Leadership Midterm I-CORE

The Cognitive Component

"I Believe", reflects our beliefs or ideas about an object or situation

The Affective Component

"I feel", contains our feelings or emotions about a given object or situation

The Behavioral Component

"I intend", refers to the way we intend or expect to act toward someone or something

Employee Engagement

"the harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance" - four feelings: urgency, focus, intensity, enthusiasm - linked with performance at work

The Elements of Justice Theory: Distributive, Procedural, and Interactional Justice

- distributive justice reflects the perceived fairness of the way resources and rewards are distributed or allocated - procedural justice is the perceived fairness of the process and procedures used to make allocation decisions - interactional justice describes the "quality of the interpersonal treatment people receive when procedures are implemented"

Most common reasons employees feel performance management does measure up are:

- feedback is rare - lack of clarity on how to improve - manager bias - negative bias - too much focus on pay and incentives

Gender Stereotype

- men were preferred for male-dominated jobs, but there was no preference for either gender in female-dominated jobs - female entrepreneurs looking for funding for their start-ups have a more difficult time than their male counterparts in obtaining venture capital due to gender bias on the part of investors - women are more likely than men to hire other women - women of color are more negatively affected by sex-role stereotypes than white women or me in general

Race Stereotype

- people of color experienced more perceived discrimination and less psychological support than whites - also associated with more negative work attitudes, physical health, psychological health, and organization citizenship behavior

Manager Applications for Attribution

- tend to disproportionately attribute behavior to internal causes - other attributional biases may lead manager to take inappropriate actions - an employee's attributions for his or her own performance have dramatic effects on motivation, performance, and personal attitudes

Common Perceptual Errors Related to Performance Evaluation

-Halo Effect, to form an overall impression about a person or object and then use that impression to bias ratings about same -Leniency, to consistently evaluate other people or objects in an extremely positive fashion -Central Tendency, to avoid all extreme judgments and rate people and objects as average or neutral -Recency Effect, to over-rely on the most recent information -Contrast Effect, to evaluate people or objects by comparing them with characteristics of recently observed people or objects

Goals should be "SMART"

-Specific, state goals in precise rather than vague terms -Measurable, need to track progress and verify whether a goal has been achieved -Attainable, goals should be realistic, challenging, and attainable -Results Oriented, to focus on desired end results, goals should start with the word to followed by verbs such as complete, acquire, produce, increase, and decrease -Time Bound, specify target dates for goal completion

Age Stereotype

-inaccurate stereotype is the belief that older workers are less motivated, more resistant to change, less healthy, and more likely to have problems with work-life balance

Emotional Stability

-individuals with high levels of emotional stability tend to be relaxed, secure, unworried, and less likely to experience negative emotions under pressure -also have been found to have higher job performance and to perform more org citizenship behaviors -low levels of emotional stability, you are prone to anxiety and tend to view the world negatively

Increase Desired Behaviors

-positive reinforcement is the process of strengthening a behavior by contingently presenting something appealing -negative reinforcement also strengthens a desired behavior by contingently withdrawing something displeasing

Decrease Undesired Behaviors

-punishment is the process of weakening behavior through either the contingent presentation of something displeasing or the contingent withdrawal of something positive -weakening a behavior by ignoring it or making sure it is not reinforced is referred to as extinction

Improving Intelligence through Training

1. Adaptive: improvement occurs when you exert yourself just beyond your limits 2. Variety: need a variety of activities to improve 3. Generalizability

Determinants of Intention

1. Attitude toward the behavior; the degree to which a person has favorable or unfavorable evaluation of the behavior in question 2. Subjective Norm; a social factor representing the perceived social pressure for or against the behavior 3. Perceived Behavioral Control; the perceived ease or difficulty of performing the behavior, assumed to reflect past experience and anticipated obstacles

Building Stereotypes through a Four-Step Process

1. Categorization- categorize people into groups according to criteria 2. Inferences- infer that all people within a particular category possess the same traits or characteristics 3. Expectations- form expectations of others and interpret their behavior according to our stereotypes 4. Maintenance- maintained by overestimating the frequency of stereotypic behaviors exhibited by others, incorrectly explaining expected and unexpected behaviors, differentiating minority individuals from ourselves

