Advanced Organizational Behavior Exam 1

inputs

In adam's equity theory, knowledge, experience, education, and effort expended all are perceived as what

motivation

Since we are unable to see this in someone, we can only infer it from their behavior or the results of their behavior

examples of glass ceiling

a marked increase in racial discrimination cases hispanics and african americans comprise a smaller relative percentage of the professional class hispanics and african americans earn less than whites on average

schema

a person's mental picture or summary of a particular event or type of stimulus

mcgregor's theory x

a pessimistic view of employees that includes the need to motivate them with carrots and sticks

values

abstract ideals that guide one's thinking and behavior across all situations

job design

activities that involve alteration of specific jobs or sets of interdependent jobs to improve employee experience and motivation

acquired needs of mcclelland's theory

affiliation power achievement

environmental characteristics

considered leadership and stressors that contribute to employee engagement levels

intelligence characteristics

constructive thinking reasoning problem solving

general categories of motivation theories

content theories process theories

acquired needs theory

david mclelland's theory about the drivers of employee behavior

women and minorities

groups where affirmative action generate opportunites

job characteristics model

hackman and oldman's model where the goal is to promote high intrinsic motivation by designing jobs with the five core job characteristics

characteristics of implicit cognition

happens without conscious awareness comes from people's memory can lead to biased decisions

discrimination cases

have more than doubled from 1995 to 2013

problems with taylor's scientific management

high levels of dissatisfaction and stress low sense of accomplishment very simplified, repetitive work

hygiene factors that create job context include

lack of safe working conditions inefficient company administration poor pay

attribution bias

leads people to disregard environmental influences on behavior

foster mutual adaptation

option in thomas's framework that means people are willing to adapt or change their views for the sake of creating positive relationships

deny

option in thomas's framework that means people refute that differences exist

behavioral outcomes of job satisfaction

organizational citizenship turnover job performance

factors that lead to higher performance

participation is used to build commitment to a specific goal feedback is used to stay focused on the goal

locus of control

relative;y stable personality characteristic that describes how much personal responsibility you take for your behavior and its consequences

equity theory

the theory that uses our perceptions of inputs, outputs, and comparisons of ratios to others

truths of attribution theory

the three dimensions of behavior vary independently in the creation of attributions ability is an internal factor caused by external or internal influences

hygiene factors

classifies company administration, salary, relation's with one's supervisory, and working conditions under herzberg's theory

perception

cognitive process that enables us to interpret and understand our surroundings

stages of selective attention

comprehension encoding and simplification storage and retention retrieval and response

personal factors that moderate the effectiveness of the core job characteristics

context satisfactions such as pay and co workers the strength of an individual's need to grow knowledge and skills

characteristics of the acquired needs theory

each of the needs can be used to motivate employees one need often predominates over the others

ways to reduce stereotyping

educating employees about how stereotypes influence behavior encouraging employees to increase their awareness of stereotypes creating opportunities for diverse employees to work together as equals

equity theory paraphrase

how does my ratio of inputs to outputs compare with relevant others?

example of a negative stereotype

idea that older workers are less motivated

schwartxz's value model

illustrates patterns of conflict and congruity among values

self serving bias

implies that people will credit successes to internal factors and failures to uncontrollable external ones

results of job crafting

improved employee performance increased employee engagement

process theories

theories that focus on how to motivate them

content theories

theories that focus on what people need to motivate them

frederick taylor's scientific management designed jobs based on

experiments and reasoning standards established by facts systematic observation

encoding

form of perception where we interpret and evaluate our environment using schemata and cognitive catagories

david mcclelland

formulator of the acquired needs theory

abraham maslow

formulator of the hierarchy of needs theory stating that motivation is based on five basic needs

locke and latham's findings about goal setting theory

goals that are specific and difficult lead to higher performance people need the ability and resources to achieve the goal successful goal achievement reinforces employee satisfaction and leads to setting higher goals

cognitive category example

group of dogs or animals

categorization

grouping criteria such as gender, age, race, and occupation

advantages of job rotation

increased worker flexibility for scheduling cross training building employee knowledge and ability to promote from within providing employees with a broader perspective of the organization

organizational citizenship

individual behavior that is discretionary and not part of a formal reward system and promotes the effective performance of a firm

