Chapter 3: Individual Differences and Emotions, Chapter 4: Social Perception and Managing Diversity, Chapter 5: Foundations of Employee Motivation, Chapter 7 Positive Organizational Behavior, Chapter 7. Performance Management, Chapter 2: Values and A...

Employees' evaluations of leader effectiveness are strongly influenced by their ___ knowledge of what constitutes good and poor leadership.

Categorical

A situation in which employment decisions about a person are due to reasons not associated with performance or are not related to the job is called ___.

Discrimination

What was the population size and event of traditionalists?

38.6 million - the great depression

What was the population size and event of Gen Xers?

65 million - AIDS

What was the population size and event of millennials?

71 million - 9/11 terrorist attacks

What was the population size and event of baby boomers?

73 million - the Vietnam war

What was the population size and event of Gen Zers?

86 million - the election of Barack Obama

Goal setting and quality improvement

Difficulty must match employees perceived self-efficacy

Personal values are...

Abstract Ideas that guide one's thinking and behavior across all situations.

Which characteristic of the perceiver is the first step of the perception process?

Direction of gaze

The continuum of individual differences places attitudes and emotions at the ___.

Bottom

A ___ concept of personality allows you to more effectively predict behavior.

Broader

The ___ ___ option in Thomas' framework is based on the belief that good relationships can rise above differences.

Build relationships

How do people make judgements or decisions at the end of the social perception process?

By drawing on information or past decisions stored in long-term memory

Which of the following statement about ethics is NOT true? A.Ethical dilemmas occur when neither of two choices ethically resolves a situation. B.Most people working in organizations are good people with good intentions. C.If something is unethical it is also illegal. D.Our conduct is shaped by our environment. E.Reward systems can cause unethical behavior.

C.If something is unethical it is also illegal.

A person's intelligence

Can be increased.

Affirmative action programs

Can be voluntary or mandatory

Spatial intelligence

Can recognize and use patterns

Research shows that effective mentoring of Hispanics and other workers from minority groups can significantly improve

Career progression and retention

People with high emotional stability

Carry out more organizational citizenship behaviors

Implications of Schwartz's Value Theory, Personal Application:

Employees will derive more meaning from work by pursuing goals that are consistent with their values

Organizational climate

Employees' perceptions of formal and informal organizational policies, practices, procedures, and routines (239).

decision making

Entails identifying and choosing alternative solutions that lead to a desired state of affairs. (368)

Millenials

Entitled, civil minded, close parental envolvement, cyber literacy, appreciate diversity, multitasking

Historical models of job design - Bottom-up

In the last 10 years, the top-down perspective gave way to bottom-up processes, based on the idea that employees can change or redesign their own jobs and boost their own motivation and engagement. Job design is then driven by employees rather than managers.

Any thoughts or beliefs that are automatically activated from memory without our conscious awareness are examples of

Implicit cognition

OCB's are linked to many benefits: For the Individual

Improved job satisfaction Improved performance ratings Reduced intention to quit Lower absenteeism Lower turnover

The ___/___ option in Thomas' framework has the goal to either increase or decrease the number of diverse people at all levels of the firm.

Include/exclude

Social support

The amount of perceived helpfulness derived from social relationships (245).

The relationship building response to diversity issues seeks to foster relationships between diverse employee groups characterized by which features?

Understanding and acceptance

OB concepts and theories can be classified into two broad categories:

person factors and situation factors.

noise

anything that interferes with the transmission and understanding of a message. (296)

"subordinate" or "ratee"

are used to refer to the employee who is being appraised.

"superior" or "rater"

are used to refer to the person doing the appraising

Prosocial behaviors

positive acts performed without expecting anything in return

Social status and prestige, control, or dominance over peole and resources

power

In Vroom's expectancy model,

outcomes are consequences that are contingent on performance, such as pay, promotions, recognition, or celebratory events.

the perceived ease of difficulty of performing the behavior, assumed to reflect past experience and anticipated obstacles.

perceived behavioral control

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

perceived organizational support (POS)

Managers should hire and test for workers who possess traits that are relatively

Fixed

Managers have more influence over

Flexible individual differences

The emotion of fear is usually

Forward-looking.

