performance ratings by providing raters with common performance standards
tends to improve inter-rater agreement |
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Rational Emotive Model
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aka, classical decision theory
compiling all relevant information, investigating all possible solutions, & choosing the best rarely used due to practical limits |
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Research on flex time
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mixed results: may increase morale & productivity
most consistently associated with decreased tardiness & absenteeism |
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Needs Analysis/Assessment
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conducted in organizations to identify training needs & determine appropriate content for training programs
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Door-in-the-face Technique
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initially requesting something very large & then when refused, making the request smaller
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Goals of Total Quality Management
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improve organizational effectiveness by:
1. maximizing customer satisfaction 2. relying employee involvement (teamwork) 3. making continuous changes |
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Superleader
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one who purposefully & gradually turns over power, responsibility, & control to a self-managing work group
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Transactional Leaders
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believe employee behavior is goal oriented, employees will act rationally to meet goals
use rewards & punishments to control employee behavior believe a boss should have a laissez-faire style appeal to the self-interest of their followers |
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Transformational Leaders
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believe each employee will function best if viewed as an individual & given personal attention
motivate workers to achieve transcendental goals that go beyond each worker's immediate self-interests |
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Holland's Theory of Career Choice
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6 personality & occupational types: realistic, investigative, artistic, social, enterprising, conventional (RIASEC)
a highly differentiated person scores high on 1 dimension only personality/occupational match is most accurate for predicting outcomes of highly differentiated people job satisfaction, performance, etc are directly related to the degree of congruence between personality & work environment focuses on knowledge of oneself & of the working world |
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Donald Super's Life space/life span theory
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5 stages encompass life span:
growth (0-14), exploratory (15-24), establishment (25-44), maintenance (45-64), disengagement (65+) each stage involves a set of developmental tasks (web), mastery of tasks = career maturity emphasizes the role of self-concept in vocational development & choice career is viewed as a combination of 8 life roles (rainbow) |
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Organizational Development
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broad approach to organizational change
goal: improve problem solving & renewal processes, through more effective, collaborative management; emphasis on teams primary targets: people & relationships |
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Goal Setting Theory
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acceptance of goals is more important than participating in setting goals
relatively difficult goals + feedback about progress produces greatest productivity |
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House's Path-Goal Theory
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a contingency theory of leadership
best leadership style depends on the task (ambiguity, structure) & on the workers (traits, abilities) primary task of a leader is to help subordinates find the best path to organizational goals & connect them to individual goals styles = directive, supportive, participative, or achievement-oriented |
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Vroom-Yelton-Jago Model
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includes a decision tree to choose between 3 leadership styles (autocratic, consultative, group-decision making)
best choice depends on the situation (time constraints, importance of subordinate commitment to the decision, structure of the task) |
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Tiedeman & O'Hara's theory of Career Development
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considers career identity development to be an aspect of ego identity development
2 career processes: differentiation (maintining uniqueness) & integration (becoming part of a system) 2 career phases: anticipation/preoccupation (exploration, vocational choice); implementation/adjustment (achieving a balance between work demands & own needs) |
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Krumboltz's Social Learning Theory of Career Decision Making
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people choose careers based on what has been learned through modeling & reinforcement
career development is based on social learning, environmental influences, genetics, learning |
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Job Burnout
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depleted energy, lowered resistance to illness, increased dissatisfaction & pessimism, increased absenteeism & inefficiency
5 stages: honeymoon, fuel shortage, chronic, crisis, hitting the wall results from unmanaged work stress the more hours worked, the greater the likelihood of burnout |
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Criterion Contamination
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when raters of the criterion measure know subjects' scores on the predictors
results in inflated criterion-related validity coefficients |
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Best predictor of job choice:
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interest or vocational aspiration
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Quality Control Circles
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goal = improve finished product & level of production
method = increasing workers' responsibility for work & participation in decisions usually affect only part of an organization |
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Gender differences in leaders
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people turn to male bosses for information & female bosses for support
both women & men prefer male bosses men are more likely to be directive leaders, women leaders tend to be more supportive |
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Big 5 Personality Trait associated with successful job performance across all occupations
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conscientiousness
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Realistic Job Previews
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providing prospective job applicants with accurate information about a job to reduce overly optimistic expectations
most significant benefit is reduction in turnover |
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Vroom & Yetton's Normative Model
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5 styles of leadership on a continuum: autocratic to complete participation
most effective style depends on the situation & the decision |
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Graen's leader-member exchange theory
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formerly known as vertical dyadic linkage theory
focuses on the impact of the leader-subordinate relationship on the leadership process in-group employees are seen as competent & motivated; out-group employees as incompetent & unmotivated style is supervisory for out-group; & leadership for in-group (giving responsibility) |
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Incentive/Reward Theory
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broader than reinforcement theory and emphasizes the features of the job and work environment that maximize worker interest and satisfaction
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Taylor-Russell tables
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used to estimate the % of new hires who will be successful employees, given the validity coefficient, selection ratio, & base rate
when the selection ratio is low & the base rate moderate, a predictor with a low validity can improve decision-making accuracy |
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selection ratio
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ratio of job openings to job applicants
low selection rations (many applications for 1 or a few jobs) are preferred because an employer can be more selective (raise the predictor cutoff score) |
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base rate
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% of employees who are performing satisfactorily without use of the proposed predictor
ranges from 0 to 1.0 moderate base rates are associated with greatest incremental validity |
