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144 Cards in this Set
- Front
- Back
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Affective Commitment
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An emotional attachment to the organization and a belief in its values. (Because you like the organization's values, etc.)
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Continuance Commitment
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The perceived economic value of remaining with an organization compared to leaving it. (Because you've been with the company for so long and economic reasons)
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Normative Commitment
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An obligation to remain with the organization for moral or ethical reasons. (Out of guilt)
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Perceived Organizational Support (POS)
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The degree to which employees believe the organization values their contributions and cares about their well-being. (You feel like the organization cares about you)
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Employee Engagement
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Individuals' involvement with, satisfaction with, and enthusiasm for, the work they do. (Involvement/Enthusiasm a person has for their job)
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Ability
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Refers to an individual's capacity to perform various tasks in a job. A current assessment of what one can do.
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What is the best predictor of performance?
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Intellectual Ability
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What is the correlation between intelligence and job satisfaction?
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Zero.
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When is employee performance enhanced?
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When there is a high ability-job fit.
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Attitudes
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Evaluative statements that are either favorable or unfavorable, concerning objects, people or events. Attitudes reflect how one feels about something.
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Cognition
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An opinion or belief.
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Affect
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The emotional or feeling segment.
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Behavior
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The intention to behave in a certain way.
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Do people seek consistency with attitudes?
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Yes, and between their attitudes and their behavior.
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What happens if there is an inconsistency in attitudes?
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The individual may alter either the attitudes or behavior, or develop a rationalization for the discrepancy.
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Cognitive Dissonance
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Any inconsistency between two or more attitudes, or between behavior and attitudes.
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Do individuals seek to minimize or maximize dissonance?
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Minimize.
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What is the desire to reduce dissonance determined by?
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The importance of the elements creating the dissonance. The degree of influence the individual believes he or she has over the elements. The rewards that may be involved in dissonance.
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What are moderators or the attitudes-behavior relationship?
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Importance of the attitude. Specificity of the attitude or behavior. Accessibility of the attitude. The existence of social pressures. A person's direct experience with the attitude.
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Self-Perception Theory
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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.
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Job Satisfaction
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A positive feeling about one's job resulting from an evaluation of its characteristics.
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Job Involvement
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Measures the degree to which people identify psychologically with their job and consider their perceived performance level important to self-worth.
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Psychological Empowerment
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Employees' beliefs in the degree to which they affect their work environments, their competence, the meaningfulness of their jobs, and the perceived autonomy in their work.
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Organizational Commitment
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The state in which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization.
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What causes job satisfaction?
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Work itself, Pay, Advancement opportunities, Supervision, Coworkers, and A person's personality.
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What effects the satisfaction or dissatisfaction of employees?
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Job Performance, Organizational Citizenship Behavior, Customer Satisfaction, Absenteeism, Turnover, and Workplace Deviance
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Learning
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Any relatively permanent change in behavior that occurs as a result of experience. Learning involves change. The change must become ingrained. Some form of experience is necessary for learning.
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Operant Conditioning
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Argues that people learn to behave to get something they want or avoid something they don't want. Ex. Putting a hand on a hot stove
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Social Learning
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Individuals can learn by observing what happens to other people and just being told about something, as well as by direct experiences. Ex. Seeing someone put their hand on a hot stove
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Positive Reinforcement
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Following a response with something pleasant.
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Negative Reinforcement
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Following a response by removing something unpleasant.
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Punishment
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When a behavior leads to an unpleasant response.
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Extinction
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Eliminating any reinforcement of a behavior.
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Continuous
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Reward given after each desired behavior. Fast learning of new behavior but rapid extinction. Ex. Compliments
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Fixed-Interval
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Reward given at fixed time intervals. Average and irregular performance with rapid extinction. Ex. Weekly pay checks
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Variable-Interval
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Reward given at variable time intervals. Moderately high and stable performance with slow extinction. Ex. Pop Quizzes
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Fixed Ratio
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Reward given at fixed amounts of output. High and stable performance attained quickly but also with rapid extinction. Ex. Piece-rate pay
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Variable-Ration
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Reward given at variable amounts of output. Very high performance with slow extinction. Ex. Commissioned sales
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Personality
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The sum total of 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.
