Behavior in Organizations Exam 2

direction

what the effort is exerted towards

Trust =

willing to be vulnerable (acceptable uncertainty)

Integrity Test

•Use of tests during the recruitment/interview process that measure "honesty" or "integrity" are rising.

Ratio bias

"7 out of 100" is better than "1 in 10"

Why does pay have such a high valence?

"The meaning of money" Hierarchal Pyramid starting from the bottom: 1. Existence 2. Relatedness 3. Control 4. Esteem 5. Meaning (money/pay)

Steps of Decision Making

(1) Identifying the problem (2) Is the problem recognized? Has it been dealt with before? (3) If Yes ⇉ Programmed Decisions (Intuition, "gut feeling") If No ⇉ Nonprogrammed Decisions(rational decision making model)

Which personality traits are most important for overall job performance?

(Self-report) •Conscientiousness ⇉ .22 •Agreeableness ⇉ .07 •Neuroticism ⇉ -.08 •Openness ⇉ .04 •Extraversion ⇉ .13 (Observer's report) •Conscientiousness ⇉ .37 •Agreeableness ⇉ .31 •Neuroticism ⇉ -.21 •Openness ⇉ .26 •Extraversion ⇉ .27

The Big 5 Dimensions

1. Conscientiousness 2. Agreeableness 3. Neuroticism 4. Openness 5. Extraversion

Nonprogrammed Decisions Steps (Rational Decision Making Model)

1. Determine appropriate criteria for making a decision 2. Generate list of available alternatives 3. Evaluate the alternatives against criteria 4. Choose the solution that maximizes value 5. Implement appropriate solution 6. Does the solution deliver the expected outcome?

What builds to Trust?

1. Disposition-Based Trust 2. Cognition-Based Trust 3. Affect-Based Trust

motivation is a function of

1. Expectancy (effort leads to performance) 2. Instrumentality (performance leads to reward) 3. Valence (rewards are valued)

2 Types of Knowledge

1. Explicit 2. Tacit

Informational Justice Rules and Outcomes

1. Justification: Do authorities explain procedures thoroughly? 2. Truthfulness: Are those explanations honest?

The Dark Side of Goal Setting

1. Learning Decreases 2. Adaptability Declines 3. Narrow thinking may develop 4. Ethical problems increase 5. Reduced intrinsic motivation

3 Types of Goal Orientation

1. Learning: Building competence more important than demonstrating competence Example: "I learn because I enjoy trying new things." 2. Performance-prove: Demonstrating competence so others view us favorably Example: "I learn because I want to impress others with my knowledge." 3. Performance-avoid: Demonstrating competence so others don't view us poorly Example: "I learn because I don't want to look stupid to others."

Common Problems in Decision Making

1. Limited Information 2. Faulty Perceptions 3. Faulty Attributions

Internal Factors of Motivation

1. Meaning/purpose/impact of work 2. Autonomy - the freedom to do work how we want to 3. Competence - the opportunity to learn, grow, and be successful

Does being good pay off?

1. Positive effect on customers 2. Positive effect on employees' work attitudes and intentions to quit 3. Positive effect on employees' behavior and work performance 4. Positive effect on sales growth, company efficiency, company revenue, stock price, and profits

How do we learn?

1. Reinforcement 2. Attentional Processes, Retention Processes, Production Processes, Reinforcement 3. Goal Orientation 4. Reflection ("lesson-learned")

Interpersonal Justice Rules and Outcomes

1. Respect: Do authorities treat employees with sincerity? 2. Propriety: Do authorities refrain from improper remarks?

External Factors of Motivation

1. Seeing a clear link between working hard and getting rewards 2. SMART goals à direction, focus, and "sets the bar high" 3. Rewards are "fair" and reflect the effort exerted

Disposition-Based Trust Properties

1. Trust Propensity

Cognition-Based Trust Properties

1. Trustworthiness Characteristics of a trustee that inspire trust: - Ability - Benevolence - Integrity

Procedural Justice Rules and Descriptions

1. Voice: Do employees get to provide input into procedures? 2. Correctability: Do procedures build in mechanisms for appeal? 3. Consistency: Are procedures consistent across people and time? 4. Bias suppression: Are procedures neutral and unbiased? 5. Representativeness: Do procedures consider the needs of all groups? 6. Accuracy: Are procedures based on accurate information?

Why do SMART goals motivate?

1. energize 2. give direction 3. provide challenge 4. make you think outside the box

Distributive Justice Rules and Descriptions

1. equity vs. equality vs. need: Are rewards allocated to the proper norm?

4 Approaches to Addressing Ethical Dilemmas

1. utilitarian approach 2. individual approach 3. moral-rights approach 4. justice approach

Interactional Justice

2 Forms: 1. Interpersonal 2. Informational

Motivation

A set of energetic forces that originate within and outside an employee that initiates work-related effort and determines its direction, intensity, and persistence.

Psychological Empowerment

An intrinsic form of motivation derived from the belief that one's work tasks are contributing to some larger purpose. Four Beliefs: 1. Meaningfulness 2. Self-determination 3. Competence 4. Impact

4 Steps of Learning Something

Attentional Processes ⇉ Retention Processes ⇉ Production Processes ⇉ Reinforcement

Equity Perceptions

Equity sensitivity is typically measured along a continuum. However, to better understand equity sensitivity, each end of the scale is described in greater depth. Those who are high in equity sensitivity place more importance on inputs—what they can give in a situation—and so higher scorers have been labeled "Benevolents." In contrast, those who score toward the low end of the pole on equity sensitivity place greater importance on outcomes—what they can get in a situation—and are labeled as "Entitleds." Toward the mid-point are those individuals who adhere more closely to the originally proposed norm of equity—that is, those who desire their inputs and outcomes to be balanced. These individuals are called "Equity Sensitives." In sum, along the continuum, individuals who score high on equity sensitivity lean more toward benevolence, whereas individuals who score low on equity sensitivity lean more toward entitlement.

What are ethical questions?

Examples: •Should we manufacture our products overseas (Globalization)? •What sort of behaviors qualify as fraud? •Should we report our coworkers behavior?

