MGMT 386 Exam 1
Need for Power
(Acquired Needs) the desire to influence, coach, teach, or encourage others to achieve.
A negative diversity climate
Barriers and challenges to managing diversity
Outcomes
Individual Level, Group/Team Level, Organizational Level
Naturalist Intelligence turned into
Practical Intelligence which is to solve every day problems by using knowledge from past experience to shape environments
Job Satisfaction
is an affective or emotional response toward various facets of your job
Cognitive Component
"I believe" an attitude reflects our beliefs or ideas about an object or situation. What do you THINK about people who are disruptive
Affective Component
"I feel" contains our feelings or emotions about a given object or situation. What do you FEEL about people who are disruptive
Behavioral Component
"I intend" refers to the way we intent or expect to act toward someone. How would you INTEND to respond to disruptive behavior
Need for Affiliation
(Acquired Needs) The desire to maintain social relationship, be liked, and join groups.
Need for Achievement
(Acquired Needs) the desire to excel, overcome obstacles, solve problems, and rival and surpass others.
Ajzen's Theory of Planned Behavior
(Attitude toward behavior, Subjective Norm, Perceived behavioral control) -> Intention -> Behavior
Relative Stability of individual differences at work
(Relatively fixed to Relatively Flexible) Intelligence, cognitive abilities, personality, core self evaluations (self-efficacy, self esteem, locus of control, emotional stability), Attitudes, Emotions
Gen 2020 (2002-)
23 m population. Social media, election of Barack Obama, financial crisis of 2008 and high unemployment. Multitasking, online life, cyber literacy, communicate fast and online. Invented Social media and phone apps.
Traditionalists (1925-45)
38.5m population. Great Depression, WWII, Korean Ward, Cold War, rise of suburbs. Patriotic, Loyal, high work ethic. Invented Fax machine.
Gen Xers (1965-1979)
62m population. MTV, AIDS epidemic, fall of Berlin wall, 1987 stock market crash, bill Clinton and Monica Lewinsky scandal. Self Reliant, cynical, technologically savvy, distrustful of authority, search of work life balance. Invented Mobile Phone.
Three Components of Attitudes
Affective, Cognitive, Behavioral
Big 5 personality dimensions
Extroversion, Agreeableness, Conscientiousness (important to all jobs at all times), Emotional Stability, Openness to experience
Step two building stereotypes
Inferences: for ex: women are nurturing, African Americans are good athletes. We say people in a category possess same traits
Emotional Intelligence
Is the ability to monitor your own emotions and those of others, to use this info to guide your actions.
Hard Skills
The technical expertise and knowledge required to do a particular task or job function (accounting etc)
External Locus of Control
Think their life events are determined by outside forces, less motivation, lower salaries, more anxious
Problem Dissolving
To redesign the relevant system or its environment so that the problem is removed. It is better than to solve. Example is building a public trans system so that spare tires or new tires are not needed.
EEO = Equal Employment Opportunity Employer
Used in job advertisements; indicates that the employer does not discriminate against women and other protected class members. It does NOT mean that whites will be discriminated against!!!
Underemployed
Working at a job that a person is over qualified for
self determination theory
assumes that three innate needs influence our behavior and well being, the needs to competence, autonomy, and relatedness
Internal Locus of Control
believe they control the events in their life, possess greater work motivation, strong expectations, exhibit higher performance on tasks, derive more job satisfaction from performance
Remedy for Ill Conceived goals
brainstorm unintended consequences when thinking of goals, consider alternative goals that may be better to reward
Hygiene factors
company policy and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions. Goes from no dissatisfaction to dissatisfaction
Job Satisfaction
defined in many different ways. Some believe it is simply how content an individual is with his or her job, in other words, whether or not they like the job or individual aspects or facets of jobs, such as nature of work or supervision
Process theories of motivation
describe how various person factors and situation factors in the org framework affect motivation
valence
describe the positive or negative value people place on outcomes
Motivation
describes the psychological processes that underlie the direction, and persistence of behavior or thought.
I DEAls
employee negotiated work responsibilities, schedules, location flexibility, compensation and career development
Expectancy theory
holds that people are motivate to behave in ways that produce desired combinations of expected outcomes
OCB
individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the org
Outcomes of job satisfaction
intrinsic work motivation, job satisfaction, work effectiveness, growth satisfaction
Intrinsic Motivation
occurs when an individual is inspired by the positive internal feelings that are generated by doing well such as praise and joy on peoples faces.