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Myers-Briggs Type Indicator
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Most widely used personality-assessment instrument in the world. Individuals are classified as extroverted or introverted, thinking or feeling, and judging or perceiving. Classifications combined into 16 personality types. Ex. INTJ or ESTJ
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Extroversion
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This dimension captures one's comfort level with relationships. Extroverts tend to be gregarious, assertive, and sociable. Introverts tend to be reserved, timid, and quiet.
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Agreeableness
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This dimension refers to an individual's propensity to defer to others. Highly agreeable people are cooperative, warm, and trusting. People who score low on agreeableness are cold, disagreeable, and antagonistic.
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Conscientiousness
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This dimension is a measure of reliability. A highly conscientious person is responsible, organized, dependable, and persistent. Those who score low on this dimension are easily distracted, disorganized, and unreliable.
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Emotional Stability
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(often labeled by its converse, neuroticism) This dimension taps a person's ability to withstand stress. People with positive emotional stability tend to be calm, self-confident, and secure. Those with high negative scores tend to be nervous, anxious, depressed, and insecure.
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Openness to Experience
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This dimension addresses one's range of interests and fascination with novelty. Extremely open people are creative, curious, and artistically sensitive. Those at the other end of the openness category are conventional and find comfort in the familiar.
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Core Self-Evaluation
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People who have a positive core self-evaluation like themselves and see themselves as effective, capable, and in control of their environments. Those with a negative core self-evaluation tend to dislike themselves, question their capabilities, and view themselves as powerless over their environments.
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Self-esteem
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An individuals' degree of liking or disliking themselves and the degree to which they think they are worthy or unworthy as people.
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Locus of Control
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The degree to which people believe they are masters of their own fate.
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Machiavellianism
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The degree to which a person is pragmatic, maintains emotional distance and believes that the ends can justify the means.
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Narcissism
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The degree of sense of self-importance and arrogance.
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Self-Monitoring
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Adjust their behavior to external, situational factors.
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Risk Taking
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Willingness to take chances.
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Type A Personality
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Excessive competitiveness and sense of time urgency.
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Proactive Personality
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Identify opportunities, show initiative, take action and persevere.
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Personality and National Culture
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A country's culture influences the dominant personality characteristics of its population.
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Values
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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."
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Value Systems
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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.
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Terminal Values
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Refers to desirable end-states of existence. Goals that a person would like to achieve during his or her lifetime.
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Instrumental Values
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Refers to preferable modes of behavior, or means of achieving the terminal values.
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Ethical Behavior
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Managers consistently report that the action of their boss is the most important factor influencing ethical and unethical behavior in their organizations.
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Veterans (1950s to early 1960s)
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Hard-working, conservative, conforming; loyalty to the organization.
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Boomers (1965-1985)
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Success, achievement, ambition, dislike of authority; loyalty to career.
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Xers (1985-2000)
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Work/life balance, team-oriented, dislike of rules; loyalty to relationships.
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Nexters (2000 to present)
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Confident, financial success, self-reliant but team-oriented; loyalty to both self and relationships.
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High Power Distance vs Low Power Distance
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Power distance is the degree to which people in a country accept that power in institutions and organizations is distributed unequally.
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Individualism vs. Collectivism
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Individualism is the degree to which people prefer to act as individuals rather than as members of groups and believe in individual rights above all else.
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Masculinity vs. Femininity
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These dimensions reflect the degree to which the culture favors traditional masculine roles such as achievement, power, and control versus a culture that views men and women as equals.
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Uncertainty Avoidance
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This is the degree to which people in a country prefer structured over unstructured situations.
