BEM 211 - First Exam

openness to experience

characterizes people who are imaginative, creative, unconventional, curious, nonconforming, autonomous, and aesthetically perceptive. Those with low scores on this factor tend to be more resistant to change, less open to new ideas, and more conventional and fixed in their ways

conscientiousness

characterizes people who are organized, dependable,goal-focused, thorough, disciplined, ethodical, and industrious. People with low conscientiousness tend to be careless, disorganized, and less thorough

attribution process

involves forming beliefs about the causes of behavior or events; generally, we perceived whether the observed behavior or event is caused mainly by characteristics of the person (internal factors) or by the environment (external factors)

associative play

involves playing games or being challenged in usual ways

fundamental attribution error

overemphasizing the internal causes of others' failures and discounting the external causes of their behavior

machiavellianism

people with high in this category demonstrate a strong motivation to get what they want at the expense of others; they believe that deceit is a natural and acceptable way to achieve their goals; indeed, they take pleasure in misleading, outwitting, and otherwise controlling others

p-to-o expectancy

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

procedural justice

perception that appropriate procedural rules have been applied throughout the decision process

stereotyping

perceptual process in which we assign characteristics to an identifiable group and then automatically transfer those features to anyone we believe is a member of that group

moral sensitivity

person's ability to detect a moral dilemma and estimate its relative importance

job satisfaction

person's evaluation of his or her job and work context

narcissism

personality trait that is evident in people who have an obsessive belief in their superiority and entitlement and therefore engage in many attention-seeking behaviors; can be initially charming, but are intensely envious of others. This envy is eventually manifest in the form of arrogance, schadenfreude (deriving pleasure from another person's misfortune), callous disregard for others' feelings, and exploitation of others for personal aggrandizement

strengths-based coaching

positive approach to feedback that maximizes employee's' potential by focusing on their strengths rather than weaknesses

job enlargement

practice of increasing the number and variety of related tasks assigned to a job held by an employee

uncertainty avoidance

prefer predictable situations; value stable employment, strict laws, and low conflict; dislike deviations from normal behavior

ethic of care

principle that state that everyone has a moral obligation to help others within their relational sphere to grow and self-actualize

selective attemtion

process of attending to some information received by our senses and ignoring other information; influenced by characteristics of the person or object being perceived, particularly size, intensity, motion, repetition, and novelty

decision making

process of making choices among alternatives with the intention of moving toward some desired state of affairs

perception

process of receiving information about and making sense of the world around us

rational choice decision making

process of using pure logic and all available information about all alternatives to choose the alternative with the highest value

self-efficacy

refers to a person's belief about successfully completing a task

mindfulness

refers to a person's receptive and impartial attention to and awareness of the present situation as well as to one's own thoughts and emotions in that moment

self-concept

refers to an individual's self beliefs and self-evaluations

persistence

refers to how long people sustain their effort as they move toward their goal

self-enhancement

refers to how much a person is motivated by self-interest; includes the values categories of achievement (pursuit of personal success), power (dominance over others), and hedonism ( a values category shared with openness to change)

values congruence

refers to how similar a person' values hierarchy is to the values hierarchy of another entity, such as the employee's team or organization

organizational comprehension

refers to how well employees understand the organization, including its strategic direction, social dynamics, and physical layout

self-transcendence

refers to motivation to promote the welfare of others and nature; includes the values categories of benevolence (concern for others in one's life) and universalism (concern for the welfare of all people and nature)

neuroticism

refers to people who tend to be anxious, insecure, self-conscious, depressed, and temperamental. In contrast, people who are low in this (high emotional stability) are poised, secure, and calm

trust

refers to positive expectations one person has toward another person in situations involving risk

clarity

refers to the degree to which a person's self concept is clear, confidently defined, and stable

openness to change

refers to the extent to which a person is motivated to pursue innovative ways (includes values of self-direction (creativity, independent though), stimulation (excitement and challenge), and hedonism (pursuit of pleasure, enjoyment, gratification of desires)

complexity

refers to the number of distinct and important roles or identities that people perceive about themselves

distributive justice

refers to the perception that appropriate decision criteria (rules) have been applied to calculate how various benefits and burdens are distributed

skill variety

refers to the use of different skills and talents to complete a variety of work activities

empathy

refers to understanding and being sensitive to the feelings, thoughts, and situations of others

Direction

refers to what people are focused on achieving; in other words, the goal or outcome toward which they steer their effort

divergent thinking

reframing a problem in a unique way and generating different approaches to the issue

