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84 flashcards · Other · by Daniel F.

1. Levels of behaviour analysis

   Psychology - The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals. Social psychology - An area of psychology that blends concepts from psychology and sociology to focus on the influence of people on one another. Sociology - The study of people in relation to their social environment or culture. Anthropology - The study of societies to learn about human beings and their activities.

2. Research models

   case study survey experiment meta

3. Moderator

   variable that influences relation between two other variables contingency variable

4. Mediator

   variable that is the underlying relation between the two other variables process variable

5. parts of conceptual model

   Independent (input) variable Dependent (outcome) variable Moderator (contingency) variable Mediator (process) variable

6. Components of attitudes

   Cognitive: the opinion or belief segment of an attitude Pay is low Affective: the emotional or feeling segment of an attitude I'm sad because the pay is low Behavioral: an intention to behave in a certain way towards someone or something I am going to look for a job that pays better

7. Cognitive dissonance

   any incompatibility between two or more attitudes or between behavior and attitude.

8. Desire to reduce dissonance depends on 3 factors

   importance of the elements creating dissonance The degree of influence we believe we have over those elements Rewards of dissonance

9. Organizational identification

   the extent to which employees define themselves by the same characteristics that define one's organization, forming the basis for which attitudes are engendered.

10. Perceived organizational support (POS)

    the degree to which employees believe an organization values their contribution and cares about their well-being.

11. Employee engagement

    the degree of enthusiasm an employee feels for the job.

12. How is job satisfaction measured

    global rating summation of job facets

13. Influences on job satisfaction

    Job conditions Personality Pay Corporate social responsibility (CSR)

14. Corporate social responsibility (CSR)

    An organization’s self-regulated actions to benefit society or the environment beyond what is required by law.

15. Organizational citizenship behavior (OCB)

    discretionary behavior that contributes to the psychological and social environment of workplace.

16. The employability skills matrix (ESM)

    links five employable skills (critical thinking, communication, collaboration, knowledge application and analysis, social responsibility.

17. Job satisfaction positive and negative outcomes

    Positive: high job performance High organisational citizenship behavior High customer satisfaction Negative: turnover (leave) absenteeism (more likely to call in sick) counterproductive work behavior (harms the workplace)

18. Affect

    describes a broad range of feelings that people experience including emotions and moods positive: joy, gratitude negative: stress, anxiety universal emotions: anger, fear, sadness, happiness, disgust, surprise

19. Emotions

    intense, discrete, short-lived feeling experiences that are often caused by a specific event

20. Moods

    feelings that tend to be longer lived and less intense than emotions.

21. Moral emotions

    emotions that have moral implications because of our instant judgement of the situation that evokes them.

22. Positive offset

    the tendency of most individual to experience a mildly positive mood at zero input

23. Workplace coping strategies

    emotional labor: an employee's organizationally desired emotions during interpersonal transactions at work. (Can be felt or displayed) Surface acting - hiding one's feelings and forgoing emotional expressions in response to display rules (increased stress, decrease in job satisfaction) Deep acting - trying to modify one's inner feelings based on display rules (increase in job satisfaction) Emotional dissonance - inconsistencies between the emotions people feel and the emotions they project (low…

24. Emotional intelligence (El)

    person's ability to perceive emotions in one-self and others understand the meaning of these emotions regulate emotions accordingly

25. Core self evaluation (CSE)

    believing in one's inner worth and basic competence

26. Affective events theory (AET)

    A model that suggests that workplace events cause emotional reactions on the part of employees which then influence workplace attitudes and behaviors. Emotions provide valuable insights into how workplace events influence employee performance and satisfaction Employees and managers should not ignore emotions or events that cause them even when they appear minor because they accumulate

27. Emotional regulation techniques

    emotional suppression Cognitive reappraisal- reframing our outlook on an emotional situation Social sharing- venting Emotions = rationality

28. Holland's Typology of Personality and Congruent Occupations

29. Personality

    the sum of ways in which an individual reacts to and interacts with the world around them.