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Long Term Orientation vs. Short Term Orientation
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This newest addition to Hofstede's typology focuses on the degree of a society's long-term devotion to traditional views.
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Realistic
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Prefers physical activities that require skill, strength, and coordination.
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Investigative
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Prefers activities that involve thinking, organizing, and understanding.
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Social
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Prefers activities that involve helping and developing others.
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Conventional
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Prefers rule-regulated, orderly, and unambiguous activities.
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Enterprising
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Prefers verbal activities in which there are opportunities to influence others and attain power.
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Artistic
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Prefers ambiguity and activities that allow creative expression.
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Person-Organization Fit
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It is more important that employee's personalities fit with the overall organization's culture than with the characteristics of any specific job. The fit of employee's values with the culture of their organization predicts jobs satisfaction, commitment to the organization and low turnover.
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Perception
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A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. The world as it is perceived is the world that is behaviorally important.
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Attribution Theory
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Suggests that when we observe an individual's behavior, we attempt to determine whether it was internally or externally caused.
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Internally
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Believed to be under the personal control of the individual.
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Externally
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Resulting from outside causes.
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Distinctiveness
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Whether an individual displays different behaviors in different situations (do you act similar in similar situations?)
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Consensus
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If everyone who faces a similar situation responds in the same way (if everyone is late for work because of traffic or are only you late?)
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Consistency
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Does the person respond the same way over time (do they do this over and over again over time?)
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Fundamental Attribution Error
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When we make judgments about the behavior of others, we tend to underestimate external influence and overestimate internal influence.
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Self-Serving Bias
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We tend to attribute our own success to internal factors and put the blame for failure on external factors.
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Selective Perception
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A characteristic that makes someone stand out in our mind will increase the probability that it was be perceived.
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Halo Effect
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Drawing a general impression based on a single characteristic.
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Contrast Effect
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Our reaction is influenced by others we have recently encountered.
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Projection
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The tendency to attribute our own characteristics to other people.
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Stereotyping
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Judging someone on the basis of our perception of the group to which they belong.
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What is the link between perception and decision making?
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Decision making occurs as a reaction to a problem. Perception influences: Awareness that a problem exists, the interpretation and evaluation of information, bias of analysis and conclusions.
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Rational Decision-Making Model
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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
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Assumptions of the Model
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The problem is clear and unambiguous. Options are known. Clear preferences. Constant preferences. No time or cost constraints. Maximum payoff.
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Creativity in Decision Making
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The ability to produce novel and useful ideas. Importance is: better understanding of the problem, see problems others can't see, identify all viable alternatives, identify alternatives that aren't readily apparent.
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Bounded Rationality
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The limited information-processing capability of human beings makes it impossible to assimilate and understand all the information necessary to optimize. People seek solutions that are satisfactory and sufficient, rather than optimal. Bounded rationality is constructing simplified models that extract the essential features from problems without capturing all their complexity.
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Overconfidence Bias
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As managers and employees become more knowledgeable about an issue, the less likely they are to display overconfidence.
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Anchoring Bias
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A tendency to fixate on initial information and fail to adequately adjust for subsequent information.
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Confirmation Bias
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Seeking out information that reaffirms our past choices and discounting information that contradicts past judgments.
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Availability Bias
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The tendency to base judgments on information that is readily available.
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Representative Bias
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The tendency to assess the likelihood of an occurrence by inappropriately considering the current situation as identical to past situations.
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Escalation of Commitment
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Staying with a decision even when there is clear evidence that it is wrong.
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Randomness Error
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The tendency to believe that we can predict the outcome of random events.
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Hindsight Bias
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The tendency to believe falsely that we accurately predicted the outcome of an event after that outcome is actually known.
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Intuitive Decision Making
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An unconscious process created out of distilled experience. Complements rational analysis. Can be a powerful force in decision making.
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Personality
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Specific facets of conscientiousness affect escalation of commitment.
