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.