Exam 3, Chapter 11

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to help avoid abuses/discrimination lawsuits when using personality/psychological testing employment decisions, use these cautions about personality tests:

-use professions (reputable, licenses psychologists for selecting/overseeing administrative scoring and interpretation -dont hire on the basis of personality test results alone (reference checks, personal interviews, ability tests, and job performance records-no distinct managerial personality) -be alert for gender, racial, and ethnic basis -graphology tests don't work, but integrity tests do

role conflict

occurs when one feels torn by the different expectations of important people in one's life

role overload

occurs when others' expectations exceed one's ability (trying to do too much)

evaluating behavior when employees are working: performance and productivity

often jobs have a history of accomplishments (from previous job holders), so it's possible to quantify performance behavior can take months to years to make a deal with huge corporations or to make drugs -method of evaluating performance must match the job being done

examples of this bias

police shootings in Ferguson resumes with stereotypically black names that were used vs. stereotypically white names=50% more likely to result in call back of ran interview

stress created by the environment and culture

poultry processing, asbestos removal, coal mining, firefighting, police work, ambulance driving, etc. poor lighting, too much noise, improper placement of furniture, and no privacy rapidly changing technology and financial pressures stress top executives

less open

pragmatic, data-driven, cautious

emotional labor jobs

pretending to be cheerful or smiling all the time- can be particularly demanding low-level jobs can be more stressful than high level jobs because employees often have less control over their lives and thus have less work satisfaction

what do diversity and variety in staffing produce

produce organizational strength=diversity in thinking=faster/better ways of solving problems

low levels of emotional stability

prone to anxiety and tend to view the world negatively

buffers examples

administrative changes that manager's can make to reduce the stressors that lead to employee burnout ie extra staff at peak periods, increased freedom to make decisions, recognition for accomplishments, time off for personal development, assignment to a new position, retreats, sabbatical leave programs

3 components of attitudes

affective, cognitive, and behavioral

what is the most common drug of abuse

alcohol, but the misuse of others may also affect a person's productivity

what is low self-efficacy associated with; what does it mean

algorithmic, routine, repetitive, continuous constructive feedback learned helplessness: the debilitating lack of faith in one's ability to control one's environment

employee engagement

an individual's involvement, satisfaction, and enthusiasm for work

transgender

an umbrella term for people whose sense of their gender differs from what's expected based not he sex characteristics with which they're born

employee assistance programs (EAPs)

a host of programs aimed at helping employees to cope with stress, burnout, substance abuse, health-related problems, family/marital issues, and any problem that negatively influences job performance

evaluating behavior when employees aren't working: absenteeism and turnover

a lot of no-show behavior is related to job dissatisfaction top 3 reasons for employees taking bogus sick days are for doing personal errands, catching up on sleep, and relaxing absenteeism may be a precursor to turnover (except in low-skilled industries)

self-fulfilling prophecy (Pygmalion effect)

a phenomenon by which people's expectations of themselves or others lead them to behave in ways that make those expectations come true

emotional intelligence (EI or EQ)

ability to monitor your and others' feelings and to use this information to guide your thinking and actions (ability to carry out accurate reasoning about emotions and the ability to use emotions/emotional knowledge to enhance thought)

values

abstract ideals that guide one's thinking/behavior across all situations values represent the ideals that underlie how we behave at work

personality

center of diversity wheel because it's defined as the stable physical and mental characteristics responsible for a person's identity

less agreeable

challenging, detached, competing

common ideals at workplace

concerns for others, self-enhancement, independence, and security

what do engaged employees feel

feelings of urgency, intensity, and enthusiasm, as well as focus, making them more committed to their employer and put more effort into their jobs (give it their all)

less conscientious

flexible, easy-going, careless

holistic wellness program

focuses on self-responsibility, nutritional awareness, relaxation techniques, physical fitness, and environmental awareness try balance physical, mental, and social well-being by accepting personal responsibility for developing adhering to a health promotion program

extroversion what does higher extroversion lead to

how outgoing, talkative, sociable, and assertive one is higher extroversion=higher success in sales and managers