Management of our own emotions (self-management)

regulation of own emotions

self-reinforcement

reinforcement that occurs when an employee has control over a reinforcer but doesn't "take" it until completing a self-set goal

personality

relatively enduring patterns of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics

power distance

reluctant to disagree with or contradict the boss; managers are expected and preferred decision makers; perception of dependence on (versus interdependence with) the boss

attitudes

represent the cluster of beliefs, assessed feelings, and behavioral intentions toward a person, object, or event

affective organizational commitment

represents the other half (with job satisfaction) of what some experts call "overall job attitude); employee's emotional attachment to, involvement in, and identification with an organization

adaptive

respond well to change

individual rights

says that everyone has the same set of natural rights, such as freedom of speech, freedom of movement, right to physical security, and right to fair trial

social identity theory

says that people define themselves by the groups to which they belong or have an emotional attachment

Distributive justice

says that the benefits and burdens of similar individuals should be the same; otherwise, they should be proportional

consistency

second self-concept characteristic, is the degree to which a person's identities require similar personal attributes and are compatible with the person's actual attributes

satisficing

selecting an alternative that is satisfactory or "good enough," rather than the alternative with the highest value (maximization)

Emotional Intelligence (EI)

set of abilities that enable us to recognize and regulate our own emotions as well as the emotions of other people

learning orientation

set of collective beliefs and norms that encourage employees to question past practices, to learn new ideas, to experiment putting ideas into practice, and to view mistakes as part of the learning process

service profit chain model

shows that job satisfaction has a positive effect on customer service which eventually benefits shareholder financial returns

False (Best)

Behavioral Intentions are a bad predictor of a person's behavior

emotions

episodes experienced toward an object, person, or event that create a state of readiness

Mix of Both

Does Nature or nurture affect personality?

Stable but not fixed

How/how not personality changes over time?

True

Maslow proposed we are motivated simultaneously by several needs, but the strongest motivation comes from the lowest unsatisfied need. When satisfied, the next higher need in the hierarchy becomes the strongest motivator and remains so even if never satisfied

True

Personality is a mix of socialization & genes (nature & nurture

False (personality is not completely static)

Personality usually does not change during a person's life

Specific, Measurable, Achievable, Relevant, Time-framed, Exciting, Reviewed

SMARTER approach to goal setting

True

T/F Some behaviors are predicted better by a specific personality trait than by the overall Big five factor model for that trait

False

T/F The dark triad predicts counterproductive work behaviors better than the Big Five Factors of low agreeableness and conscientiousness

True

T/F Values tell us what we ought to do while personality traits describe what we naturally tend to do

availability heuristic

Tendency to estimate the probability of certain events in terms of how easily we can recall that event

goal

The cognitive representation of a desired end state that a person is committed to attain

exhaustion

The third and last stage of the general adaptation syndrome, characterized by depletion of physical and psychological resources.

False - more positive

Those with higher general self-efficacy have a more negative overall self-evaluation

False (mostly from socialization (nurture)

Values are a mix of socialization & genes

True

Values are influenced more by socialization whereas heredity has a stronger influence on an individual's personality traits

True

Values frame our perceptions of reality

False

Values have minimal conflict with each other while some values are opposed to other values

some individual rights may conflict with others.

What is a problem with following the individual rights principle?

It is difficult to agree on who is "similar" and what factors are "relevant"

What is the main problem of distributive justice

scenario planning

a disciplined method for imagining possible futures

design thinking

a human-centered, solution-focused creative process that applies both intuition and analytical thinking to clarify problems and generate innovative solutions

job characteristics model

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

need for affiliation

a learned need in which people seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation; people who are high on this need seek approval from others, want to conform to others' wishes and expectations, and avoid conflict and confrontation

need for achievement

a learned need in which people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success; people who are high in this need choose moderately challenging tasks, desire unambiguous feedback and recognition for their success, and prefer working alone rather than in teams

need for power

a learned need in which people want to control their environment, including people and material resources, to benefit either themselves (personalized power) or others (socialized power); people with a high need for power want to exercise control over others, are highly involved in team decisions, rely on persuasion, and are concerned about maintaining their leadership position

expectancy theory

a motivation theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes

maslow's needs hierarchy theory

a motivation theory of needs arranged in a hierarchy, whereby people are motivated to fulfill a higher need as a lower one becomes gratified

equity theory

a theory explaining how people develop perceptions of fairness in the distribution and exchange of resources

social exchange

a voluntary action performed in the expectation of getting a reward in return

Awareness of our own emotions (self-awareness)

