Mgt 4620 Exam 1

Front 1

- refers to an individual's capacity to perform the various tasks in a job
- is a current assessment of what one can do
- the intellectual version of this is one of the best predictors of task performance
- employee performance is enhanced when there is a high fit between this and the job

Back 1

ability

Front 2

- the sum of total ways in which an individual reacts to and interacts with others
- most often described in terms of measurable traits that a person exhibits, such as shy, aggressive, submissive, lazy, ambitious, loyal and timid

Back 2

personality

Front 3

5 aspects of the Big-Five Model

Back 3

1. Extraversion
2. Agreeableness
3. Conscientiousness
4. Emotional Stability (Neuroticism)
5. Openness to Experience

Front 4

- friendliness, gregariousness, assertiveness, active, excitement-seeking, and cheerful
- predicts job performance in certain jobs (i.e. sales)

Back 4

extraversion

Front 5

- trust, morality, altruism, cooperation, modesty, and sympathy
- predicts job performance in certain jobs (i.e. customer service)

Back 5

agreeableness

Front 6

- self-efficacy, orderliness, dutifulness, achievement-striving, self-discipline, and cautiousness
- predicts job performance across all jobs. Best predictor among the Big Five

Back 6

conscientiousness

Front 7

- anxiety, anger, depression, self-consciousness, immoderation, and vulnerability
- predicts job performance across all jobs, particularly stressful jobs

Back 7

emotional stability (neuroticism)

Front 8

- imagination, artistic interest, emotionality, adventurousness, intellect, and liberalism
- does not predict job performance, but predicts training performance

Back 8

openness to experience

Front 9

7 major personality attributes influencing OB

Back 9

1. core self-evaluation
2. Machiavellianism
3. narcissism
4. self-monitoring
5. risk taking
6. type A personality
7. proactive personality

Front 10

2 aspects of core self-evaluation

Back 10

1. self-esteem
2. locus of control

Front 11

a person's view of themselves

Back 11

self-esteem

Front 12

degree to which you believe you have control of your own fate

Back 12

locus of control

Front 13

- degree to which a person is pragmatic, maintains emotional distance and believes that the ends can justify the means
- people high in this are good at persuading others

Back 13

Machiavellianism

Front 14

degree of sense of self-importance and arrogance

Back 14

narcissism

Front 15

- adjust their behavior to external, situational factors
- people high in this make better leaders
- people high in this are also less committed to an organization

Back 15

self-monitoring

Front 16

willingness to take chances

Back 16

risk taking

Front 17

excessive competitiveness and sense of time urgency

Back 17

type A personality

Front 18

type ___ persons make better decisions than type ___ persons

Back 18

B; A

Front 19

identify opportunities, show initiative, take action and persevere

Back 19

proactive personality

Front 20

a country's ___ influences the dominant personality characteristics of its population

Back 20

culture

Front 21

- represent basic, enduring convictions that "a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence"
- are based only on nurture, not on nature

Back 21

values

Front 22

- represent a prioritizing of individual values
- identified by the relative importance an individual assigns to such values as freedom, pleasure, self-respect, honesty, obedience, and equality

Back 22

value systems

Front 23

2 aspects of the Rokeach Value Survey

Back 23

1. terminal values
2. instrumental values

Front 24

- refers to desirable end-states of existence
- goals that a person would like to achieve during his or her lifetime

Back 24

terminal values

Front 25

refers to preferable modes of behavior, or means of achieving the terminal values

Back 25

instrumental values

Front 26

managers consistently report that the ___ is the most important factor influencing ethical and unethical behavior in their organizations

Back 26

action of their bosses

Front 27

5 aspects of Hofstede's Framework for Assessing Cultures

Back 27

1. power distance
2. individualism vs. collectivism
3. masculinity vs. femininity
4. uncertainty avoidance
5. long-term vs. short-term orientation

Front 28

- it is sometimes more important that employees' personalities fit with the overall organization's culture than with the characteristics of any specific job
- the fit of employees' values with the culture of their organization predicts job satisfaction, commitment to the organization and low turnover.