emotional stability

how relaxed, secure, and unworried one is

agreeableness

how trusting, good-natured, cooperative, and soft-hearted one is

identity

how you project yourself to others and the world (YOU control this)

locus of control

indicates how much people believe they control their fate through their own efforts

casual attributions

inferring causes for observed behavior we constantly formulate cause-and-effect explanations for our own and others' behavior

age stereotypes

the belief that older workers are less motivated, more resistant to change, less trusting, less healthy, and more likely to have problems with work-life balance (research refuted all of these)

ethnocentrism

the belief that one's native country, culture, language, abilities, or behavior is superior to those of another culture when differences are viewed as being weaknesses, this may be expressed as a concern that diversity hiring will lead to sacrifice in competence and quality

emotional stress

the feeling of being overwhelmed; the perception that events/circumstances have challenged, or exceeded, a person's ability to cope

2 attributional tendencies

the fundamental attribution bias and the self-serving bias

glass ceiling

the metaphor for an invisible barrier preventing women and minorities from being promoted to top executive jobs (obstacles to women's progress)

physical stress

the nonspecific response of the body to any demand made upon it

cognitive dissonance

the psychological discomfort a person experiences between his or her cognitive attitude and incompatible behavior people seek to reduce this

stress

the tension people feel when they are facing or enduring the extraordinary demands, constraints, or opportunities and are uncertain about their ability to hand them effectively -feeling of tension and pressure

households making less than $50,000 and stress

they have higher stress and those with higher stress about money are more likely to say they engage in unhealthy behaviors to manage their stress

what do values and attitude do together

they influence people's workplace behavior: their actions and judgments

evaluating behavior that harms the organization: counterproductive work behaviors (CWB) example

types of behavior that harm employees and the organization as a whole (organization needs to respond to these behaviors immediately) opposite of organizational citizenship behaviors ie absenteeism/tardiness, drug/alcohol abuse, and disciplinary problems-but also accidents, sabotage, sexual harassment, violence, theft, and white-collar crimes

how do organizations overcome these limitations

use games to assess cognitive ability and decisions making (like Pymetrics and Knack did) other companies are looking to genetic testing

informal aspects

values, attitudes, personalities, perceptions, conflicts, culture

are values (global) and attitudes (specific) generally in harmony example

yes, but not always ie manager may put a positive value on helpful behavior (global) yet may have a negative attitude toward helping an unethical coworker (specific)

external locus of control

you believe external forces control you prefer standards of achievement (i.e. 99% accuracy)

internal locus of control

you believe you control your own destiny resist close supervision

identity vs. image

you control your identity, others control your image identity (reality) is not equal to image (perception)

Daniel Goleman

psychologist who popularized the trait of EI, concluded that EI is composed of 4 key components/traits

core self-evaluation

represents a brand personality trait comprising of 4 positive individual traits: self-efficacy, self-esteem, locus of control, and emotional stability managers need to be aware of these traits to understand workplace behavior

diversity

represents all the ways people are unlike and alike- the differences and similarities in age, gender, race, religion, ethnicity, sexual orientation, capabilities, and socioeconomic background

how to take steps forward

requiring intergroup contact, positive feedback, clear norms of behavior (police departments are doing this)

behavioral signs

sleeplessness, change in eating habits, and increased smoking/alcohol/drug abuse+reduced performance and job satisfaction

Leon Festinger

social psychologist that proposed the term cognitive dissonance

introvert

solitary, reserved, self-absorbed

fear of discrimination against majority group members

some employees are afraid that attempts to achieve greater diversity in their organization will result in bias against the majority group

proactive personality

someone who is more apt to take initiative and persevere to influence the environment more positive organization experiences and reflection of the 5 big personality dimensions (if you're high on all 5) it's not right or wrong

stressor

source of stress

5 distortions in perception

stereotyping, implicit bias, the halo effect, the recency effect, and casual attributions,

key correlates

stronger motivation, job involvement, and life satisfaction; less absenteeism, tardiness, turnover, and stress

sex-role stereotypes

the belief that differing traits/abilities make males and females particularly well suited to different roles

formal aspects

goals, policies, hierarchy, structure

how is the relationship between stress and performance shaped

inverted U-shaped (low stress=low performance; high stress=energy-sapping fight-or-flight response that produces low performance; optimal performance=moderate levels of stress)

type A behavior pattern what is it associated with

involved in a chronic, determined struggle to accomplish more in less time associated with increased performance in the work of professional, students, and life insurance brokers, but also associated with greater cardiovascular activity and higher blood pressure and heart disease born worriers=gene mutation BDNF of people who chronically obsess over negative thoughts