Expectancy Theory

Motivation is a function of how much a person believes: •Higher effort will result in higher performance (expectancy) •Higher performance will result in higher outcomes (instrumentality) •Higher outcomes will be valuable (valence)

Goal Setting Theory

Motivation is fostered when employees are given specific and difficult goals. SMART 1. Specific 2. Measurable 3. Aggressive (Achievable) 4. Realistic (Results-Based) 5. Time-Bound (Time Sensitive)

How does neuroticism relate to work?

Neuroticism high scores may indicate a higher propensity toward employee burnout, as those employees have a tougher time managing their emotions. A high emotional stability is linked to high life and job satisfaction, as well as lower stress levels. Neurotics also tend to have greater emotional depth and this can support team cohesion; they have more experience handling negative emotions, which, though difficult, can also make them deeper, and facilitate empathy and understanding for other people's struggles which could be beneficial to certain types of jobs.

Reinforcement

Operant conditioning: Antecedent ⇉ Behavior ⇉ Consequence

Justice

Perceived fairness of an authority's decision making. • Trustworthiness can sometimes be difficult to judge, especially early in work relationships. • Justice-relevant acts can serve as behavioral evidence of trustworthiness: - Distributive justice - Procedural justice - Interpersonal justice (Interactional Justice) - Informational justice (Interactional Justice)

Faulty Perceptions

Perceptions are our understanding of the world and how we make sense of our environment Not always "reality", due to a number of factors: •Availability bias •Anchoring •Framing •Representativeness •Contrast •Recency •Ratio bias

Instrumentality

Performance à Outcomes can be hindered by: • Lack of valid measures of performance • Lack of resources to provide valued outcomes • Policies that reward something other than performance (e.g., attendance, seniority) • Lack of timeliness in rewards

_________ justice is usually more powerful than ___________ justice

Procedural, distributive

Personality

The structures and propensities inside a person that explain his or her characteristic patterns of thought, emotion, and behavior

Read the following examples of problems we have with decision making. Then, assign each example to the appropriate type of decision-making bias. a. Laurie assumed that her sales calls were more successful on Mondays because it was easier for her to remember what she did on the first day of the week. In reality, she was more successful on Thursdays. b. Kevin, who had been a star sales person, was most likely to get the promotion because of his past success. c. Ashley needs a new employee and is contemplating where to set the salary in the advertisement. To explore a topic that she learned in her organizational behavior class, Ashley decides to conduct a mini-experiment. She gave the advertisement to five employees, each with a different salary listed, and asked them where they think the salary should be set. The results? The estimates were highly influenced by the different salaries listed. d. Justin left his department's annual customer service review meeting frustrated because his boss said that one of his coworkers' got better customer ratings than he did. The truth of the matter is that, although his coworker had better ratings this month, Justin's ratings were better for the rest of the year. Choices: Availability Anchoring Representativeness Recency

a. Availability b. Representativeness c. Anchoring d. Recency

Match each of the Big Five personality traits to descriptions of candidate personalities. Read through the notes and classify them according to the Big Five Taxonomy of personality. Notes: a. (Hardworking) - In his recommendation letter, Cynthia's prior supervisor indicated that she was a hardworking employee - she showed up to work early almost every day, helped out whenever necessary, and was generally very organized with how she conducted her work. b. (Took initiative) - Based on your interaction with Cynthia in the interview, you think she might be a good leader of the sales team one day. In particular, when she explained some of her successes on projects, she indicated that she "took initiative" and "took control of the situation." c. (Nervous) - Some of the notes you took were more about Cynthia's demeanor in the interview than the words she spoke. In particular, you noted that she seemed a bit more nervous than necessary and was fidgeting a lot during the interview. When you asked about topics that she didn't seem to like - such as coworker relationships - her mood seemed to change rather drastically. d. (Considerate) - In one recommendation letter, Cynthia's manager stated that she was always cooperative, helping others and considerate about their needs. e. (Follow Procedures) - Based on her description of her strengths, Cynthia seemed more concerned with getting work done and following the rules and procedures of a job thank finding new ways to accomplish her work tasks. Personalities: Conscientiousness Agreeableness Neuroticism Openness to Experience Extraversion

a. Conscientiousness b. Extraversion c. Neuroticism d. Agreeableness e. Openness to Experience

Frank and Daniel both agreed to volunteer for a company project cleaning and organizing the district warehouse. There were to be 50 volunteers. Upon arrival, they discovered volunteer turnout was low. They were assigned to the northwest corner of the warehouse where they were to meet Trixie, who would give them their assignment. When they arrived, Trixie was nowhere to be found but they did find two push-brooms leaning against the wall. Frank took a seat on a box to wait for Trixie and his assignment. Daniel grabbed one of the push-brooms and began sweeping. While he was sweeping, Daniel thought, "This is why my desk looks so tidy, while Frank's desk looks like a disaster." Which of the following statements is likely true of this scenario? Multiple Choice: a. In this weak situation, Frank's laziness trait is activated. b. In this strong situation, Daniel's neurotic trait is activated. c. In this weak situation, Daniel's introversion trait is activated. d. In this strong situation Frank's conscientiousness trait is activated. e. In this weak situation, Daniel's extraversion trait is activated.

a. In this weak situation, Frank's laziness trait is activated. Explanation: This is a weak situation lacking behavioral expectations or instructions. Frank and Daniel were instructed to report to the northwest corner and meet with Trixie who would provide their assigned task. When Trixie is unavailable, this weak situation triggers Frank's laziness and Daniel's conscientious nature.

Which of the following is true of the ethical component of corporate social responsibility? Multiple Choice: a. It suggests the organization has reached the principled level of moral development. b. It suggests the organization has reached the conventional level of moral development. c. It often involves philanthropic efforts, such as donating time or cash to charitable groups. d. It argues that organizations should contribute resources to improve the quality of life in their communities. e. It states that organizations must fulfill their economic responsibilities to their employees and their shareholders.

a. It suggests the organization has reached the principled level of moral development. Explanation: The ethical component of corporate social responsibility argues that organizations have an obligation to do what is right, just, and fair and to avoid harm. Fulfilling this component is relevant to the benevolence and integrity of the organization and suggests that it has reached the principled level of moral development.