The ___ option in Thomas' framework means people are willing to adapt or change their views for the sake of creating positive relationships.

Foster mutual adaptation

Categorization stereotypes

Grouping criteria such as gender, age, race and occupation

Training and development

Guided experiences improve employee self-efficacy

Which emotions are considered goal incongruent?

Guilt, anxiety, and jealousy

Frustrated

If results don't meet your expectations, reassess your plan and be patient

Agreeableness

Trusting, good-natured, cooperative, softhearted

Intrapersonal intelligence

Understand and regulate oneself

Interpersonal intelligence

Understand, connect, and work with others

Scientific Management

"that kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning." Designing jobs according to the principles of scientific management has both positive and negative consequences. Positively, employee efficiency and productivity are increased. On the other hand, research reveals that simplified, repetitive jobs also lead to job dissatisfaction, poor mental health, higher levels of stress, and a low sense of accomplishment and personal growth

Rank the four steps in the stereotyping process.

(1) categorization (2) inferences (3) expectations (4) maintenance

What are the four components of core self-evaluations?

(1) emotional stability (2) locus of control (3) self-efficacy (4) self-esteem

Select the Big Five Personality Dimensions.

(1) extroversion (2) agreeableness (3) openness to experience (4) emotional stability (5) conscientiousness

Place the stages of social perception in order:

(1) selective attention/comprehension (2) encoding and simplification (3) storage and retention (4) retrieval ans response

electronic brainstorming

(also called brainwriting) allows participants to submit their ideas and alternatives over a computer network

institutional power

(positive) the need to solve problems that further organizational goals. It manifests in the desire to organize people in the pursuit of organizational goals and help people obtain the feeling of competence. You can apply acquired needs theory by appealing to the preferences associated with each need when you (1) set goals, (2) provide feedback, (3) assign tasks, and (4) design the job

Which responses from management suggest a suppression approach to diversity issues?

- "you've got to pay your dues" - "quit whining"

What are the two characteristics of the situation that affect the social perception process?

- Context of interaction - culture and race consistency

Which of the following behaviors have been shown by research to improve intelligence?

- constructive thinking - reasoning - problem solving

Which of the following statements about workplace challenges for LGBTQ people are true?

- LGBTQ employees often suffer deficits in their work engagement and performance because of a lack of inclusion - most fortune 500 companies offer workplace protections based on sexual orientation and gender identity - organizations will suffer if the LGBTQ workforce feels disenfranchised

Three weaknesses of common sense

- Overreliance on hindsight - Lack of rigor - Lock of objectivity

Select barriers to successful diversity programs at work.

- a need to revamp firm's performance appraisal and reward system - resistance to change - diversity is not the firm's priority

People can use the skills associated with practical intelligence to

- adapt to their environment - manage tasks - manage themselves and others

Which characteristics must intelligence training have for experts to consider it effective?

- adaptive - variety - generalizability

What are the main ideas behind the access-and-legitimacy perspective?

- an organization's markets and constituencies are culturally diverse - an organization's workforce should reflect the diversity of its customers

Select barriers to successful diversity programs at work.

- assumption that majority culture is universal - negative diversity climate - prejudice and stereotyping of women and minorities

Which of the following statements regarding attribution theory are true?

- attribution theory says behavior can be caused by external or internal influences - the 3 dimensions of behavior vary independently in the creation of attributions - ability is an internal facor

Which of the following are true considering managerial implications of attribution along tendencies?

- attributional biases can lead to innapropriate managerial action and, subsequently, decreased employee motivation and performance - the way employees perform depends on the attributions they make for their performance - the role of internal causes of behavior is usually exaggerated

Which of the following are common features of Machiavellians?

