BUSI 405 Exam #1

confirmation bias

(non conscious) screen out info that is contrary to their decisions, values, assumptions to readily accept confirming info

membership/seniority reward objectives

(pay for pulse) fixed pay, paid time off, most employee benefits + may attract applicants, minimizes stress of insecurity, reduces turnover - doesn't directly motivate performance, may discourage poor performance from leaving, "golden handcuffs" may undermine performance

supportive

(people oriented) psych support; friendly/approachable leader

expectancy link/perceptions strengths

-ensure employees have necessary skills/abilities through selection/training -fit skills/abilities to job -clarify goals/expectations -ensure sufficient resources -provide guidance/feedback as needed -give personal anecdotes/share stories

5 core job characteristics

1. skill variety 2. task identity 3. task significance 4. autonomy 5. job feedback 1,2,3=meaningful 4=responsibility 5=knowledge of results

organization

2+ people goal directed structured activities linked to environment identifiable boundaries

need for achievement

a learned need in which people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success; prefer working alone, tasks w/ moderate degree of risk, money is weak motivator

leader behavior --> employee outcomes

determined by situational factors

House's Path-Goal theory

effective leaders choose the style/behavior best suited to influence employee expectations about desired result/positive outcomes

situational leadership theory (SLT)

effective leaders vary their style according to motivation and ability of followers; telling, selling, participating, delegating

self-reinforcement

employee has control over a reinforcer, doesn't take reinforcer until completing self-set goal or choosing a more enjoyable task after reaching a point

virtuous cycle

get people to work, start participation -> acceptable levels of performance --> valued rewards result in good attitudes, good attitudes contributes to participation

drives

hardwired characteristics of the brain that produce emotions to energize individual to correct deficiencies or maintain internal equilibrium

certain traits with positive relationship to leadership

high levels of extraversion and conscientiousness positive self concept drive integrity intelligence/emotional intelligence leadership motivation knowledge of business

effort-to-performance (E-to-P)

individual perception that his/her effort will result in a particular level of performance; unquestionably accomplish the task (probability= 1); highest effort but not desired performance level (probability = 0)

managing

integrating people, groups, and divisions to achieve goals

shared leadership

leadership is a role, not a position assigned to one person, people within team/org. lead each other; encourage employees to take initiative and risks without fear of failure

leader effectiveness

listen and follow, results, good character, passion, adaptability, willing to be a servant leader, effective communicator

people oriented leadership

listening to employees for opinions/ideas, creating pleasant work environment; behaviors individuating willingness to work with subordinates to make sure decisions are fair/reasonable

MARS

motivation, ability, role, perceptions, situational factors

halo effect

our general impression of a person (usually based on one prominent characteristic), distorts our perception of other characteristics of that person; likely when concrete info is missing or not motivated to search for it

distributive justice

perceived fairness in the outcomes we receive compared to our contributions and the outcomes and contributions of others

leading

persuading others to set aside their personal concerns and pursue a common goal; moving others

variable interval

reinforcement provided if desired behavior is occurring after a variable interval of time; managerial visits/inspections; leads to high levels of performance; behavior continues for some time, even if reinforcement stops (pop quizzes)

factors in the perceiver

self-concept/personality motives/interests experiences/habits expectations

SMARTER

simple- what, how, where, when, with who measurable- quantity/quality achievable relevant time-framed exciting reviewed

organizational behavior modification

theory that explains employee behavior in terms of the antecedent conditions and consequences of that behavior antecedent --> behavior --> consequences antecedent don't cause behavior, they are cues +/- reinforcement, punishment, extinction

social cognitive theory

theory that explains how learning and motivation occur by observing and modeling others as well as by anticipating the consequences of our behavior

outcome valences

valence=anticipated satisfaction/dissatisfaction that individual feels toward outcome; ranges from negative to positive + = consistent with our values and satisfy needs - = oppose values, inhibit need fulfillment

non-cognitive model

we can't tell what effect the mind has on what we do, so let's focus on behaviors

fundamental attribution error

(correspondence bias) tendency to overemphasize internal causes of another persons behavior and to discount/ignore external causes of their behavior coworker arrives late= unmotivated, not traffic observers can't easily see the external factors that impact behavior

personal goal setting

(self-determined) more focused/perform better when they set their own goals

directive

(task oriented) clarifying behaviors

Problems with focusing on traits for leadership

-identifying/changing traits can be difficult -hard to tell which traits are more/less important for leadership potential -relate to potential, not necessarily effective leadership -unsure of cause/effect -ignores situational factors- assumes leaders always lead the same way, regardless of situation -ignores what leaders might actually do, how they actually behave

valence perceptions/outcomes strengths

-insure available outcomes valued -insure systems do not provide non-valued rewards -individualize the outcomes based on employee needs/performance

instrumentality link/perceptions strengths

-make sure employees know outcomes for good/poor performance -ensure performance measure accurately/objective -remind employees outcomes are contingent on performance; reduce possibility that some outcomes might be negative -provide examples of what employees/others received for good performance in past

why is leadership not as important now?

