OBM 3401 Exam 2
______ Locus of Control are generally more satisfied with their job, pay, supervisor, and coworkers.
Internal
Manipulativeness, Callous affect, and strategic-calculating orientation
Machiavellianism
Beliefs about how difficult a specific task is to be accomplished
Magnitude
The human resource approach to motivation assumes that`
Meaningful employee contributions are valuable to individuals and the organization
Performance
Motivation+Ability+Environment
Desire to accomplish a task or goal more effectively than was done in the past
Need for Achievement
Need for human companionship
Need for Affiliation
Desire to control the resources in one's envrionment
Need for Power
The special privileges, or "perks." awarded to certain employees in an organization.
Perquisites
The extent to which an individual fits with the workgroup's and supervisor's work styles, skills, and goals
Person-Group Fit
The fit between a person's abilities and the demands of the job, and the fit between a person's desires and motivations and the attributes and rewards of a job
Person-Job Fit
The fit between an individual's values, beliefs, and personality and the values, norms, and culture of the organization
Person-Organization Fit
The fit between a person's interests, abilities, values, and personality and a profession
Person-Vocation Fit
Explicit Values Thoughts During Judgments Incentives & Compensation Cultural Norms Hiring Evaluation
Pillars of Ethical Culture
Differences in a certain type or category, including group members' expertise, knowledge, or functional background
Variety Diversity
Belief that power and status differences are appropriate within hierarchical social systems such as organizations
Authoritarianism
Urge to direct our own lives
Autonomy
Individualism/collectivism, uncertainty avoidance, Power distance, Masculinity, Long Term/Short Term Value
Cultural Dimensions
Differences in the concentration of valuable social assets or resources—dissimilarity in rank, pay, decision-making authority, or status, for example
Disparity Diversity
Individual differences that cannot be seen directly, including goals, values, personalities, decision-making styles, knowledge, skills, abilities, and attitudes
Deep-level Diversity
Beliefs about the degree to which similar tasks can be accomplished
Generality
Assumes that employees want to feel useful and important, that employees have strong social needs, and that these needs are more important than money in motivating employees; SYMBOLIC GESTURE
Human Relations Approach
Assumes that people want to contribute and are able to make genuine contributions to organizations; BEYOND symbolic gesture
Human Resources
Psychological contracts create _____ promises and obligations between employees and employer
Implicit
Plans in which employees can earn additional compensation in return for certain types of performance
Incentive system
Employee benefits provided as a form of compnesation
Indirect Compensation
Outright bigotry or intolerance for other groups
Prejudice
Approach to motivation that ssumes that employees are motivated by money
Scientific Management
_______diversity: differences in position or pinion among group members, especially regarding group goals or processes
Separation
Differences in position or opinion among group members reflecting disagreement or opposition—dissimilarity in an attitude or value, for example, especially with regard to group goals or processes
Separation Diversity
Beliefs about how confident the person is that the specific task can be accomplished
Strength
Objective meaning or worth of a reward
Surface Value
Observable differences in people, including race, age, ethnicity, physical abilities, physical characteristics, and gender
Surface-Level Diversity
Subjective and personal meaning or worth of reward
Symbolic Value
A person's beliefs in his or her capabilities to do what is required to accomplish a specific task
Task Self-Efficacy
Openness, Conscientiousness, Extroversion, Agreeableness, Neuroticism
The Big Five