- being manipulative - maintaining emotional distance - believing the ends justify the means

Mismatches between work and education can include

- being overqualified for a job - lacking skills employers want - being unable to read well

Which of the following are ways in which organizations pursue an assimilation approach to diversity issues?

- by employing orientation programs that introduce standard operating procedures - by providing policies that instruct employees on what to do in specific situations - by using recruitment practices that emphasize company values

Displayed emotuons

- can affect other people's reactions - convey messages to nearby people - may differ from felt emotions

People with an internal locus of control

- can usually overcome setbacks - feel that they control their destiny - blame their own flaws for poor results

Major reasons the companies use personality tests include

- decreasing bias against applicants - reducing expenses associated with hiring - expanding the number of candidates being considered

The ways managers can work to reduce stereotyping include:

- educating employees about how stereotypes influence behavior - creating opportunities for diverse employees to work together as equals - encouraging employees to increase their awareness of stereotypes

Select the components or strategies for successful diversity training in organizations.

- educational - exposure - enforcement

Which of the following statements are true about emotions?

- emotions communicate messages to others - emotions can change psychological states - emotions can motivate behavior

Select the practical implications of multiple intelligence.

- employees can be developed in areas of need based on intelligence - it explains how a child can score poorly on an IQ test and yet be gifted in one or more ways - it is important to identify intelligences relevant to a job during the selection process

Characteristics of the target include

- facial features and body shape - nonverbal cues - physical attractiveness

Studies have shown that

- firms with at least one woman on the board of directors have outperformed companies with no women on the board - millennial workers do not yet have the job experience to fill roles held by retiring baby boomers - white americans will be less than half of the population within fifty years

Which nonverbal cues suggest that someone is defensive?

- folded arms - crossed legs - facial scowl

Characteristics of the perceiver include

- gender and emotional status - direction of gaze - cognitive load

Select the benefits of high emotional intelligence.

- greater level of teamwork - increased creativity - ability to apply positive emotions to work

The US workforce

- has more generational variation than ever - includes four generations and will soon have a fifth - population are getting older

Select all that apply to those with an internal locus of control.

- have strong expectations that effort leads to performance - display greater work motivation - derive more job satisfaction from performance

It is believed that intelligence increases due to a combination of which factors?

- healthier nutrition - technological complexity - better schooling - improved socioeconomics

Which of the following trends suggest the existence of a glass ceiling for minorities?

- hispanics and african americans comprise a smaller relative share of the professional class - hispanics and african americans earn less than whites on average - there has been a marked increase in racial discrimination cases

Which of the following are true concerning perceptions in performance appraisals?

- inaccurate performance apprasials can arise from faulty perceptions - biases of perception can be decreased if objective performance measures are used - performance diaries can help managers recall employee actions with greater accuracy

Which of the following are true concerning implicit cognition?

- it can lead to biased decisions - it happens without conscious awareness - it comes from people's memory

Which of the following are true concerning using personality tests in the workplace?

- 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 applicant's rights - there should be independent research validating the effectiveness of the test

Which of the following are true of personality?

- it is stable across situations - it results from the interaction of genes and the environment - it combines characteristics that give people unique identities

Core self-evaluations have a desirable effect upon which of the following outcomes?

- job/life satisfaction - motivation - job performance

Select improvements made in women's equality by 2018.

- leadership positions in schools and government - higher educational attainment than men - more seats on boards of directors

Surface-level characteristics are

- located between personality ans external influences on the diversity wheel - readily discernible to other people - viewed as being unchangeable

Which of the following are among the most preferred action options in response to diversity issues?

- mutual adaptation - inclusion - building relationships

Which individual differences are universally considered undesirable?

- narcissism - Machiavellianism - psychopathy

Which of the following are true concerning the search for employees with the right personality type?

- there is no ideal personality profile - employers should try to find a fit for an employee's personality - one personality does not fit all jobs

Which of the following are methods that have been used by major corporations to respond to issues regarding sexual orientation and transgender rights?