Read the descriptions of each company. Match each company description to its cultural dimension. Company Descriptions: a. Up and Down Trading Company - Up and Down pushes its employees to succeed, encouraging aggressive, hard work. If there are competitive aspects to your proposal, emphasize them because the employees love to win. b. Take-N-Go Inc. - Take-N-Go likes specifics. Every contract is spelled out in detail, with no gasps in logic or room for misunderstanding. The company has many formal rules and procedures. Give them a step-by-step process when you propose plans. c. West World Imports - West World employees stay with the company for life and are dedicated to helping each other as if part of a family. Be respectful of the group as a whole and make sure all employee's interests are considered in plans. d. Node Inc. - If Node Inc. promises to deliver something, they will. Obligations are taken very seriously, even if contracted by past employees. Be sure to adhere strictly to the company's tradition and respect the company history. e. South End Productions - The CEO at South End is in the same size office as all other employees of the company. Everyone works together and anyone can walk up to the CEO and give him a complaint or suggestion. Stay informal and don't be afraid to speak up. Cultural Dimensions: Individualism - Collectivism Power Distance Uncertainty Avoidance Short-Term vs. Long-Term Orientation Masculinity - Femininity

a. Masculinity - Femininity b. Uncertainty Avoidance c. Individualism - Collectivism d. Short-Term vs. Long-Term Orientation e. Power Distance

Which of the following is accurate with regard to the Myers-Briggs Type Indicator method of personality measurement? Multiple Choice: a. Research on this model suggests that managers are more likely to be "thinking-judging" personality types than the general population. b. The model arranges the personality types in a hexagonal fashion, with types adjacent to one another being more similar. c. The central premise of this model is that employees in occupations that match their personality type will have more career satisfaction, job knowledge, and longevity. d. One of the most common applications of this model is interest inventories, which provide people their scores on relevant personality dimensions. e. People with a realistic personality prefer to work with things and data more than people and ideas.

a. Research on this model suggests that managers are more likely to be "thinking-judging" personality types than the general population. Explanation: The MBTI categorizes people into one of 16 different types on the basis of their preferences. Research on the MBTI suggests that managers are more likely to be "TJs" than the general population.

If TFA wants its teachers to display creative strategies in the classroom, they will need to have openness to experience and Multiple Choice: a. cognitive ability b. conscientiousness c. adaptability d. positive affect e. extraversion

a. cognitive ability Explanation: Together with cognitive ability, openness to experience is a key driver of creative thought, as smart and open people excel at the style of thinking demanded by creativity.

Which of the Big Five personality traits has the greatest effect on typical performance? Multiple Choice: a. conscientiousness b. openness c. extraversion d. neuroticism e. agreeableness

a. conscientiousness Explanation: Conscientiousness is a key driver of what's referred to as typical performance, which reflects performance in the routine conditions that surround daily job tasks.

People who should not apply for TFA are those who do not believe they can cope with day-to-day stressors, an indicator of neuroticism that is called Multiple Choice: a. differential reactivity b. neuroticism c. intraversion d. differential exposure e. accomplishment striving

a. differential reactivity Explanation: Individuals with differential reactivity are less likely to believe they can cope with the stressors that they experience.

Behaviors are reinforced after a certain number of them have been exhibited under a ________ schedule of reinforcement. Multiple Choice: a. fixed ratio b. continuous c. variable ratio d. fixed interval e. variable interval

a. fixed ratio Explanation: Fixed ratio schedules reinforce behaviors after a certain number of them have been exhibited. Some manufacturing plants have created piece-rate pay systems in which workers are paid according to the number of items they produce.

Drivers sought to advocate not just for full-time drivers, but part-time drivers too, seeking justice according to the rule of Multiple Choice: a. representativeness b. propriety c. truthfulness d. accuracy e. voice

a. representativeness Explanation: Procedural justice reflects the perceived fairness of decision-making processes. The representativeness rule seeks to ensure the needs of all groups are considered.

Risk =

actually becoming vulnerable

intensity

amount of effort to be exerted

Which of the following questions is used to evaluate informational justice? Multiple Choice: a. Do authorities treat employees with sincerity? b. Do authorities explain procedures thoroughly? c. Are rewards allocated according to the proper norm? d. Do procedures consider the needs of all groups? e. Are procedures neutral and unbiased?

b. Do authorities explain procedures thoroughly? Explanation: Informational justice is fostered when authorities adhere to two particular rules. The justification rule mandates that authorities explain decision-making procedures and outcomes in a comprehensive and reasonable manner, and the truthfulness rule requires that those communications be honest and candid.

If Natalie believes in the utilitarian approach, what should she do in this situation? Multiple Choice: a. If leaving off the expense would benefit the greatest number of stakeholders, then declare it. b. If leaving off the expense would benefit the greatest number of stakeholders, then leave it off. c. If declaring the expense is in Natalie's best interest, then declare it. d. If leaving off the expense is fair and equitable, then leave it off. e. If declaring the expense is in Marcus's best interest, then declare it.

b. If leaving off the expense would benefit the greatest number of stakeholders, then leave it off. Explanation: The utilitarian approach says an act is morally right if it results in the greatest amount of good for the greatest number of people. Here, if leaving off the expense would benefit the greatest number of people, then a person following the utilitarian approach would leave it off.

Assume that this situation has high moral intensity. What would that mean? Multiple Choice: a. Natalie should fire Marcus. b. Omitting the expenditure can have grave consequences. c. Natalie is an inexperienced accountant. d. Marcus is overreacting. e. Sybil has a highly motivated workforce.

b. Omitting the expenditure can have grave consequences. Explanation: Moral intensity is the degree to which an issue demands the application of ethical principles. A particular issue is high in moral intensity if the potential for harm is perceived to be high. In this case, if moral intensity is high, then omitting the expenditure can have grave consequences.