ability to perceive and understand the meaning of our own emotions; people with higher EI are better in this and are better able to make sense of emotions

proficient

achieve standards for quality and quantity

intensity

amount of physical, cognitive, and emotional energy expended at a given moment to achieve a task or other objective

needs

goal-directed forces that people experience; motivational forces of emotions channeled toward particular goals to correct deficiencies or imbalances

practical orientation anchor

anchor used to ensure that OB theories are useful in organizations

multidisciplinary anchor

anchor used to import knowledge from other disciplines, not just create its own knowledge

contingency anchor

anchor used to recognize that the effectiveness of an action may depend on the situation

systematic research anchor

anchor used to study organizations using systematic research methods

Multiple levels of analysis anchor

anchor used to understand OB events from three levels of analysis: individual, team, organization

proactive

anticipate & introduce new opportunities

outcome valences

anticipated satisfaction or dissatisfaction that an individual feels toward an outcome; outcomes are positive when they are consistent with our values and satisfy our needs, but negative when they oppose our values and inhibit need fulfillment

voice

any attempt to change, rather than escape from, the dissatisfying situation

need principle

applied when we believe that those with the greatest need should receive more outcomes than others with less need

introversion

applies to those that are quiet, cautious, and less interactive with others; they get their energy from the internal world, such as personal reflection on concepts and ideas. They do not necessarily lack social skills. Instead, they are more inclined to direct their interests to ideas than to social events.

differentiation

assigning more favorable characteristics to individuals in your own group than individuals in other groups

growth mindset

belief that qualities can change/improve through effort

continuance commitment

calculative attachment to the organization

stereotype threat

condition whereby members of a group are so concerned about the negative stereotype assigned to their group that they end up displaying the stereotype trait they are trying to avoid

locus of control

defined as a person's general beliefs about the amount of control he or she has over personal life events; internal - believe life events are caused mainly by the personal characteristics (i.e. motivation and abilities); external - believe events are due mainly to fate, luck, or conditions in the external environment

collectivism

defines self more by one's in-group membership; goals of self-sacrifice and harmony have priority; behavior regulated by in-group norms; in-group memberships are viewed as stable with a strong differentiation with out-groups

individualism

defines self more by one's uniqueness; personal goals have priority; decisions have low consideration of effect on others; relationships are viewed as more instrumental and fluid

distress

degree of physiological, psychological, and behavioral deviation from healthy functioning (negative stress)

task identity

degree to which a job requires completion of a whole or identifiable piece of work

moral intensity

degree to which an issue demands the application of ethical principles

task significance

degree to which the job affects the organization and/or larger society

extraversion

describes people who are outgoing, talkative, energetic, sociable, and assertive; they get their energy from the outer world (people and things around them)

agreeableness

describes people who are trusting, helpful, good-natured, considerate, tolerant, selfless, generous, and flexible. People who are low in this tend to be uncooperative and intolerant of others' needs as well as more suspicious and self-focused

management of others' emotions (relationship management)

dimension of EI includes consoling people who feel sad, emotionally inspiring team members to complete a class project on time, getting strangers to feel comfortable working with you, and dissipating coworker stress and other dysfunctional emotions that they experience

behavior

do "strong situations affect behavior or personality more?

emotional labor

effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions

skill variety, task identity, task significance, autonomy, job feedback

employees are more motivated and satisfied when job have higher levels of these five characteristics

loyalty

employees who respond to dissatisfaction by patiently waiting - some say they "suffer in silence" - for the problem to work itself out or be resolved by others

conservation

extent to which a person is motivated to preserve the status quo; includes the value categories of conformity (adherence to social norms and expectations), security (safety and stability), and tradition (moderation and preservation of the status quo)

physiological (need for food, air, water, shelter, etc.), safety (need for security and stability), belongingness/love (need for food, air, water, shelter, etc.), safety (need for security and stability), belongingness/love (need for interaction with and affection from others), esteem (need for self-esteem and social esteem/status), and self-actualization (need for self-fulfillment, realization of one's potential)

five basic categories of Maslow's needs hierarchy theory from lowest to highest

specific, relevant, timely, credible, sufficiently frequent

five characteristics of effective feedback

justice and support; shared values; trust; organizational comprehension; employee involvement

five most frequently mentioned strategies to build and maintain affective commitment