Maslach Burnout Inventory

lists 22 elements

why, as a manger, do you need to learn how to manage individual differences

so you can influence employees to do their best work

physiological signs

sweaty palms, restlessness, backaches, upset stomach, nausea, hypertension, and heart attacks

perception

the process of interpreting and understanding one's environment

role ambiguity

occurs when others' expectations are unknown

high levels of emotional stability

tend to show better job performance

self-awareness

the most essential trait; the ability to read your own emotions and gauge your moods accurately, so you know how you're affecting others

personality

the stable psychological traits and behavioral attributes that give a person his/her identity WHAT you THINK and HOW you ACT

what are lifelong behavior patterns dictated by

by values that are fairly well set by the time people are in their early teens (can later be reshaped by significant life-altering events)

examples of halo effect

face and body characteristics can lead us to fall back on cultural stereotypes (height=perception of prosperity=higher income and occupational success) excess weight can be stereotypically associated with negative traits such as laziness, incompetence, and lack of discipline attractive people are treated better than unattractive people (attractive people are seen as having better personalities, better skills, more successful, and treated better)

stresses can be ______ or ________ what do both of these mean

hassles: simple irritants crises: sudden occasions of overwhelming terror

what percentage of organizations (with 100+ employees) use personality tests how much do they spend on them

76% spending $500 million annually

cognitive component

"I believe" beliefs and knowledge one has about a situation (ie _________ doesn't care about its customers) (i.e. what do you THINK about people talking loud on the phone)

what affects behavior

attitudes

why do you need to understand personality attributes as a manager

because they affect how people perceive and act within an organization

what is the US becoming

becoming more diverse in its ethnic, racial, gender, and age makeup-more nonwhite, single, working parents

self-efficacy

belief in one's ability to do a task (personal belief you have what it takes to successfully complete a specified task)

what do organizations believe personality tests will help with

believe that hiring decisions will be more accurate/predictive of high performers

what do managers who understand an employees values better suited with

better suited to assign them to meaningful projects and help avoid conflicts between work activities/personal values

image

how others view you as you project your identity (OTHERS control this)

symptoms of (negative) stress

physiological signs, psychological signs, and behavioral signs

implicit bias

"I really don't think I'm biased, but I just have feelings about some people" attitudes or beliefs that affect our understanding, actions, and decisions in an unconscious manner

affective component

"I feel" feelings or emotions one has about a situation (ie I don't like the way ___________ treats me) (i.e. how you FEEL bout people talking on loud; feeling annoyed or indifferent)

behavioral component

"I intend" how one intends or expects to behave toward a situation (internal component) (ie "I will never buy from_______ again!") (i.e. what would you INTEND TO DO if someone's talking loud on the phone)

what can managers do

-create positive performance expectations -recognize that everyone has the potential to increase performance -introduce new employees as if they have outstanding potential -encourage employees to visualize successful execution of tasks -help employees master key skills

what can managers do

-employees with internal locus of control should probably be placed in jobs requiring high initiative and lower compliance (low structure) -employees with external locus of control might do better in highly structured jobs requiring greater compliance -internals may prefer and respond more productively to incentives such as merit pay or sales commission so, managers should expect different degrees of structure/compliance and different reward systems

what can managers do about self-esteem

-reinforce employees positive attributes and skills -provide positive feedback whenever possible -break larger projects into smaller tasks and projects -express confidence in employees' abilities to complete their tasks -provide coaching when employees are struggling to complete task

organizational strategies for reducing unhealthy stressors

-roll out employee assistance programs (EAPs) -recommend a holistic wellness approach -create a supportive environment (organizational environment less formal, more personal, and more supportive of employees-mentors can help) -make jobs interesting (allow freedom) -make career counseling available

organizational barriers to diversity (people in the organization=organizational barriers)

