I/o Psych Final

Front 1

Equity Theory

Back 1

Source of Motivation: the drive to reduce feelings of tension caused by perceived inequity
Support: mixed: good for underpayment inequity
Applicability: limited: social comparisons are made but inequity can be reduced in ways other than increased motivation

Front 2

Path-Goal Theory

Back 2

theory that emphasizes the importance of leaders indicating to followers what behaviors (paths) they need to exhibit to attain the desired objectives (goals)

Front 3

Transformational leadership

Back 3

conception that leadership is the process of inspiring a group to pursue goals and attain results; provide consideration, intellectual stimulation, new approaches

Front 4

Charismatic leadership

Back 4

conception that leadership is the product of charisma, a trait that inspires confidence in others to support the ideas and beliefs of an individual who possesses this trait

Front 5

Transactional leadership

Back 5

clarifies roles and task requirements, looks at what is most efficient, clear understanding of the job

Front 6

Implicit leadership theory

Back 6

conception that leadership is a perceived phenomenon as attributed to an individual by others

Front 7

Life Long Learning

Back 7

a requirement; never stops, regardless of age

Front 8

Trait approach

Back 8

a conception that leadership is best understood in terms of traits held by an individual that account for the observed leadership

Front 9

Expert power

Back 9

employee believes leader has expertise in given area; the perceived experience, knowledge, or ability of a person

Front 10

Legitimate power

Back 10

aka "authority"; employee believes the organization's power over him or her is legitimate

Front 11

National Labor Relations Board (NLRB)

Back 11

an agency of the federal government that has responsbility for enforcing laws pertaining to union/management relations

Front 12

authorization cards

Back 12

a card employees sign authorizing an election to determine whether a union will represent employees in the collective bargaining processess

Front 13

certification election

Back 13

an election in which employees vote to determine whether a union will represent them in the collective bargaining process

Front 14

distributive bargaining

Back 14

assumes a win/lost relationship; whatever the employer gives the union, the employer loses - makes for slow progress

Front 15

integrative bargaining

Back 15

both sides work to improve the relationship while the present contract is in effect, not when it comes up for review

Front 16

mediation

Back 16

neutral third party suggestions

a method of dispute settlement in which a neutral third party offers advice to the union and management in order to help them agree on a labor contract

Front 17

arbitration

Back 17

neutral third party, resolved/binding

a method if dispute settlement in which a neutral third party resolves the dispute between labor and management by making a decision that is typically final and binding to both parties

Front 18

grievance procedure

Back 18

1) employee and supervisor try to reach an understanding
2) shop steward represents employee in negotiations w/employer
3) case taken to company's director of industrial relations who hears testimony and issues a verdict
4) arbitration

Front 19

polychronicity

Back 19

pattern of preferring to attend to multiple tasks simultaneously

Front 20

serial monochronicity

Back 20

pattern of preferring to start and complete one major task before moving on to another

Front 21

Underpayment inequity

Back 21

sense of unfairness derived from feeling that the ratio of work to rewards is lower than the ratio of a comparison other

Front 22

Overpayment inequity

Back 22

sense of unfairness dervied from perception that work to rewards ration is greater than the ratio of a comparison other

Front 23

Goal-setting Theory

Back 23

a theory of motivation based on directing one's effort toward the attainment of specific goals that have been set or established

Front 24

Leader-Member Exchange Theory

Back 24

a theory of leadership based upon the nature of the relationship between a leader and members of the led group