Organizational Behavior Test 2

Festingers methods people reduce dissonance

1. Change attitude or behavior. or both 2. Belittle the importance of the inconsistent behavior 3. Find consonant elements that outweigh dissonant ones

3 types of value conflicts

1. Interpersonal value Conflict 2. Interpersonal value conflict 3. Individual-Organization Value conflict

SMART goal

1. Specific 2. Measurable 3. Attainable 4. Results orientated 5. Time bound

Mcelellend 3 needs

1. need for affiliation 2. need for power 3. need for achievement

Goal ladder

A chain of progressively more difficult and challenging goals that force personal growth

Attitude

A learned predisposition to respond in consistently favorable or unfavorable manner with respect to given object

Instrumentality

A performance outcome perception

Job satisfaction

An affective or emotional response to ones job

Galatea effect

An individuals high self-expectations lead to high performance

Psychological contracts

An individuals perception about the terms and conditions of a reciprocal exchange with another party

Attention

Being consiounsly aware of something or someone

Stereotypes

Beliefs about the characteristics of a group

Micro aggression

Biased thoughts, attitudes, and feelings that exist at an unconscious level

Job design

Changing the content or process of specific job to increase job satisfaction and performance

Negative inequity

Comparison in which another person receives greater outcomes for similar inputs

Positive inequity

Comparison in which another person receives lesser outcomes fro similar inputs

360-degree feedback

Comparison of anonymous feedback from ones superior, subordinates, and peers with self-perceptions

Need for power

Desire to influence, coach, teach, or encourage others to achieve

Need for affiliation

Desire to spend time in social relationships and activities

Organization Citizenship behaviors

Employee behaviors that exceed work-role requirements

Value attainment

Extent to which a job allows fulfillment of ones work values

Organizational commitment

Extent to which an individual identifies with an organization and its goals

Employee Engagement

Extent to which employees give it their all at work

International justice

Extent to which people feel fairly treated when procedures are implemented

Normative commitment

Feeling of obligation to continue employment

Extrinsic rewards

Financial, material, or social rewards from the environment

Vrooms Expectancy theory

Hods that people are motivated to behave in ways the produce valued outcomes

Adams Equity theory

Holds that motivation is a function of fairness in social exchanges

Content theories of motivation

Identify internal factors influencing motivation

Hygiene Factors

Job characteristics associated with job dissatisfaction

Motivators

Job characteristics associated with job satisfaction

Core job dimensions

Job characteristics found to various degree in all jobs

Positive reinforcement

Making behavior occur more often by contingently presenting something positive

negative reinforcement

Making behavior occur more often by contingently withdrawing something negative

Pay for performance

Monetary incentives tied to ones results or accomplishments

Feedback

Objective information about performance

Pygmalion effect

Or self-fulfilling prophecy, someones high expectation for another person results in high performance

Withdrawal Cognitions

Overall thoughts and feelings about quitting a job

Distributive justice

Perceived fairness of how resources and rewards are distributed

Procedural Justice

Perceived fairness of the process and procedures used to make allocation decisions

Interpersonal Value conflict

Personality conflicts

Needs

Physiological or psychological deficiencies that arouse behavior

Job crafting

Proactive and adaptive employee behavior aimed at changing the nature of ones job

Idiosyncratic deals (i-deals)

Process by which employees and managers negotiate tasks completed by employees

Perception

Process of interpreting ones environment

Motivation

Psychological processes that arouse and direct goal directed behavior

Goal specificity

Quantifiable of a goal

script

Schema of an event

intrinsic rewards

Self-granted, psychic rewards

operant behavior

Skinner's term for learned, consequence -shaped behavior

Respondent behavior

Skinner's term for unlearned stimulus-response refelxes

Casual attributions

Suspected of inferred causes of behavior

self-serving bias

Taking more personal responsibility for success than failure

Affective Component of attitude

Te feelings or emotions one has about an object or situation

Cognitive Component of attitidue

The beliefs or ideas one has about an object or situation

Met expectations

The extent to which one receives what he or she expects from a job

Stereotype threat

The predicament in which members of a social group must deal the possibility of being judged or threatened stereotypical, or of doing something that would confirm the stereotype

Valence

The value of a reward or outcome

ERG theory

Three basic needs- existence, relatedness and growth - influence behavior

Counterproductive work behaviors

Types of behavior that harm employees and the organization as a whole

Scientific management

Using research and experimentation to find the most efficient way to perform a job

Individual-organization value conflict

Values espoused and enacted organization collide with employees personal values

Goal

What an individual is trying to accomplish

action plan

activities or tasks to be accomplished to obtain goal

Goal commitment

amount of commitment to achieving a goal

Continuance commitment

an awareness of the costs associated with leaving the organization

Implicit cogniton

any thought or beleif that is automatically activated without consious awareness

Implicit cognition

any thought or belief that is automatically activated without conscious awareness

Law of effect

behavior with favorable consequences is repeated; behavior with unfavorable consequences disappears

Sex-role stereotype

belief about appropriate roles for men and women

Job enrichment

building achievement, recognition, stimulation work, responsibility, and advancement into a job

Performance management

continuous cycle of improving job performance with goal settingm feedback and coaching, and rewards and positive reinforcement

Need for achievement

desire to accomplish something difficult

Affective commitment

employees emotional attachment to, identification with, and involvement in the organization

line of sight

employees know the organizations strategic goals and how they need to contribute

learning goal

encourages learning, creativity, and skill development

external factors

environmental characteristics that cause behaviors

need hierarchy theory

five basic needs- physiological, safety, love, esteem and self actualization - influence behavior

Behavioral component of attitude

how one intends to act or behave towards someone or something

Process theory of motivation

identify the process by which internal factors and cognition influence behavior

fundamental attribution bias

ignoring environment factors that affect behavior

Intrapersonal Value conflict

inner conflict from within

Golem effect

loss in performance due to low leader expectations

punishment

making behavior occur less often by contingently presenting something negative or withdrawing something positive

extinction

making behavior occur less often by ignoring or not reinforcing it

management by objectives

management system incorporating participation into decisions making, goal setting, and feedback

Cognitive categories

mental depositories for storing information

schema

mental picture or summary of an event or object or type of stimulus

Intrinsic motivation

motivation caused by positive internal feelings

Job rotation

moving employees from specialized job to another

internal factors

personal characteristics that cause behavior

Cognitive Dissonence

psychological discomfort experienced when attitudes and behavior are inconsistent

job enlargment

putting more variety in a job

Shaping

reinforcing closer and closer approximations to a target behavior

continuous reinforcement

reinforcing every instance of a behavior

intermittent reinforcement

reinforcing some but not all instances of behavior

Performance outcome goal

targets a specific end result

Schwartz value theory

values guide our behavior, each posses motivational mechanisms that drive behavior.