-participation/empowerment are gaining popularity -some organizations- leaders don't make that much of a difference -leaders can make wrong decisions

Qualities of a good leader

-personality- extroversion, conscientiousness -self-concept- internally consistent/clear self-concept -leadership motivation- socialized vs. personal power -drive -integrity -knowledge of business -cognitive/practical intelligence -emotional intelligence- recognize/regulate emotion

ABC's of leader effectiveness

Antecedents- traits/competencies (who) Behaviors and styles (what/how) Context/situations (why, when, where)

motivator-hygiene theory

Herzberg's theory stating that employees are primarily motivated by growth and esteem needs, not by lower-level needs motivators= fulfill growth/esteem needs hygienes= poor working conditions, job security

participation

ability x motivation easiest to measure

distinctiveness

act this way in other situations? yes= low distinctiveness --> internal no= high distinctiveness --> external

consistency

act this way in the past? yes= high consistency --> internal no= low consistency --> external

job enlargement

adds tasks to an existing job/combining, increase skill variety, improves work efficiency/flexibility, need freedom/knowledge to structure work to achieve highest satisfaction

organizational commitment

affective- employees emotional attachment, involvement, and identification with an organization continuance- employee's calculative attachment to an organization, motivated to stay for the $

fixed ratio

after a fixed # of acceptable behaviors, most piece-rate pay systems, buy 10 get 1 free 1-1 fixed ratio= continuous reinforcement leads to high levels of performance, might cut corners with safety to make more $, behavior stops quickly if reinforcement stops

variable ratio

after a variable # of acceptable behaviors, commission (don't know when next sale is), slot machines; desired behavior= trying to make the sale leads to high level of performance; behavior continues for some time, even if reinforcement stops

designing natural rewards

alter work tasks/relationships to make them more motivating

valence perceptions/outcomes influences

anticipated satisfaction from any outcomes -availability of valued outcomes -availability of non-valued outcomes -individualization of rewards

continuous reinforcement

applied after every desired behavior (dog treat), high level performance, but behaviors stop quickly if reinforcement stops often used in training situations, costly to firm on regular basis

differentiation

assign more favorable characteristics to people in our group --> higher self-esteem; not accurate; lays foundation for discriminatory attitudes, unintentional vs. intentional; difficult to prevent activation yet can minimize application

increasing E-to-P

assuring employee they have competencies, clear role perceptions, available resources, matching employee competencies to job requirements, clearly communicating tasks for the job, learned-feedback

self-serving bias

attribute our failures to external causes; successes are due to internal causes

external attributions

attributions to outside causes

internal attributions

attributions to personal characteristics

typical (not universal) causes of job satisfaction

challenging work high/equitable pay promotion opportunities good co-workers good supervision

task performance reward objectives

commissions merit pay, gainsharing, profit sharing, stock options + motivates task performance, attracts performance-oriented applicants, organizational rewards create ownership culture, pay variability may avoid layoffs during downturns - may weaken job content motivation, may distance reward giver from receiver, may discourage creativity, tends to address symptoms not underlying causes of behavior

management

coping with complexity and doing things right organizations need leadership and management, often at the same time

managerial leadership

daily activities that support and guide the performance and well-being of individual employees and the work unit to support current objectives and practices managing, 'do things right', depends on transformation to set right goals, more micro-focused towards individual employee

to punish

define expected behaviors and what will be punished, identify what expectation was violated and why the punishment, punish in private "hot stove"- immediate punishment, consistent, equitable, impersonal

task oriented leadership

define/structure work roles and activities; behaviors focusing on getting the job done, often to exclusions of explanations and discussions, lead by structuring work for subordinates

need for affiliation

desire to seek approval from others, conform to their wishes/aspirations/expectations, avoid conflict/confrontation, smooth over conflict

locus of control= external skills= low

directive, supportive

task structure

directive= non-routine supportive= routine

skill and experience

directive=inexperienced/unskilled

consensus

do others act this way in this situation? yes= high consensus --> external no= low consensus --> internal

path-goal leadership theory

effective leaders chose the most appropriate leadership styles, depending on the employee and situation, to influence employee expectations about desired results and their positive outcomes

stock options

employees buy company stock in future at predetermined price, motivate employee to make company more profitable

participative

encourage subordinate involvement in decisions beyond normal work activities

achievement-oriented

encourages behaviors to reach peak performance; sets challenging goals

negative reinforcement

engage in desired behavior, remove negative consequence, different from punishment

contrast effect

evaluation of a person's characteristics to be affected by comparisons with others recently encountered who are higher/lower on same characteristic

need for power

exercise control over others, concerning about maintaining their leadership position, persuasive communication, make suggestions in meetings