Three Potential Outcomes from Rewards

1. Desired Outcome, you get more of what you intended and for which you are rewarding people 2. Nothing, the reward can have no effect 3. Undesired Side Effects, rewards reinforce or motivate the wrong behaviors

The Elements of Vroom's Expectancy Theory

1. Expectancy- "Can I achieve my desired level of performance?", represents an individuals belief that a particular degree of effort will be followed by a particular level of performance 2. Instrumentality- "what intrinsic and extrinsic rewards will I receive if I achieve my desired level of performance?", the perceived relationship between performances and outcomes 3. Valence- "How much do I value the rewards I receive?", describes the positive or negative value people place on outcomes, mirrors our personal preferences

Mechanisms Behind the Power of Goal Setting

1. Goals direct attention 2. Goals regulate effort 3. Goals increase persistence 4. Goals foster the development and application of task strategies and action plans

Common Sources of Feedback

1. Others 2. Task 3. Self

Common Uses of Performance Management

1. Performance Ratings 2. Feedback 3. Development and performance improvement plans 4. Career planning 5. recommendation for employee-related decisions 6. documentation for legal purposes

Skinner's Operant Theory

1. Positive Reinforcement 2. Negative Reinforcement 3. Punishment 4. Extinction there is a purposeful if-then link between the target behavior and the consequence

Personality Testing at Work

1. Reduce time and cost of recruiting and hiring 2. reduce biases in the interview process 3. Increase the pool of candidates 4. Complement candidate information found in resumes and interviews

Basic Elements for Selecting an Effective Solution

1. Selection Criteria- identify the criteria for the decision you must make, such as its effect on bottom-line profits, you and your classmates or coworkers, your organization's reputation with customers or the community, your values, and ethical implications 2. Consequences- consider the consequences of each alternative, especially trade-offs between the pros and the cons, such as who wins and who loses, ideal vs. practical options, performance vs. excellence, and superior vs satisfactory results 3. Choice Process- decide who will participate in choosing the solution, wether its you, a third-party, or a team

Key Factors in Org Rewards

1. Types of rewards, extrinsic(financial and nonfinancial) and intrinsic(meaningfulness and achievement) 2. Distribution criteria 3. Desired outcomes

Reduce Cognitive Dissonance

1. change your attitude or behavior or both 2. belittle the importance of the inconsistent behavior 3. find consonant elements that outweigh dissonant ones

Effective Performance Management

1. defining performance- set goals and communicate performance expectations 2. monitoring and evaluating performance- measure and evaluate progress and outcomes 3. reviewing performance- deliver feedback and coaching 4. providing consequences- administer valued rewards and appropriate punishment

Most Common Barriers to Implementing Successful Diversity Programs

1. inaccurate stereotypes and prejudice 2. ethnocentrism- based on the feeling that our cultural rules and norms are superior to or more appropriate than the rules and norms of another culture 3. poor career planning- lack of opportunities for diverse employees to get work assignments that qualify them for senior management positions can stunt careers 4. a negative diversity climate- employee perceptions about an organization's formal and informal policies, practices, and procedures 5. a hostile working environment for diverse employees 6. diverse employee's lack of political savvy 7. difficulty balancing career and family issues 8. fear of reverse discrimination 9. lack of organizational priority for diversity 10. a poor performance appraisal and reward system

If feedback is so helpful, why don't we get and give more?

1. potential strain on relationships 2. too little time 3. lack of confidence 4. no consequences

Stages of Social Perception

1. selective attention/comprehension 2. encoding and simplification 3. storage and retention 4. retrieval and response

Managers recommendations to fight stereotypes

1. should educate people about stereotypes and how they can influence our behavior and decision making 2. should create opportunities for diverse employees to meet and work together in cooperative groups of equal status 3.