-stereotypes and prejudices (ethnocentrism) -fear of discrimination against majority group members -resistance to diversity program priorities -a negative diversity climate -lack of support for family demands -a hostile work environment for diverse employees

experience demonstrates 5 practical ways to reduce turnover:

1. base hiring decisions on the extent to which an applicant's values fit the organization's values 2. provide post-hiring support (onboarding-making them familiar with the cooperation policies, procedures, culture, and politics) 3. focus on enhancing employee engagement 4. incorporate realistic job previews (RJPs) into the hiring process 5. offer employee benefits, such as flexible work hours that meet their needs and values

3 way stop reduce dissonance

1. change attitude/behavior 2. belittle importance of inconsistent behavior 3. find consonant elements and outweigh dissonant ones

6 sources of job-related stress

1. demands created by individual differences (type A personality) 2. individual task demands (the job itself) 3. individual role demands (role overload, role conflict, and role ambiguity) 4. group demands (created by coworkers and managers) 5. organizational demands (created by environment and organizational culture) 6. nonwork demands (our personal lives)

what can mangers do about self-efficacy

1. give constructive pointers and positive feedback (positive feedback=most impact) 2. create goals that are progressively more challenge (what they can do to improve different ways) 3. offer guided experiences, mentoring, and role modeling (it can be nurtured) assign jobs accordingly (complex, challenging, and autonomous jobs enhance people's perceptions of self-efficacy; boring, tedious jobs do the opposite)

how people deal with the discomfort depends on:

1. importance: can you live with the ambiguity? 2. control: how much control do you have over the situation) 3. rewards: what rewards are at stake with the dissonance?

how to develop self-esteem

1. initially provide positive feedback 2. chunking (small parts) 3. match job and task difficult to past job performance 4. add constructive feedback later

evaluating the performance of employees should include (types of behaviors):

1. performance and productivity 2. absenteeism and turnover 3. organizational citizenship behaviors 4. counterproductive work behaviors

4 layers of diversity

1. personality 2. internal dimensions 3. external dimensions 4. organizational dimensions

4 steps in the perceptual process

1. selective attention ("did I notice something?") 2. interpretation and evaluation ("what was it I noticed and what does it mean?") 3. storing in memory ("remember it as an event, concept, person, or all 3?") 4. retrieving from memory to make judgments and decisions ("what do I recall about that?")

how many people consider themselves to be unprejudiced

85% of Americans consider themselves to be unprejudiced, but researchers conclude most hold some degree of implicit racial bias

trends in workforce diversity: people with differing physical and mental abilities Americans with Disabilities Act (ADA)

ADA: prohibits discrimination against the disabled and requires organizations to reasonably accommodate an individual's disabilities they have difficulty finding work less than half of disabled people are employed

is IQ or EI more important

EI because it can be changed, modified, and improved

trends in workforce diversity: sexual orientation

LGBT people become more visible more tolerant of them over half of them hid who they are at work they report higher levels of stress compared with other workers gay and bisexual males earned 10-32% less than equally qualified heterosexual counterparts

alcoholism

a chronic, progressive, and potentially fatal disease characterized by a growing compulsion to drink (every occupation and social class) may not interfere until it shows up in absenteeism, accidents, slipshod work, or significant use of company's medical benefits

burnout

a state of emotional, mental, and physical exhaustion, expressed as listlessness, indifference, or frustration

a negative diversity climate what is diversity climate

a subcomponent of an organization's overall climate and is defined as the employee's aggregate perceptions about the organization's diversity-related formal structure characteristics and informal values positive when employees view the organization as being fair to all types of employees, which promotes employee loyalty and overall firm performance and enhances psychological safety

what 2 areas does OB look at

a. individual behavior (individual attributes as values, attitudes, personality, perception, and learning) b. group behavior (norms, roles, and teams)

