MGT 323 Exam 2
5 big personality dimensions
1. extraversion 2. agreeableness 3. conscientiousness 4. emotional stability 5. openness to experience
Core Self Evaluations (CSEs)
A broad personality trait compromised of four narrow and positive individual traits: Generalized self efficacy, self esteem, locus of control, and emotional stability.
Theory Y
Employees are self-engaged, committed, responsible, and creative.
Idiosyncratic deals (I-deals) approach to job design
Employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development
How goal-setting works
Goals that are specific and difficult lead to higher performance. Certain conditions are necessary for goal setting to work. Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient. Goal achievement leads to job satisfaction.
Power need
Likes to be in charge. Likes to be in control of people and events. Appreciates being recognized.
Affiliation need
Likes to work in teams with cooperation and collegiality. Tends to avoid conflict. Likes to be praised in private.
McCelland's Acquired Needs Theory
Need for achievement, Need for Affiliation, Need for Power
Self Determination Theory
Needs that are learned over time. Assumes that three innate needs influence behavior: competence, autonomy, and relatedness. focuses on the needs to drive intrinsic motivation.
Relatively flexible IDs
Performance and job satisfaction
external locus of control
Things happen to you. "Why does everything happen to me? why bother? There is nothing I can do about my future"
personal attitude
feelings or opinions about people, places, and objects. Range from positive to negative. Important bc they impact behavior.
Organizational Citizenship Behavior (OCB)
individual behavior that is beyond what is required of the job. Discretionary. Not directly or explicitly recognized by the formal reward system. Promotes effective functioning of the organization
perceptual errors
individual compares perceptions of their own performance with manager, subordinates, peers, and customers and suppliers
feedback
information about individual or collective performance shared with those in a position to improve the situation. Effective feedback is only info, not an evaluation
functions of feedback
instructional and motivational
Openness to experiece
intellectual, imaginative, curious, broad minded.
2 functions of formal groups
organizational and individual functions
characteristics of high performing teams
participative leadership, shared responsibility, aligned purpose, high communication, future focused, focused on task, creative talents, rapid response
Cognitive dissonance
psychological discomfort experienced when simultaneously holding two or more conflicting cognitions (ideas, values, or emotions)
locus of control
relatively stable personality characteristic that describes how much personal responsibility someone takes for their behavior and its consequences
Emotional stability
relaxed, secure, and unworried.
adjourning
stage 5: work is done, group moves on to other things, leaders emphasize valuable lessons learned
social loafing
the tendency for individual effort to decline as a group size increases
halo
to form an overall impression about a person or object and then use that impressions to bias ratings about same
recency effects
to rely on most recent info
competence trust
trust of capability. How do people meet or perform their responsibilities?
feedback don'ts
use feedback to punish, give irrelevant feedback, give feedback too late to do any good, give feedback about something that is beyond employees control, provide overly complex feedback.
effective team size
usually ten or fewer
Major elements of expectancy theory
(See expectancy theory charts and models in book)
extraversion
(outgoing, talkative, socialable, and assertive) A stronger predictor of job performance than agreeableness
5 predominant models of job satisfaction
1) Need fulfillment 2) met expectations 3)value attainment 4)equity 5) Disposition/genetic components
effective performance management system
1. define performance 2. monitor and evaluate performance 3.review performance 4. provide consequences
self efficacy
A persons belief about his or her chances of successfully accomplishing a specific task. Can be developed.
emotional intelligence (EI)
Ability to monitor one's own emotions and those of others, to discriminate among them, and to use this information to guide one's thinking and actions
3 components of Attitudes (ABC)
Affective = "I feel" Behavioral = "I believe" Cognitive = "I Intend"
job satisfaction
An affective or emotional response toward various facets of ones job. The extent to which an individual likes his or her job
Value Attainment
An employee's perception that a job allows for the fulfillment of his/her important values
intelligence
An individuals capacity for constructive thinking, reasoning, and problem solving
withdrawal cognitions
An individuals overall thoughts and feelings about quitting (51% of employees are watching for other job opportunities)
Job design
Any set of activities that involve the alteration of specific or interdependent systems of jobs or the intent of improving the quality of employee job experience and on the job productivity.
Key Outcomes correlating to Job Satisfaction
Attitudes (motivation, job involvement, withdrawal cognitions, percieved stress) Behavior (job performance, organizational citizenship behavior (OCP), counterproductive work behavior (CWB), turnover
flexible IDs
Attitudes and emotions
Individual Differences (IDs)
Broad category used to collectively describe the vast number of attributes that describe a person
3 C's of effective teams
Charters and Strategies, team composition, and capacity.
3 types of justice
Distributive, procedural, and interactional.
How to increase employee committment
Enhance the level of trust. Make sure management does not breach psychological contracts. Hire people whose personal values align with the organization.