Contingency Approach

A management approach that recognizes organizations as different, which means they face different situations (contingencies) and require different ways of managing through OB concepts

Job Characteristics Model

A model of job design that considers core job dimensions, individuals' critical psychological states, and employee growth-need strength. - goal is to promote high intrinsic motivation by designing jobs that possess the five core job characteristics

Proactive Personality

An attribute of someone "relatively unconstrained by situational forces and who effects environmental change. Proactive people identify opportunities and act on them, show initiative, take action, and persevere until meaningful change occurs." - hard-wired to change the status quo - related to increased performance, satisfaction, affective organizational commitment, and social networking

Narcissists

Characterized as (1) having a grandiose sense of self-importance; (2) requiring or even demanding excessive admiration; (3) having a sense of entitlement; (4) lacking empathy; and (5) tending to be exploitative, manipulative, and arrogant

Formation of External Attribution

Consensus=high, distinctiveness=high, consistency=low

Formation of Internal Attribution

Consensus=low, distinctiveness=low, consistency=high

Examples of Organizational Citizenship Behavior:

Constructive statements about the department. Expression of personal interest in the work of others. Suggestions for improvement. Training of new people. Respect for the spirit as well as the letter of housekeeping rules. Care for organizational property. Punctually and attendance well beyond standard or enforceable levels.

Diversity Climate

Is a subcomponent of an organization's overall climate and is defined as the employees' aggregate "perceptions about the organization's diversity-related formal structure characteristics and informal values".

Multiple Intelligences (MI)

Linguistic Logical-Mathematical Musical Bodily-Kinesthetic Spatial Interpersonal Intrapersonal Naturalist

Workplace application of Schwartz's value theory

Managers can better supervise workers if they use the model to understand employees' values and motivation

Second Bipolar Dimension

Openness to Change (independence of thought, action, and feelings and readiness for change) and Conservation (order, self-restriction, preservation of the past, and resistance to change)

10 Values within these two opposing dimensions

Openness to change: Self-direction, Stimulation, Hedonism Self-enhancement: Hedonism, Achievement, Power Conservation: Security, Conformity, Tradition Self-transcendence: Benevolence, Universalism

Elements of Equity Theory

Outputs (O) -What a person perceives they are getting out of their job Inputs (I) -What a person perceives they are putting into their job Comparison -How does a person's O/I ratio compare with relevant others' O/I ratios

Core Self-Evaluations (CSEs)

Represent four narrow and positive individual traits: (1) generalized self-efficacy (2) self-esteem (3) locus of control (4) emotional stability

Met Expectations

Represents the difference between what an individual expects to receive from a job, such as good pay and promotional opportunities, and what he or she actually receives

First Bipolar Dimension

Self-Transcendence (concern for the welfare and interest of others) and Self-Enhancement (pursuit of one's own interests and relative success and dominance over others)

3 Step Approach to solve problems

Step 1) Define the problem (do not make quick judgments or assumptions for problems) - define problems in terms of desired outcomes then test each one by asking "Why is this a problem"? Step 2) Identify potential causes using OB concepts and theories - test your causes by asking "Why or How does this cause a problem?" Step 3) Make Recommendations and (if appropriate) take action - make recommendations onto causes which are linked to the problem, ask "why" multiple times

McGregor's Theory X and Theory Y

Theory X- is a pessimistic view of employees: they dislike work, must be monitored, and can be motivated only with rewards and punishment Theory Y- is a modern and positive set of assumptions about people at work: they are self-engaged, committed, responsible, and creative

Agreeableness

Trusting, good-natured, cooperative, softhearted - likely to fit and excel in jobs requiring interpersonal interaction such as customer service - likely to stay with their jobs, be kind and get along with others, and thus have positive relationships and experiences at work

Soft Skills (Portable Skills)

While Hard Skills are the ability to perform a job-related function, Soft Skills relate to interpersonal ability to work with others, Soft/ Portable Skills are more or less relevant in every job, at every level, and throughout your career. Includes: Personal Attributes - Leadership - Personality - Teamwork - Attitudes Interpersonal Skills - Active listening - Positive Attitudes - Effective Communication