how is empathy enhanced

by 1. understand how others feel about what they are communicating and 2. gaining appreciation of what people want from an exchange journal/reflect to improve EI/empathy and also read

what are overstressed employees apt to do

call in sick, miss deadlines, take longer lunch breaks, and show indifference to performance

is stress good or bad

can be negative or positive (bad=distress; illness and anxiety are results) (good=eustress; can stimulate a person to better coping/adaptation)

strong stressors

can dramatically strain a person's ability to adapt-extreme physical discomfort

what can stress cause

conflicts at work, fatigued all the time, and generate problems like insomnia, backaches, headaches, and chest pain workplace stress diminishes positive emotions, job satisfaction, organizational commitment and job performance, and higher alcohol/drug use, sleelessness, overeating, and job turnover

organization behavior (OB) (informal focus)

dedicated to better understanding/managing people at work helps mangers explain and predict workplace behavior so they can better lead/motivate their employees to perform productively

resistance to diversity program priorities

diversity approaches=offering special classes teaching tolerance for diversity and seminars in how to get along some employees may see diversity programs as distracting them from the organization's "real work" and they may be resentful of diversity-promoting policies that are reinforced through special criteria in the organization's performance appraisals and reward systems

what to do if you're a manager that witnesses alcoholism in an employee

don't make accusations, but point out that productivity is suffering and try steering them to the HR department

organizational dimensions

elements of the organization management status, union affiliation, work location, seniority, work content, and division/department

what is the biggest driver of EI

empathy

3 types of attitudes managers are primarily interested in

employee engagement, job satisfaction, and organizational commitment

examples of the recency effect

employee has recently made a mistake, and it ends up being the only topic of a performance review some stock market investors leap into holdings that are doing well and cash out investments that are doing poorly, ignoring trends (more likely to buy a stock if they see it in the news)

job satisfaction what does job satisfaction depend on

extent to which you feel positively or negatively about various aspects of your work depends on how you feel about several components, such as work, pay, promotions, coworkers, and supervision

psychological signs

forgetfulness, boredom, irritability, nervousness, anger, anxiety, hostility, and depression

halo effect

forming an impression of an individual based on a single trait "one trait tells me all I need to know"

strategies for fighting gender discrimination

getting more women on board, increasing the diversity of the applicant pool, evaluating work assignments to ensure they're fairly distributed, making everyone's salary public, and helping with work/life management

abstract ideals (values)

global beliefs and feelings that are dedicated toward all objects, people, or events consistent both over time and over related situations

conscientiousness what does higher conscientiousness lead to

how dependable, responsible, achievement-oriented, and persistent one is higher conscientiousness=higher job performance

openness to experience

how intellectual, imaginative, curious, and broad-minded one is

what does high self-efficacy lead to

heuristic, complex, non-repetitive, autonomous (self-direct/self-guide) confident about ability=tend to succeed high expectations of self-efficacy linked to all kinds of positives: success, reduced anxiety, and increased tolerance for pain

what is internal locus of control associated with

higher motivation, high expectancy, higher salaries, and higher job autonomy less anxiety and stronger expectations that effort leads to permanence

a hostile work environment for diverse employees

hostile work environments are characterized by sexual, racial, and age harassment and can be in violation of EEO law they're demeaning and unethical and called "work environment pollution"

what are multiple assumptions, and are they true or false

illegal immigrants dramatically impact the US economy= false, they represents about 5.1% of the civilian workforce customer bias favoring white men has just about disappeared: false young workers earn less than they used to: true, dropped 2.5% between 2000 and 2015

what is the forefront of public discussion in 2016

implicit bias

external dimensions of diversity

include an element of choice; they consist of the personal characteristics that people acquire, discard, or modify throughout their lives educational background, marital status, parental status, religion, income, geographic location, work experience, recreational habits, appearance, and personal habits secondary dimensions of diversity because we have a greater ability to influence/control them than we do internal dimensions exert a significant influence on our perceptions, behavior, and attitudes

social awareness

includes empathy, showing others that you care, and organizational intuition, so you keenly understand how your emotions and actions affect others