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Gender
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Females are more likely to carefully consider problems and choices but also overanalyze and rehash the decision once it is made.
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Organizational Constraints
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Performance Evaluation, Reward Systems, Formal Regulations, System-Imposed Time Constraints, and Historical Precedents.
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Cultural Differences in Decision Making
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Time Orientation, Importance of Rationality, Belief in the Ability of People to Solve Problems, and Preference for Collective Decision Making.
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Utilitarian
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Provide the greatest good for the greatest number of people.
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Rights Focus
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Make decisions consistent with fundamental liberties and privileges.
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Justice Focus
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Impose and enforce rules fairly and impartially so that there is equal distribution of benefits and costs.
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Motivation
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The processes that account for an individual's intensity, direction and persistence of effort toward attaining a goal.
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Intensity
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How hard a person tries.
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Direction
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One that benefits the organization.
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Persistence
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How long the effort is maintained.
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Physiological Needs
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Food, water, shelter.
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Safety Needs
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Roof over head, etc.
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Social Needs
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Friendships, acceptance, etc.
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Esteem Needs
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Status, recognition, attention, etc.
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Self-Actualization Needs
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Self-fulfillment, growth, etc.
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Theory X
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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.
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Theory Y
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View work as being as natural as rest of 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.
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Hygiene Factors
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Affect Job Dissatisfaction (Quality of supervision, pay, company policies, physical working conditions, relations with others, job security)
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Motivator Factors
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Affect Job Satisfaction (Promotional opportunities, opportunities for personal growth, recognition, responsibility, and achievement)
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Herzberg's Two-Factor Theory
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Managers who seek to eliminate factors that can create job dissatisfaction may bring about peace but not necessarily motivation. If a manager wants to motivate people on their jobs, he should emphasize factors associated with the work itself or to outcomes directly derived from it.
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Need for Achievement (nAch)
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Drive to excel.
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Need for Power (nPow)
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The need to make others behave in a way they would not have behaved otherwise.
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Need for Affiliation (nAff)
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The desire for friendly and close interpersonal relationships.
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McClelland's Theory of Needs
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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.
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Cognitive Evaluation Theory
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Proposes that the introduction of extrinsic rewards for work that was previously intrinsically rewarding tends to decrease overall motivation. Verbal rewards increase intrinsic motivation, while tangible rewards undermine it.
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Goal-Setting Theory
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Specific goals lead to increased performance. Difficult goals, when accepted, result in higher output that easy goals. Self-generated feedback is a more powerful motivator than externally generated feedback. Influences of goal-performance relationship: commitment, task characteristics, and national culture.
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Management by Objectives (MBO)
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Converts overall organizational objectives into specific objectives for work units and individuals. Common ingredients: goal specificity, participation in decision making, explicit time period, and performance feedback.
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Self-Efficacy Theory
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Refers to an individual's belief that they are capable of performing a task.
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Enactive Mastery
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Gain experience.
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Vicarious Modeling
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See someone else do the task.
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Verbal Persuasion
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Someone convinces you that you have the skills.
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Arousal
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Get energized.
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Equity Theory
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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 to others.
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What can you do if there is inequity?
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Change your inputs, change your outputs, distort perceptions of self, distort perceptions of others, choose a different referent, and leave the field.
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Distributive Justice
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Perceived fairness of outcome. Ex. I got the pay raise I deserved.
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Procedural Justice
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Perceived fairness of process used to determine outcome. Ex. I had input into the process used to give raises and was given a good explanation of why I received the raise I did.
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Interactional Justice
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Perceived degree to which one is treated with dignity and respect. Ex. When telling me about my raise, my supervisor was very nice and complimentary.
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Organizational Justice
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Overall perception of what is fair in the workplace. Ex. I think that is a fair place to work.
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Expectancy Theory
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Individual Effort --> Individual Performance --> Organizational Rewards --> Personal Goals
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