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86 Cards in this Set
- Front
- Back
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ability |
individual's capacity to perform a various tasks in a job |
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ability also seen as |
job fit |
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two types of abilities |
intellectual physical |
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intellectual Abilities |
Number aptitude Verbal comprehension Perceptual speed Inductive reasoning Deductive reasoning Spatial visualization Memory ability |
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Basic Physical Abilities |
Strength Flexibility Other |
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Learning |
Any relatively permanent change inbehavior that occurs as a result of experience. |
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How We Learn |
Social Learning Operant Learning Classical Conditioning |
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Methods of Shaping Behavior |
Positive Reinforcement Negative Reinforcement Punishment Extinction |
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Positive Reinforcement |
following a response with something pleasant |
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Negative Reinforcement |
following a response with with the termination or withdrawalof something that is unpleasant |
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Punishment |
causing an unpleasant condition inan attempt to eliminate an undesirable behavior |
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Extinction |
elimination of any reinforcementthat is maintaining behavior |
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continuous reinforcement |
reinforces the desired behaviorevery time it is demonstrated. |
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Schedule of Reinforcement Interval based on _____ Encourages ______, not necessarily _______ |
based on time show up, not perform |
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Interval schedules depend upon |
how much time has passed since thelast reinforcement |
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Fixed Interval types |
rewards are spaced at uniform timeintervals |
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Variable Interval Types |
reinforcements are unpredictable |
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Schedule of Reinforcement Ratio based on _____ Encourages ______ |
Number Performance |
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Fixed Ratio Schedule |
after a fixed number of responsesare given, a reward is initiated |
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Variable Ratio Schedule |
the reward varies relative to thebehavior of the individual |
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Most Addictive Schedule of Reienforcement |
Variable Ratio |
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Behavior Modification |
Criticalbehaviors Baselinedata Behavioralconsequences Interventionstrategy Performanceimprovement |
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if you ignore bad behavior you are |
rewarding it |
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Progressive Discipline Program |
–Respondimmediately –Providea warning –Statethe problem specifically –Allow the employee to explain his or her position –Keepdiscussion impersonal –Beconsistent –Take progressiveaction(verbal,written, probation, fired) –Obtainagreement on change –Document,document, document |
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The Individual |
Foundations of Individual Behavior Personality and Values |
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Personality Determinants |
Environment Heredity Situation |
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Myers-Briggs |
Type of Social Interaction: I-Introvert E-Extrovert Preference for Gathering Data: S- Sensing N- Intuitive Preference for Decision Making: F- Feeling T- Thinking Style of Decision Making: P-Perceptive J- Judging |
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Big Five |
Extraversion Agreeableness Conscientiousness EmotionalStability Opennessto Experience |
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Big Five Extraversion |
one’scomfort level with relationships. Extroverts tend to maintain a large number ofrelationships. Introverts tend to be reserved and have fewer relationships. |
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Big Five Agreeableness |
person’spropensity to defer to others. People high in this dimension value harmony morethan having their own way. People low in this dimension focus on their ownneeds more than on the needs of others |
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Big Five Conscientiousness |
number of goals on which a personfocuses. Those high in this dimension pursue fewer goals and tend to beresponsible, persistent, and achievement-oriented. Those low in this dimensiontend to be more easily distracted, less focused, and more hedonistic. |
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Big Five Emotional Stability |
person’sability to withstand stress. People high on this dimension tend to be calm,enthusiastic, and secure. Those low in this dimension tend to be anxious,nervous, and insecure. |
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Big Five Openness to Experience |
one’srange of interests. Those high in this dimension are fascinated by imaginative,creative, and intellectual activities. Those low in this dimension tend to bemore conventional and prefer the familiar. |
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Personality Attributes and Behavior |
LocusofControl Self-Esteem RiskTaking TypeAPersonality Self-Monitoring MachiavellianTraits |
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Values |
–Basicconvictions that “aspecific mode of conduct or end-state of existence is personally or sociallypreferable.” |
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Values Importance |
Relativelystable and enduring Generallyinfluence attitudes and behavior |
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Value Types |
Terminal- Valueson end-state of existence (outcomes) Worldpeace, equality, equity, freedom, salvation Instrumental Valueson modes of conduct (processes) Courageous,independent, hard work (work ethic) |
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Value Sources |
Genetics(nature) Environment(nurture) •Nationalculture, generational values |
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West- America and Western Europe |
Individualistic- we deserve all thecredit and recognition we can get Short-Term-rate of stock market change, report quarterly, max utility for this onedecision Risk Tolerance- very tolerant of risk Power Distance- very low, Question everything |
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East- Eastern Europe |
Collectivism- if you single out oneperson, you embarrass the one person and insult everyone else Long-Term-max utility- who do I want to have a long term relationship with? Uncertainty Avoidance- never bet on anything less than 90% assurance Power Distance- very high. Never question and one in higher position never admit tonot knowing or making mistake |
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Affect |
generic term that covers a broadrange of feelings that people can experience. This term encompasses bothemotions and moods |
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Moods |
feelings that tend to be lessintense than emotions and that lack a contextual stimulus. |
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Emotions |
intense feelings directed atsomeone or something |
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External Constraints on Emotions |