- offering transgender-inclusive health insurance - assisting with taxes imposed on same-sex couples in states that did not recognize same-sex marriage - maintaining an inclusive culture

How is perception related to organizational behavior?

- perception of people, rather than objects, is the focus of a discussion of perception in organizations - organizational behavior is more concerned with perception of reality than actual reality - perception helps people decipher their surroundings

Select ways to improve self-esteem.

- perform at a high level - think of desirable characteristics possessed by yourself - apply yourself to things important to you

It is believed that awareness of multiple intelligences should play an important role in

- performance - training - employee selection

Select the four layers of diversity.

- personality - external dimensions - internal dimensions - organizational dimensions

Select characteristics of a person with height self-efficacy.

- plans, prepares and practices - avoids or neutralizes obstacles - active in selecting opportunities - sets goals

Which employee factors are important for managers to understand in order to create a productive and satisfying person-job fit?

- potential - abilities - personality traits

Select ways firms can retain an aging workforce.

- provide challenging work assignments - design a stimulating and fun work environment - frequently recognize skills, experience, and wisdom gained over the years

Intelligence entails a person's capacity for ___.

- reasoning - constructive thinking - problem solving

Which statements about emotional intelligence are true?

- research on its effectiveness shows mixed results - it can make or break an individual in a given job

Select ways companies are responding to the challenges of diversity.

- resolving generational differences - providing training to bridge the gap between education and job - addressing changing customer demographics

Select ways companies are responding to the challenges of managing diversity.

- responding to changing customer demographics - paying attention to sexual orientation - helping women navigate their careers

Select the components of core self-evaluations.

- self esteem - emotional stability - generalized self-efficiency - locus of control

Select the elements of emotional intelligence.

- self-awareness - relationship management - self-management - social-awareness

Reasons for managing diversity go beyond its ___, ___ or ___ dimensions.

- social - moral - legal

Select all of the approaches used on the individual corporate level to make technically oriented jobs accessible to less-qualified candidates.

- specialized training programs - apprenticeships - internships

Select actions that employees feel represent good leadership.

- telling others that they have done well - setting specific goals for the group - assigning tasks to group members

Select all that apply to those with an external locus of control.

- tend to be more anxious - demonstrate less motivation for performance - earn lower salaries and smaller salary increases

Which of the following describe circumstances facing people with disabilities?

- the americans with disabilities act protects their workplace rights - they have high unemployment rates - they are a valuable source of talent for many corporations

Which of the following are accurate uses of a basketball analogy for core self-evaluations?

- the core self-evaluation is the team and the traits are the players - emotional stability and self-esteem are like teammates

Which of the following are true concerning the experience of the LGBTQ workforce?

- the lack of inclusion often experienced by LGBTQ employees can impact their work engagement and performance - many states do not offer workplace protections on the basis of sexual orientation and gender identity - work environments that are unwelcoming can lead to increased turnover of LGBTQ employees

Which of the following are true of using core self-evaluations in a managerial role?

- the training power of core self-evaluations is limited because of the fixed nature of the traits - using core self-evaluations as one characteristic works better than using the four traits - self-efficacy is more flexible to use in training than the other traits

Check all of the following statements that are true of liking and fit.

- they are not particularly beneficial for managers - they are not precise enough to have real value in management - most people evaluate a person's personality by whether or not they like them

Which of the following characteristics are true of psychopaths?

- they can be aggressive - they sometimes lack concern for others - they do not feel guilt or remorse for hurting others

Which characteristics are true of narcissists?

- they require excessive admiration - they have a grandiose sense of self-importance - they are exploitative and manipulative

Which of the following describe how effective managers should address personality?

- they should pay attention to emerging scientific data on how personality affects important work processes and outcomes - they should be scientific - they should be precise

Select barriers to implementing successful diversity programs.

- unsupportive or hostile work environment - negative diversity climate - poor career planning

Which questions should one ask when attempting to build emotional intelligence?