Alderfer ERG Model

existence, relatedness, growth satisfied lower-order needs increase motivation to satisfy higher-order needs, multiple needs can motivate at same time, if satisfying higher-order need is frustrated, then motivation to satisfy lower-order need increases

EVLN

exit voice- attempt to change rather than escape loyalty- wait for problem to fix itself or get fixed by others neglect- reducing work effort, lower quality, negative consequences for organization

critical psych states

experienced meaningfulness- work with worthwhile/important experienced responsibility- sense of being personally accountable for work outcomes knowledge of results

procedural justice

fairness of the procedures used to decide the distribution of resources and the perceived fairness

influences on organizing and interpreting

figure-ground (background vs. outline) think about individual needs/motives, rather be figure than ground closure-simplify info we gather, mind fills in the blanks (evolutionary advantage) context- (most sophisticated) gives us something to think about 13 vs. B

employee engagement

focused intense, persistent, and purposive effort toward (attitude about) work related goals; commitment/satisfaction to wrk, strong predictor of employee performance

positive perspective

focusing on positive will improve organizational successes

positive organization behavior

focusing on the positive rather than the negative aspects of life will improve organization success and individual well-being

motivation

forces within a person that affect direction, intensity, and persistence of voluntary behavior energize --> direction --> intensity/persistence --> response --> repeat

drive to bond

form social relationships/mutual caring commitments

attribution process

forming beliefs about the causes of behavior or events (internal vs. external factors) --> consistency, distinctiveness, consensus low consistency weakens our confidence about source of problem understanding cause/effect= work effectively

balanced scorecard (BSC)

goal setting/reward system that translates the organizations vision and mission into specifics, measurable, performance (KPI) goals related to financial, customer, internal, and learning/growth (human capital) processes

task performance

goal-directed behaviors under individual control that support organizational objectives; efficiently/accurately proficiency adaptability proactivity

needs

goal-directed forces that people experience; motivational forces of emotions channeled toward particular goals to correct deficiencies/imbalances; needs are emotions we eventually become consciously aware of drive generated emotions directed toward goals, some are innate/learned drives --> needs --> decisions/behaviors

positive reinforcement

good consequences, valued by the individual, big enough to make a difference, appropriate for the behavior, contingent on performance/appropriately scheduled

drives/primary needs

hardwired characteristics of the brain that attempt to keep us in balance by correcting deficiencies, produce emotions that energize us

humanistic perspective

higher-order needs=personal/social influences, not just instincts; thoughts play a role in motivation

leadership substitutes

identifies conditions that limit leaders ability to influence subordinates or make a particular leadership style unnecessary

fixed interval

if desired behavior is occurring after a fixed interval of time; most pay systems, can lead to high variation in performance

Maslow Alderfer McClelland

importance of needs understanding individual needs needs can be learned

attitude

in the middle

affective organizational commitment

individual emotional attachment to, involvement in, and identification with an organization; psych bond to choose to be dedicated/responsible for organization (loyalty)

continuance commitment

individuals calculative attachment to an organization employee has no alternative employment opportunity OR leaving job would be a significant financial sacrifice

leadership

influencing, motivating, enabling others to contribute towards the effectiveness and success of the organizations of which they are members; use communication skills and other resources to energize the collective; leaders are enablers and arrange the work environment social process- others must be willing to follow; persuasion rather than domination doing the right thing

job characteristics model

job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties

when goal setting doesn't work

jobs are too complex jobs are too inter-related no reliable measures of performance little/no feedback, rewards employees care about too much emphasis on one performance dimension

self-monitoring

keeping track at regular intervals the progress towards the goal, may need to design feedback systems

effective leaders

knowing when a leadership style is appropriate is crucial high consideration= more satisfaction/motivation high structure= high productivity, only when tasks need more structuring

individual differences

knowledge and skill context satisfaction growth-need strength- need for personal growth/develop

mental models

knowledge structures we develop to describe, explain, predict the world around us; visual/relational image in our mind; partly rely on perceptual grouping (fill in missing info); make it difficult to see world in different ways

