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14 Cards in this Set

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Goal Setting Theory
(Locke)
-Employees are motivated to achieve goals they have consciously accepted and are committed to
-Predictions are more accurate for simple tasks and for people high in NAch
-Moderately difficult/specific goals produce higher performance than easy/general/ambiguous goals
Equity Theory
(Adams)
-Social comparison theory of motivation
-employees compare input/output ratio to others
-if they believe they're unequal, then they become dissatisfied
Expectancy Theory
-motivation is fxn of instrumentality, expectancy, and valence
-An employee will work hard if he believes that high effort will lead to success (Expectancy), that successful performance will lead to rewards (Instrumentality), and that the rewards will be desirable (Valence)
Two Factor Theory
(Herzberg)
Satisfaction and motivation are determined by:
-Hygiene factors (pay, benefits, relat's with coworkers)--> produce dissatisfaction when not met
-Motivator Factors (opportunities for responsibility, advancement, recognition)--> increase satiscaction
Contingency Theory
(Fiedler)
Leadership effectiveness is determined by interaction between:
-leader's style (det'd by LPC Scale)
-favorableness of situation (amt of influence the leader has; det'd by nature of relat with subordinates, nature of task, leader's position of power)
Path-Goal Theory
-Effective leaders can carve path for subordinates
-Use different styles (directive, supportive, participative, achvt-oriented) based on characteristics of employee
Situational Leadersip
(Hersey & Blanchard)
Leadership style is determined by employee's job maturity (ability and willingness to accept responsibility
Styles: telling, selling, participating, delegating)
Quality of Work Life Programs
-designed to humanize work and work environment
-emphasize employee empowerment
Quality Work Circles
Small voluntary groups who work on job and discuss job-related problems, then present solutions to mgmt
Self-Managed Work Teams
-autonomous groups whose members are trained in skills needed to perform the group task
-group members make hiring/budget decisions
-leadership rotates
Process Consultation
-designed to assist members of an organization help themselves by improving their ability to perceive/understand processes undermining their interactions with each other
-focus on behaviors
Survey Feedback
-Focus on employee attitudes/perceptions
-Includes data collection, feedback meetings, action plans
-Provide feedback to employees about strengths/weaknesses of the organization
Total Quality Management
-Focus on improving customer satisfaction, employee involvement/empowerment, continuous improvement in quality of goods/services, ongoing measurement/performance
-commitment to quality
-stringent work standards
-transition to flatter/horizontal organizational hierarchy
Cumulative Prospect Theory
(Kahneman & Tversky)
Loss aversion: tendency to weight losses more than gains
-limits risk-taking