Mlr Chp 5-8

Front 1

Self-Concept

Back 1

Person's self-perception as a physical, social, spiritual being.

Front 2

Cognitions

Back 2

A person's knowledge, opinions, or beliefs.

Front 3

Self-Esteem

Back 3

One's overall self-evaluation.

Front 4

Self-Efficacy

Back 4

Belief in one's ability to do a task.

Front 5

Learned Helplessness

Back 5

Debilitating lack of faith in one's ability to control the situation.

Front 6

Self-Monitoring

Back 6

Observing one's own behavior and adapting it to the situation.

Front 7

Organizational Identification

Back 7

Organizational values or beliefs become part of one's self-identity.

Front 8

Personality

Back 8

Stable physical and mental characteristics responsible for a person's identity.

Front 9

Proactive Personality

Back 9

Action-oriented person who shows initiative and perseveres to change things.

Front 10

Internal Locus of Control

Back 10

Attributing outcomes to one's own actions.

Front 11

External Locus of Control

Back 11

Attributing outcomes to circumstances beyond one's control.

Front 12

Humility

Back 12

Considering the contributions of others and good fortune when gauging one's success.

Front 13

Ability

Back 13

Stable characteristic responsible for a person's maximum physical or mental performance.

Front 14

Skill

Back 14

Specific capacity to manipulate objects.

Front 15

Intelligence

Back 15

Capacity for constructive thinking reasoning, problem solving.

Front 16

Emotions

Back 16

Complex human reactions to personal achievements and setbacks that may be felt and displayed.

Front 17

Emotional Intelligence

Back 17

Ability to manage oneself and interact with others in mature and constructive ways.

Front 18

Value System

Back 18

The organization of one's beliefs about preferred ways of behaving and desired end-states.

Front 19

Terminal Values

Back 19

Personally preferred end-states of existence.

Front 20

Instrumental Values

Back 20

Personally preferred ways of behaving.

Front 21

Value congruence or person-culture fit

Back 21

The similarity between personal values and organizational values.

Front 22

Attitude

Back 22

Learned predisposition toward a given object.

Front 23

Affective Component

Back 23

The feelings or emotions one has about an object or situation.

Front 24

Cognitive Component

Back 24

The beliefs or ideas one has about an object or situation.

Front 25

Behavioral Component

Back 25

How one intends to act or behave toward someone or something.

Front 26

Cognitive Dissonance

Back 26

Psychological discomfort experienced when attitudes and behavioral are inconsistent.

Front 27

Organizational Commitment

Back 27

Extent to which an individual identifies with an organization and its goals.

Front 28

Psychological Contract

Back 28

An individual's perception about the terms and conditions of a reciprocal exchange with another party.

Front 29

Job Involvement

Back 29

Extent to which an individual is immersed in his or her present job.

Front 30

Job Satisfaction

Back 30

An affective or emotional response to one's job.

Front 31

Met Expectations

Back 31

The extent to which one receives what he/she expects from a job.

Front 32

Value Attainment

Back 32

The extent to which a job allows fulfillment of one's work values.

Front 33

Organizational Citizenship Behaviors (OCBs)

Back 33

Employee behaviors that exceed work-role requirements.

Front 34

Withdrawal Cognitions

Back 34

Overall thoughts and feelings about quitting a job.

Front 35

Perception

Back 35

Process of interpreting one's environment.

Front 36

Attention

Back 36

Being consciously aware of something or someone.

Front 37

Cognitive Categories

Back 37

Mental depositories for storing information.

Front 38

Schema

Back 38

Mental picture of an event or object.

Front 39

Stereotype

Back 39

Beliefs about the characteristics of a group.

Front 40

Sex-Role Stereotype

Back 40

Beliefs about appropriate roles for men and women.

Front 41

Self-Fulfilling Prophecy

Back 41

Someone's high expectations for another person result in high performance.

Front 42

Galatea Effect

Back 42

An individual's high self-expectations lead to high performance.

Front 43

Golem Effect

Back 43

Loss in performance due to low leader expectations.

Front 44

Causal Attributions

Back 44

Suspected or inferred causes of behavior.

Front 45

Internal Factors

Back 45

Personal characteristics that cause behavior.

Front 46

External Factors

Back 46

Environment characteristics that cause behavior.

Front 47

Fundamental Attribution Bias

Back 47

Ignoring environmental factors that affect behavior.

Front 48

Self-Serving Bias

Back 48

Talking more personal responsibility for success than failure.

Front 49

Motivation

Back 49

Psychological processes that arouse and direct goal-directed behavior.

Front 50

Content Theories of Motivation

Back 50

Identify internal factors influencing motivation.

Front 51

Process Theories of Motivatoin

Back 51

Identify the process by which internal factors and cognitions influence motivation.

Front 52

Needs

Back 52

Physiological or psychological deficiencies that arouse behavior.

Front 53

Need Hierarchy Theory

Back 53

Five Basic Needs: Physiological, safety, love, esteem, and self-actualization influence behavior.

Front 54

ERG Theory

Back 54

Three basic needs: existence, relatedness, and growth-influence behavior.

Front 55

Need for Achievement

Back 55

Desire to accomplish something difficult.

Front 56

Need for Affiliation

Back 56

Desire to spend time in social relationships and activities.

Front 57

Need for Power

Back 57

Desire to influence, coach, teach, or encourage others to achieve.

Front 58

Motivators

Back 58

Job characteristics associated with job satisfaction.

Front 59

Hygiene Factor

Back 59

Job characteristics associated with job dissatisfaction.

Front 60

Equity Theory

Back 60

Holds that motivation is a function of fairness in social exchanges.

Front 61

Negative Inequity

Back 61

Comparison in which another person receives greater outcomes for similar inputs.

Front 62

Positive Inequity

Back 62

Comparison in which another person receives lesser outcomes for similar inputs.

Front 63

Equity Sensitivity

Back 63

An individual's tolerance for negative and positive equity.

Front 64

Distributive Justice

Back 64

The perceived fairness of how resources and rewards are distributed.

Front 65

Procedural Justice

Back 65

The perceived fairness of the process and procedures used to make allocation decisions.

Front 66

Interactional Justice

Back 66

Extent to which people feel fairly treated when procedures are implemented.

Front 67

Expectancy Theory

Back 67

Holds that people are motivated to behave in ways that produce valued outcomes.

Front 68

Expectancy

Back 68

Belief that effort leads to a specific level of performance.

Front 69

Instrumentality

Back 69

A performance - outcome perception.

Front 70

Valence

Back 70

The value of a reward or outcome.

Front 71

Goal

Back 71

What an individual is trying to accomplish.

Front 72

Goal difficulty

Back 72

The amount of effort required to meet a goal.

Front 73

Goal Specificity

Back 73

Quantifiablility of a goal.

Front 74

Goal Commitment

Back 74

Amount of commitment to achieving a goal.

Front 75

Job Design

Back 75

Changing the content or process of a specific job to increase job satisfaction and performance.

Front 76

Scientific Management

Back 76

Using research and experimentation to find the most efficient way to perform a job.

Front 77

Job Enlargement

Back 77

Putting more variety into a job.

Front 78

Job Rotation

Back 78

Moving employees from one specialized job to another.

Front 79

Job Enrichment

Back 79

Building achievement, recognition, stimulation work, responsibility, and advancement into a job.

Front 80

Intrinsic Motivation

Back 80

Motivation caused by positive internal feelings.

Front 81

Core Job Dimensions

Back 81

Job characteristics found to various degrees in all jobs.