30. Personality traits

    enduring characteristics that describe an individual's behavior .

31. Measuring personality:

    self-report surveys (individuals evaluate themselves) Observer-ratings survey (coworker or observer does the rating)

32. Personality frameworks

    Myers-Briggs type indicator (MBTI) The big five

33. Myers-Briggs type indicator (MBTI)

    Extraverted vs introverted Sensing vs intuitive Thinking vs feeling Judging vs perceiving Problems: Validity Forces into types (no in between) Difficulty of interpretation Often different results Results tend to be unrelated to job performance

34. The big five

    Emotional stability Extraversion Openness Agreeableness Conscientiousness

35. The dark triad

    Machiavellianism - the degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify the means Narcissism - the tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration and have a sense of entitlement. Psychopathy - the tendency for a lack of concern for others and a lack of guilt or remorse when actions cause harm.

36. Core self-evaluation (CSE)

    conclusions individuals have about their capabilities high - see themselves as effective and in control low - question their capabilities, view themselves as powerless

37. Self-monitoring

    A personality trait that measures an individual's ability to adjust their behavior to external, situational factors High - considerable ability to adjust, sensitive to external cues, show less commitment but better performance, more likely to be leaders low - tend to display their true dispositions and attitudes

38. Proactive personality

    people who identify opportunities, show initiative , take action and persevere until meaningful change occurs. (High - great job performance, creativity, satisfied with their jobs)

39. Situation strength theory

    a theory indicating that the way personality translates into behavior depends on strength of the situation

40. Components of situation strength

    clarity (the degree to which work duties are clear) Consistency (extent to which work duties are compatible with one another) Constrains (extent to which individual's freedom is limited by forces) Consequences

41. Trait activation theory (TAT)

    a theory that predicts that some situations, events, or interventions activate a trait more than others Using TAT we can foresee which jobs suit certain personalities TAT also applies to personality tendencies Personality and the situation both affect work behavior, but when the situation is right, the power of personality to predict behavior is even higher

42. Values

    basic 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

43. Barnum effect

    when individuals perceive general statements to be true when they hear that these are individualized.

44. Nature side

    argues that in order to predict behavior you need to look into personality

45. Nurture side

    argues that in order to predict behavior you need to look at the context of the situation

46. Factors that influence perception

    Perceiver (we hear what we want to hear and see what we want to see because it conforms to our thinking) Target (characteristics of the target also affect what we perceive) Context

47. Attribution theory

    an attempt to explain the ways we judge people differently depending on the meaning we attribute to a behavior, such as determining whether an individual's behavior is internally or externally caused. (Your co-worker is late for work and you immediately think it's because she was lazy but would you say the same if you were late ? ) Distinctiveness - whether an individual displays different behavior in a different situation. Consensus - everyone who faces the same situation responds in the same…

48. Internal behaviors

    behaviors an observer believes to be under the personal behavioral control of another individual (coming to work late because the coworker is lazy)

49. External behaviors

    the situation forced the individual to do (coming to work late because of the bad traffic)

50. Fundamental attribution error

    the tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others.

51. Self-serving procedural

    - the tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external factors.

52. Common shortcuts in judging others

    Selective perception - the tendency to selectively interpret what one sees based on one's interests,background, experience, and attitude. Halo effect - the tendency to draw a positive general impression about an individual based on a single characteristic. Horns effect - the tendency to draw a negative general impression about an individual based on a single characteristic Contrast effect - evaluation of a person's characteristics that is affected by comparison with other people recently encoun…

53. Threats of technological unemployment

    managers and other individuals worry about AI taking over their jobs.

54. Rational decision-making model

    A decision-making model that describes how individuals should behave in order to maximize some outcome. Define the problem. Identify the decision criteria. Allocate weights to the criteria. Develop the alternatives. Evaluate the alternatives. Select the best alternative.