Perception

a cognitive process that enables us to interpret and understand our surroundings

Three Components of Attitudes

affective, cognitive, behavioral- all three components influence behavior

Telecommuting

allows employees to do all or some of their work from home, using advanced telecommunications technology and internet tools to send work electronically from home to the office and vice versa

Conclusions about Action Options

although the action options can be used alone or in combinations, some are clearly more effective than others -exclusion, denial, assimilation, suppression, isolation, toleration are the least preferred options - inclusion, building relationships, and mutual adaptation are preferred - reminds us that mutual adaptation is the only approach that unquestionably endorses the philosophy behind managing diversity

Workplace attitude

an outcome of various OB-related processes, including leadership

Values

are abstract ideals that guide our thinking and behavior across all situations, they stem from our parent's values, our experiences in childhood and throughout life, and our religious or spiritual beliefs, - are relatively stable and can influence our behavior without our being aware of it

Content Theories of Motivation

are based on the idea that an employee's needs influence his or her motivation

Emotions

are complex, relatively brief responses aimed at a particular target, such as a person, information, experience, or event - can also change psychological and physiological states - may also motivate your behavior and are an important means for communicating with others

Needs

are defined as physiological or psychological deficiencies that arouse behavior

Constraints

as a matter of practicality, most people lack the time, knowledge, or access to data to routinely follow such a rigorous procedure

Self-Determination Theory: Competence, Autonomy, and Relatedness

assumes that three innate needs influence our behavior and well-being - focuses on the needs that drive intrinsic motivation, which is longer lasting and has a more positive impact on task performance than extrinsic motivations - proposes that our needs for the listed about produce intrinsic motivation, which in turn enhances our task performance

Tips to consider when utilizing monitoring for performance at work

be transparent, monitor only work, focus on development , not punishment or deterrence, make it fit and fair

Operant Behavior

behavior that are learned and occur when we "operate on" the environment to produce desired consequences

Machiavellians

believe the ends justify the means, often maintain emotional distance, and are manipulative

McClelland Acquired Needs Theory: Achievement, Affiliation, and Power

believes we are not born with our needs, rather we learn or acquire them as we go about our lives

Outcomes associated with Justice

by and large, distributive and procedural justice have consistently stronger relationships with outcomes, suggests that managers would be better off paying attention to these two forms of justice, in contrast interactional justice is not a leading indicator in any instance

Job Rotation

calls for moving employees from one specialized job to another

Psychopaths

can be aggressive and lack concern for others, guilt, or remorse when their own actions do others harm

Positive Reinforce Schedules

can supercharge or at least enhance the effectiveness of positive reinforcement by managing the timing or schedule of reinforcement - continuous or intermittent reinforcement schedules are two common means for the timing the administration of reinforcers

Person Factors

characteristics that give individuals their unique identities

Distinctiveness

compares a person's behavior on one task with his or her behavior on other tasks

Consensus

compares an individual's behavior with that of his or her peers

Pay for Performance

comprises merit and/or bonus pay based on individual-, group-, or organization-level measures and involving individual, group, or organization rewards

intermittent reinforcement

consists of reinforcement of some but not all instances of a target behavior

Managing the Goal-Setting Process

deficiencies in one step cannot be made up for with strength in the others, which means you need to diligently execute all four steps -Step A: set goals -Step B: promote goal commitment -Step C: provide support and feedback -Step D: create action plans

Organizational Citizenship Behavior (OCB)

defined as "individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization

Conscientiousness

dependable, responsible, achievement oriented, persistent - has the strongest and most positive effects on performance across jobs, industries, and levels - tend to have higher job satisfaction

Process Theories of Motivation

describe how various person factors and situation factors in the organizing framework affect motivation

Respondent Behavior

describes automatic reactions to stimuli, or stimulus-response (S-R)

Option 4: Suppress

differences are squelched or discouraged when suppression is the diversity strategy - saying "you've got to pay your dues" - managers and peers tell employees to quit whining and complaining about issues

Situation Factors

elements outside us that influence what we do, the way we do it, and the ultimate results of our actions

Total Rewards

encompass not only compensation and benefits, but also personal and professional growth opportunities and a motivating work environment that includes recognition, job design, and work-life balance