- what are the differences between how you see yourself and how others see you? - what matters to you? - what changes will you make to achieve your goals?

Examples of external influences of diversity are:

- where you live - your religious affiliation - your work experiences

Research tells us that job satisfaction and performance:

-Are moderately related -Indirectly influence each other -Better to consider the relationship at the business unit level versus at the individual level

How can we reduce cognitive dissonance?

-Changing an attitude or behavior or both -Belittling the importance of the inconsistent behavior -Finding consonant elements that outweigh dissonant ones

Organizational Commitment leads to:

-Greater employee retention -Greater motivation in pursuit of organizational goals

Increasing Employee Commitment

-Hire those whose personal values most align with those of the organization. -Guard against managerial breaches of psychological contracts. -Build the level of trust.

Increases in Employee Engagement has been linked to

-Increased Customer Loyalty and Satisfaction -Increased Employee Performance -Increased Employee Well-being -Greater Financial Performance

Perceived Organizational Support is associate with:

-Increased organizational commitment -Job satisfaction -Organizational citizenship behavior -Task performance -Lower turnover

Implications of Schwartz's Value Theory, Workplace Application:

-Managers can better manage their employees when they understand an employees' values and motivation -Pursuit of incongruent goals may lead to conflicting employee actions and behaviors

What are the Five Predominant models of job satisfaction?

-Need Fullfillment -Met expectations -Value attainment -Equity -Dispositional/ Genetic components

Some workplace attitudes are more potent than others. The following four are especially powerful:

-Organizational Commitment -Employee Engagement -Perceived Organizational Support -Job Satisfaction

Organizational citizenship behavior (OCB) represents discretionary individual behaviors that are:

-Typically not directly or explicitly recognized by the formal reward system -And can, in the aggregate, promote effective functioning of the organization

The four components of employee engagement

-Urgency -Focus -Intensity -Enthusiasm

Employee engagement includes the feeling of:

-Urgency -Being Focused -Intensity -Enthusiasm

Why we need to discuss ethics

1) Employees are confronted with ethical challenges at all levels of organizations and throughout their careers 2) Unethical behavior damages relationships, erodes trust, and thus makes it difficult to influence others and conduct business 3) Unethical behavior reduces cooperation, loyalty, and contribution, which hurts the performance of individuals, teams, and organizations

Possible reasons for unethical behavior at work

1) Personal motivation to perform (be #1) 2) Pressure from a supervisor to reach unrealistic performance goals along with threats for underperforming 3) rewards systems that honor unethical behavior 4) Employees' perception of little or no consequences for crossing an ethical line

3 step problem solving approach

1) define the problem 2) identify potential causes using OB concepts and theories 3) make recommendations and if appropriate, take action

Three elements to help come up with the best solution

1) selection criteria 2) consequences 3) choice process

What are the Three components of attitude>

1. Affective 2. Cognitive 3. Behavioral

Personal attitudes are comprised of these three componnts:

1. Affective — Feelings 2. Cognitive — Beliefs 3. Behavioral — Intentions

What are the three determinants of intention

1. Attitude toward the behavior 2. Subjective norm 3. Perceived behavioral control

Five Bases of Power

1. Legitimate Power 2. Reward Power 3. Coercive Power 4. Expert Power 5. Referent Power

What are the 5 models of Job Satisfaction?

1. Need Fullfillment 2. Met expectations 3. Value attainment 4. Equity 5. Disposition/ genetic components

What are the four key workplace attitudes?

1. Organizational commitment 2. Employee Engagement 3. Perceived organizational support 4. Job Satisfaction

In OB, we are concerned with three levels at work.

1.Individual. 2.Group/Team. 3.Organization. Understanding and considering levels increases a manager's problem-solving effectiveness and performance.