55. Common biases and errors in decision making

    Overconfidence bias - a tendency to be overconfident about our own abilities or the abilities of others Anchoring bias - a tendency to fixate on initial information from which one then fails to adequately adjust for subsequent information. (Negotiations)z Confirmation bias - the tendency to seek out information that reaffirms past choices and current views, and to discount information that challenges them Availability bias - the tendency for people to base their judgements on information that i…

56. Creative behavior steps

    Problem formulation - the stage of creative behavior that involves identifying a problem or opportunity requiring a solution that is yet unknown. Information gathering - the stage of creative behavior when possible solutions to a problem incubate in an individual's mind Idea generation - the process of creative behavior that involves developing possible solutions to a problem from relevant information and knowledge Idea evaluation - the process of creative behavior involving the evaluation of p…

57. Motivation

    the process that account for an individual's intensity, direction, and persistence of effort toward attaining a goal

58. Maslow's Hierarchy of needs theory

    Physiological - hunger, thirst, shelter, sex Safety/security - security and protection from physical and emotional harm Social belonging - affection, belongingness, acceptance and friends, achievement, as well as external factors like status, recognition, attention Self actualization - drive to become what we can become (growth, achievement of our potential, and self fulfillment. Intrinsic values (proposed but not accepted yet as a need)

59. McClelland's theory of needs

    Need for achievement (nAch) is the need to excel to a set of standards (high level ten to perform well in high stakes conditions) Need for power (nPow) is the need to make others behave in a way they would not have otherwise Need for affiliation (nAff) is the need to establish friendly and close interpersonal relationships

60. Self-determination theory

    employee's well-being and performance are influenced by their motivation for certain job activities including the sense of choice over what they do, how motivating the task is in and of itself, how rewards influence motivation and how work satisfies physiological needs. It contains several sub-theories Cognitive evaluation theory (CET) - a sub theory of self-determination theory in which extrinsic rewards for behavior tend to decrease the overall level of motivation, if the rewards are seen as…

61. Goal setting theory

    a theory that specific and difficult goals with feedback lead to higher performance. Three factors influence the goals-performance relationship: Goal commitment - the individual believes they can achieve the goal and wants to achieve it Task characteristics - simple/complex, independent/ interdependent National culture Promotion focus - a self-regulation strategy that involves striving for goals through advancement and accomplishment Prevention focus - a self-regulation strategy that involves s…

62. Management by objectives (MBO)

    (systematic way to utilize goal setting) - a program that encompasses specific goals, participatively set for an explicit time period and including feedback on goal progress MBO work from bottom as well as from top down

63. Self-efficacy

    an individual's belief of being capable of performing a task. It is a component of social cognitive theory.

64. How can managers help their employees achieve high levels of self-efficacy?

    Give employees relevant experience with a task (enactive mastery) Enable them to watch someone else do the task (vicarious modeling) Reassure the employees, letting them know that they have "what it takes" to do the task Tell them to get psyched up, getting energized will enable the employees to approach the task more positively

65. Reinforcement theory

    a theory that behavior is a function of its consequences. Theory ignores the inner state of the individual and concentrates solely on what happens when individuals acts. Behaviorism - a theory that behavior follows stimuli in a relatively unthinking manner. For instance, a commissioned salesperson wanting to earn a sizeable income finds doing so is contingent on generating high sales, so the salesperson sells as much as possible Social learning theory - the view that we can learn through both o…

66. Expectancy theory

    a theory that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. Focuses on 3 relationships: Expectancy - the effort-performance relationship. The probability perceived by the individual that exerting a given amount of effort will lead to performance. Instrumentality - the performance-reward relationship. The degree to which the individual belie…

67. Equity theory

    a theory stating that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

68. Employees who perceive inequity will make one of six choices:

    Change inputs (exert less effort if underpaid) Change outcomes ( individuals paid on a piece rate basis) Distort perception of self ("l used to think I worked at a moderate pace, but now I realize I work a lot harder than everyone else") Distort perceptions of others ("Mike's job isn't as desirable as I thought ") Choose a different referent Leave the field

