Exam 3 Org Man

Front 1

Attitudes

Back 1

mental state, opinions and beliefs, a manor of thinking that shows one's disposition toward an object

Front 2

Where do attitudes come from?

Back 2

Our disposition-how we are wired+genetics

Front 3

Attitude formation process

Back 3

stimulus>perception>attitude

Front 4

Structures of attitude

Back 4

1) Affect

2) Cognitive

3) Behavioral Intention

Front 5

Differing perspectives of job satisfaction

Back 5

1) altruism- genuine concern for welfare of others

2) employee right- belief in privileges

3) Mental Health

4) Instrumentally- prevent counterproductive behaviors

Front 6

The job as a whole

Back 6

1) Global Job Satisfaction

2) Job "Facet"- kind of work

Front 7

Conceptualizations of job sat/dissat

Back 7

1) Affective state-cognitive, behavioral, and affective (how you feel). A pleasurable state resulting from job experience

2) Evaluative State

Front 8

Determinants of Job Satisfaction

Back 8

1) job content factors-duties, not pay

2) Job context factors-setting and environment

Front 9

Org Commitment

Back 9

*An Attitude

* targets committed to goal or job

* Depicts a relationship between Org and Individual

Defined: A psychological force that BINDS an individual to a course of action relevant to the target

Front 10

What keeps you at your job?

Back 10

1) Psychological Attachment-compliance

2) Org Commitment

*evaluates price you pay for leaving

Front 11

Distinguishing characteristics of affective committed employee

Back 11

1) Enjoys Org Membership

2) Want to maintain Org relationship

3) Identifies with Org

4) Highly involved

5) Willingly exerts high energy for Org

Front 12

Reasons for distinction between 3 types of commitment

(Affective, normative, continuance)

Back 12

1) motivational base differences-pleasure, morality, and unwilling to pay price

2) Prediction Differences-different outcomes

Front 13

Origins of affective Commitment:

Back 13

1) member's actions-behaviors drive attitudes

2) exchange relationship

3) social info processing

4) work experiences

5) individual attribute- different work ethics

Front 14

Determinants of Affective Commitment

Back 14

1) Lessons from china and japan: Asian Model-having duty and obligation

2) Orgs Commitment>Employees commitment

Front 15

2 lessons from Test's and Portar's Model

Back 15

A: Carried into the Org:

1) Propensity to Commit

2) Job Expectations

3) How one is treated during recruitment

B: Intra-Org Experiences:

1) Experienced meaningfulness of work and responsibility for outcomes and Org. Justice

2) Psychological Ownership

Front 16

Consequences of Org Commitment

Back 16

1) work motivation

2) Job performance

3) Citizenship Behavior

4) Turnover

5) Absenteeism

Front 17

What is psychological ownership?

Back 17

1) A state of Mind

2) The right to property or possessions

3) Rights to control use or transfer ownership

Front 18

Psychological Ownership

Back 18

The state where an individual feels as though target of ownership is theirs

*no relationship with legal ownership

* very powerful, people would kill for it

Front 19

Defining properties of psychological ownership

Back 19

1) effective component

2) Cognitive Component

3) Reflects a psychological relationship-objects become extended to self

Front 20

Views of psychological ownership

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1) people tend to hoard ownership

2) Society construct- "pick up YOUR stuff"

3) Mix of the two

Front 21

Routes to Psychological Ownership

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1) Control-personalizing things

2) Investments to self

3) Intimate Knowing-Ex: MY bestfriend

Front 22

Pos. Effects of PO within the Org

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1) level people assume responsibility

2) level to take risks

3) citizenship behaviors

Front 23

Neg. Effects of PO within the Org

Back 23

1) creates selfishness

2) Burden of Responsibilities

3) Can lessen person's self context when something is ruined

Front 24

Personality from Psy perspective

Back 24

The relatively enduring pattern in which a person feels, thinks, and behaves

Front 25

Is personality important?

Back 25

1) Yes, influences if you are job satisfied or not.

