Advanced Organizational Behavior Exam 1
inputs
In adam's equity theory, knowledge, experience, education, and effort expended all are perceived as what
motivation
Since we are unable to see this in someone, we can only infer it from their behavior or the results of their behavior
examples of glass ceiling
a marked increase in racial discrimination cases hispanics and african americans comprise a smaller relative percentage of the professional class hispanics and african americans earn less than whites on average
schema
a person's mental picture or summary of a particular event or type of stimulus
mcgregor's theory x
a pessimistic view of employees that includes the need to motivate them with carrots and sticks
values
abstract ideals that guide one's thinking and behavior across all situations
job design
activities that involve alteration of specific jobs or sets of interdependent jobs to improve employee experience and motivation
acquired needs of mcclelland's theory
affiliation power achievement
environmental characteristics
considered leadership and stressors that contribute to employee engagement levels
intelligence characteristics
constructive thinking reasoning problem solving
general categories of motivation theories
content theories process theories
acquired needs theory
david mclelland's theory about the drivers of employee behavior
women and minorities
groups where affirmative action generate opportunites
job characteristics model
hackman and oldman's model where the goal is to promote high intrinsic motivation by designing jobs with the five core job characteristics
characteristics of implicit cognition
happens without conscious awareness comes from people's memory can lead to biased decisions
discrimination cases
have more than doubled from 1995 to 2013
problems with taylor's scientific management
high levels of dissatisfaction and stress low sense of accomplishment very simplified, repetitive work
hygiene factors that create job context include
lack of safe working conditions inefficient company administration poor pay
attribution bias
leads people to disregard environmental influences on behavior
foster mutual adaptation
option in thomas's framework that means people are willing to adapt or change their views for the sake of creating positive relationships
deny
option in thomas's framework that means people refute that differences exist
behavioral outcomes of job satisfaction
organizational citizenship turnover job performance
factors that lead to higher performance
participation is used to build commitment to a specific goal feedback is used to stay focused on the goal
locus of control
relative;y stable personality characteristic that describes how much personal responsibility you take for your behavior and its consequences
equity theory
the theory that uses our perceptions of inputs, outputs, and comparisons of ratios to others
truths of attribution theory
the three dimensions of behavior vary independently in the creation of attributions ability is an internal factor caused by external or internal influences
hygiene factors
classifies company administration, salary, relation's with one's supervisory, and working conditions under herzberg's theory
perception
cognitive process that enables us to interpret and understand our surroundings
stages of selective attention
comprehension encoding and simplification storage and retention retrieval and response
personal factors that moderate the effectiveness of the core job characteristics
context satisfactions such as pay and co workers the strength of an individual's need to grow knowledge and skills
characteristics of the acquired needs theory
each of the needs can be used to motivate employees one need often predominates over the others
ways to reduce stereotyping
educating employees about how stereotypes influence behavior encouraging employees to increase their awareness of stereotypes creating opportunities for diverse employees to work together as equals
equity theory paraphrase
how does my ratio of inputs to outputs compare with relevant others?
example of a negative stereotype
idea that older workers are less motivated
schwartxz's value model
illustrates patterns of conflict and congruity among values
self serving bias
implies that people will credit successes to internal factors and failures to uncontrollable external ones
results of job crafting
improved employee performance increased employee engagement
process theories
theories that focus on how to motivate them
content theories
theories that focus on what people need to motivate them
frederick taylor's scientific management designed jobs based on
experiments and reasoning standards established by facts systematic observation
encoding
form of perception where we interpret and evaluate our environment using schemata and cognitive catagories
david mcclelland
formulator of the acquired needs theory
abraham maslow
formulator of the hierarchy of needs theory stating that motivation is based on five basic needs
locke and latham's findings about goal setting theory
goals that are specific and difficult lead to higher performance people need the ability and resources to achieve the goal successful goal achievement reinforces employee satisfaction and leads to setting higher goals
cognitive category example
group of dogs or animals
categorization
grouping criteria such as gender, age, race, and occupation
advantages of job rotation
increased worker flexibility for scheduling cross training building employee knowledge and ability to promote from within providing employees with a broader perspective of the organization
organizational citizenship
individual behavior that is discretionary and not part of a formal reward system and promotes the effective performance of a firm
idiosyncratic ideals
individual employees and managers jointly negotiate tasks to be completed
stereotype
individual's set of beliefs about characteristics and attributes of a group