On-ramping Programs

encourage people to reenter the workforce after a temporary career break

Option 6: Tolerate

entails acknowledging differences but not valuing or accepting them

Stressors

environmental characteristics that cause stress

Big Five Personality Dimensions

extroversion, agreeableness, conscientiousness, emotional stability, openness to experience

How can managers increase employees committment?

general best practices include: - hire people whose values align with the organization's - make sure that management does not breach its psychological concepts - treat employees fairly and foster trust between managers and employees

Option 3: Assimilate

given time and reinforcement, all diverse people will learn to fit in or become like the dominant group

Cognitive Categories

groups of objects that are considered equivalent

counterproductive work behaviors

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

Expectancy Theory: Does my Effort Lead to Desired Outcomes?

holds that people are motivated to behave in ways that produce desired combinations of expected outcomes

Glass Ceiling

identifies an invisible but absolute barrier that prevents women from advancing to higher-level positions

continuous reinforcement

if every instance of a target behavior is reinforced, then a continuous reinforcement schedule is in effect (CRF)

Motivating Factors

including achievement, recognition, characteristics of the work, responsibility, and advancement - cause a person to move from a state of no satisfaction to satisfaction

Hygiene Factors

including company policy and administration, technical supervision, salary, interpersonal relations with one's supervisor, and working conditions - cause a person to move from a state of no dissatisfaction to dissatisfaction

360-Degree Feedback

individuals compare perceptions of their own performance with behaviorally specific (and usually anonymous) performance information from their manager, subordinates, and peers

Feedback

information about individual or collective performance shared with those in a position to improve the situation

Openness to Experience

intellectual, imaginative, curious, broad-minded - linked with higher levels of creativity compared with other traits, but open employees may be more likely to quit

Scientific Management

is "that kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observations, experiment, or reasoning"

Coaching

is a customized process between two or more people with the intent of enhancing learning and motivating change

Problem

is a difference or gap between an actual and desired state or outcome

Equity/Justice Theory: Am I Being Treated Fairly?

is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships

Self-Efficacy- "I Can Do That"

is a person's belief about his or her chances of successfully accomplishing a specific task - can be developed - managers are encouraged to9 nurture self-efficacy in themselves and others because it is related to improved job performance and job satisfaction

Flextime

is a policy of giving employees flexible work hours so they can come and go at different times, as long as they work a set number of hours

Performance Management (PM)

is a set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations

Problem Solving

is a systematic process for closing such gaps

Job Satisfaction

is an affective or emotional response toward various facets of one's job

Stereotype

is an individual's set of beliefs about the characteristics or attributes of a group

Option 1: Include/Exclude

is an outgrowth of affirmative action programs - primary goal is to either increase or decrease the number of diverse people at all levels of the organization

Access-and-Legitimacy Perspective

is based in recognition that the organization's markets and constituencies are culturally diverse - the organization to match the diversity in parts of its own workforce as a way of gaining access to legitimacy with those markets and constituent groups - customer satisfaction and employee productivity were higher when the racial-ethnic composition of store employees matched that of customers

Option 7: Build Relationships

is based on the premise that good relationships can overcome differences

Voice Clime

is one in which employees are encouraged to freely express their opinions and feelings

Locus of Control: Who's Responsible- Me or External Factors

is relatively stable personality characteristic that describes how much personal responsibility we take for our behavior and its consequences - internal locus of control is people who believe they control the events and consequences that affect their lives - external locus of control are those who believe their performance is the product of circumstances beyond their immediate control possess

Solving

is the optimal or ideal response

Evaluating Performance

is the process of comparing performance at some point in time to a previously established expectation or goal

Consistency

judges whether the individual's performance on a given task is consistent over time

Option 5: Isolate

maintains the status quo by setting the diverse person off to the side, then he or she is unable to influence organizational change

Monitoring Performance- Measure Goals Appropriately and Accurately

means measuring, tracking, or otherwise verifying progress and ultimate outcomes - measurement and monitoring can improve using timeliness, quality, quantity, and financial metrics