Self Efficacy
one's belief in one's ability to succeed in specific situations or accomplish a task.
4 layer model of diversity
organizational dimension, external dimension, internal dimension, and personality
Procedural justice
perceived fairness of the process and procedures used to make allocation decisions
instrumentality
perceived relationship between performance and outcomes
Spatial Intelligence
potential to recognize patterns
Bodily Kinesthetic Intelligence
potential to use mind and body to coordinate physical movement
Enforcement Component in Diversity management
puts teeth in diversity goals and encourages behavior change
bottom up approach
recent, employee or work teams design jobs
Organizational Commitment
reflects the extent to which an individual identifies with an org and commits to its goals
distributive justice
reflects the perceived fairness of the way resources and rewards are distributed or allocated
Extrinsic motivation
results from potential or actual receipt of external rewards such as money
Goal setting theory
specific difficult goals, goal specificity, certain conditions, performance feedback, goal achievement leads to satisfaction
David McClelland's Acquired Needs Theory
states that three needs, for achievement, affiliation, and power, are the key drivers of employee behavior. People vary in the extent to which they possess these needs, and often one need dominates the other two.
Task identity
the extent to which the job requires an individual to perform a whole or completely identifiable piece of work.
Employee Engagement
the harnessing of org's members' selves to their work roles, in engagement, people employ or express themselves. Urgency, Intensity, Focus, Enthusiasm.
Educational Component in Diversity management
to prepare non traditional mangers for increasingly responsible posts and to help traditional managers overcome their prejudice in thinking about and interacting with different sex and ethnicity
Baby Boomers (1946-64)
78.3m population. Vietnam war, john k assassination, MLK J and women's movement, first man on the moon. Workaholic, idealistic, materialistic. Invented Personal Computer.
Millennials (Gen Y) (1980-2001)
92 m population. 9/11, Google, Enron, wars in Iraq, Hurricane Katrina, 2008 financial crisis. Entitled, close parental involvement, cyber literacy, appreciate diversity, multitasking, tech savvy. Invented Google and Facebook.
Affirmative Action (positive, proactive action)
A policy intended to achieve fair employment by ensuring equal opportunity; employers take positive action to recruit protected classes who, as a class of people, have been historically discriminated against in the past.
subjective norm
A social factor representing the perceived social pressure for or against the behavior
Motivating factors
ACHIEVEMENT, RECOGNICTION, ADVANCEMENT causes no satisfaction to satisfaction
Values
Abstract ideals that guide our thinking and behavior across all situations
Situation Factors
All the elements outside ourselves that influence what we do, the way we do it and the ultimate results of our actions
Affirmative Action Plan (AAP)
An employer developed plan that establishes hiring goals and timetables for underrepresented protected classes based on utilization analyses; employers with 50 or more employees must submit a written affirmative action plan to the EEOC. Executive Order 11246 requires all federal contractors and subcontractors with 15 or more employees and annual contracts of $10,000 to submit a written affirmative action plan.
Disciplines in the Interdisciplinary field of organizational behavior
Anthropology, Economics, ethics, Management, Organizational theory, Political Science, Psychology, Sociology, Statistics, Vocational counseling
Title VII of the Civil Rights Act of 1964
Applies to all employment decisions (hiring, firing, promotions, training, layoffs, etc.) made by employers that operate in the U.S. with 15 or more employees; prohibits discrimination on the basis of race, color, religion, sex or national origin. All U.S. citizens are protected by BLANK. Section 703(a). It shall be an unlawful employment practice for an employer - (1) to fail or refuse to hire or discharge any individual, or otherwise to discriminate against any individual with respect to compensation, terms, conditions or privileges of employment, because of such individual's race, color, religion, sex, or national origin; or (2) to limit segregate, or classify employees or applicants in any way which would deprive or tend to deprive any individual of employment opportunities or otherwise adversely affect his status as an employee because of such individual's race, color, religion, sex, or national origin.
Ethical Dilemmas
Are situations with two choices, neither of which resolves the situation in an ethically acceptable manner.
Person Factors
Are the infinite characteristics that give individuals their unique identities
Determinants of Intention
Attitude toward the behavior, subjective norm, perceived behavioral control.