Expectancy Theory
Holds that people are motivated to behave in ways that produce desired combinations of expected outcomes
Equity
If an individual perceives that their work outcomes relative to their work inputs is greater than or equal too others work outcomes relative to work inputs/outputs
Met expectations
If what an individual actually receives from a job lines up with what an individual expects to receive from a job.
Fixed IDs
Intelligence or Personality
Justice Theory
Organizational justice refers to the extent to which people perceive that they are treated fairly at work.
2 types of goals
Performance and learning goals
What contributes to employee engagement?
Person factors, environmental characteristics, and organizational level factors.
Key components of emotional intelligence
Personal competence (Self awareness and self management) Social competence (social awareness and relationship management)
Motivator-Hygience Theory
Proposes that job satisfaction and dissatisfaction arise from two different sets of factors. Satisfaction comes from motivating factors. Dissatisfaction comes from hygience factors.
intrinsic rewards
Psychic rewards. Self granted.
perceived organizational support
Reflects the extent to which employees believe that the organization values their contributions and genuinely cares about their well-being.
Maslow's Need Hierarchy Theory
Self-actualization, esteem, love, safety, and psychological
SMART goals
Specific Measurable Achievable Realistic Time-bound
Dispositional/Genetic Components
The degree to which personal traits and genetic factors match characteristics of the work environment
organizational commitment
The extent to which an individual identifies with an organization and commits to its goals
Job involvement
The extent to which an individual is personally involved with his or her work role.
Need Fulfillment
The extent to which characteristics of the job allow needs to be filled
Equity/Justice Theory
The model of motivation that explains how people strive for fairness and justice in social exchanges or give and take relationships.
motivation
The psychlogical process that arouses interest in doing something. Directs and guides behavior. underlies the direction, intensity, and persistence of behavior or thought.
Schwartz's Value Theory
Values are motivational and represent broad goals over time. 10 broad values guide behavior
Output (O)
What a person perceives they are getting out of their job.
Inputs (I)
What a person perceives they are putting into their job
Internal locus of control
You make things happen. You determine your own future.
coaching
a customized process between two or more people with the intent of enhancing learning and motivating change
team building
a host of techniques aimed at improving the internal functioning of work groups that strive for greater cooperation, better communication, and less dysfunctional conflict
trust
a reciprocal belief that another person will consider how thie intentions and behaviors will affect you
roles
a set of expected behaviors for a particular position. people play multiple roles
team
a small number of people with complimentary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable
valid predictor
a test or measure that is meant to screen employees to show who will be good performers in the job from those who won't be good. It's valid when it predicts who will perform well on the job and screens out those who wont. ex) personality test is not valid
values
abstract ideals that guide one's thinking and behavior across all situations. Relatively stable.
norms
an attitude, opinion, feeling, or action shared by two or more people that guides behavior. reinforced for group survival, clarification of behavioral expectations, avoidance of embrarrassment and clarification of central values
formal group
assigned by organizations to accomplish specific goals
Counterproductive work behavior (CWB)
behavior that harms other employees, the organization as a whole, or organizational stakeholders such as customers and shareholders. Has a strong negative relationship with job satisfaction.
law of effect
behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear.
building effective teams
break the ice, don't reinvent the wheel, communicate a purpose and a plan, play to strengths, and clarify decision making
Turnover
can be positive if poor performers are leaving, but negative when good employees leave.
How to reduce cognitive dissonance
change the attitude, behavior, or both. Minimize the importance of the inconsistent behavior. Find consonant elements that outweigh dissonant ones.
personality
combination of stable physical, behavioral, and mental characteristics that give individuals their unique identities. Affected by interacting genetic and environmental influences.
evaluating performance
comparing performance at some point in time to a previously established expectation or goal. Needs to be relevant and accurate.
Total rewards
compensation, benefits, and personal growth.
emotions
complex, relatively brief responses aimed at a particular target i.e person, information, experience, event, nonevent. Emotions change psychological and/or physiological states
2 fundamental perspectives on motivation
content theories and process theories.
outcomes of organizational commitment
continued employment and greater motivation
3 forms of trust
contractual, communication and competence trust
job characteristics model
core job outcomes--critical psychological states--outcomes
Theory X
employees dislike work. Can only be motivated with rewards and punishments.
advantages of job rotation
engagement and motivation, increased worker flexibility and easier scheduling, increased employee knowledge and abilities.
learning goal
enhance your knowledge or skill
Types of motivation
extrinsic and intrinsic
extrinsic rewards
financial, material, social. Come from the environment.
process theories
focuses on explaining the process by which internal factors and environmental characteristics influence employee motivation.
content theories
focuses on identifying internal factors such as needs and satisfaction
stages of group development process
forming, storming, norming, performing, and adjourning.
self esteem
general belief about self worth.
personal values
global, influences all situations, affects behavior variously
Goal setting theory
goal setting helps individual's, teams, and organizations achieve success.