•The Importance of Ethics

:Employees are confronted with ethical challenges throughout their careers. •Unethical behavior can damage relationships, making it difficult to conduct business. •Unethical behavior reduces cooperation, loyalty, and performance. •The legal system cannot always be relied upon to assure work conduct that is ethical.

Using Equity and Justice Theories to Motivate Employees 5

A climate for justice makes a difference. Team performance was found to be higher in companies that possessed a climate for justice A climate for justice incorporates relationships between employees and customers. Employees are more likely to provide poor customer service when managers allow customers to treat employees rudely or disrespectfully

Contrast Effects

A contrast effect occurs when the evaluation or observation of one subordinate's performance is affected unjustly by an earlier evaluation or observation of another employee's performance. When compared to weak employees, an average employee will appear outstanding; when evaluated against outstanding employees, an average employee will be perceived as a low performer. As with other errors, the solution is to have specific performance criteria established prior to the evaluation period.

compromising style

A give-and-take approach with a moderate concern for both self and others. (350)

negotiation

A give-and-take decision making process involving two or more parties with different preferences. (356)

decision tree

A graphical representation of the process underlying decisions.

delphi technique

A group process that anonymously generates ideas or judgements from physically dispersed experts. (392)

dialectic method

A method managers use to foster a structured debate of opposing viewpoints prior to making a decision. (349)

brainstorming

A method used to help groups generate multiple ideas and alternatives for solving problems. (392)

What Contributes to Employee Engagement?

A mix of Organizational Level Factors, Person Factors, and Environmental Characteristics

groupthink

A mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members; strivings for unanimity override their motivation to realistically appraise alternative courses of action.

Conscious capitalism (CC)

A philosophy of management that proposes that organizations exist for purposes beyond making a profit (222).

evidence-based decision making (EBDM)

A process of conscientiously using the best available data and evidence when making managerial decisions. (380)

cohesiveness

A sense of "we-ness" that overrides individual differences and motives. (390)

Temperance

A shared belief in showing restraint and control when faced with temptation and provocation. It promotes self-control, humility, and prudence (239).

Compassion

A shared value that drives people to help others who are suffering (239).

Similarity Error

A similarity error (also known as the "like me" bias) occurs when raters evaluate more positively those whom they perceive to be similar to themselves. The implicit assumption underlying this error is that they themselves are (or have been) "model" employees and thus subordinate similarity will most likely reflect good performance.

positional power

A source of influence is associated with a particular job or position within an organization. (407)

Mindlessness

A state of reduced attention. It is expressed in behavior that is rigid or thoughtless (229).

Diversity climate

A subcomponent of an organization's overall atmosphere as defined by employees' aggregate perceptions about the firms diversity related format structure characteristics and informal values

The glass ceiling refers to

A very real, yet unseen barrier to high-level advancement for women

The contingency approach to OB calls for all of the following EXCEPT: A.relying on one best way to manage situations. B.using OB concepts and tools as situationally appropriate. C.using a pragmatic approach. D.not relying on simple common sense. E.being systematic and scientific.

A.relying on one best way to manage situations.

Alternative Ranking Method

Alternative ranking normally takes place in several steps. The first step is to put the best subordinate at the head of the list and the worst subordinate at the bottom, usually on the basis of overall performance. The superior then selects the best and worst from the remaining subordinates. The middle position on the list is the last to be filled. Alternative ranking approaches can be used quite efficiently not only by a single supervisor, but by the subordinates themselves.

Job Satisfaction is...

An effective or emotional response towards various facets of ones job

Inputs—"What do I perceive that I'm putting into my job?"

An employee's inputs, for which he or she expects a just return, include education/training, skills, creativity, seniority, age, personality traits, effort expended, experience, and personal appearance.

coalition

An informal group bound together by the active pursuit of a single issue. (423)

Which shape on a graph best represents the relationship between increasing emotional stability and outcomes?

An inverted-U

Error of Leniency

Another common—and often intentional—error is called leniency. Leniency occurs when, to avoid conflict, a manager rates subordinates higher than they should be rated. This is especially likely to happen when there are no organizational sanctions against high ratings, when rewards are not part of a fixed and limited pot, and when organizational calibration of ratings does not occur.