internal vs. external casual attributes

internal is caused by you, external is other factors that cause effects

relationship between satisfaction with performance

job satisfaction and performance are moderately related, meaning job satisfaction is a key work attitude managers should consider when trying to increase performance also, the relationship between the 2 is complex and seems that both variables influence each other through a hows of individual differences and work-environment characteristics

attitude

learned predisposition toward a given object beliefs/feelings that are dedicated toward specific objects, people, or events directly influence behavior

are personality tests a valid predictor of job performance, why

many experts conclude that personality tests aren't a valid predictor of job performance because test takers don't describe themselves accurately and because companies use "of-the-shelf" tests possessing limited validity

what does research reveal about sex-role stereotypes

men were preferred for male-dominated jobs (i.e. firefighter, etc., but it didn't matter in female-dominating jobs), women have harder time being perceived as effective leaders, people prefer male bosses to female bosses (but women were seen as more effective when the organization faced a crisis and needed a turnaround), and women of color are more negatively affected by sex-role stereotypes than are white women

trends in workforce diversity: educational levels

mismatches between education and workforce needs -college graduates may be in jobs for which they're overqualified -underemployed: working at jobs that require less education than they have -high school dropouts and others may not have the literacy skills needed for many jobs

what is EI associated with

moderately associated with 1. better social relations, well-being, and satisfaction across all ages/contests 2. higher creativity 3. better emotional control 4. conscientiousness and self-efficacy, 5. self-rated performance

2 sources of stress

money and work (with salaries, lack of opportunities for growth/advancement, lack of recognition and dissatisfaction with their employer's work-life balance practices)

nonwork demands: stresses created by forces outside the organization

money problems, divorce, support of elderly relatives, etc. has significant effect of work

people with high self-estemm

more apt to handle failure better, emphasize the positive, and take more risks+ choose more unconventional jobs with pressure situations, they are more egotistical and boastful and some have aggressive/violent behavior

what positions are personality tests used for more often

more commonly used to hire managers than entry-level employees

trends in workforce diversity: age

more older people in the workforce (younger people is shrinking) -workers 55+ are expected to make up a full 1/4 of the labor force in 2024 -the in-betweeners 25-54 will account for 2/3 of the workforce

trends in workforce diversity: race and ethnicity

more people of color in the workforce minorities tend to earn less than whites and minorities experienced more perceived discrimination, racism-related stress, and less psychological support than whites

trends in workforce diversity: gender

more women working -men are decreasing -more businesses are owned by women -uneven pay between men and women, especially as you move up the pay scale and the higher education level=the wider the earnings gap

lack of support for family demands

mostly women who take care of children as well as other domestic chores when organizations aren't supportive in offering flexibility in hours and job responsibilities, these women may find it difficult to work evenings/weekends/overnight business trips

leading

motivating, directing, and otherwise influencing people to work hard to achieve the organization's goals

3 factors that hold women back

negative stereotypes, lack of mentors, and limited experience in line/general management

what can negative stress result in

negative stress is destructive, resulting in poorer-quality work, dissatisfaction, errors, absenteeism, and turnover

how do we view others' failures

others failure is internal, not external (our less kind view of others)

how do we view our own success vs. failure

our own success is internal; own failure is external (our kind view of self)

how much does workplace stress cost the US economy

over $300 billion per year in health care, missed work, and stress-reduction treatment

were men or women executives rated as more effective

peers, managers, direct reports, and judges rated women higher and men rated themselves as more effective than women evaluated themselves

even if you don't like the work you do, what can be a great source of satisfaction that can prevent stress

people

fundamental attribution bias and example

people attribute another person's behavior to his/her personal characteristics rather than to situational factors i.e. back pain associated to individual (by mangers' view=internal of employee) vs. environment (workers' view)

self-serving bias

people tend to take more personal responsibility for success than for failure

perceptual errors

perception is distorted and that has bearing on the manger's judgment and job perceptual errors can lead to mistakes that can be damaging to yourself, other people, or your organization