negotiate
individuals do what for themselves involving schedule flexibility, career development, or other adjustments known as idiosyncratic ideals
four layers of diversity
internal dimensions external dimensions functional level personality
expectation
interpreting people's behavior according to our expectations
glass ceiling
invisible barrier that restrains women from reaching higher level positions
diversity
is encouraged more by adopting policies and procedures that meet the needs of all employees
generational diversity
is greater than ever before due to the population getting older but continuing to hold jobs in the workforce
diversity
is the many individual differences and similarities among people
job rotation
job design method that moves employees from one job to another
job enlargement
job design method that puts more variety into a job by combining specialized tasks of comparable difficulty is
vertical
job design method that uses vertical loading to improve motivation
herzberg theory characteristics
job dissatisfaction is associated with hygiene factors job satisfaction is associated with motivating factors managers can improve motivation by improving both motivators that create satisfaction and hygiene factors that reduce dissatisfation
job design top down aproaches
job rotation job enlargement job enrichment
Locke and Latham's theory
job satisfaction motivates employees to commit to higher levels of performance goal achievement leads to job satisfaction
employee engangement
kahn described the harnessing of organization members' selves to their work roles
results of unfair social exchanges
lead to changes in attitude or behavior cause cognitive dissonance that prompts action create the need for the employee to correct the situation
faulty schemata of performance
leads to inaccurate performance appraisals
create persistence
lock and latham's research on the mechanisms behind goal setting theory says that goals do what
intrinsic motivation characterisics
longer lasting than extrinsic motivation has more positive impact on task performance
feelings of inequity over pay can be improved by
making sure objective measures for rewards are understood communicating reasonable expectations
top down approaches
management changed the activities in jobs to increase motivation
committed and motivated
managers should design jobs that fulfill higher level needs to create what type of employees
attribution theory
managers should remember that other attributional biases may lead managers to take inappropriate actions when considering this theory
internal
managers should remember that we tend to attribute behavior to these causes
content theory of motivation
maslow's hierarchy of needs is an example of what type of theory of motivation
content theories of motivation
mcgregor's theory x and theory y acquired needs theory maslow's hierarchy
consensus
measures people
distinctiveness
measures tasks
consitency
measures time
scientific management
method of job design that draws from observation, experiments, and reasoning
performance and results
motivation is important to managers because it drives what
expectancy theory states
motivation will be high when all three elements are high
love need
need for love, affection, and belonging
esteem need
need for recognition, prestige, and self confidence
relatedness needs
need to be connected with others and belong to a group
safety need
need to be safe from physical and psychological harm
autonomy need
need to feel independent and able to influence my environment
competence needs
need to feel knowledgeable and capable of completing a goal
barriers to successful diversity programs
need to revamp firm performance appraisal and reward system diversity is not the firm priority resistance to change
lever of information
one of the simplest tools a manager can use to change behavior
summary judgement
one way to make a decision upon its retrieval, being that it was already made
self-serving bias
one's tendency to take credit for success and deny blame for failure
include/exclude
option in thomas's framework that has the goal to either increase or decrease the number of diverse people of all the firm
tolerate
option in thomas's framework that involves ackowledging differences but not prizing or accepting them
isolate
option in thomas's framework that is based on the action of moving the diverse person off to the side
build relationship
option in thomas's framework that is based on the belief that good relationships can rise above differences
assimilate
option in thomas's framework that is based on the premise that eventually all people will learn to blend in or become like the dominant group
suppress
option in thomas's framework that means differences are squelched or discouraged
outputs
pay. promotions, challenging assignments, participation in decision making are all considered what in adam's equity theory
equity theory explanation
people strive for fairness in give and take relationships people strive for fairness in social exchanges
perceived behavior control
perceived ease or difficulty of performing the behavior, assumed to reflect past experience or anticipated obstacles
key workplace attitudes to track
perceived organizational support employee engagement organizational commitment job satisfaction
attitudinal outcomes of job satisfaction
perceived stress job involvement motivation withdrawal cognitions
people
perception that organizational behavior is more focused, rather than objects
access and legitimacy
perspective of diversity recognizes that an organization deals with culturally diverse markets and constituencies
need
physiological or psychological deficiencies that arouse behavior
outcomes of equity comparison
positive inequity equity negative inequity
contributing factors of employee engagement
positive personality conscientiousness proactive personality
Assumptions of mcgregor's y theory
positve employees are creative and are self engaged and committed to work