69. Organizational justice

    an overall perception of what is fair in the workplace, composed of distributive, procedural, informational, and interpersonal justice. Distributive justice - perceived fairness of the amount and allocation of rewards among individuals. Procedural justice - the perceived fairness of the process used to determine the distribution of rewards. Interactional justice - sensitivity to the quality of interpersonal treatment: Informational justice - the degree to which employees are provided truthful e…

70. Job engagement

    the investment of an employee's physical, cognitive, and emotional energies into job performance.

71. Intrinsic motivation

    motivation to perform an activity because you like it, for personal goals

72. Extrinsic motivation

    motivation to perform an activity to receive rewards or avoid punishment

73. Two factor theory

    Frederich Herzberg theory that relates intrinsic factors (advancement , recognition, responsibility, achievement) to job satisfaction and associates extrinsic factors (supervision, pay, company policies, work conditions) with dissatisfaction. Also called motivation-hygiene theory.

74. Job characteristics model (JCM)

    a model that proposes that any charm can be described in terms of five core dimensions: skill variety, task identity, task significance, autonomy, and feedback Skill variety - the degree to which a job requires a variety of activities using different skills or talents Task identity - the degree to which a job requires completion of a whole and identifiable piece of work Task significance - the degree to which a job has a substantial impact on the lives of work of other people Autonomy - the deg…

75. Job rotation

    the periodic shifting of an employee from one task to another training cost increase when each rotation necessities a round of training Moving a worker into a new position reduces overall productivity for that role Creates disruptions when members of the work group must adjust to new employees Supervisors may have to spend more time answering questions and monitoring

76. Job enrichment

    adding high-level responsibilities to a job to increase intrinsic motivation

77. Relational job design

    constructing jobs soon please see the positive difference they can make in the lives of others directly through their work. It shoots the spotlight from the employee to those whose lives are affected by the job that the employee performs

78. alternative work arrangements

    Flex time - flexible work hours (major drawback is that it is not applicable to every job or every worker) Job sharing - and arrangement that allows two or more individuals to split a traditional full-time job 9 (Opens the opportunity to acquire a skilled workers) Telecommuting - working from home at least two days a week for virtual devices that are linked to the employers office (it increases performance and job satisfaction are useless all stress and turnover intentions but it can also incre…

79. Employee involvement and participation (EIP)

    a participative process but uses the input of employees to increase employee commitment to organisational success participative management-a process in which subordinates share a significant degree of decision-making power with their immediate superiors (higher stock returns lower turnover rates higher labour productivity)

80. Extrinsic rewards to motivate employees

    Variable pay program - a pair of blended bases a portion of employees pay on some individual or organisational measure of performance (piece rate, merit-based, bonus, profit sharing, and employee stock ownership plans) Pay programs resolved and not having a positive impact on motivation and lead to higher levels of stress along with cheating to achieve higher results Secrecy also plays a role in the motivational success of the variable plans

81. Forms of employee involvement

    Representative participation - a system in the church workers participate in organisational decision-making through a small group of representative employees

82. Types of variable pay programs

    Piece rate pay plan - have a plan in which workers are paid a fixed sum for each unit of production completed Merit-based pay plan - a paid plan based on performance appraisal ratings. It has several limitations: typically based on an annual performance appraisal which are often subjective, this brings issues of discrimination, pay-raise pool of available funds fluctuates on economic or other conditions but have a little to do with individual performance. Bonus - the plan but rewards employees…

83. Flexible benefits

    a benefit plan that allows each employee to put together a benefit package individually tailored to be your own needs and situation

84. Intrinsic to motivate employees

    Employee recognition program-appliance encourage specific employee behaviours by formally appreciating specific employee contributions (they are inexpensive)