Bri took a test and found out she has an investigative personality type. According to the RIASEC model, Bri will probably enjoy Multiple Choice: a. practical, hands-on, real-world tasks and tend to be frank, practical, determined, and rugged. b. abstract, analytical, theory-oriented tasks and tend to be analytical, intellectual, reserved, and scholarly. c. persuading, leading, or outperforming others and tend to be energetic, sociable, ambitious, and risk-taking. d. entertaining and fascinating others using imagination and tend to be original, independent, impulsive, and creative. e. organizing, counting, or regulating people or things and tend to be careful, conservative, self-controlled, and structured.

b. abstract, analytical, theory-oriented tasks and tend to be analytical, intellectual, reserved, and scholarly. Explanation: According to the RIASEC model, the investigative personality type enjoys abstract, analytical, theory-oriented tasks and tends to be analytical, intellectual, reserved, and scholarly.

In the op ed written by the executives of Lyft and Uber, improper and insulting statements were not included, perhaps because the companies were so desperate for a deal with the drivers. The executives were attempting to uphold what type of justice? Multiple Choice: a. distributive b. interpersonal c. procedural d. informational e. interdependent

b. interpersonal Explanation: Interpersonal justice reflects the perceived fairness of the treatment received by employees from authorities. Interpersonal injustice occurs when authorities are rude or disrespectful to employees, or when they refer to them with inappropriate labels.

What reflects the perceived quality of a company's goods and services in the eyes of the public? Multiple Choice: a. its trustworthiness b. its reputation c. its intentions d. its branding e. its ethics

b. its reputation Explanation: An organization's reputation reflects the prominence of its brand in the minds of the public and the perceived quality of its goods and services.

The personality dimension of neuroticism is associated with the traits of being Multiple Choice: a. organized and ambitious b. moody and emotional c. complex and creative d. warm and courteous e. bold and assertive

b. moody and emotional Explanation: Neurotic people are nervous, moody, emotional, insecure, and jealous. Most jobs benefit from employees who are calm, steady, and secure.

Which of the following is a "veiled purpose" test item in an integrity test? Multiple Choice: a. Have you ever borrowed something from work without telling anyone? b. If you were sent an extra item with an order, would you send it back? c. Do you agree with the statement, "I don't feel I've had control over my life"? d. Do most employees take small items from work? e. What dollar value would a worker have to steal before you would fire them?

c. Do you agree with the statement, "I don't feel I've had control over my life"? Explanation: Veiled purpose tests do not reference dishonesty explicitly but instead assess more general personality traits that are associated with dishonest acts.

Which of the following is characteristic of social exchange relationships? Multiple Choice: a. impersonal b. based on quid pro quo obligations c. based on obligations that are open-ended d. based on obligations that are specified in advance e. based on exchanges resembling contractual agreements

c. based on obligations that are open-ended Explanation: Social exchange relationships are based on vaguely defined obligations that are open-ended and long term in their repayment schedule. Social exchanges are characterized by mutual investment, such that employees agree to go above and beyond their duties in exchange for fair and proper treatment by authorities.

A formalized method of training in which employees observe and learn from employees with significant amounts of tacit knowledge is known as ________ training. Multiple Choice: a. transfer of b. variable interval c. behavior modeling d. learning orientation e. nonprogrammed decision

c. behavior modeling Explanation: Behavior modeling training is a formalized method of training in which employees observe and learn from employees with significant amounts of tacit knowledge.

TFA teachers must work long hours with new materials, persevering in difficult situations, thus displaying ________, known to predict ________. Multiple Choice: a. negative affect; neuroticism b. openness; organizational commitment c. conscientiousness; job performance d. positive affect; extraversion e. agreeableness; extraversion

c. conscientiousness; job performance Explanation: Conscientious people are dependable, organized, reliable, ambitious, hardworking, and persevering. Conscientiousness predicts job performance and organizational commitment.

The process of generating and choosing from a set of alternatives to solve a problem is called Multiple Choice: a. intuition b. satisficing c. decision making d. bounded rationality e. learning orientation

c. decision making Explanation: Decision making refers to the process of generating and choosing from a set of alternatives to solve a problem.

When Coleen Rowley's superiors finally acknowledged that there was mishandling of information at the FBI, it is likely that she experienced negative reinforcement from Multiple Choice: a. increased fear of retaliation b. increased status as a whistleblower c. decreased stress and strain d. speaking engagements e. decreased job responsibility

c. decreased stress and strain Explanation: Negative reinforcement occurs when an unwanted outcome is removed following a desired behavior.

Drivers stated that they should have benefits that represent the number of hours they work, more for full-time drivers and fewer for part-time drivers, in the same way the company provides for their corporate employees. This suggests the drivers' desire for benefits allocated according to ________, a type of ________ justice. Multiple Choice: a. need; procedural b. need; distributive c. equity; distributive d. equity; procedural e. equality; procedural

c. equity; distributive Explanation: Distributive justice reflects the perceived fairness of decision-making outcomes. Equity is the most-used type of distributive justice in organizations and allocates more outcomes to those who contribute more inputs.

TFA teachers are required to jump into new situations with flexibility and curiosity to learn quickly, thus appealing to people with Multiple Choice: a. high agreeableness b. high conscientiousness c. high openness d. low agreeableness e. low openness

c. high openness Explanation: Open people are curious, imaginative, creative, complex, refined, and sophisticated. Their curiosity gives them a built-in desire to learn new things.

Emotionally charged judgments that arise through quick, nonconscious, and holistic associations are known as Multiple Choice: a. learning b. expertise c. intuition d. consensus e. stereotypes

c. intuition Explanation: Intuition can be described as emotionally charged judgments that arise through quick, nonconscious, and holistic associations.

Working together to uncover unethical behavior, Cynthia Cooper's auditing team members were probably able to give each other emotional support that would be considered Multiple Choice: a. negative reinforcement b. extinction c. positive reinforcement d. behavioral e. an antecedent

c. positive reinforcement Explanation: Positive reinforcement occurs when a positive outcome follows a desired behavior.

If Marcus is only following orders to avoid an unpleasant consequence, he would fall on Kohlberg's ________ level. Multiple Choice: a. nonconventional b. ethics c. preconventional d. conventional e. postconventional

c. preconventional Explanation: At the preconventional stage, right versus wrong is viewed in terms of the consequences of various actions for the individual.