2) Shows who emerges as leaders

3) whether we trust or not

Front 26

Determinants of Personality

Back 26

*nature vrs nuture (formed in late adolescence)

* Red Herring-little of both

* Part of hiring process- leads to person/Org fit

Front 27

Can personality be managed?

Back 27

Yes, during hiring process and when you leave the org to go somewhere else

Front 28

Structure of Personality

Back 28

1) Macro-broad

2) Micro-Personality Traits

Front 29

Personality Anchorings

Back 29

1) physiological- based differences in biology

2) belief- based differences in ideas

3) motive- based differences in need for achievement

Front 30

Macro level of personality-on a continuum

Back 30

1) Extroversion

2) neuroticism- emotional stability

3) agreeableness-trusting and forgiving

4) Conscientiousness- reliable and hard working

*best predictor of employee performance

5) Openness to experience

Front 31

Micro level of personality- traits brought into the Org

Back 31

1) work ethic

2) Type A or B personalities

3) Need for power

4) Authoritarian personality- needs order and structure

5) Social Need

6) Need for achievement

7) Locus of Control- where are forces that control what happen to me-internal or external

8) Self-Concept (not a personality trait)

Front 32

Characteristics for people with a need for achievement

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1) attracted to jobs with immediate feedback

2) Need to believe they are cause of what happens

3) Attracted to moderate levels of difficulty

4) Spend lots of time thinking about tasks at hand

Front 33

2 ideas that make up Self-Concept

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1) Self- efficacy- you have within you what it takes to get things done

2) Global self-esteem- comfortable with who you are

Front 34

Org Based Self-Esteem

Back 34

The degree to which an individual believes himself to be capable and worthy as an Org member.

*changes when new, than becomes more stable

Front 35

Determinants of Org based self-esteem

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1) person's history of successes and failures

2) Messages and signals we receive from significant others

3) Nature of structures we are put into

4) Our personality

Front 36

Concepts of Stress

Back 36

1) As a stimulus- external to the body. Stress leads to strain

2) As a response- Internal condition of the body. Stressor leads to stress

3) As a process- not something that can be measured. Relationship between person and environment.

Front 37

General Adaptation Syndrome (GAS)

Back 37

1) homeostasis

2) Introduction of stressor

3) Homeostasis condition violated

4) alarm

5) Resistance-burns energy

6) Exhaustion- wear and tear

Front 38

Stress Theories

Back 38

1) Person-Environment Fit- where there is person/org fit there won't be stress

2) Job demands/control- When demands exceed individuals control there will be stress

3) Job demands/resources- When job demands exceed resources available

Front 39

Key individual differences for stress

Back 39

1) self efficacy- less likely to deal with stress when faced with stressors

2) Self esteem- helps buffer an individual from stressors causing stress

3) Locus of Control- internal=less stress

Front 40

Frequent symptoms of stress

Back 40

1) of the mind- depression

2) Of the body-no energy

Front 41

Role Conditions of stress

Back 41

1) role of conflict-being pulled in 2 directions

2) role overload-not enough time

3) Responsibility

Front 42

Major work environment stressors

Back 42

1) Role conditions-high uncertainty

2) job conditions

3) work environment

4) change

5) group and management practices

Front 43

Effects of stress

Back 43

1) Strokes and heat attacks

2) Spills into home life

3) Links to substance use

4) Burnouts

Front 44

Org effects of stress

Back 44

1) withdrawl

2) Lack of cooperativeness

3) Pos. and neg. motivation effects-stress can positively effect performance (bell curve)

4) low commitment and job satisfaction

Front 45

Motivation

Back 45

A force within us that directs and sustains human behavior

Front 46

Components of motivation

Back 46

1) Directional component- what behaviors we engage in

2) Intensity of desire-how hard you try

3) persistence - how long you try

Front 47

Psychological building blocks of motivation

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1) principle of hedinism- pleasure seekers, motivated to avoid pain

2) instinct theory- we've inherited certain behavior

3) reinforcement theory- causes us to learn

4) Cognitive theory- Capacle of looking into future and anticipating what will happen.