Mechanisms behind the power of goal-setting
goals direct attention, goals increase persistence, goals foster development and application of task strategies and action plans, goals regulate effort.
self managed teams
groups of workers who are given administrative oversite for their task domains such as planning, scheduling, monitoring and staffing
common perceptual errors
halo, leniency, central tendency, recency effects, contrast effects
conscientiousness
has the strongest effect on job performance and job satisfaction. (persistent, dependable, achievement oriented, and responsible)
How to reduce CWB
hire individuals less prone to engage in this behavior, motivate desired behaviors and not CWB's, respond quickly and appropriately to employees engaging in CWBs
To reduce voluntary turnover
hire people who fit the culture, RJPs, spend time fostering employee engagement, provide effective on boarding, recognize and reward high performers.
monitoring performance
involves measuring, tracking, or otherwise verifying progress and ultimate performance (measured by timeliness, quality, quantity, and financial metrics)
job enlargement
involves putting more variety into a workers job by combining specialized tasks of comparable difficulty
bottoms up approach to job design
job crafting
OCB postive effects on the individual
job satisfaction, performance appraisal ratings, intention to quit, absenteeism, and turnover.
Feedback Do's
keep feedback relevant, deliver feedback asap, provide specific descriptive feedback, focus on things employee can control, be honest, developmental, and constructive
to guard against social loafing
limit group size, assure equity of effort, hold people accountable, offer hybrid rewards
multiple intelligences
linguistic, logical-mathematical, musical, bodily kinesthetic, spatial, interpersonal, intrapersonal, and naturalist.
scientific management
management which conducts a business by standards established by facts or truths gained through systematic observation, experiment, or reasoning.
informal group
members overriding purpose for meeting is friendship or common interest
job enrichment
modifying a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility and advancement.
job rotation
moving employees from one specialized job to another
impact of percieved organizational support
people are willing to work hard and commit to the organization. Results in job satisfaction, lower turnover, organizational citizenship behavior, and task performance.
pay for performance
popular term for monetary incentives linking at least some portion of pay directly to results or accomplishments
Achievement needs
prefers working on challenges. situations in which performance is due to effort and ability. Prefers to work with other high achievers.
OCB postive effects on organization
productivity/efficiency, lower costs, customer satisfaction, unit level satisfaction, and turnover.
role of exit interviews
provide feedback that uncovers the true reasons employees quit jobs
Display norms
rules that dictate which types of emotions are expected and appropriate for their members to show.
Top down approaches to job design
scientific management, job enlargement, job rotation, job enrichment, job characteristics model
factors affecting perceptions of feedback
self-serving bias, fundamental attribution bias, accuracy, credibility of sources, fairness of the system, performance reward expectancies, and reasonableness of goals and standards
proactive personality
someone who is relatively unconstrained by situational forces and who affects environmental change. More likely to be engaged.(identifies opportunities, acts on opportunities, takes action, perseveres until meaningful change occurs)
cross functional teams
specialists from different areas are put on the same team.
personal attitudes
specific, influences specific things, affects behavior intentionally
storming
stage 2: subgroups take shape, subtle forms of rebellion occur, testing leader and how they fit into the power structure
norming
stage 3: member challenges the group to resolve power struggles and questions about authority are resolved. group becomes cohesive.
performing
stage 4: activity is focused on problem solving, open communication, strong cooperation, helping behavior.
forming
stage one: ice breaking stage, mutual trust is low, members uncertain about their roles, holding back to see who is in charge, conflict is beneficial and leads to creativity.
performance goals
target the end result
types of roles
task roles (keep group on track) or maitenance roles (keep group together)
virtual teams
teams that work together over time and distance via electronic media to combine effort and achieve common goals
practical intelligence
the ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to, shape, and select environments
employee engagement
the harnessing of organizational members selves to their work roles. Where people employ and express themselves physically, cognitively, and emotionally during job role performance. People are involved in, enthusiastic about and committed to their work and the workplace.
job crafting
the physical and cognitive changes individuals make in the task or relational boundaries of their work. represents proactive and adaptive employee behavior aimed at changing tasks, relationships, and cognitions associated with one's job.
central tendency
to avoid all extreme judgements and rate people and objects as average or neutral.
leniency
to consistently evaluate other people or objects in an extremely positive fashion
contrast effects
to evaluate people or objects by comparing them with characteristics or recently observed people or objects
contractual trust
trust of character. Do people do what they say they will?
communication trust
trust of disclosure. How well do people share info and tell the truth?
agreeableness
trusting, good natured, cooperative, softhearted.
group
two or more freely interacting individuals who share norms and goals and have common identity. Groups usually accomplish more than individuals