idiosyncratic ideals

individual employees and managers jointly negotiate tasks to be completed

stereotype

individual's set of beliefs about characteristics and attributes of a group

negotiate

individuals do what for themselves involving schedule flexibility, career development, or other adjustments known as idiosyncratic ideals

four layers of diversity

internal dimensions external dimensions functional level personality

expectation

interpreting people's behavior according to our expectations

glass ceiling

invisible barrier that restrains women from reaching higher level positions

diversity

is encouraged more by adopting policies and procedures that meet the needs of all employees

generational diversity

is greater than ever before due to the population getting older but continuing to hold jobs in the workforce

diversity

is the many individual differences and similarities among people

job rotation

job design method that moves employees from one job to another

job enlargement

job design method that puts more variety into a job by combining specialized tasks of comparable difficulty is

vertical

job design method that uses vertical loading to improve motivation

herzberg theory characteristics

job dissatisfaction is associated with hygiene factors job satisfaction is associated with motivating factors managers can improve motivation by improving both motivators that create satisfaction and hygiene factors that reduce dissatisfation

job design top down aproaches

job rotation job enlargement job enrichment

Locke and Latham's theory

job satisfaction motivates employees to commit to higher levels of performance goal achievement leads to job satisfaction

employee engangement

kahn described the harnessing of organization members' selves to their work roles

results of unfair social exchanges

lead to changes in attitude or behavior cause cognitive dissonance that prompts action create the need for the employee to correct the situation

faulty schemata of performance

leads to inaccurate performance appraisals

create persistence

lock and latham's research on the mechanisms behind goal setting theory says that goals do what

intrinsic motivation characterisics

longer lasting than extrinsic motivation has more positive impact on task performance

feelings of inequity over pay can be improved by

making sure objective measures for rewards are understood communicating reasonable expectations

top down approaches

management changed the activities in jobs to increase motivation

committed and motivated

managers should design jobs that fulfill higher level needs to create what type of employees

attribution theory

managers should remember that other attributional biases may lead managers to take inappropriate actions when considering this theory

internal

managers should remember that we tend to attribute behavior to these causes

content theory of motivation

maslow's hierarchy of needs is an example of what type of theory of motivation

content theories of motivation

mcgregor's theory x and theory y acquired needs theory maslow's hierarchy

consensus

measures people

distinctiveness

measures tasks

consitency

measures time

scientific management

method of job design that draws from observation, experiments, and reasoning

performance and results

motivation is important to managers because it drives what

expectancy theory states

motivation will be high when all three elements are high

love need

need for love, affection, and belonging

esteem need

need for recognition, prestige, and self confidence

relatedness needs

need to be connected with others and belong to a group

safety need

need to be safe from physical and psychological harm

autonomy need

need to feel independent and able to influence my environment

competence needs

need to feel knowledgeable and capable of completing a goal

barriers to successful diversity programs

need to revamp firm performance appraisal and reward system diversity is not the firm priority resistance to change

lever of information

one of the simplest tools a manager can use to change behavior

summary judgement

one way to make a decision upon its retrieval, being that it was already made

self-serving bias

one's tendency to take credit for success and deny blame for failure

include/exclude

option in thomas's framework that has the goal to either increase or decrease the number of diverse people of all the firm

tolerate

option in thomas's framework that involves ackowledging differences but not prizing or accepting them

isolate

option in thomas's framework that is based on the action of moving the diverse person off to the side

build relationship

option in thomas's framework that is based on the belief that good relationships can rise above differences

assimilate

option in thomas's framework that is based on the premise that eventually all people will learn to blend in or become like the dominant group

suppress

option in thomas's framework that means differences are squelched or discouraged

outputs

pay. promotions, challenging assignments, participation in decision making are all considered what in adam's equity theory

equity theory explanation

people strive for fairness in give and take relationships people strive for fairness in social exchanges

perceived behavior control

perceived ease or difficulty of performing the behavior, assumed to reflect past experience or anticipated obstacles

key workplace attitudes to track

perceived organizational support employee engagement organizational commitment job satisfaction

attitudinal outcomes of job satisfaction

perceived stress job involvement motivation withdrawal cognitions

people

perception that organizational behavior is more focused, rather than objects

access and legitimacy

perspective of diversity recognizes that an organization deals with culturally diverse markets and constituencies