Major correlates and consequences of job satisfaction
Attitudes, Behavior, Organizational Level
A hostile working environment for diverse employees
Barriers and challenges to managing diversity
A poor performance appraisal and reward system
Barriers and challenges to managing diversity
Difficulty balancing career and family issues especially for women
Barriers and challenges to managing diversity
Diverse employees' lack of political savvy
Barriers and challenges to managing diversity
Ethnocentrism, my culture is better
Barriers and challenges to managing diversity
Fear of reverse discrimination
Barriers and challenges to managing diversity
Inaccurate stereotypes and prejudice
Barriers and challenges to managing diversity
Lack of organizational priority for diversity (diversity drive is overtaking real work)
Barriers and challenges to managing diversity
Poor career planning
Barriers and challenges to managing diversity
Resistance to change
Barriers and challenges to managing diversity
Content Theories of Motivation
Based on the idea that an employee's needs influence his or her motivation. Include McGregor's Theory X and Theory Y, Maslow's Need hierarchy theory, Acquired needs theory, Self-determination theory, and Herzberg's motivator-hygiene theory.
Remedy for Slippery Slope
Be alert for even trivial ethical infractions and address them immediately. Investigate whether a change in behavior has occurred.
Job Crafting
Bottom up, represents employees' attempts to proactively shape their work characteristics
Contingency Approach
Calls for using the OB concepts and tools that best suit the situation, instead of trying to rely on "one best way." Be flexible
Step one building stereotypes
Categorization, we do this to people by groups, race, work, gender
Ways to reduce cognitive dissonance
Change your attitude or behavior or both, belittle the importance of the inconsistent behavior, Find consonant elements that outweigh the dissonant ones.
Distinctiveness
Compares a person's behavior on one task with his or her behavior on other tasks
Consensus
Compares an individual's behavior with that of his peers.
Self-Transcendence
Concern for the welfare and interests of others, (Universalism, benevolence)
Emotional Stability
Core Self Evaluations (CSE)
Generalized Self Efficacy
Core Self Evaluations (CSE)
Locus of Control
Core Self Evaluations (CSE)
Self Esteem
Core Self Evaluations (CSE)
Why ethics matter?
Criminal or not, unethical behavior effects EVERYONE in a company, it can tarnish a career or a whole business.
3-Step Approach Step 1 problem solving
Define Problem
OB, Organizational Behavior
Describes an interdisciplinary field dedicated to understanding and managing people at work
Self-Actualization Need
Desire for self fulfillment, to become the best one is capable of becoming.
Problem
Difference or gap between an actual and a desired state or outcome.
Social Awareness
EI, Empathy, organizational awareness, service
Relationship Management
EI, Inspirational Leadership, Influence, Developing Others, Change catalyst, conflict management, building bonds, teamwork and collaboration
Self Awareness
EI, emotional self awareness, accurate self assessments, self confidence
Self-Management
EI, emotional self control, transparency, adaptability, achievement, initiative, optimism
How does OB enhance job performance and career success?
Effective application of OB is critical to your work life
Benefits of Perceived Organizational support
Employee engagement, organizational commitment, job satisfaction, organizational citizenship behavior, greater trust, innovation, and lower tendency to quit.
Quotas:
Employer adjustments in hiring/promotion policies aimed at hiring or promoting a specific number of people from certain protected classes. BLANK involve establishing a specific, inflexible number (or percentage) of protected class members to hire, promote, train, etc. EMPLOYER DEVELOPED blank ARE ILLEGAL!! • The use of BLANK violate the Civil Rights Act of 1991 BLANK are lawfully imposed by the EEOC or a Federal District Court ONLY when evidence of illegal discrimination has been proven to exist in an organization!! • A consent decree issued by the EEOC or court states specific hiring/promotion BLANK for only those protected classes that were the victims of unlawful discrimination. Consent decrees have specific beginning and ending date. (Note: The average duration of a consent decree is 5 years). Failure to comply with a consent decree could lead to costly fines and make the employer ineligible to receive federal, state and local government contracts.
Ethical Behavior
Ethics guide behavior by identifying right, wrong, and the many shades of gray in between.
Remedy for Overvaluing Outcomes
Examine both "good" and "'bad" decisions for their ethical implications. Reward solid decision processes, not just good outcomes.