Front 48

Process Theory of Motivation

Back 48

Theory that explains HOW something happens

Front 49

Content Theory of Motivation

Back 49

Trys to explain WHAT motivates

Front 50

Manifest Need Theory

Back 50

1) learned- need for achievement

2) competence need theory- natural part of human condition

Front 51

ERG Theory

Back 51

Concluded some parts of Maslow's hiearchy of needs theory were right, and some were not.

*there are existence, relation, and growth needs

Front 52

Motivation 2-factor theory

Back 52

1) Avoid Pain

2) Experience Growth

Front 53

Need theories in general

Back 53

1) fulfilled needs don't motivate you

2) Needs provide target for goal-directed behavior

3) primary vrs. secondary needs

4) latent and manifest needs

Front 54

Ordering of Needs

Back 54

1) hierarchical- Maslow's needs, what is most important

2) Concreteness- ERG, range from concrete to abstract

Front 55

Aspiration hypothesis

Back 55

More we satisfy the growth need the more important it becomes

Front 56

2 caveats pertaining to theory of motivation

Back 56

1) There is no grand theory, there are always exceptions

2) No theory is perfect

Front 57

Self- Determination Theory (SDT)

Back 57

Content theory that explains WHAT motivates, focus on what causes motivation

*key concepts= behaviors, motivation, and rewards

Front 58

Types of Behaviors of SDT

Back 58

1) externally regulated- doing for someone else

2) internally regulated- doing for yourself

Front 59

Reward types

Back 59

1) Extrinsic- administered to you by others

2) Intrinsic- administered by ourselves

Front 60

Motivation Types of SDT

Back 60

1) Amotivation- absence of motivation

2) Intrinsic- primary "what" motivates

3) Extrinsic

Front 61

Individual Needs Underpinning SDT

Back 61

1) need for freedom (autonomy)

2) Need for competence- understanding environment

Front 62

SDT postulates

Back 62

To sustain intrinsic motivation people need to feel competent and autonomous

Front 63

Research finding for the theories prediction

Back 63

1) Extrinsic rewards DONT provide intrinsic motivation

2) Extrinsic rewards decrease intrinsic motivation

*some jobs dont provide fun so they must pay high, fun jobs should not tie pay to performance

Front 64

Operant Conditioning Theory

Back 64

Process theory, we do things for which we are rewarded, and avoid things for which we are punished.

*Stimulus, Response, Consequences

Front 65

Stimulus

Back 65

Any event that someone responds to

Front 66

Consequence

Back 66

Any event that follows our response that makes the response either more or less likely to be repeated.

Front 67

Reinforcement

Back 67

Consequence that makes it more likely we will do sometihng

Front 68

Extinction

Back 68

Consequence makes it less likely to occur again

Front 69

Ways to make a response more likely to reoccur

Back 69

1) positive reinforcement- reinforcement to satisfy need

2) Negative reinforcement-a behavior that removes an undesireable consequence, making you more likely to engage in it. * NOT A PUNISHMENT

3) Avoidance Learning-figuring out a way to avoid neg. consequence

EX: waking up before alarm sounds

Front 70

Ways to make a response less likely to reoccur

Back 70

1) nonreinforcement- ignoring act

2) punishment- administering an adverse consequence to change behavior

Front 71

Schedules of Reinforcement

Back 71

1) Fixed Ratio- Rewarding every few times the act occurs, makes fast learning, but disapears fast

2) Variable Ratio- Randomly rewarding, *best one

3) Fixed Interval- Same amount of time between rewards

4) Variable Interval- random times given

Front 72

Goal Theory

Back 72

An objective to be accomplished.

*Orgs don't relaize quantity relates to quality, often unanticipated consequences of setting goals

Front 73

Cognitive theory

Back 73

Addresses relationship between motivation and performance. Adopting a goal shapes our motivation and behavior

Front 74

Key Characteristics of Goals

Back 74

1) Whether a person is working under goal or no goal conditions.