Performance appraisals can be used to determine which of the following types of compensation? Pay levels Contingent rewards All of these Pay increments

Answer: All of these One purpose of Performance Appraisals (PA) is to motivate employees. PA can be used as a basis upon which to distribute compensation. A valid appraisal is necessary for an organization to provide contingent rewards (rewards based on performance). Furthermore, PA information can be used in the determination of pay levels as well as pay increments.

Which of the following influence the performance appraisal process? All of these Training and development None of these Compensation Selection and placement Job analysis

Answer: All of these Performance appraisal is directly influenced by several HR activities: job analysis, selection and placement, compensation, and training and development.

There are many ways to gather data on an individual. In choosing the performance appraisal method, when should the relevance of each source be considered? Any of the methods work the same After During Before

Answer: Before Sources for performance appraisals can include supervisors, peers, subordinates, self-appraisal, customers, and computer monitoring. While many of these can be used to gather data on an individual, the relevance of each source should be considered prior to choosing the performance appraisal method.

Which of the following appraisal methods is the most objective? Appraisal by customers Self-appraisal Computer monitoring Peer appraisal

Answer: Computer monitoring With advances in technology, many organizations are now gathering performance data through computers. Although this method is fast and objective, it has raised a number of ethical issues such as an employee's right to privacy. Nevertheless, many organizations have found such data to be a critical part of performance appraisals.

True or False: Performance evaluation serves evaluation and development purposes, but it can also have a direct impact on strategic goals as well.

Answer: True When performance evaluation is used to serve evaluation and development purposes, it can have a direct impact on the strategic goals of the organization.

Which of the following forms of performance evaluation is the most widely used? Conventional rating Straight rating Forced distribution method Narrative essay

Answer: Conventional rating The conventional rating is the most widely used form of performance evaluation. Conventional forms vary in the number of dimensions of performance they measure. Many use personality traits and characteristics such as aggressiveness, independence, maturity, etc. Many use output indicators such as quantity and quality of performance as well. They vary in the number of traits and output indicators they incorporate and also vary in the range of choices for each dimension. Conventional forms are used extensively because they are relatively easy to develop, and permit quantitative results that allow comparisons across employees and departments. However, they can be subject to several errors including leniency, strictness, and central tendency. Several traits or factors can also be grouped together, and they would be subject to various interpretations with different raters.

What is a way to minimize the errors caused by primary or recency effects? Trying to remember what has happened throughout the rating period Documenting ongoing critical events Weighing more heavily the events that have occurred recently Weighing more heavily the events that occurred at the beginning of the rating period.

Answer: Documenting ongoing critical events Incumbents and managers can minimize the two errors (primary and recency errors) by documenting ongoing critical events. While time-consuming to complete, these files ensure that information for the entire appraisal period is incorporated into judgments.

What does EAP stand for? Employee action program Employee assessment policies Employee assessment program Employee assistance program

Answer: Employee assistance program EAP stands for employee assistance programs. These are designed specifically to assist employees with personal problems that hinder their job performance and attendance. One way for an organization to support employees is to provide employee assistance programs.

How do performance appraisals help in performance measurement? Performance appraisals: Provide a framework for future employee development Help establish the validity of employment decisions Outline what performance is expected Establish the relative value of an individual's contribution to the company

Answer: Establish the relative value of an individual's contribution to the company Performance appraisals establishes the relative value of an individual's contribution to the company and help evaluate individual accomplishments.

Before beginning performance management, all of the following must occur except... Establishment of competencies Understanding the organization's strategy Evaluation of the results Establishment of performance standards

Answer: Evaluation of the results Performance management begins with understanding the organization's strategy. The strategy dictates the important tasks that should be the focus of each unit (or department) and subsequently dictate the requirements for each employee's job. Once job requirements are known, competencies are established; expected performance standards are set; and the approach to evaluate the results and behaviors (performance management) are chosen.