Back 28

person-organization fit

Front 29

- states that people who are more attracted to a company are more likely to apply there
- the organization weeds people out of the hiring process based on their fit
- people who don't fit in the organization weed themselves out because they don't like working there

Back 29

ASA (Atraction, Selection, & Attrition) Theory

Front 30

What 3 things should managers evaluate to determine the optimum ability and personality fit?

Back 30

1. the job
2. the work group
3. the organization

Front 31

Managers should find job candidates who not only have the ability and personality traits to perform but also possess ___.

Back 31

a value system that is compatible with the organization's

Front 32

a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment

Back 32

perception

Front 33

the world as it is perceived is the world that is ___.

Back 33

behaviorally important

Front 34

suggests that when we observe an individual's behavior, we attempt to determine whether it was internally or externally caused

Back 34

attribution theory

Front 35

aspect of attribution theory; believed to be under the personal control of the individual

Back 35

internally

Front 36

aspect of attribution theory; resulting from outside causes

Back 36

externally

Front 37

3 determinants of attribution

Back 37

1. distinctiveness
2. consensus
3. consistency

Front 38

determinant of attribution; whether an individual displays different behaviors in different situations

Back 38

distinctiveness

Front 39

determinant of attribution; if everyone who faces a similar situation responds in the same way

Back 39

consensus

Front 40

determinant of attribution; does the person respond the same way over time

Back 40

consistency

Front 41

2 attribution errors

Back 41

1. fundamental attribution error
2. self-serving bias

Front 42

when we make judgments about the behavior of others, we tend to underestimate external influence and overestimate internal influence

Back 42

fundamental attribution error

Front 43

we tend to attribute our own success to internal factors and put the blame for failure on external factors

Back 43

self-serving bias

Front 44

5 shortcuts used in judging others

Back 44

1. selective perception
2. halo effect
3. contrast effects
4. projection
5. stereotyping

Front 45

a characteristic that makes someone stand out in our mind will increase the probability that it will be perceived

Back 45

selective perception

Front 46

drawing a general impression based on a single characteristic

Back 46

halo effect

Front 47

our reaction is influenced by others we have recently encountered

Back 47

contrast effects

Front 48

the tendency to attribute our own characteristics to other people

Back 48

projection

Front 49

judging someone on the basis of our perception of the group to which they belong

Back 49

stereotyping

Front 50

___ occurs as a reaction to the problem

Back 50

decision making

Front 51

3 perception influences

Back 51

1. awareness that a problem exists
2. the interpretation and evaluation of information
3. bias of analysis and conclusions

Front 52

6 steps of the Rational Decision-Making Model

Back 52

1. Define the problem.
2. Identify the decision criteria.
3. Allocate weights to the criteria.
4. Develop the alternatives.
5. Evaluate the alternatives.
6. Select the best alternative.

Front 53

6 assumptions of the Rational Decision-Making Model

Back 53

1. the problem is clear and unambiguous
2. options are known
3. clear preferences
4. constant preferences
5. no time or cost constraints
6. maximum payoff

Front 54

- the limited information-processing capability of human beings makes it impossible to assimilate and understand all the information necessary to optimize
- so people seek solutions that are satisfactory and sufficient, rather than optimal
- is constructing simplified models that extract the essential features from problems without capturing all their complexity

Back 54

bounded rationality

Front 55

8 common biases and errors

Back 55

1. overconfidence bias (Huberis)
2. anchoring bias (first impression error)
3. confirmation bias
4. availability bias
5. representative bias
6. escalation of commitment
7. randomness error
8. hindsight bias

Front 56

as managers and employees become more knowledgeable about an issue, the less likely they are to display overconfidence

Back 56

overconfidence bias (Huberis)

Front 57

a tendency to fixate on initial information and fail to adequately adjust for subsequent information