Task performance, organizational citizenship, counterproductive work behaviors, joining and staying with the organization, and maintaining work attendance

five types of individual behavior in the workplace

individualism, collectivism, power distance, uncertainty avoidance, and achievement-nurturing orientation

five values that have been studied across national cultures

achievement-nurturing orientation

focus on outcomes (versus relationships); decisions based on contribution (equity versus equality); low empathy or showing emotions (versus strong empathy and caring)

decision structure, source of decision knowledge, decision commitment, and risk of conflict in the decision process

four contingencies of employee involvement

drive to acquire, drive to bond, drive to comprehend, and drive to defend

four drives in four-drive theory

utilitarianism, individual rights, distributive justice, ethic of care

four ethical principles

Motivation, Ability, Role Perceptions, and Situational factors

four factors of MARS Model for individual behavior and performance

intelligence, persistence, knowledge, and experience

four of the main characteristics that give individuals more creative potential

openness to change, self-enhancement, conservation, and self-transcendence

four quadrants on Schwartz values complex

human rule, ambiguity rule, re-design rule, tangible rule

four rules of design thinking

positive reinforcement, punishment, extinction, negative reinforcement

four types of consequences (contingencies of reinforcement)

redefine the problem, associative play, and cross-pollination, and design thinking

four types of creativity-building activities

fewer skills and less knowledge to learn; more frequent practice; less attention residue from changing tasks; better person-job matching

four ways that job specialization potentially improves work efficiency

drives

hardwired characteristics of the brain that attempt to keep us in balance by correcting deficiencies

representativeness heuristic

heuristic that states that we pay more attention to whether something resembles something else than to more precise statistics about its probability

stressors

include any environmental conditions that place a physical or emotional demand on a person

exit

includes leaving the organization, transferring to another work unit, or at least trying to get away from the dissatisfying situation

neglect

includes reducing work effort, paying less attention to quality, and increasing absenteeism and lateness; passive activity that has negative consequences for the organization

employee engagement

individual's emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals

E-P expectancy

individual's perception that his or her effort will result in a particular level of performance

equity principle

infers that people should be paid in proportion to their contribution

mental models

knowledge structures that we develop to describe, explain, and predict the world around us, consisting of visual or relational images in our mind

Schwartz's values circumplex

model that clusters 57 values into 10 broad categories that are organized into the circular model (circumplex)

stress

most often described as an adaptive response to a situation that is perceived as challenging or threatening to the person's wellbeing; physiological and psychological condition that prepares us to adapt to hostile or noxious environmental conditions

psychopathy

most sinister personality trait in dark triad; refers to social predators who ruthlessly dominate and manipulate others, yet without empathy or any feelings of remorse or anxiety. They are selfish self-promoters who use superficial charm, yet engage in antisocial, impulsive, and often fraudulent thrill-seeking behavior. These people callously do as they please and take what they want

categorical thinking

mostly nonconscious process of organizing people and objects into preconceived categories that are stored in our long-term memory

instrinsic motivation

motivation that occurs when people are fulfilling their needs for competence and autonomy by engaging in the activity itself, rather than from an externally controlled outcomes of that activity

norm of reciprocity

natural human motivation to support, contribute, and otherwise "pay back" the organization because it has invested in and supported the employee

growth need strength

need for personal growth and development - similar to self-actualization

confirmation bias

nonconscious tendency for people to screen out information that is contrary to their decisions, beliefs, values, and assumptions, while more readily accepting information that confirms those elements

punishment

occurs when a consequence decreases the frequency or future probability of a specific behavior occurring

self-fulfilling prophecy

occurs when our expectations about another person cause that person to act in a way that is consistent with those expectations

halo effect

occurs when our general impression of a person, usually based on one prominent characteristic distorts our perception of other characteristics of that person

Extrinsic motivation

occurs when people are motivated to engage in an activity for instrumental reasons, that is, to receive something that is beyond their personal control

cross-pollination

occurs when people from different areas of the organization exchange ideas or when new people are brought into an existing team

false-consensus effect

occurs when people overestimate the extent to which others have similar beliefs or behaviors to their own

cognitive dissonance

occurs when people perceive that their beliefs, feelings, and behavior are incongruent with each other

positive reinforcement

occurs when the introduction of a consequence increases or maintains the frequency or future probability of a specific behavior

recency effect

occurs when the most recent information dominates our perceptions

extinction

occurs when the target behavior decreases because no consequence follows it

utilitarianism

only moral obligation is to seek the greatest good for the greatest number of people; advocates choosing the option that produces the highest satisfaction to those affected. One problem is that requires a cost-benefit analysis, yet many outcomes aren't measurable; focuses only on outcomes, whereas the means of achieving those outcomes may be considered unethical by other principles