Positive emotions
Example, graduate college with honors, joy, gratitude, pride, satisfaction, relief
Step three building stereotypes
Expectations: we form these as we interpret their behavior according to our stereotypes
Equal Employment Opportunity Commission (EEOC)
Federal Agency created to enforce Title VII. The BLANK is responsible for enforcing and providing interpretation of equal employment opportunity laws. The BLANK reviews employers' recruiting, hiring and promotional records to ensure compliance with BLANK laws.
Kelley's Model of Attribution
Following Heider's work on external factors and internal factors. Kelley attempted to pinpoint specific antecedents of these: Consensus, Distinctiveness, and Consistency
What it takes to get hired?
For most jobs, you are hired for your technical skills, what it takes to get hired.
Critical thinking, Problem solving, judgement and decision making, active listening
Four skills most desired by employers
Trends in workforce diversity
Gender, race, LGBTQ, physical and mental disabilities, generational differences mismatches between education levels and org needs
Solving a Problem
Gets rid of the problem with the highest performance and optimizes. Better than resolving.
Protected class
Groups of people who qualify for judicial protection under the law based on a history of past discrimination; groups identified by Congress are: African Americans, Latinos/Hispanics, Asian Americans, Pacific Islanders, Native Americans (i.e., Indians, Eskimos), women, veterans, and people with disabilities
Individual work setting
Has the job itself become boring and less meaningful or rewarding to the employees who quit
Organizational Level work setting
Has the organization changed ownership, or rewritten company policies, or restricted such that the most desirable positions are now at the headquarters in another state?
group/team work setting
Have there been any changes to the work group, including the manger that might make work less satisfying? How does turnover in your department compare to that in other departments in the organization?
Hiring Goals
Hiring goals are created as a part of affirmative action planning. Data obtained from an examination of relevant labor markets) and the demographic composition of employers' internal workforce are used to develop flexible hiring goals. Goals are not quotas.
3 Step Approach Step 2 problem solving
Identify potential causes using OB concepts and theories
Openness to Change
Independence of thought, action and feelings and readiness for change, (Stimulation, Self direction) Hedonism
Processes
Individual Level, Group/Team Level, Organizational Level
Proactive Personality
Is an attribute of someone relatively unconstrained by situational forces and who effects environmental change, proactive people identify opportunities and act on them, show initiative, take action, and persevere until meaningful change occurs
Self Esteem
Is your general belief about your own self worth
Behavioral Outcomes of job satisfaction
Job performance, organizational citizenship behavior (OCB), Counterproductive work behavior (CWB), Turnover
Consistency
Judges whether the individual's performance on a given task is consistent over time
Gardener's 8 Intelligences
Linguistic Intelligence, Logical/Math Intelligence, Musical Intelligence, Bodily/Kinesthetic Intelligence, Spatial Intelligence, Interpersonal Intelligence, Intrapersonal Intelligence, Naturalist Intelligence
Benefits of EI
Linked to better social relationships, well being, and satisfaction across all ages and contexts, including work
Step four building stereotypes
Maintenance: we maintain our stereotypes by 1. overestimating the frequency of stereotypical behaviors 2. incorrectly explaining expected and unexpected behaviors 3. differentiating minority individuals from ourselves
3 step approach step 3 problem solving
Make recommendations
An employee's attributions for his or her own performance have dramatic effects on motivation, performance, and personal attitudes such as self-esteem
Managerial Applications and Implications
Other attributional biases may lead managers to take inappropriate actions
Managerial Applications and Implications
WE tend to disproportionately attribute behavior to internal causes
Managerial Applications and Implications
Practical application of Ajzen's model for managers
Managers should look at the intentions of behavior and modify them to suit needs
Mixed Emotions
Meeting or failing to meet our goals but other consequences happen. Example: getting a higher paying job requires more work
Portable Skills
More or less relevant in every job, at every level, throughout your career
Physiological Need
Most basic need, entails having enough food, air, and water to survive.
Attitudinal Outcomes of jobs satisfaction
Motivation, Job involvement, Withdrawal Cognitions (capture this thought process by representing an individual's overall thoughts and feelings about quitting), Perceived Stress
Causes of Job Satisfaction
Need Fulfillment, Met expectations, Value attainment, Equity(fairness at work), Dispositional/Genetic Components
Esteem Needs
Need for reputation, prestige, strength and self confidence.