Organizational Cultural |
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Emotions andOrganizationalBehavior |
Felt Emotions Emotional Labor Emotions on Display |
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Emotional Intelligence |
–Self-awareness(know yourself) –Self-management(impulse control) –Self-motivation(persistence) –Empathy(sense other’s emotions) –Socialskills (handling other’semotions) |
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Stress |
Demand Constraint Uncertainty Importance |
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Chronic Stress is |
continuous and uncontrollable |
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Individual Stress Management |
Time Management Physical Exercise Relaxation Training Social Support |
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Time is a |
fixed commodity |
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High Urgency High Importance |
Tunes Week Crisis Management |
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High Urgency Low Importance |
Emails, Texts, knock on door atwork. To minimize, have a secretary as a gatekeeper or shut the door |
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Low Urgency High Importance |
Most efficient people allocate timehere |
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Low Urgency Low Importance |
Internet. Netfix.Video Games. Minimize this time. Time wasted |
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Motivation |
Voluntarybehavior •Affectedby recruitment, performance evaluation, compensation, and job design. |
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Ability |
Skills improved by training and development |
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Motivation 2 Behaviors |
Show Up Perform |
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Show Up |
Equity Theory Hertzberg's Hygiene |
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Perform |
Goal Setting Reinforcement Expectancy |
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Learn |
OperateConditioning SocialLearning |
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Equity Theory Predictions |
–Whenpeople feel inequitably (unfairly underpaid) paid, what options do they have tofix the inequity?–•ShowUp options•••Performoptions |
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Justice Options |
Distributive Procedural |
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Hygiene Factors |
Rate of pay Job security Quality of supervision Relations with others Working conditions Company policies |
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Goal Setting Theory |
“Do your best” goals are too vague, goals mustbe: Challenging,but achievable Specific Employeeparticipation helps (“buyin” – dissonance) Feedbackon goal achievement helps |
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ReinforcementTheory |
“Carrot and Stick” Approach to Motivation–Ignoresthe inner state of the individual Themind is a “black box,” so stay out of it. Concentratessolely on what happens to a person when he or she takes some action. |
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Expectancy Theory Steps |
Individual Efflort Individual Performance Organizational Reward Personal Goals |
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Effort Performance Relationship |
the probability perceived by the individual that exerting a given amount ofeffort will lead to performance |
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Performance Rewards Relationship |
degree to which an individual believes that performing at a particular levelwill lead to the attainment of a desiredoutcome |
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Rewards Personal Goals Relationship |
degree to which the rewards of an organization satisfy an individual’spersonal goals or needs and the attractivenessof those rewards |
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ExpectancyTheory Effort-PerformanceLink |
Probabilitythat exerting a given amount of effort will lead to performance. Is itclear what level of performance is required? •Goal-SettingTheory If Iwork real hard can Iachieve the required level of performance? Ability Self-efficacy confidence in ability to perform task. “Instrumentality” |
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ExpectancyTheory Performance-Rewards Link |
Probabilitythat performing at a particular level will lead to the attainment of a reward(desired outcome). If Iachieve the required level of performance, will I really get the rewardpromised? Faithin the reward system : Whathas employee learned from in the past? Workquotas–meeting or exceeding “Voice”behaviors – whistle-blowing Badnews – treatment of the “messenger” |
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ExpectancyTheory •Rewards-Personal Goals Link |
Degreeto which organizational rewards satisfy an individual’s personal goals or needs Attractivenessof the“carrot.” Do Ireally careabout this reward? Needfulfillment Sizeof reward “Valence” |
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ExpectancyTheory •Summary of Expectancy Theory’s Links |
Allthree ofthe relationships must be satisfied in order to affect behavior (bemotivating).•Examples– Studentexamples – test taking– Workerexamples – tasks $1,000,000Field Goal at NFL Pro Bowl |
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OtherMotivation Theories |
Sometimes Show Up, SometimesPerform Theory X / Theory Y (Theory Z) Cognitive Evaluation Theory JobCharacteristics Model (Job Design - Org.System) Need Theories: Maslow’s Hierarchy of Needs Alderfer’s ERG McClelland’s Theory of Needs |
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Assumptionsabout People Theory X |
Workershave little ambition (They are lazy). Workersdislike work. Workersavoid responsibility |
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Assumptions about People Theory Y |
Workersare self-directed (They are not lazy). Workersenjoy work. Workersaccept responsibility |
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Cognitive Evaluation Theory |
Intrinsicmotivators Extrinsic Motivators |
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Cognitive Evaluation Theory Intrinsic motivators |
Thetask itself is motivating (challenging, fun). Videogames JobCharacteristics Model used for Job Design |
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Cognitive Evaluation Theory Extrinsic motivators |
Thetask is completed in order to receive a reward. Slotmachines Rewardsused for Compensation as part of HRM. |
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Causesof Employee Performance(Attribution Theory) |
Performance = behavior Motivation and ability = personfactors Opportunity = situational factor Performance = (ability +motivation) + opportunity. |
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Effects on Behaviors Perform- Intrinsic motivation |
Intrinsicmotivation increases performance. Approachapplied to Job Design (HRM). |
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Effects on Behaviors Show Up- Intrinsically Motivating jobs can |
Intrinsicallymotivating jobs can ↑ attract & ↑retain
Forcompany when a company policy (Hygiene).Formanager when common practice (Hygiene) |
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Need Based Theories |
Maslow’s Hierarchy of Needs ERG Theory McClelland’s Theory of Needs DanielGoleman’s teacher (Emotional Intelligence) |
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Maslow's Hierarchy of needs |
Self Actualization Self Esteem Social Safety Physiological Needs |
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Alderfer’s ERG Theory |
Existence Growth Relatedness |
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Theory of Needs DavidMcClelland |
NeedforAchievement Need for Power NeedforAffiliation |