need

physiological or psychological deficiencies that arouse behavior

outcomes of equity comparison

positive inequity equity negative inequity

contributing factors of employee engagement

positive personality conscientiousness proactive personality

Assumptions of mcgregor's y theory

positve employees are creative and are self engaged and committed to work

african, asian, and hispanic population increase

predicted change in diveristy in the united states between 2020 and 2060

characteristics where organizations cannot discriminate

pregnancy age race

attribution theory

premise that people infer causes for observed behavior

attention

process of becoming consciously aware of something

heider's attribution theory

proposes that behavior can be attributed to either internal factors, like ability, or external factors, like task difficulty

ways to companies are responding to diversity challeges

providing training to bridge the gap between education and job helping hispanics succeed resolving generational differences

cognitive dissonance

psychological discomfort a person experiences when simultaneously holding two or more conflicting ideas, beliefs, values, or emotions

motivation

psychological processes that underlie the direction, intensity, and persistence of behavior or thought are known as

statistical measurements of population qualitues

race age gender

surface level characteristics

readily discernible to other people viewed as being unchangeable located between personality and external influences

causal attribution

refers to suspected reasons for behavior

traits

represent stable physical and mental characteristics that form an individual's identity

skill variety

requires the ability to use several different skills to perform a job

task identity

requires the completion of a whole or identifiable piece of work

stages of schema process

selective attention comprehension encoding and simplification storage and retention retrieval and response

maslow's hierarchy of needs

self actualization esteem love safety physiology

four components of core self evaluations

self esteem emotional stability locus of control generalized self efficacy

goals

setting what helps motivate individuals, teams, and organizations to achieve success

components of personality tests

should be independent research validating the effectiveness of the test it is helpful to use experts outside the company to help select an appropriate test it is critical to make sure the test is legally sound and does not violate applicants' rights

herzberg worked with a continuum for satisfaction and another for dissatisfaction. In practice, managers

should not separate the job context from job content remove some dissatisfying factors as the first step toward improving satisfaction overall conceptualize a single continuum

self determination theory

shows that we all want to fulfill three innate needs that create intrinsic motivation being competence needs, autonomy needs, and relatedness needs

simplification

simplifying what might be a bewildering range of inputs through encoding

diversity management goes beyond these dimensions

social legal moral

subject norm

social factor representing the perceived social pressure for or against the behavior

herzberg's theory

states that there are two separate sets of factors that create satisfaction and dissatisfaction on the job

job content factors that lead to motivation

stimulating work opportunity to advance recognition

goal orientation

successful people have what orientation in common

discrimination

takes place when employment decisions about a person are due to reasons not associated with performance or are not related to the job

factors that affect expectancy

task knowledge self efficacy task difficulty

actions employees feel represent good leadership

telling others that they have done well setting specific goals for the group assigning tasks to group members

does not create motivation

the absence of grievances about hygiene factors does what

job crafting

the bottom up approach to job design in which individuals make physical and cognitive changes in the task or relational boundaries of their work

individual differences

the broad category that collectively describes the vast number of attributes that describe us as people

personality

the combination of stable physical. behavioral and mental characteristics that give individuals their unique identities

attitude toward behavior

the degree to which a person has a favorable or unfavorable evaluation of the behavior in question

task significance

the extent to which a job affects the lives of others inside or outside of the organization

organizational commitment

the extent to which an individual identifies with an organization and commits to its goals

perceived organizational support

the extent to which employees believe their organization values their contributions and genuinely cares about their well being

psychological safety

the extent to which people feel comfortable to express their ideas and beliefs without fear of negative consequences

distributive justics

the form of organizational justice that reflects the perceived fairness of how rewards are allocated

value attainment

the idea that satisfaction results from the perception that a job allows for fulfillment of an individual's important values

fapse

the national labor relations act protects the rights of all workers to discuss pay and benefits, regardless of company policies

need for acheivement

the need to excel, solve problems, and surpass others

personal power

the need to manipulate and control others for self gratification

institutional power

the need to organize others to achieve organizational goals

stimuli

the saliency of this is dictated by a person's needs and goals

expectancy theory

the theory that can be used to predict behavior in any situation where there is a choice between two or more alternatives

a person's motivation influencers

their behavior the results from their behavior

acquired needs theory and self determination theory

theories that focus on developing an environment that foster long term commitment and intrinsic motivation

process theories

theories that focus on the process by which internal factors and environmental characteristics influence employee motivation