Dimensions of Schwartz Values Theory SECOND Dimension
Openness to Change, Conservation
Conservation
Order, Self restriction, preservation of the past and resistance to change, (Conformity, Tradition, Security)
Key Workplace Attitudes
Organizational Commitment, Employee engagement, Perceived organizational support. Job Satisfaction
Common Sense gives
Over-reliance on hindsight, lack of rigor, and lack of objectivity
Contributions to Employee Engagement
PERSON FACTORS - Personality, Positive Psych Capital, Human and social Capital. SITUATION FACTORS- Job Characteristics, Leadership, Organizational Climate, Stressors.
Perceived Organizational Support
POS, reflects the extent to which employees believe their org values their contributions and genuinely cares about their well-being
Inputs
Personal Factors and Situation Factors
Drivers of Org Commitment
Personality, Meaningfulness of the work being performed, organizational climate, leader behavior, org culture. Person-culture Fit.
Institutional Power
Positive side of the power need identified by McClelland. These people want to organize people in the pursuit of organizational goals and helping people
Intrapersonal Intelligence
Potential to understand and regulate yourself
Interpersonal Intelligence
Potential to understand, connect with, and effectively work with others
Age Discrimination in Employment Act (ADEA)
Prohibits discrimination against people who are 40 or older.
Americans with Disabilities Act (ADA)
Prohibits employment discrimination against people with disabilities who are able to perform the essential functions of the job with or without reasonable accommodations. Any person who has a medically documented history of a physical or mental impairment that substantially limits a major life activity (i.e., walking, standing, lifting, bending, talking, seeing, hearing, breathing, speaking, learning, reading or concentrating) or is regarded as having an impairment (e.g., an individual with a physical disfigurement) qualifies for protection under the BLANK.
Maslow's Need Hierarchy Theory
Published in 1943, Abraham said that motivation is a function of five basic needs (bottom to top): Physiological, Safety, Love, Esteem, Self-Actualization. Have unmet needs so employees can be motivated.
Self-Enhancement
Pursuit of ones own interests and relative success and dominance over others, (Power, Achievement) Hedonism
Fundamental Attribution Bias
Reflects our tendency to attribute another person's behavior to his or her personal characteristics rather than to situation factors
Soft Skills
Relate to human interactions and include both interpersonal skills and personal attributes
Value Stability Across time and situations
Relatively Stable
Attitudes
Represent our feelings or opinions about people, places, and objects and range from positive to negative
Self Serving Bias
Represents our tendency to take more personal responsibility for success than failure. success to internal factors and failures to external factors
Cognitive dissonance
Represents the psychological discomfort a person experiences when simultaneously holding two or more conflicting ideas or beliefs
Attributional tendencies
Researchers have uncovered BLANK that distort our interpretation of observed behavior: fundamental attribution bias and Self Serving Bias
Remedy for Motivated Blindness
Root out conflicts of interest simply being aware of them doesn't necessarily reduce their negative effect on decision making
Dimensions of Schwartz Values Theory FIRST Dimension
Self-Transcendence, Self-Enhancement
What it takes to get promoted?
Soft skills become more important in terms of higher level jobs
Interactional Perspective
States that behavior is a function of interdependent person and situation factors
1. Membership in a protected class. (protected class can be based on race, religion, gender (sex) at birth, ethnicity, color, national origin, age, pregnancy, U.S. military veteran status, or qualified physical or mental disability).
Steps in filing a discrimination lawsuit: The burden of proof is, first, on the plaintiff (i.e., employee) to show:
2. That s/he is qualified for the job for which the employer was seeking applicants.
Steps in filing a discrimination lawsuit: The burden of proof is, first, on the plaintiff (i.e., employee) to show:
3. That although qualified, s/he was rejected (not hired) for the job.
Steps in filing a discrimination lawsuit: The burden of proof is, first, on the plaintiff (i.e., employee) to show:
4. After being rejected, the job remained open and the employer continued to seek applicants with skills the plaintiff possesses. Following this step The burden of proof then shifts to the employer to show a legitimate, non-discriminatory reason for rejecting (not hiring or promoting) the applicant/employee.
Steps in filing a discrimination lawsuit: The burden of proof is, first, on the plaintiff (i.e., employee) to show:
Problem Solving
Systematic process for closing gaps between an actual and a desired state or outcome
Value Stability Across generations
Tend to Vary. For example, parents who lived through the great depression value security and money conservation
Generational Differences
The US population and workforce are getting older and includes more generations than ever before. Four generations working together soon to be joined by a fifth.