Back 57

anchoring bias (first impression error)

Front 58

seeking out information that reaffirms our past choices and discounting information that contradicts past judgments

Back 58

confirmation bias

Front 59

the tendency to base judgments on information that is readily available

Back 59

availability bias

Front 60

the tendency to assess the likelihood of an occurrence by inappropriately considering the current situation as identical to past situations

Back 60

representative bias

Front 61

staying with a decision (typically due to sunk costs) even when there is clear evidence that it is wrong

Back 61

escalation of commitment

Front 62

the tendency to believe that we can predict the outcome of random events

Back 62

randomness error

Front 63

the tendency to believe falsely that we accurately predicted the outcome of an event after that outcome is actually known

Back 63

hindsight bias

Front 64

- an unconscious process created out of distilled experience
- complements rational analysis
- can be a powerful force in decision making

Back 64

intuitive decision making

Front 65

8 instances when intuitive decision making is used

Back 65

1. a high level of uncertainty exists
2. there is little precedent to draw on
3. variables are less scientifically predictable
4. "facts" are limited
5. facts don't clearly point the way
6. analytical data are of little use
7. there are several plausible alternatives with good arguments for each
8. time is limited and there is pressure to come up with the right decision

Front 66

To influence productivity, managers should assess workers' ___ of their jobs

Back 66

perceptions

Front 67

4 ways managers can improve decision making

Back 67

1. analyze the situation
2. be aware of biases and minimize their impact
3. combine rational analysis with intuition
4. try to enhance your creativity

Front 68

- a predisposition to respond in a positive or negative way to someone or something in one's environment
- reflect how one feels about something

Back 68

attitudes

Front 69

3 major components of attitudes

Back 69

1. cognition
2. affect
3. behavior intentions

Front 70

an opinion or belief

Back 70

cognition

Front 71

the emotional or feeling segment

Back 71

affect

Front 72

the intention to behave in a certain way

Back 72

behavior intentions

Front 73

people seek ___ among their attitudes and between their attitudes and behavior

Back 73

consistency

Front 74

when there is a(n) ___, the individual may alter either the attitudes or behavior, or develop a rationalization for the discrepancy

Back 74

inconsistency

Front 75

- any inconsistency between two or more attitudes, or between behavior and attitudes
- individuals seek to minimize this

Back 75

cognitive dissonance

Front 76

the desire to reduce dissonance is determined by: (3 things)

Back 76

1. the importance of the elements creating the dissonance
2. the degree of influence the individual believes he or she has over the elements
3. the rewards that may be involved in dissonance

Front 77

- the view that behavior influences attitudes
- argues that attitudes are used after the fact to make sense out of an action that has already occurred rather than as devices that precede and guide action
- tend to infer attitude from behavior when you have had few experiences regarding an issue
- attitudes likely to guide behavior when your attitudes have been established for a while

Back 77

self-perception theory

Front 78

6 major job attitudes

Back 78

1. job satisfaction
2. organizational commitment
3. job involvement
4. psychological empowerment
5. perceived organizational support
6. employee engagement

Front 79

3 types of organizational commitment

Back 79

1. affective commitment
2. continuance commitment
3. normative commitment

Front 80

6 things that cause job satisfaction

Back 80

1. work itself
2. pay
3. advancement
4. supervision
5. coworkers
6. a person's personality

Front 81

the strongest correlation with overall job satisfaction

Back 81

work itself

Front 82

not correlated with job satisfaction after individual reaches a level of comfortable living

Back 82

pay

Front 83

6 effects of satisfied and dissatisfied employees

Back 83

1. job performance
2. OCB
3. workplace deviance
4. customer satisfaction
5. absenteeism
6. turnover

Front 84

strong correlation to the effects of satisfied and dissatisfied employees (3 effects)

Back 84

1. job performance
2. workplace deviance
3. customer satisfaction

Front 85

modest relationship to the effects of satisfied and dissatisfied employees, but more related to conceptions of fair outcomes, treatment and procedures