Keenan had worked at the post office for many years, accepting packages for mailing that customers had packed themselves. Keenan could look at a package and tell if it met mailing specifications, and any corrective actions that needed taken. His quick assessments were based on ________ decisions. Multiple Choice: a. intuitive b. automatic c. programmed d. nonprogrammed e. bounded rationality

c. programmed Explanation: Programmed decisions are decisions that become somewhat automatic because a person's knowledge allows him or her to recognize and identify a situation and the course of action that needs to be taken. Keenan's experience accepting packages allowed him the expertise to assess each package by sight, making programmed decisions to decide if the package met mailing specifications.

Moral intensity is driven by two general dimensions: potential for harm and social pressure. Which of the following answer options is a specific facet of the social pressure dimension? Multiple Choice: a. magnitude of consequences b. probability of effect c. proximity d. temporal immediacy e. concentration of effect

c. proximity Explanation: Proximity is a facet of social pressure that describes how near (in a psychological or physical sense) the authority is to those who will be affected.

Sherron Watkins' fears for her job and safety were outcomes of her whistle-blowing that would be considered Multiple Choice: a. extinction b. negative reinforcement c. punishment d. positive reinforcement e. regular reinforcement

c. punishment Explanation: Punishment occurs when an unwanted outcome follows an unwanted behavior.

When the knowledge, skills, and behaviors used on the job are maintained by the learner once the period of learning ends, and generalized to the workplace once the learner returns to the job, this is known as Multiple Choice: a. training b. learning c. transfer of training d. knowledge transfer e. behavioral modeling

c. transfer of training Explanation: Transfer of training occurs when the knowledge, skills, and behaviors used on the job are maintained by the learner once training ends and generalized to the workplace once the learner returns to the job.

Tacit knowledge is Multiple Choice: a. easily transferred through written or verbal communication b. something that can be learned through books c. typically job- or situation-specific d. always conscious and accessible e. readily available to most people

c. typically job- or situation-specific Explanation: Tacit knowledge is highly personal in nature; very difficult, if not impossible, to articulate to others; based on experience; typically job- or situation-specific; and something holders do not always even recognize that they possess.

One of the taxonomies used to describe cultural values is the Multiple Choice: a. RIASEC Model b. Big Five Approach c. Myers-Briggs Types d. Hofstede Dimensions e. CANOE Acronym Classification

d. Hofstede Dimensions Explanation: Cultural values can be described by the Hofstede Dimensions and the Project GLOBE Dimensions.

Which of the following is characteristic of disposition-based trust? Multiple Choice: a. Trust is based on an authority's ability to be successful. b. Trust is based on the benevolence of an authority toward the trustor. c. Trust is based on the adherence of the trustee to values that the trustor finds acceptable. d. Trust is based on the general propensity of the trustor to trust others. e. Trust is based on feelings toward the authority that go beyond any rational assessment.

d. Trust is based on the general propensity of the trustor to trust others. Explanation: When trust is disposition-based, it means that the trustor's personality traits include a general propensity to trust others.

Marisa's boss Luna is often insulting to employees she does not like. Luna also mocks the personal appearance and habits of some of Marisa's coworkers. Luna's behavior is an example of Multiple Choice: a. benevolence b. moral turpitude c. ethical behavior d. abusive supervision e. managerial oversight

d. abusive supervision Explanation: When taken to extremes, interpersonally unjust actions create abusive supervision, defined as the sustained display of hostile verbal and nonverbal behaviors, excluding physical contact.

Which of the following answer options is not an example of a decision-making bias? Multiple Choice: a. framing b. representativeness c. anchoring d. consensus e. contrast

d. consensus Explanation: All of the examples are decision-making biases except for consensus, which is one factor considered in the attribution process.

Sal and Brianna find out that Debby got a 10% annual salary increase, while they each got a 5% increase. Since all three of them had the same level of sales over the last year, Sal and Brianna think the situation lacks: Multiple Choice: a. informational equity b. informational justice c. interpersonal justice d. distributive justice e. procedural justice

d. distributive justice Explanation: Employees gauge distributive justice by asking whether decision outcomes—such as pay, rewards, evaluations, promotions, and work assignments—are allocated using proper norms.

Luke is at a leadership conference where he has just met Jasmine for the first time. In this situation, he will most easily be able to judge if Jasmine has the personality trait of Multiple Choice: a. conscientiousness b. agreeableness c. neuroticism d. extraversion e. openness

d. extraversion Explanation: Extraversion is the easiest to judge in zero acquaintance situations—situations in which two people have only just met.

The moderate correlation between learning and job performance may be underestimated because Multiple Choice: a. learning seems less relevant to citizenship behavior and counterproductive behavior. b. employees with higher levels of expertise become more highly valued commodities on the job market. c. higher levels of job knowledge are associated with slight increases in emotional attachment to the firm. d. it is difficult to measure tacit knowledge, which is relevant to task performance, due to its unspoken nature. e. of the difficulty fulfilling one's job duties if the employee does not possess adequate levels of job knowledge.

d. it is difficult to measure tacit knowledge, which is relevant to task performance, due to its unspoken nature. Explanation: The moderate correlation between learning and job performance may be underestimated because most of the research linking learning to task performance focuses on explicit knowledge, which is more practical to measure. It is difficult to measure tacit knowledge because of its unspoken nature, but clearly such knowledge is relevant to task performance.

If Marcus decides to report the discrepancy to the public, he may be considered a(n) Multiple Choice: a. ethics officer b. inside trader c. ombudsmen d. whistleblower e. executive

d. whistleblower Explanation: Whistleblowing occurs when former or current employees expose illegal or immoral actions by their organization.