Attitude toward the behavior
The degree to which a person has a favorable or unfavorable evaluation of the behavior in question
Locus of control
The extent to which people believe they have power over events in their lives. A person with an internal locus of control believes that he or she can influence events and their outcomes, while someone with an external locus of control blames outside forces for everything.
Equal Pay Act of 1963
The law requires the same pay for men and women who do the same job in the same organization. The comparable worth doctrine calls for comparable pay for jobs that require comparable skills, effort, and responsibility, even if the specific content of the jobs are different
Problem Resolving
The most common actions managers take. A means that does well enough, that satisfies that problem. Is not first choice though. Example is using the spare tire.
Personal Power
The negative face of power; these people want to control other people. Identified by McClelland.
perceived behavioral control
The perceived ease or difficulty of performing the behavior, assumed to reflect past experience and anticipated obstacles
The Slippery Slope
We are less able to see others' unethical behavior when it develops gradually. EX: Auditors may be more likely to accept a client firm's questionable financial statements if infractions have accrued over time.
Overvaluing Outcomes
We give a pass to unethical behavior if the outcome is good. EX: A researcher whose fraudulent clinical trial saves lives is considered more ethical than one whose fraudulent trial leads to deaths.
Indirect Blindness
We hold others less accountable for unethical behavior when its carried out through third parties. EX: a drug company deflects attention from a price increase by selling rights to another company which imposes the increases
Motivated Blindness
We overlook the unethical behavior of another when its in our interest to remain ignorant. EX: baseball officials turned their heads when they realized they had created conditions that encouraged steroid use.
Ill-Conceived Goals
We set goals and incentives to promote a desired behavior but they encourage a negative one. EX: The pressure to maximize billable hours in accounting etc leads to unconscious padding
Turnover
When a low performing person is fired or quits and can be replaced by a better person
Remedy for Indirect Blindness
When handing off or outsourcing work, ask whether the assignment might invite unethical behavior and take ownership of the implications
Affirmative Action
an intervention aimed at giving management a chance to correct an imbalance injustice or mistake or outright discrimination that occurred in the past
job design
any set of activities that alter jobs to improve the quality of employee experience and level productivity
Emotions
are complex, relatively brief responses aimed at a particular target, such as a person, information, experience or event. Change psych states
Surface Level characteristics
are those that are quickly apparent to interactants such as race, gender and age
Deep level characteristics
are those that take their time to emerge in interactions such as attitude and opinions
interactional justice
describes the quality of the interpersonal treatment people receive
Idiosyncratic deals (I DEALS)
employee and management design job, emerging
Exposure Component in Diversity management
exposing people to other with different backgrounds and characteristics. getting managers to know and respect others who are different.
Diversity Management
focuses on changing an orgs culture so that people work to the highest productivity possible. Education component, enforcement, exposure
Ethical lapses
is a mistake or error in judgement that produces a harmful outcome
McGregor's Theory Y
is a modern and positive set of assumptions about people at work: they are self engaged, committed, responsible, and creative.
McGregor's Theory X
is a pessimistic view of employees: they dislike work, must be monitored, and can be motivated with only rewards and punishments (carrots and sticks)
Stereotype
is an individual's beliefs about the characteristics or attributes of a group
Individual Level work outcomes
job performance, job satisfaction, turnover, org citizenship behaviors, counterproductive work behaviors
Top down
management designs jobs, historical.
Equity theory
model of motivation that explains how people strive for fairness and justice in social exchanges and give and take relationships
Job Characteristics model
to promote high intrinsic motivation by designing jobs that possess the five core job characteristics, skill variety, task identity, task significance, autonomy, feedback
Scientific management
top down, business is conducted by standards established by facts from experiments
job rotation
top down, calls for moving employees from one specialized job to another
job enrichment
top down, modifies a job such that an employee has the opportunity to experience achievement
Job enlargement
top down, puts more variety into a workers job by combing specialized tasks of comparable difficulty
Negative Emotions
triggered by frustration and failure to meet goals, anger, fright, guilt, sadness, jealousy
Moderators
variable that changes the relationship between two other variables
Herzberg's Motivator Hygiene Theory
which proposes that job satisfaction and dissatisfaction arise from two different sets of factors motivating and hygiene
Relationship between personality and Job performance
you are more likely to show your true colors when the situation lacks constraints