Back 85

OCB

Front 86

moderate to weak negative correlation to the effects of satisfied and dissatisfied employees

Back 86

absenteeism

Front 87

moderate negative correlation to effects of satisfied and dissatisfied employees

Back 87

turnover

Front 88

- any relatively permanent change in behavior that occurs as a result of experience
- involves change
- change must become ingrained
- some form of experience is necessary

Back 88

learning

Front 89

2 theories of learning

Back 89

1. operant conditioning
2. social learning

Front 90

argues that people learn to behave to get something they want or avoid something they don't want

Back 90

operant conditioning

Front 91

individuals can learn by observing what happens to other people and just being told about something, as well as by direcft experiences

Back 91

social learning

Front 92

4 methods of shaping behavior

Back 92

1. positive reinforcement
2. negative reinforcement
3. punishment
4. extinction

Front 93

Managers should raise satisfaction by focusing on ___.

Back 93

making work challenging and interesting

Front 94

For employee learning, managers should use ___ instead of ___.

Back 94

reinforcement; punishment

Front 95

3 implications for managers concerning ability:

Back 95

1. effective selection process improves fit
2. promotion and transfer based on abilities
3. fine-tune job to better match abilities

Front 96

the processes that account for an individual's intensity, direction and persistence of effort toward a goal

Back 96

motivation

Front 97

how hard a person tries

Back 97

intensity

Front 98

how long the effort is maintained

Back 98

persistence

Front 99

one that benefits the organization

Back 99

direction

Front 100

5 levels of Maslow's Hierarchy of Needs Theory

Back 100

1. Physiological
2. Safety
3. Social
4. Esteem
5. Self-actualization

Front 101

- inherent dislike for work and will attempt to avoid it
- must be coerced, controlled or threatened with punishment
- will avoid responsibilities and seek formal direction
- place security above all factors and will display little ambition

Back 101

Theory X

Front 102

- view work as being as natural as rest or play
- will exercise self-direction and self-control if committed to objectives
- can learn to accept, even seek, responsibility
- can make innovative decisions on their own

Back 102

Theory Y

Front 103

3 aspects of McClelland's Theory of Needs

Back 103

1. Need for achievement (nAch)
2. Need for power (nPow)
3. Need for affiliation (nAff)

Front 104

drive to excel

Back 104

need for achievement (nAch)

Front 105

the need to make others behave in a way they would not have behaved otherwise

Back 105

need for power (nPow)

Front 106

the desire for friendly and close interpersonal relationships

Back 106

need for affiliation (nAff)

Front 107

- high achievers prefer jobs with personal responsibility, feedback, and intermediate degree of risk
- high achievers are not necessarily good managers
- affiliation and power closely related to managerial success
- employees can be trained to stimulate their achievement need

Back 107

McClelland's Theory of Needs

Front 108

- specific goals lead to increased performance
- difficult goals, when accepted, result in higher output than easy goals
- self-generated feedback is a more powerful motivator than externally generated feedback

Back 108

Goal-Setting Theory

Front 109

3 influences on goal-performance relationship, according to the Goal-Setting Theory

Back 109

1. Commitment
2. Task characteristics
3. National culture

Front 110

converts overall organizational objectives into specific objectives for work units and individuals

Back 110

Management by Objectives (MBO)

Front 111

4 common ingredients of Management by Objectives (MBO)

Back 111

1. Goal specificity
2. Participation in decision making
3. Explicit time period
4. Performance feedback

Front 112

- employees weigh what they put into a job situation (input) against what they get from it (outcome)
- then they compare their input-outcome ratio with the input-outcome ratio of relevant others

Back 112

Equity Theory

Front 113

ratio of inputs to outcomes

Back 113

equity sensitivity

Front 114

3 components of equity sensitivity

Back 114

1. entitleds
2. equity sensitives
3. benevolents

Front 115

6 choices when there is perceived inequity

Back 115

1. Change their inputs
2. Change their outcomes
3. Distort perceptions of self
4. Distort perceptions of others
5. Choose a different referent
6. Leave the field

Front 116

4 forms of justice

Back 116

1. Distributive Justice
2. Procedural Justice
3. Interactional Justice
4. Organizational Justice

Front 117

- perceived fairness of outcome
- example: I got the pay raise I deserved.