Job Enrichment

modifies a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement

Resolving

most common action managers take and simply means choosing a satisfactory solution - one that works, but is less than ideal and not likely to last

four attitudinal outcomes of job satisfaction

motivation, job involvement, withdrawal cognitions, perceived stress

Option 8: Foster Mutual Adaptation

mutual adaptation allows people to change their views for the sake of creating positive relationships with others - employees and managers alike must be willing to accept differences and agree that everyone and everything is open for change

Dark Triad

narcissism, psychopathy, Machiavellianism - three individual differences that are universally considered undesirable, as they negatively affect outcomes across individual, group, and org levels - the first two are considered clinically as personality disorders, which is not our interest here, but instead it is the prevalence and consequences at work that is our concern

Five Predominant Models of Job Satisfaction

need fulfillment (understand and meet employees needs), met expectations (meet employees expectations about what they will receive from the job), value attainment (structure the job and its rewards to match employees values), equity (monitor employees perceptions of fairness and interact with them so they feel fairly treated), disposition/genetic components (hire employees with an appropriate disposition)

Maslow's Need Hierarchy Theory: Five Levels of Needs

need hierarchy theory states that motivation is a function of five basic needs: physiological, safety, love, esteem, and self-actualization

Extroversion

outgoing, talkative, sociable, assertive - beneficial if the job involves interpersonal interaction - stronger predictor of job performance than agreeableness

Fixed Interval

paychecks; annual bonuses; probationary periods

Option 2: Deny

people may deny differences exist

Needs

physiological or psychological deficiencies that arouse behavior

Fixed Ratio

piece-rate pay; bonuses tied to the sale of a fixed number of units

Logical-Mathematical Intelligence:

potential for deductive reasoning, problem analysis, and mathematical calculation

Musical Intelligence:

potential to appreciate, compose, and perform music

Linguistic Intelligence:

potential to learn and use spoken and written languages

Naturalist Intelligence:

potential to live in harmony with one's environment

Spatial Intelligence:

potential to recognize and use patterns

Intrapersonal Intelligence:

potential to understand and regulate oneself

Interpersonal Intelligence:

potential to understand, connect with, and effectively work with others

Bodily-Kinesthetic Intelligence:

potential to use mind and body to coordinate physical movement

Learning Goal

promotes enhancing your knowledge or skills

Shwartz's Value Theory

proposed that broad values motivate our behavior across any context, he categorized these values into two opposing or bipolar dimensions

Herzberg's Motivator-Hygiene Theory: Two Ways to Improve Satisfaction

proposes that job satisfaction and dissatisfaction arise from two different sets of factors- satisfaction comes from motivating factors and dissatisfaction from hygiene factors

Job Enlargement

puts more variety into a worker's job by combining specialized tasks of comparable difficulty

Business Rationale for Managing Diversity

quite frankly good for business

Variable Interval

random supervisor "pats on the back"; spot rewards; random audits; random drug tests of athletes and employees; pop quizzes

Job Design (job redesign or work design)

refers to any set of activities that alter jobs to improve the quality of employee experience and level of productivity - focuses on motivating employees by considering the situation within the org framework

Fundamental Attribution Bias

reflects our tendency to attribute another person's behavior to his or her personal characteristics, rather than to situation factors - cause perceivers to ignore important environmental factors, which leads to inaccurate assessments of performance

Organizational Commitment

reflects the extent to which an individual identifies with an organization and commits to its goals, committed individuals tend to display two outcomes: likely continuation of their employment with the organization and greater motivation toward pursuing organization goals and decisions

Perceived Organizational Support (POS)

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

Psychological Safety

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

Emotional Stability

relaxed, secure, unworried - associated with higher job satisfaction and well-being - low equals high levels of burnout - difficult to find a downside to emotional stability in the workplace

Psychological Contracts

represent an individual's perception about the reciprocal exchange between him- or herself and another party.