african, asian, and hispanic population increase
predicted change in diveristy in the united states between 2020 and 2060
characteristics where organizations cannot discriminate
pregnancy age race
attribution theory
premise that people infer causes for observed behavior
attention
process of becoming consciously aware of something
heider's attribution theory
proposes that behavior can be attributed to either internal factors, like ability, or external factors, like task difficulty
ways to companies are responding to diversity challeges
providing training to bridge the gap between education and job helping hispanics succeed resolving generational differences
cognitive dissonance
psychological discomfort a person experiences when simultaneously holding two or more conflicting ideas, beliefs, values, or emotions
motivation
psychological processes that underlie the direction, intensity, and persistence of behavior or thought are known as
statistical measurements of population qualitues
race age gender
surface level characteristics
readily discernible to other people viewed as being unchangeable located between personality and external influences
causal attribution
refers to suspected reasons for behavior
traits
represent stable physical and mental characteristics that form an individual's identity
skill variety
requires the ability to use several different skills to perform a job
task identity
requires the completion of a whole or identifiable piece of work
stages of schema process
selective attention comprehension encoding and simplification storage and retention retrieval and response
maslow's hierarchy of needs
self actualization esteem love safety physiology
four components of core self evaluations
self esteem emotional stability locus of control generalized self efficacy
goals
setting what helps motivate individuals, teams, and organizations to achieve success
components of personality tests
should be independent research validating the effectiveness of the test it is helpful to use experts outside the company to help select an appropriate test it is critical to make sure the test is legally sound and does not violate applicants' rights
herzberg worked with a continuum for satisfaction and another for dissatisfaction. In practice, managers
should not separate the job context from job content remove some dissatisfying factors as the first step toward improving satisfaction overall conceptualize a single continuum
self determination theory
shows that we all want to fulfill three innate needs that create intrinsic motivation being competence needs, autonomy needs, and relatedness needs
simplification
simplifying what might be a bewildering range of inputs through encoding
diversity management goes beyond these dimensions
social legal moral
subject norm
social factor representing the perceived social pressure for or against the behavior
herzberg's theory
states that there are two separate sets of factors that create satisfaction and dissatisfaction on the job
job content factors that lead to motivation
stimulating work opportunity to advance recognition
goal orientation
successful people have what orientation in common
discrimination
takes place when employment decisions about a person are due to reasons not associated with performance or are not related to the job
factors that affect expectancy
task knowledge self efficacy task difficulty
actions employees feel represent good leadership
telling others that they have done well setting specific goals for the group assigning tasks to group members
does not create motivation
the absence of grievances about hygiene factors does what
job crafting
the bottom up approach to job design in which individuals make physical and cognitive changes in the task or relational boundaries of their work
individual differences
the broad category that collectively describes the vast number of attributes that describe us as people
personality
the combination of stable physical. behavioral and mental characteristics that give individuals their unique identities
attitude toward behavior
the degree to which a person has a favorable or unfavorable evaluation of the behavior in question
task significance
the extent to which a job affects the lives of others inside or outside of the organization
organizational commitment
the extent to which an individual identifies with an organization and commits to its goals
perceived organizational support
the extent to which employees believe their organization values their contributions and genuinely cares about their well being
psychological safety
the extent to which people feel comfortable to express their ideas and beliefs without fear of negative consequences
distributive justics
the form of organizational justice that reflects the perceived fairness of how rewards are allocated
value attainment
the idea that satisfaction results from the perception that a job allows for fulfillment of an individual's important values
fapse
the national labor relations act protects the rights of all workers to discuss pay and benefits, regardless of company policies
need for acheivement
the need to excel, solve problems, and surpass others
personal power
the need to manipulate and control others for self gratification
institutional power
the need to organize others to achieve organizational goals
stimuli
the saliency of this is dictated by a person's needs and goals
expectancy theory
the theory that can be used to predict behavior in any situation where there is a choice between two or more alternatives
a person's motivation influencers
their behavior the results from their behavior
acquired needs theory and self determination theory
theories that focus on developing an environment that foster long term commitment and intrinsic motivation
process theories
theories that focus on the process by which internal factors and environmental characteristics influence employee motivation
expectancy theory