Back 117

distributive justice

Front 118

- perceived fairness of process used to determine outcome
- example: I had input into the process used to give raises and was given a good explanation of why I received the raise I did.

Back 118

procedural justice

Front 119

- perceived degree to which one is treated with dignity and respect
- example: When telling me about my raise, my supervisor was very nice and complimentary.

Back 119

interactional justice

Front 120

- overall perception of what is fair in the workplace
- example: I think this is a fair place to work.

Back 120

organizational justice

Front 121

4 steps of the Expectancy Theory

Back 121

1. Individual effort
2. Individual performance
3. Organizational rewards
4. Personal goals

Front 122

3 relationships in the Expectancy Theory

Back 122

1. Effort-performance relationship
2. Performance-reward relationship
3. Rewards-personal goals relationship

Front 123

3 ways that jobs can be redesigned

Back 123

1. Job Rotation or Cross-training
2. Job Enlargement
3. Job Enrichment

Front 124

the periodic shifting of an employee from one task to another

Back 124

job rotation or cross-training

Front 125

increasing the number and variety of tasks

Back 125

job enlargement

Front 126

increasing the degree to which the worker controls the planning, execution and evaluation of the work

Back 126

job enrichment

Front 127

3 types of alternate work arrangements

Back 127

1. Flextime
2. Job Sharing
3. Telecommuting

Front 128

allows some discretion over when worker starts and leaves

Back 128

flextime

Front 129

two or more individuals split a traditional job

Back 129

job sharing

Front 130

work remotely at least two days per week

Back 130

telecommuting

Front 131

a participative process that uses the input of employees to increase their commitment to the organization's success

Back 131

employee involvement

Front 132

4 major strategic rewards decisions when rewarding employees

Back 132

1. what to pay employees
2. how to pay individual employees
3. what benefits to offer
4. how to construct employee recognition programs

Front 133

When determining what to pay employees, you need to establish a balance between ___ and ___.

Back 133

internal equity; external equity

Front 134

When determining what to pay employees, you need to establish a ___.

Back 134

pay structure

Front 135

the worth of the job to the organization

Back 135

internal equity

Front 136

the external competitiveness of an organization's pay relative to pay elsewhere in its industry

Back 136

external equity

Front 137

When determining what to pay employees, you need to make a strategic decision with ___.

Back 137

trade-offs

Front 138

bases a portion of the pay on some individual and/or organizational measure of performance

Back 138

variable-pay programs

Front 139

6 types of variable-pay programs

Back 139

1. piece-rate pay
2. merit-based pay
3. bonuses
4. profit-sharing plans
5. gain sharing
6. Employee Stock Ownership Plans (ESOPs)

Front 140

workers are paid a fixed sum for each unit of production completed

Back 140

piece-rate pay

Front 141

pay is based on individual performance appraisal ratings

Back 141

merit-based pay

Front 142

rewards employees for recent performance

Back 142

bonuses

Front 143

organization-wide programs that distribute compensation based on an established formula designed around profitability

Back 143

profit-sharing plans

Front 144

compensation based on sharing of gains from improved productivity

Back 144

gain sharing

Front 145

plans in which employees acquire stock, often at below-market prices

Back 145

Employee Stock Ownership Plans (ESOPs)

Front 146

- are in addition to extrinsic compensation systems
- are intrinsic rewards
- can be as simple as a spontaneous comment
- can be formalized in a program

Back 146

employee recognition programs

Front 147

___ is the most powerful workplace motivator

Back 147

recognition