Informational Justice (Interactional Justice)

degree to which communications provided by the organization are perceived as fair

Procedural Justice

degree to which decision-making processes within the organization are perceived as fair

Distributive Justice

degree to which outcomes received from the organization are perceived as fair

Interpersonal Justice (Interactional Justice)

degree to which the overall treatment of employees by the organization is perceived as fair

Framing

different decisions based on how a question is phrased

Which of the following statement concerning personality and cultural values is not true? Multiple Choice: a. Cultural values capture what cultures are like. b. Adjectives such as "polite" and "reserved" are examples of traits summarizing a person's personality. c. Personality traits are a function of both your genes and your environment. d. Personality captures what people are like, while ability captures what people can do. e. Employees are the same anywhere in the world—responsible, easygoing employees from the United States act the same as responsible, easygoing employees in China.

e. Employees are the same anywhere in the world—responsible, easygoing employees from the United States act the same as responsible, easygoing employees in China. Explanation: All of these statements are true except that employees will not act the same in every country because cultural values influence personality traits, and how those traits are expressed in daily life. Responsible, easygoing employees in the United States may act differently than responsible, easygoing employees in China.

Which of the following is true about "agreeableness"? Multiple Choice: a. Agreeable employees prioritize status striving. b. Agreeable employees tend to be high in positive affectivity. c. It is the second most important trait from a job performance perspective. d. It is responsible for the Type A Behavior Pattern that has been shown to affect employees' health. e. It reflects a strong desire to obtain acceptance in personal relationships as a means of expressing personality.

e. It reflects a strong desire to obtain acceptance in personal relationships as a means of expressing personality. Explanation: Agreeable people prioritize communion striving, which reflects a strong desire to obtain acceptance in personal relationships as a means of expressing personality. Put differently, agreeable people focus on "getting along," not necessarily "getting ahead."

Which of the following is characteristic of the preconventional stage of moral development? Multiple Choice: a. Right versus wrong is referenced to a set of defined, established moral principles. b. Concepts such as doing one's duty and maintaining the social order come to be valued for their own sakes. c. Right versus wrong is referenced to the expectations of one's family and one's society. d. People seek the approval of friends and family members, conforming to stereotypes about what is right. e. Relationships are based on self-interest, with little concern for loyalty, gratitude, or fairness.

e. Relationships are based on self-interest, with little concern for loyalty, gratitude, or fairness. Explanation: Over time, in the preconventional stage the desire to obtain pleasure and avoid pain expands to the formation of "you scratch my back, I'll scratch yours" sort of exchanges. Such relationships remain self-interested, however, with little concern for loyalty, gratitude, or fairness.

In a work environment that demands constant learning, adaptability, and creativity in search for a new and better approach, what personality trait might actually be limiting TFA teachers by making them stick with "tried-and-true" strategies that they won't abandon? Multiple Choice: a. openness b. neuroticism c. differential exposure d. introversion e. conscientiousness

e. conscientiousness Explanation: In learning environments where adaptability is needed and employees must be able to search for better approaches to problems, conscientious employees are sometimes less effective than open employees because their persevering nature sometimes prevents them from abandoning "tried-and-true" task strategies.

In their op ed, the executives sought to provide information to the public and drivers about their positions regarding providing benefits to drivers, showing the desire to increase ________ justice. By relying on a respected source of information (Barclays), the executives appeared to use the rule of ________. Multiple Choice: a. interpersonal; procedure b. informational; procedure c. interpersonal; informational d. procedural; truthfulness e. informational; truthfulness

e. informational; truthfulness Explanation: Informational justice reflects the perceived fairness of the communications provided to employees from authorities. One rule of informational justice is truthfulness, which is seeking to provide information that is honest and candid.

Which of the following attributes is associated with cognitive-based trust? Multiple Choice: a. blind trust b. ethical behavior c. bias suppression d. trust propensity e. integrity

e. integrity Explanation: Cognition-based trust is measured by trustworthiness which is gauged along three dimensions: ability, benevolence, and integrity.

A manager encouraged whistle-blowing by giving ethics awards, a form of ________; his replacement wants to discourage whistle-blowing and phases out the award program by giving fewer awards over time, a practice called Multiple Choice: a. positive reinforcement; negative reinforcement b. positive reinforcement; punishment c. extinction; punishment d. reinforcement; negative reinforcement e. positive reinforcement; extinction

e. positive reinforcement; extinction Explanation: Positive reinforcement occurs when a positive outcome follows a desired behavior. Extinction occurs when there is the removal of a desired consequence following an unwanted behavior.

Because the Uber and Lyft drivers sought a decision through the standard mechanisms of the court system, they appear to have focused on a desire for what type of justice? Multiple Choice: a. interdependent b. interpersonal c. informational d. distributive e. procedural

e. procedural Explanation: Procedural justice reflects the perceived fairness of decision-making processes. The U.S. court system is perceived to have strict procedures meant to uphold fairness according to laws.

The tendency for people to see their environment only as it affects them and as it is consistent with their expectations is known as Multiple Choice: a. a stereotype b. projection bias c. availability bias d. self-serving bias e. selective perception

e. selective perception Explanation: Selective perception is the tendency for people to see their environment only as it affects them and as it is consistent with their expectations.

Explicit Knowledge

easy to communicate and teach Examples: HR orientation, reading a manual/textbook

Attentional Processes

learner focuses attention on the critical behaviors exhibited by the model

Production Processes

learner must have the appropriate skill set and be able to reproduce the behavior

Retention Processes

learner must remember the behaviors of the model once the model is no longer present

Reinforcement

learner must review the model receiving reinforcement

Tacit Knowledge

more difficult to communicate; gained with experience Examples: OTJ training, knowing how to navigate "red tape" within an organization

Integrity (cognition-based trust)

perception that an authority adheres to a set of acceptable values or principles

Anchoring

rely too heavily on one piece of information

Ability (cognition-based trust)

skills, competencies, and areas of expertise that enable an authority to be successful in a specific area

Availability bias

tendency to use what is easiest to recall

Faulty Attributions

the tendency people have to overemphasize personal characteristics and ignore situational factors in judging others' behavior Example: Hi, I need to speak with you as soon as possible. Please stop by my office before the end of the day today. Signed, The Boss People could react to this in a negative manner even though it could be something positive

Reinforcement Theory

theory that positive and negative reinforcers motivate a person to behave in certain ways