what are dimensions of the Big 5 associated with

performance, leadership behavior, turnover, creativity, and workplace safety

what is the greatest consequence of negative stress for organizations

reduced productivity

explicit bias

reflects attitudes/beliefs endorsed at a conscious level

organizational commitment

reflects the extent to which an employee identifies with an organization and is committed to its goals

psychological safety

reflects the extent to which people feel free to express they ideas and beliefs without fear of negative consequences

job satisfaction in: the work itself supervisor coworkers opportunity pay conditions security

responsibility, interesting, challenging? task help, social support? harmony, respect, friendly? promotion, learning, growth? compensation (actual and perceived), fair? comfort, safe, support? job, employment secure?

what do traits result from; what do they constitute

result from the interaction of your genes and environment, they constitute your personality

traits of EI

self-awareness, self-management, social awareness, and relationship management

less emotionally stable

sensitive, nervous, excitable

roles how may stress come about through roles

set of behaviors that people expect of occupants of a position stress may come about because of role overload, role conflict, and role ambiguity

what is organizational citizenship correlated with

significant and moderately positive correlation between organizational citizenship behaviors and job satisfaction, productivity, efficiency, and customer satisfaction

what does research show about this with other factors

significant positive relationship between organizational commitment and job satisfaction, performance, turnover, and organizational citizenship behavior

self-management

the ability to control your emotions and act with honesty and integrity in reliable and adaptable ways; you can leave occasional bad moods outside the office

race/ethnicity stereotypes what was perceived racial discrimination associated with

studies demonstrated that people of color experienced more perceived discrimination and less psychological support than whites perceived racial discrimination was associated with more negative work attitudes, physical health, psychological health, and organizational citizenship behavior

what should be done to avoid CWB

take preventative measures (screen for CWB during hiring process)= less likely to be involved in violence/property damage after they are hired if they score higher on cognitive ability (intelligence) tests -less lily to engage in CWB if they have satisfying jobs that offer autonomy or that don't require them to supervise too many people

how do proactive personality workers feel about their job

tend to be more satisfied with their job and committed to their employe+produce more work

what do we tend to be; what do casual attributes affect

tend to be self-serving and are often invalid, but it's important to understand how people formulate attributes because they profoundly affect organizational behavior

low self-esteem

tend to focus more on one's weaknesses, may be more dependent on others+ have primarily negative thoughts and less likely to take independent positions

stereotyping

tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs individual different obscured, group generalities illuminated could be positive or negative

recency effect

tendency to remember recent information better than earlier information (because when you activate your recall, alter recollections are still in present working memory)

relationship management

the ability to communicate clearly and convincingly, disarm conflict, and build strong personal bonds

emotional stability

the extent to which people feel secure/unworried and how likely they are to experience negative emotions under pressure

self-esteem (self-worth)

the extent to which people like/dislike themselves; their overall self-evaluation

what do managerial expectations influence what happens if you expect them to perform good vs. bad

they powerfully influence employee behavior and performance by raising managers' expectations for individuals performing a wide variety of tasks, higher levels of achievement/productivity can be achieved when you expect employees to perform badly, they probably will, and if you expect them to perform well, they probably will

evaluating behavior that exceeds work roles: organizational citizenship behaviors example

those employee behavior that are not directly part of the employees job description-that exceed their work-role requirements ie "such gestures" as constructive statements about the department, expression of personal interest in the work of others, suggestions for improvement, training new people, respect for the spirit+the letter of housekeeping rules, care for organizational property, and punctuality/attendance well beyond standard/enforceable levels

internal dimensions of diversity

those human differences that exert a powerful, sustained effect throughout every stage of our lives gender, age, ethnicity, race, sexual orientation, and physical abilities considered primary (beyond our control, yet they strongly influence our attitudes, expectations, and assumptions about others, which influence our behavior) they are visible and salient in people (and may be associated with stereotypes)

when are employees more likely to become engaged

when a culture promotes employee development, recognition, and trust higher engagement= higher commitment, effort, job performance, optimistic, proactive, conscientious, and job security

what's a great stressor between people

when people don't get along or coworkers stress might bother you, diminishing productivity


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