Fiedlers contingency model

leader effectiveness depends on whether the persons natural leadership style is appropriately matched to the situation best leadership style depends on situational control 1) leader member relations 2) task structure 3) position power

transformational leadership

leaders that change teams/organizations by: -creating/communicating strategic vision for employees -modeling pursuit of that vision -encouraging experimentation -build commit towards vision by motivating -rewarding this pursuit -takes a longer-term perspective

role perception

lets employees know where to direct their efforts, how clearly people understand job duties

increasing P-to-O

measure employee performance accurately, distribute valued rewards to those with higher job performance; perceptions- leaders use examples, anecdotes, public ceremonies to illustrate when behavior is rewarded

mental imagery

mentally practicing a task and visualizing its successful completion, working out solutions to obstacles before they occur

job rotation

minimizes health risks from repetitive strain; supports multi-skilling, reduces boredom, increase workplace flexibility

social/predictability job characteristics

model overlooks a few things including: social characteristics of the job req. social interaction= task interdependence task variability task analyzability- how much of job can be done using known procedures/rules

self-leadership behaviors

more frequently in people with higher levels of conscientiousness and extroversion, positive self-concept evaluation

job enrichment

more responsibility for scheduling, coordinating, planning their own work; natural grouping, established client relationships

recency effect

most recent info dominates our perception

categorical thinking

mostly non conscious; organizing people/objects into preconceived categories that are stored in our long-term memory (similarity/proximity, fill in missing info, find trends in ambiguous situations)

expectancy theory

motivation theory based on the idea that work effort is directed towards behaviors that people believe will lead to desired outcomes (motivated to achieve goals with highest expected payoff)

four-drive theory

motivation theory based on the innate drives to acquire, bond, learn and defend that incorporates both emotions and rationality drive to acquire drive to bond drive to comprehend drive to defend

Maslow's hierarchy

motivation theory of needs arranged in a hierarchy, where by people are motivated to fulfill a higher need as a lower one becomes more gratified self-actualization esteem belongingness safety physiological

ability

natural (aptitudes)/learned; learned capabilities= skills/knowledge you currently possess

McClelland's Learned Needs

need for achievement, affiliation, power

authentic leadership

need to be aware of, feel comfortable with, and act consistently with their values, personality, self-concept

holistic perspective

needs should be studied together, human behavior= more than one need at once

fire alarm

negative reinforcement or punishment

ideal level of turnover

no turnover= what about new ideas/promotions? if the good people leave, you have a problem

extinction

not providing any consequence for a behavior, usually decreases undesired behavior

self-fulfilling prophecy

our expectations about another person cause that person to act in a way that is consistent with those expectations; shows how our perception can influence reality; stronger in some situations (employee first hired), stronger when several people have the same opinion, stronger with people who have a history of low achievement (lower self-esteem)

categorization

part of group removes identity, see as prototypical

4 categories of important outcomes

participation attitudes performance rewards

locus of control= internal skills=high

participative achievement oriented

locus of control

participative/achievement oriented

competencies reward objectives

pay increase based on competency, skill-based pay + improves workforce flexibility, tends to improve quality, consistent with employability - relies on subjective measurement of competencies, skill-based pay plans are expensive

profit-sharing plan

pays bonuses to employees on the basis of the previous years level of corporate profits

equity theory

people develop perceptions of fairness in distribution by comparing to others compare ourselves past/present and others internal/external

implicit leadership theory

people evaluate a leaders effectiveness in terms of how well that person fits preconceived beliefs (prototypes), people tend to inflate the influence of leaders on organizational events

false consensus effect

people overestimate the extent to which others have similar beliefs/behaviors to our own; we are comforted by the belief that others are similar to us; we interact more with people who have similar views; we are more likely to remember info that is consistent with our views; social identity process homogenizes people in groups

equity principle

people should be paid in proportion to their contribution

need principle

people should be paid in proportion to their contribution

distributive justice

perceived fairness in individuals ration of outcomes to contributions relative to a comparison others ration of outcomes to contributions

performance-to-outcome (P-to-O)

perceived probability that a specific behavior/performance level will lead to particular outcome

stereotyping

perceptual process in which we assign characteristics to an identifiable group, automatically transfer those features to anyone we believe is in that group (usually personality traits/abilities); sometimes formed from experience but mostly media, shared across a society; exaggerated/falsehoods; form of categorical thinking, 'energy saving'

job satisfaction

person's evaluation of his/her job and work context, appraisal of perceived job characteristics, work environment, and emotional experiences at work; changes with economic conditions; general overall evaluation of job