Perception

those who are curious, open-minded, and would like to have some ambiguity Dimension: JP

Judgement

those who are organized, systematic, and would to have clarity and closure Dimension: JP

Sensing

those who rely on their five senses to perceive the external environment Dimension: SN

Intuition

those who rely on their intuition and hunches to perceive their external environment Dimension: SN

Feeling

those who use their values and ideas about what is right and wrong to arrive at solutions Dimension: TF

Individuals can vary greatly in terms of their willingness to _______, how they perceive _________, and the ________________ standards they live by

trust, justice, ethical/moral

Recency

weighing recent events more heavily that past events

Representativeness

what happened before will happen again

Reflection ("Lessons Learned")

• Discuss what can be improved going forward. Example topics for both parts include: Division of labor Communication Decision making process Team meetings (Too many? Not enough? Timely? Useful?) • Focus on process, not individuals

Impact belief of Psychological Empowerment

•"Make a difference" •Celebrate milestones, collaboration

Trust Propensity (disposition-based trust)

•A general expectation that the words, promises, and statements of individuals and groups can be relied upon

Where does personality come from?

•A little less than 50% of the variation in personality can be attributed to genetics •The rest is attributed to two types of environment: •Shared environment (for example, two adopted siblings raised in the same house) •Non-shared environment (unique events/experiences that vary from one individual to the next)

How does conscientiousness relate to work?

•Becoming more conscientious at work can help you stay organized, work through complicated tasks and feel more connected to your job and coworkers. •People with high conscientiousness tend to be ambitious, reliable and thoughtful, making them great planners and potential leaders in the workplace.

Competence belief of Psychological Empowerment

•Belief in ability to perform •Self-directed learning, feedback

Self-determination belief of Psychological Empowerment

•Choice in work tasks •Delegation and trust

Openness (Big 5)

•Curious •Original •Creative •Imaginative •Intellectual •Focus ⇉ new ideas/experiences •Relatively stable over time

When can negative affectivity be a good thing?

•Group work (information processing and decision quality) •Work involves creativity and problem identification

justice approach

•Guided by respect for impartial standards of fairness and equity •Policies administered impartially and fairly regardless of gender, age, sexual orientation, and the like

moral-rights approach

•Guided by respect for the fundamental rights of human beings: the right to life, liberty, privacy, health, safety, and due process •For example, the U.S. Constitution's Bill of Rights

utilitarian approach

•Guided by what will result in the greatest good for the greatest number of people •Often associated with financial performance

individual approach

•Guided by what will result in the individual's best long-term interest, which ultimately is in everyone's self-interest •Assumes that people will act ethically in the short run to avoid harm in the long run •Flaw is one person's short-term gain may not be good for everyone in the long term

From a work perspective, it's generally better to be:

•Internal Locus of Control •High Positive Affectivity, Low Negative Affectivity •High proactive •High self-monitoring •High self-esteem •High self-efficacy

When is high self-monitoring a bad thing?

•Managers ⇉ potential for poor feedback •Employees ⇉ can be seen as untrustworthy, may experience high levels of stress, and may lack loyalty to an organization

Affect-Based Trust Properties

•More emotional than rational •We trust someone because we like them

Punishment (Reinforcement Theory)

•Negative behavior followed by negative consequences Example: Manager demotes the employee

Extinction (Reinforcement Theory)

•Negative behavior followed by removal of positive consequences Example: Manager ignores the employee

Neuroticism (Big 5)

•Nervous •Anxious •Irritable •Unstable •Temperamental •Focus ⇉ (in)stability •Tends to decrease as we age •Largest gender difference among the Big Five •Strong link with negative affectivity (tendency to experience unpleasant moods)

How does openness relate to work?

•Open individuals will become dissatisfied and frustrated if they find their job mechanical and unchallenging. •Thus, we predict that in high complexity jobs, high openness will produce better work outcomes whereas in low complexity jobs, high openness will adversely affect work outcomes.

Conscientiousness (Big 5)

•Organized •Systematic •Punctual •Hard-working •Dependable •Focus ⇉ accomplishment •Tends to increase as we age •High conscientious people live longer, save more money, are less likely to get divorced, and engage in less risky/unhealthy behavior

Extraversion (Big 5)

•Outgoing •Talkative •Sociable •Assertive •Energetic •Focus ⇉ status •Relatively stable over time •Derive energy from others (vs. introverts who derive energy from being alone)

How does extraversion relate to work?

•People with high extroversion tend to relate well to others, and are often well-liked in their teams and offices. •They form quick and easy friendships, and their outgoing nature leads to effective group-work

Positive Reinforcement (Reinforcement Theory)

•Positive behavior followed by positive consequences Example: Manager praises the employee

Negative Reinforcement (Reinforcement Theory)

•Positive behavior followed by removal of negative consequences Example: Manager stops nagging the employee

When can high self-esteem/self-efficacy be a bad thing?

•Potential to ignore constructive criticism •May refuse offers of help when truly needed

When is having a proactive personality a bad thing?

•Pushy! •Change for "change's sake"

Cultural Values

•Shared beliefs about desirable end states or modes of conduct in a given culture •Cultural values provide societies with their own distinctive "personalities"

Trust

•The willingness to be vulnerable to an authority (or anyone) based on positive expectations about the authority's actions and intentions

Why have Integrity Tests?

•These tests tend to align with 3 of the Big Five traits: •Conscientiousness (high) •Neuroticism (low) •Agreeableness (high)

Agreeableness (Big 5)

•Tolerant •Sensitive •Nice •Trusting •Warm •Focus ⇉ communion •Tends to increase as we age

Meaningfulness belief of Psychological Empowerment

•Value of a work goal/purpose •Exciting vision, foster passion

Valence

•Value of outcomes can be determined by intrinsic (internal) and/or extrinsic (external) forces "Meaning of Money" "work engagement" Example: Extrinsic Outcome = pay ---> Intrinsic Outcome = enjoyment Extrinsic Outcome = promotion ---> Intrinsic Outcome = accomplishment

Why do highly agreeable people tend to make less money?