Idiosyncratic deals (i-deals)

represent employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development

Attitudes

represent our feelings or opinions about people, places, and objects and range from positive to negative

Schema

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

Intelligence

represents an individual's capacity for constructive thinking, reasoning, and problem solving

Implicit Cognition

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

Job Crafting

represents employees' attempts to proactively shape their work characteristics

Self-Serving Bias

represents our tendency to take more personal responsibility for success than for failure - suggests individuals will attribute their success to controllable internal factors and their failures to uncontrollable external factors

Cognitive Dissonance

represents the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions (ideas, beliefs, values, or emotions)

Dissolving

requires changing or eliminating the situation in which the problem occurs in

Equity Sensitivity

researchers have put forth the notion that not all individuals prefer an equal ratio of inputs to outcomes - high in equity sensitivity placer more importance on inputs versus those who place more importance on outcomes

Applied Approaches to Selecting a Solution

resolving, solving, dissolving

Value Attainment

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

Law of Effect

says behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear

Outcomes of an Equity Comparison

shows the three different equity relationships resulting from an equity, negative inequity, and positive inequity

Variable Ratio

slot machines that pay after a variable number of pulls

Edwin Locke and Gary Latham's Goal-Setting Theory: How Can I Harness the Power of Goal Setting?

successful people are goal-oriented - goals that are specific and difficult lead to higher performance than general goals like "Do your best" - goal specificity means whether a goal has been quantified - certain conditions are necessary for goal setting to work, people must have the ability and resources needed to achieve the goal, and they need to be committed to the goal - performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal setting to work - goal achievement leads to job satisfaction, which in turn motivates employees to set and commit to even higher levels of performance

Causal Attributions

suspected or inferred causes of behavior

Performance Goal

targets a specific end result

Emotional Intelligence

the ability to monitor your own emotions and those of others. to discriminate among them, and to use this information to guide your thinking and actions - has four key competencies which are self-awareness, self-management, social awareness, and relationship management - there are two categories which are Personal Competence that includes self-awareness and self-management and Social Competence that includes social awareness and relationship management

Practical Intelligence:

the ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to, shape, and select environments

Personality

the combination of relatively stable physical, behavioral, and mental characteristics that give individuals their unique identities - person input in the organizing framework

Need for Achievement

the desire to excel, overcome obstacles, solve problems, and rival and surpass others - like situations in which good performance relies on effort and ability rather than luck, and they like to be rewarded for their efforts - also want to receive a fair and balanced amount of positive and negative feedback

Need for Power

the desire to influence, coach, teach, or encourage others to achieve - like to be in charge, enjoy coaching and helping others develop

Need for Affiliation

the desire to maintain social relationships, to be liked, and to join groups - like to work in teams and in organizational climates characterized as cooperative and collegial

Voice

the discretionary or formal expression of ideas, opinions, suggestions, or alternative approaches directed to a specific target inside or outside of the org with the intent to change an objectionable state of affairs and to improve the current functioning of the org

Individual Differences (IDs)

the many attributes, such as traits and behaviors, that describe each of us as a person - What makes us different? the way you are raised, along with your experiences and opportunities, helps shape who you are

Locus in the Workplace

the outcomes of internals and externals differ widely at work Internals - display greater work motivation - have stronger expectation that effort leads to performance - exhibit higher performance on tasks that require learning or problem solving, when performance leads to valued rewards - derive more job satisfaction from performance Externals - demonstrate less motivation for performance when offered valued rewards - earn lower salaries and smaller salary increases - tend to be more anxious

Attention

the process of becoming consciously aware of someone or something

Relatedness- "I want to be connected with others"

this is the desire to feel part of a group, to belong, and to be connected with others

Competence- "I need to feel efficacious"

this is the desire to feel qualified, knowledgeable, and capable to complete an act, task, or goal

Autonomy- "I need to feel independent to influence my environment"

this is the desire to have freedom and discretion in determining what you want to do and how you want to do it

Electronic Performance Monitoring (EPM)

uses technology to gather, store, analyze, and report employee behavior

Internal Factors

within a person (such as ability)

External Factors

within the environment (such as a difficult task)

Underemployed

working at jobs that require less education than they have

Self-Esteem- "Look in the Mirror"

your general belief about your own self-worth - can be improved