scientific management

practice of systematically partitioning work into its smallest elements and standardizing tasks to achieve max efficiency

expectancy link/perceptions influences

probability that a specific level of effort will result in a specific performance level -employee skills/ability levels -match btw. skills/abilities and job demands -clarity of job goals/expectations -available resources -guidance/feedback -previous experiences an/or observation of others in similar situations

instrumentality link/perceptions influences

probability that a specific performance level will result in specific outcomes -outcomes available for good/poor job performance -job performance measurement process- objective? -extent to which outcomes (+/-) are perceived as contingent on performance -opportunity to see what others have received in past

job design

process of assigning tasks to a job, including interdependency of those tasks with other jobs

selective attention

process of attending some info received and ignoring others (size, intensity, motion, repetition)

attribution

process of deciding whether observed behavior/event is caused largely by internal or external factors; impact our behaviors perceptions affect attributions

self leadership

process of influencing oneself to establish the self-direction and self-motivation needed to perform a task

goal setting

process of motivating employees and clarifying their role perceptions by establishing performance objectives amplifying the intensity and persistence of effort giving employees clearer role perceptions- effort is channeled

perception

process of receiving information about and making sense of the world around us; determining which info to notice how something appears; process of receiving info about, and making sense of, the world around us everyone will have a different perception

job status reward objectives

promotion-based pay increase, status-based benefits + tries to maintain internal equity, minimizes pay discrimination, motivates employees to compete for promotions - encourages hierarchy (increase costs and reduces responsiveness), reinforces status differences, motivates job competition/exaggerated job worth

drive to defend

protect ourselves physically/socially

primacy effect

quickly form opinion of people on basis of the first information we receive; first impression= lasting

job specialization

result of a division of labor, work is subdivided into separate jobs assigned to different people; narrow subset of tasks, usually completed in a short time period, potentially improves efficiency; become proficient more quickly, more precisely match job to skill set

punishment

results may be unpredictable; does not necessarily indicate the desired behavior; can be viewed as a reinforces; can have unknown influence on others; can generate negative attitudes toward punisher; may become reinforcing to the punisher

employee stock ownership plans

reward system that encourages employees to buy company stock

drive to comprehend

satisfy our curiosity, know/understand ourselves/environment around us

Frederick Taylor

scientific mgmt., simplified jobs lead to high productivity, low intrinsic motivation, and high costs

drive to acquire

seek, take control, retain obj/personal experiences; enhancing self-concept through relative status/recognition, foundation of competition

servant leadership

serving others in ways that assist their need fulfillment and personal development/growth (selfless, humble, ethical coaches); natural desire/calling to serve others; behave ethically, develop appropriate skills, put their followers first, create value for community, empower followers, help followers grow/succeed, sensitive to follower setbacks

presenteeism

showing up when you should be home (sick) absenteeism, tardiness

performance

situational x personal factors hardest to measure (function of many things)

factors in the target

size intensity (volume) contrast motion/repetition status roles traits

core job characteristics

skill variety task identity- degree to which job requires completion of a whole or identifiable piece of work task significance- degree job affects org autonomy- high levels= freedom, independent, discretion job feedback

team dynamics

supportive= low team cohesions

self-talk

talking to ourselves about our own thoughts/actions, mostly negative when we criticize ourselves, which undermines our confidence

gainsharing plan

team-based reward that calculates bonuses from the work units cost savings and productivity improvement (negotiate on materials, keep difference $); improve team dynamics/knowledge sharing

cognitive models

the mind makes a difference, we think before we act drives/needs equity goal-setting job design expectancy

service profit chain model

theory explaining how employee's job satisfaction influences company profitability indirectly through service quality, customer loyalty, etc.

homogenization

think people within a group are similar

organizational citizenship behaviors

various forms of cooperation and helpfulness to others that support the organization's social/psychological context (assisting/accommodating coworkers, sharing resources, supporting public image), discretionary/not necessary behaviors higher task performance, increase team-performance, more work-family conflict

counterproductive work behaviors

voluntary behaviors that have the potential to directly or indirectly harm the organization (harassing coworkers, stealing, tardiness)

increasing outcome valences

watch out for countervalent outcomes that offset outcomes with positive valences; one size does not fit all when motivating/rewarding (cruise w/ sr. mgmt.)

restoring/maintaining equity

we change our own outcomes we change our inputs attempt to change outputs/inputs of others/our own change basis of our comparisons leave the situation

equality principle

when we believe everyone in the group should receive same outcomes