I/o Final Exam

Front 1

mental and physical well-being of employees in relation to the conduct of their work.

Back 1

occupational health

Front 2

What did Freud say about what he thought a normal person should be able to do well

Back 2

to love and to work.

Front 3

basic component of mental health, arousal and pleasure, how much time you spend in each area.

Back 3

affective well being

Front 4

basic component of mental health, how successful you are in life's activities (relationships, employment, etc

Back 4

competence

Front 5

basic component of mental health, freedom to choose the path of one's own behaviorversus feeling trapped and helpless

Back 5

autonomy

Front 6

basic component of mental health, always striving to attain a more desirable outcome, goal oriented

Back 6

aspiration

Front 7

basic component of mental health, capstone - balance of love and work, person as a whole

Back 7

integrated functioning

Front 8

response to stimuli on the job
that lead to negative consequences, physical or psychological to the people who are exposed to them.

Back 8

work stress

Front 9

type of tress pertaining to types of tasks performed in jobs. relationships between monotonous repetitive, jobs and ill health - sick building syndrome.

Back 9

task content stressors

Front 10

type of stress pertaining to role properties and interpersonal aspects of the job.

Back 10

role properties stressors

Front 11

the product of perceptual differences regarding the content of a person's role or the relative importance of its elements. ie, different perceptions of responsibilities within a group

Back 11

role conflict

Front 12

the conflict experienced in a role as a necessity to compromise either the quantity or quality of performance due to a constraint, usually time pressures.

Back 12

role overload.

Front 13

a personality that describes indivs who tend to be aggressive, competitive, and feel under chronic time pressures

Back 13

type A personality

Front 14

a personality that describes indivs who tend not to be competitive, intense or feel under chronic time pressures.

Back 14

type B personality

Front 15

is the primary property that provides buffering effect and lessens the relationship between various job stressors and indicators of mental and physical health.

Back 15

social support

Front 16

there is similarity between what occurs in the work environment and what occurs in the family environment; a persons attitudes at work become ingrained and carried over into home life. satisfaction with work enhances family life.

Back 16

spillover model

Front 17

assumes that indivs make differential investments of themselves in the two settings so thatwhat is provided by one makes up for what is missing in the other. deprivations experienced in work are made up for in nonwork activities

Back 17

compensation model

Front 18

proposes that work and nonwork spheres are distinct so that an indiv can be successful in one without any influence on the other.

Back 18

segmentation model

Front 19

concept of motivation addressing the choice of activities we make in expending effort. which we choose to work diligently at and which not.

Back 19

direction

Front 20

concept of motivation implying we have the potential to exert various levels of effort, depending on ow much we need to expend.

Back 20

intensity

Front 21

concept of motivation reflecting persistence of motivation over time, as opposed to a one-time choice between courses of action or high levels of effort aimed at a single task

Back 21

duration

Front 22

critical concept of motivation the action from which we infer motivation.

Back 22

behavior

Front 23

critical concept of motivation entailing some evaluation of behavior, an assessment against some standard

Back 23

performance

Front 24

critical concept of motivation that is regarded as fairly stable within indivs and may be represented by a broad construct like intelligence, or specific construct like phys coord.

Back 24

ability

Front 25

critical concept of motivation that are environmental factors and opportunities that facilitate or retard behavior.

Back 25

situational constraints

Front 26

critical concept of motivation that reflects what you will do (given your ability) and the situational constraints as what you are allowed to do

Back 26

motivation

Front 27

concept of motivation addressing the choice of activities we make in expending effort. which we choose to work diligently at and which not.

Back 27

direction

Front 28

concept of motivation implying we have the potential to exert various levels of effort, depending on ow much we need to expend.

Back 28

intensity

Front 29

concept of motivation reflecting persistence of motivation over time, as opposed to a one-time choice between courses of action or high levels of effort aimed at a single task

Back 29

duration

Front 30

critical concept of motivation the action from which we infer motivation.

Back 30

behavior

Front 31

critical concept of motivation entailing some evaluation of behavior, an assessment against some standard

Back 31

performance

Front 32

critical concept of motivation that is regarded as fairly stable within indivs and may be represented by a broad construct like intelligence, or specific construct like phys coord.

Back 32

ability

Front 33

critical concept of motivation that are environmental factors and opportunities that facilitate or retard behavior.

Back 33

situational constraints

Front 34

critical concept of motivation that reflects what you will do (given your ability) and the situational constraints as what you are allowed to do

Back 34

motivation

Front 35

theory of motivation based on a sequential ordering of human needs that indivs seek to fulfill in serial progression, starting with physiological needs and culminating in the need for self-actualization. some support for lower needs but not much for higher.

Back 35

maslow's need hierarchy theory of motivation

Front 36

a theory of motivation based on the social comparison process of examining the ration of inputs and outcomes between oneself and a comparison other. predictions held up best in underpayment/ hourly.

Back 36

equity theory

Front 37

a theory of motivation based on the perceived degree of relationship between how much effort a person expends and the performance that results from that effort.

Back 37

expectancy theory of motivation

Front 38

part of expectancy theory: things an organization can provide for its employees such as pay, promotions, etc.

Back 38

job outcomes

Front 39

part of expectancy theory: employees feelings about the outcomes and usually defined in terms of attractiveness or anticipated satisfaction

Back 39

valences

Front 40

part of expectancy theory: the perceived degree of relationship between performance and outcome attainment, exists in employee's mind. degree of relationship between performance and outcome

Back 40

instrumentality

Front 41

part of expectancy theory: the perceived relationship between effort and performance - relationship between how hard you try and how well you do.

Back 41

expectancy

Front 42

part of expectancy theory: the amount of effort or pressure within the person to be motivated.

Back 42

force

Front 43

empirical approach to testing expectancy theory that tries to distinguish the most motivated from the least motivated people in a group.

Back 43

across-subjects design

Front 44

empirical approach to testing expectancy theory that assumes each person is confronted with many tasks and then predicts on which tasks the person will work the hardest.

Back 44

within-subjects design

Front 45

a theory of motivation based on the setting of goals and the receipt of accurate feedback that is monitored to enhance the likelihood of goal attainment.

Back 45

self-regulation theory of motivation

Front 46

a theory of motivation based on the presence of dimensions or characteristics of jobs that foster the expenditure of effort ; the locus of control exists in the environment where work is performed.

Back 46

work design theory

Front 47

the process of designing work so as to enhance individual motivation to perform the work.

Back 47

job enrichment

Front 48

what percent of workforce is unionized

Back 48

15 percent