equality principle

operates when we believe that everyone in the group should receive the same outcomes

eustress

some level and form of stress that activates and motivates people to achieve goals, change their environments, and succeed in life's challenges

self-verification

stabilizes an individual's self-view which in turn provides an important anchor that guides his or her thoughts and actions

values

stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations

social cognitive theory

states that much learning occurs by observing and modeling others as well as by anticipating the consequences of our behavior

anchoring and adjustment heuristic

states that we are influenced by an initial anchor point and do not sufficiently move away from that point as new information is provided

contact hypothesis

states under specific conditions people who interact with each other will be less perceptually biased because they have a more personal understanding of the other person and their group

homogenization

stereotype people in same group as very similar to each other

categorization

stereotyping process where people are categorized into distinct groups

self-serving bias

tendency to attribute our failures to external causes more than internal causes, while successes are due more to internal than external factors

fundamental attribution error

tendency to overemphasize internal causes of another person's behavior and to discount or ignore external causes of his or her behavior

primacy effect

tendency to rely on the first info we receive about people to quickly form an opinion of them

intuition

the ability to know when a problem or opportunity exists and to select the best course of action without conscious reasoning

awareness of others' emotions (social awareness or empathy)

the ability to perceive and understand the emotions of other people; includes comprehending the other person's situation, experiencing his or her emotions, and knowing his or her needs, even when unstated

conscientiousness, agreeableness, neuroticism, openness, extraversion

the big five (canoe) for personality traits

work-life integration

the degree that people are effectively engaged in their various work and nonwork roles and have a low degree of role conflict across those life domains

task analyzability

the degree to which job duties allow the application of established procedures and rules to guide decisions and behavior (high analyzability); employee creativity and judgement are necessary to perform jobs with low task analyzability

task variability

the degree to which job duties are nonroutine and unpredictable; employees perform diverse tasks from one day to the next because they are faced with unfamiliar and unexpected issues

creativity

the development of original ideas that make a socially recognized contribution

alarm reaction stage

the first stage of the General Adaptation Syndrome in which the body goes into a temporary state of shock, then rebounds (counter shock), following initial exposure to a stressor

motivation

the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior

exit-voice-loyalty-neglect (EVLN) model

the four ways that employees respond to job dissatisfaction

fixed mindset

the idea that we have a set amount of an ability that cannot change

interactional justice

the perception that appropriate rules were applied in the way the people involved were treated throughout the decision process

job enrichment

the practice of giving employees more responsibility for scheduling, coordinating, and planning their own work

scientific management

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

job specialization

the result of division of labor in which work is subdivided into separate jobs assigned to different people

resistance reaction

the second stage of Selye's General Adaptation Syndrome (GAS), which activates various biochemical, psychological, and behavioral mechanisms that give the individual more energy and engage coping mechanisms to overcome or remove the sources of stress

prospect theory effect

the tendency to experience stronger negative emotions when losing something of value than the positive emotions when gaining something of equal value

escalation of commitment

the tendency to repeat an apparently bad decision or allocate more resources to a failing course of action

general adaptation syndrome (alarm, resistance, and exhaustion

the three stages of the body's physiological reaction to stress

bounded rationality

the view that people are bounded in their decision-making capabilities, including access to limited information, limited information processing, and tendency toward satisficing rather than maximizing when making choices

organizational behavior modification (OB Mod)

theory that explains employee behavior in terms of the antecedent conditions and consequences of that behavior

four-drive theory

theory that states emotions are the source of human motivation and that these emotions are generated through four drives

need for achievement, need for affiliation, and need for power

three "learned" needs

complexity, consistency, and clarity

three characteristics that describe an individual's self concept

direction, intensity, and persistence

three elements of motivation

anchoring and adjustment heuristic, availability heuristic, and representativeness heuristic

three of most widely studied heuristic biases

proficient, adaptive, and proactive

three types of task performance

(1) pretending to have the expected emotions by consciously trying to display behaviors depicting those emotions (surface acting) and (2) actively changing our perception and situation so they naturally produce the expected emotions and associated behaviors (deep acting)

two general approaches to emotional labor

counterproductive work behaviors

voluntary behaviors that have the potential to directly or indirectly harm the organization

framing trap

way a problem is stated causes me to see it only in a certain way

Machiavellianism, narcissism, and psychopathy

what are the cluster of three socially undesirable personality traits that make up the Dark Triad