•agreeable people simply care less about money and therefore are at higher risk of money mismanagement •more agreeable people might sacrifice their own success in the process of pleasing others. •agreeable people are less likely to aggressively negotiate their wage and more likely to be passive in conflict situations.

How does agreeableness relate to work?

•increases job performance when combined with political skill, that is the ability to leverage relationships in order to achieve goals. •This indicates that being agreeable can be beneficial when coupled with focus, self-discipline and the tendency to set and achieve goals.

Multiplicative effect

a "zero" anywhere equals no motivation!

Introversion

those who derive their energy from inside Dimension: EI

Extraversion

those who derive their energy from other people and objects Dimension: EI

Read each statement and match it with the type of reinforcement schedule. Statements: a. Status Report b. High Performance c. Free Lunch d. High Performance but Hard to Maintain e. Paperwork f. Drug Test g. Moderately High Performance h. Travel Funds i. Very High Performance j. Average Performance Type of Reinforcement Schedule: Continuous Schedule Fixed Interval Schedule Variable Interval Schedule Fixed Ratio Schedule Variable Ratio Schedule

Continuous Schedule: d, e Fixed Interval Schedule: a, j Variable Interval Schedule: f, g Fixed Ratio Schedule: b, c Variable Ratio Schedule: h, i

Moral intensity (Moral Situation)

Degree to which an ethical issue has urgency •How much harm could be done? •How much social pressure could exist?

Moral attentiveness (Individual Differences)

Degree to which individuals chronically perceive moral issues in their day-to-day lives

Moral identity (Individual Differences)

Degree to which individuals self-identify as being a "moral person"

Learning

Permanent changes in an employee's knowledge or skill that result from experience

Expectancy

Effort à Performance can be hindered by: •Lack of resources •Lack of leadership •Low self-efficacy • Bad past experiences

Example of "Swift" Trust

Example: Movie production with a short timeline - Lots of different groups/jobs à complex! - All must coordinate from day 1 - Lack of opportunity to "get to know" your co-workers - Limited history of working together

What types of jobs are best suited for highly open people?

Examples: •Artist •Travel Writer •Pilot •Lawyer •Publicist •Entrepreneur •Graphic Designer •Philosopher

"Swift" Trust

Factors: 1. Aligned activity/ interdependence 2. Constraints are evident, but enough resources are available 3. Non-person focus - roles and process 4. "Trust broker" - central person for resolving issues and ensuring that everyone does their part

Individual and Situational Factors of Ethics

Individual Factors (ex. Good vs. Bad Apples) Moral Awareness leads to Moral Judgement leads to Moral Intent leads to Ethical Behavior Situational Factors (ex. Good vs. Bad Barrels)

_______ and ______ both impact individuals' perceptions of organizational trustworthiness

Justice, ethics

________________ decisions generally pose the greatest risk/reward to organizations, and are the most reliant on the expertise of employees

Nonprogrammed

Why should be care about personality at work?

Personality testing in job interviews/promotion decisions Personality impacts work behaviors Typical vs. maximum performance: •Typical (routine/everyday tasks) = best for Conscientiousness •Maximum (best effort) = best for Ability Citizenship and counterproductive behaviors: •Better for high conscientious people - why? •Punctuality/work attendance •More energy to devote to CBs •Higher job satisfaction •Less likely to violate organizational norms •Organizational commitment - same deal! •Higher levels of persistence •Better able to handle stress

Moral climate (Moral Situation)

Shared perceptions of how moral issues should be addressed and what is morally correct behavior for the organization

Decision Making

The process of generating and choosing from a set of alternatives to solve a problem

________ knowledge is the more difficult/valuable type of knowledge in organizations

Tacit

Ethics

The degree to which the behaviors of an authority are in accordance with generally accepted moral norms

How do we know that personality comes from 50% of your genetics, and the rest from shared environment and non-shared environment?

They did a study on identical twins (i.e., same genetic structure) separated at birth

Thinking

Those who use their logic to arrive at solutions Dimension: TF

Limited Information

To be rational decision makers we should... 1. Identify the problem by thoroughly examining the situation and considering all interest parties 2. Develop an exhaustive list of alternatives to consider as solutions 3. Evaluate all the alternatives simultaneously 4. Use accurate information to evaluate alternatives 5. Pick the alternative that maximizes value Bounded rationality says we are also likely to... 1. Boil the problem down to something that is easily understood 2. Come up with a few solutions that tend to be straightforward, familiar, and similar to what is currently being done 3. Evaluate each alternative as soon as we think of it 4. Use distorted and inaccurate information during the evaluation process 5. Pick the first acceptable alternative (satisfice)

Equity Theory

Your Outcomes / Your Inputs = Other's Outcomes / Other's Inputs

As time increases match the type of trust with the type of relationship: Types of Trust: a. Disposition-Based Trust b. Cognition-Based Trust c. Affect-Based Trust Type of Relationships: Most Relationships Few Relationships New Relationships

a. Disposition-Based Trust = New Relationships b. Cognition-Based Trust = Most Relationships c. Affect-Based Trust = Few Relationships

Match the statements about Chris's thought patterns and behaviors to the appropriate stage of the four-component model. a. Chris realizes that his boss's recommendation may not be on the "Up and Up". b. Chris creates an evaluation for to help him base the decision on relevant facts. c. Chris knows that he should make the decision based on your and your coworker's merit and accomplishments. d. Chris wants to be ethical and base the decision on merit. Choices: Moral Awareness Moral Judgement Moral Intent Ethical Behavior

a. Moral Awareness b. Ethical Behavior c. Moral Judgement d. Moral Intent

Setting up an anonymous process for employees to report unethical behavior could be considered a(n) Multiple Choice: a. antecedent b. behavior c. consequence d. outcome e. contingency

a. antecedent Explanation: Antecedents are conditions that precede behavior. In organizations, these are typically goals, rules, instructions, or other types of information that help show employees what is expected of them.

Benevolence (cognition-based trust)

belief that an authority wants to do good for the trustor, apart from selfish/profit-centered motives

persistence

how long effort will be exerted

Contrast

judgment based on a close reference