expectancy theory

theory that states that people are motivated to behave in ways that produce combinations of desired outcomes

characteristics of ocb

they are voluntary they promote the firm's productivity

performance

this is what employees are motivated to set when they achieve a difficult goals that leads to job satisfaction

implicit cognition

thoughts or beliefs that are automatically activated from memory without conscious awareness

goal setting theory

use of feedback and participation about progress toward a goal is part of which theory

things stress is positively related to

viral infections absenteeism heart disease turnover

schema

what a category is built on is a social information process

employee engagement

when people express themselves physically. cognitively, and emotionally during a role performance

diposition/genetic components

where some coworkers remain satisfied in situations where others always seem dissatisfied

studies of diversity in organizations show

white americans will be less than half of the population within fifty years firms with at least one woman on the board of directors have outperformed stocks with no women on the board companies struggled ti fill specfic job openings in 2012 through 2013

vroom

who formulated the expectancy theory to predict motivation

examples of external influences of diversity

work experiences where you live religious affiliation

factors in herzberg's study

working conditions salary relations with one's supervisor

content theory

based on the idea that an employee's needs influence motivation

physiological need

basic needs such as food, air, and water

counterproductive work behavior

behavior that harms other employees, the organization as a whole, or organizational stakeholders such as customers and shareholders

results of implicit cognition

biased decisions occurring unwittingly

expentancy theory

can be used to predict behavior in situations where there is a choice between two or more alternatives

extroversion

can predict job performance better than agreeableness

cognitive categories

categories where objects considered equivalent in our memory

steps of the stereotyping process

categorization inferences expectations maintenance

recognized outputs of positive outcomes

challenging assignments bonuses promotions

cognitive crafting

changing one's perception of the existing tasks and relationships in a job

types of job crafting

changing the task boundaries changing the relational nature of one' job cognitive crafting

deliberate practice

demanding, repetitive, and assisted program to improve one's performance

self actualization need

desire for self fulfillment

maintenance

differentiating minorty individuals from ourselves

barriers to successful diversity programs

difficulty balancing career and family issues fears of reverse discrimination lack of political savvy from diverse employees

the human side of enterprise

douglas mcgregor's book, which formulated two contrasting views of human nature

valence

element that represents how much one values the rewards they receive

procedural justice and distributive justice

elements of organizational justice that relate strongly to desired outcomes

bottom up approach

employees redesign their own jobs, increasing engagement

diversity management

enables people to perform up to their maximum potential

components for successful diversity training

enforcement educational exposure

importances of motivation

engaged employees are more productive it drives performance they want to retain high performers

organizational factors

engagement drivers like career opportunities and communication

ways to retain an aging workforce

ensure the older work receives sensitive, high quality supervision provide challenging work assignments design a stimulating and fun work environment

three types of long term memory

event semantic person

intrinsic motivation

a sense of accomplishment after learning a new skill is a form of what

diversity climate

a subcomponent of an organization's overall atmosphere as defined by employee's aggregate perceptions about the firms diversity related format

changing the relational nature of one's job

after the quantity or quality of the relationships one has at work

changing task boundaries

after the scope, nature, or number of tasks one takes on

telecomunicating

allows employees to do all or some of their work from home using technology and internet tools

horizontal loading

also known as job enlargement, where more tasks and variety are added to ones job

job design

altering specific jobs to improve employee experience and productivity is what

lessons to be learned from equity and justice theories are

an appeals process is important to employees feelings of equity employee perceptions about reward systems and procedures are what is important employees want a voice in decisions that affect them

feedback

an employee receives direct and clear information about the effectiveness of their job performance

autonomy

an individual's experience of freedom, discretion, and independence in doing the job

withdraw cognitions

an individual's overall thoughts and feelings about quitting and the thought process that encapsulates this

psychological contract

an individual's perception about the terms and conditions of a reciprocal exchange between him or herself and another party

j. stacy adams

applied the equity theory in the workplace

job crafting

approach to job design where individuals make physical and cognitive changes in the task or relational boundaries of their work

attitudes and motivation

are at the greatest when the work environment is consistent with employee values

women of color

are represented better than men of color in managerial and professional jobs

affirmative action programs

are voluntary or mandatory

inferences

assuming people in a certain category possess the same traits

workplace attitudes

attitudes that have resulted from interaction of various individual, group and organization processes