theory that states that people are motivated to behave in ways that produce combinations of desired outcomes
characteristics of ocb
they are voluntary they promote the firm's productivity
performance
this is what employees are motivated to set when they achieve a difficult goals that leads to job satisfaction
implicit cognition
thoughts or beliefs that are automatically activated from memory without conscious awareness
goal setting theory
use of feedback and participation about progress toward a goal is part of which theory
things stress is positively related to
viral infections absenteeism heart disease turnover
schema
what a category is built on is a social information process
employee engagement
when people express themselves physically. cognitively, and emotionally during a role performance
diposition/genetic components
where some coworkers remain satisfied in situations where others always seem dissatisfied
studies of diversity in organizations show
white americans will be less than half of the population within fifty years firms with at least one woman on the board of directors have outperformed stocks with no women on the board companies struggled ti fill specfic job openings in 2012 through 2013
vroom
who formulated the expectancy theory to predict motivation
examples of external influences of diversity
work experiences where you live religious affiliation
factors in herzberg's study
working conditions salary relations with one's supervisor
content theory
based on the idea that an employee's needs influence motivation
physiological need
basic needs such as food, air, and water
counterproductive work behavior
behavior that harms other employees, the organization as a whole, or organizational stakeholders such as customers and shareholders
results of implicit cognition
biased decisions occurring unwittingly
expentancy theory
can be used to predict behavior in situations where there is a choice between two or more alternatives
extroversion
can predict job performance better than agreeableness
cognitive categories
categories where objects considered equivalent in our memory
steps of the stereotyping process
categorization inferences expectations maintenance
recognized outputs of positive outcomes
challenging assignments bonuses promotions
cognitive crafting
changing one's perception of the existing tasks and relationships in a job
types of job crafting
changing the task boundaries changing the relational nature of one' job cognitive crafting
deliberate practice
demanding, repetitive, and assisted program to improve one's performance
self actualization need
desire for self fulfillment
maintenance
differentiating minorty individuals from ourselves
barriers to successful diversity programs
difficulty balancing career and family issues fears of reverse discrimination lack of political savvy from diverse employees
the human side of enterprise
douglas mcgregor's book, which formulated two contrasting views of human nature
valence
element that represents how much one values the rewards they receive
procedural justice and distributive justice
elements of organizational justice that relate strongly to desired outcomes
bottom up approach
employees redesign their own jobs, increasing engagement
diversity management
enables people to perform up to their maximum potential
components for successful diversity training
enforcement educational exposure
importances of motivation
engaged employees are more productive it drives performance they want to retain high performers
organizational factors
engagement drivers like career opportunities and communication
ways to retain an aging workforce
ensure the older work receives sensitive, high quality supervision provide challenging work assignments design a stimulating and fun work environment
three types of long term memory
event semantic person
intrinsic motivation
a sense of accomplishment after learning a new skill is a form of what
diversity climate
a subcomponent of an organization's overall atmosphere as defined by employee's aggregate perceptions about the firms diversity related format
changing the relational nature of one's job
after the quantity or quality of the relationships one has at work
changing task boundaries
after the scope, nature, or number of tasks one takes on
telecomunicating
allows employees to do all or some of their work from home using technology and internet tools
horizontal loading
also known as job enlargement, where more tasks and variety are added to ones job
job design
altering specific jobs to improve employee experience and productivity is what
lessons to be learned from equity and justice theories are
an appeals process is important to employees feelings of equity employee perceptions about reward systems and procedures are what is important employees want a voice in decisions that affect them
feedback
an employee receives direct and clear information about the effectiveness of their job performance
autonomy
an individual's experience of freedom, discretion, and independence in doing the job
withdraw cognitions
an individual's overall thoughts and feelings about quitting and the thought process that encapsulates this
psychological contract
an individual's perception about the terms and conditions of a reciprocal exchange between him or herself and another party
j. stacy adams
applied the equity theory in the workplace
job crafting
approach to job design where individuals make physical and cognitive changes in the task or relational boundaries of their work
attitudes and motivation
are at the greatest when the work environment is consistent with employee values
women of color
are represented better than men of color in managerial and professional jobs
affirmative action programs
are voluntary or mandatory
inferences
assuming people in a certain category possess the same traits
workplace attitudes
attitudes that have resulted from interaction of various individual, group and organization processes