2) Goal difficulty- difficult goals outperform moderate and easy goals

3) Goal specificity

4) Goal strategies

5) Goal acceptance and commitment

- As goals become increasingly difficult, acceptance and commitment must increase as well. Not a strong pos. relationship between these two and performance

6) Goal Feedback

7) How goal is set-critical to acceptance and commitment.

8) Goal Competition- both pos. and neg.

Front 75

Goal Setting and Job Satisfaction

Back 75

Goal setting does not lead to satisfaction, solely driven by outcomes one receives because of achieving that goal.

Front 76

Equity Theory

Back 76

Is a process, motivation, and social comparison theory.

*equity not equality

Satisfaction is a function of perceived equity

Front 77

Building blocks of equity theory

Back 77

1) Cognitive dissonance theory

2) Principle of distributive justice- relationship between info we hold and info provided. Can reinforce beliefs or get congruence, inspiring motivation.

Front 78

2 perceptions for principle of distributive justice

Back 78

1) outcomes received

2) investments you are making

*input-output relationship, no dissonance when they are equal.

Front 79

Actors in Equity Theory

Back 79

1) person- whose actions we are trying to understand

2) other- People you compare yourself with

Front 80

Perception of Equity Theory

Back 80

*not in random order

Guilt will produce tension if you are gettin gout more than putting in

Front 81

Cases of equity theory

Back 81

1) equity condition- Perfect balance

2) Inequity Condition getting less out than what you put in- produces tension and anger

3) Inequity Condition where person is over rewarded- produces guilt

Front 82

Self-Regulatory Theory

Back 82

conscious personal management that involves guiding one's own thoughts and behaviors to reach a goal.

We are motivated to maintain or better the evaluation of ourselves.

Front 83

Self Regulatory Motivational Mechanism:

Back 83

1) Self-Consistency Motivation- we are invested in confirming our self image

2) Self-Enhancement Motivation- Motivated to increase our self image. True for high-esteem

3) Self-Protection Motivation- Low esteem people tend to be motivated to maintain the image they have, don't engage in tasks to protect themselves from failure

Front 84

3 determinants of self-esteem

Back 84

1) Success and failures- Managers want to create and environment for success, want people to own it

2) Messages and signals we get from others

3) Structures surrounding us- establishes trust/distrust, managers should expand opportunities to gain trust

Front 85

Expectancy Theory of Motivation

Back 85

Cognitive and process theory, addresses conditions under which we are motivated when faced with choices. Helps us understand the strength of motivation to pick one or the other

Front 86

Basic Tenets of expectancy theory

Back 86

1) How much they value the idea

2) Extent a person believes it can be done

Front 87

Key concepts in expectancy theory

Back 87

1) Motivation

2) Expectancy perception- probability you can do it

3) Valence- value or attractiveness (0-infi.)

4) Valence of the concept

5) Valence of outcomes

6) Instrumentality perception- the likelihood if I perform at a particular level I will achieve my goal

Front 88

Expectancy Theory Equation

Back 88

Motivation=Function of valence of the concept and the expectancy perception

Front 89

Valence of the concept equation

Back 89

Valence= Function of valence outcomes and instrumentality perception

Front 90

Work/Job fit

Back 90

Fit with job is more important than fit with Org

Front 91

4 approaches to job design

Back 91

1) Craft Approach- single worker performs entire job. Complex and not efficient

2) Vertical Division of Labor- doing same simple task over and over

3) Job Enlargement- Create variety in jobs. Increases satisfaction, but very time consuming

4) Job Enrichment- Give job more substance, more satisfaction and productivity than enlargement

Front 92

5 critical job design characteristics

Back 92

1) autonomy

2) Skill variety

3) Task identity-is there logical beginning and end

4) Task significance

5) Feedback

Front 93

3 Critical Psychological States

Back 93

1) Experienced meaningfulness of work

2) Experienced responsibility for outcomes

3) Knowledge of Results

Front 94

4 Revisions to Job Characteristics theory

Back 94

1) Psychological Empowerment

2) Job-Based psychological ownership

3) Personal and work outcomes

4) Individual differences-not everyone wants complexity