Performance appraisals involve all of the following except: Setting work standards Exactly predicting the employee's future performance Making sure the organization's goals are aligned with required jobs and KSAs Providing feedback organization's goals are aligned with required jobs

Answer: Exactly predicting the employee's future performance Performance appraisals involve the following: 1) Making sure that the organization's goals are aligned with required jobs and KSAs 2) Setting work standards to clarify performance expectations 3) Creating measures and metrics that document the level and scope of these standards 4) Assessing the employee's actual performance relative to these standards 5) Providing feedback to the employee with the aim of motivating that person to eliminate performance deficiencies or to continue to perform above standard Performance appraisals may set goals to help the employee's future performance, but the goal is not to predict exactly how the employee will perform.

True or False: Well thought-out plans for performance appraisal will guarantee their consistent application of them in the organization.

Answer: False Despite the most well thought-out plans for performance appraisal, HR professionals are often frustrated by the failure of line managers to consistently apply and use them.

True or False: The more objective the performance appraisal (PA) approach, the more vulnerable it is to legal challenges.

Answer: False In general, the more subjective the PA approach, the more it is vulnerable to legal challenges. As there are no solid facts to back up the appraisal.

True or False: Performance appraisals are often not problematic because supervisors and incumbents often view the process similarly.

Answer: False One reason that performance appraisals are problematic is that supervisors and incumbents often view the process from different perspectives.

True or False: Standards for performance appraisals are set after all the employee appraisals are done.

Answer: False Performance appraisals attempt to determine how well an employee does a job in relation to a set of predetermined standards. The standards are set before the appraisals are completed, and then the employees are measured against them.

True or False: If performance appraisals and job analysis are used together, the organization can hire anyone, and that person would be able to turn out a satisfactory performance.

Answer: False Used in conjunction with job analysis, performance appraisal is necessary for implementing effective pre-employment training programs. The assessment of performance can also help the employee make a decision about changes in his/her career. Providing the appropriate training can significantly improve employee performance, but if the employee finds out that, in spite of training and aptitudes, he/she is unable to deliver a satisfactory performance, a change in career may be sought. This can be done internally (through a transfer) or externally (change to another organization).

Which of the following is a developmental purpose of obtaining performance appraisal information? Promotions Layoffs Feedback Salary increases

Answer: Feedback Information from performance appraisals can be used for developmental purposes: 1) identifying training needs 2) motivating employees to improve 3) providing feedback 4) counseling employees 5) spotting performance deficiencies 6) identifying and acknowledging strengths

Which statement about managers assessing their own emotional intelligence is true?

Both personal and social competence are important for managers

Which method allows two or more incumbents' performances to be ranked together? Paired comparisons Forced distribution Alternative ranking Straight ranking

Answer: Forced distribution The forced distribution method was designed to overcome a frequent complaint against other ranking methods in which employees are given a unique rank, and not allowing for two (or more) incumbents' performances to be very close to each other. The forced distribution method overcomes this problem and incorporates several factors, or dimensions, into the ranking process. A common forced distribution scale may be divided into five categories, with a fixed percentage of all subordinates in the group falling within each of these categories. Typically, the distribution follows a normal "bell-shaped" pattern.

Which of the following statements is true? Halo effect occurs when a supervisor allows one positive characteristic of an employee to overshadow all others Horn effect occurs when all areas are poor, but the overall appraisal is high Halo effect occurs when a poor rating in one area affects all other areas resulting in a poor overall appraisal Horn effect occurs when a supervisor does not allow one characteristic of an employee to overshadow all others

Answer: Halo effect occurs when a supervisor allows one positive characteristic of an employee to overshadow all others The most common error committed by raters occurs when superiors are rating an employee on several dimensions of performance, but allow one measure to influence all other dimensions. This is known as the halo effect. The opposite of the halo error is referred to as a horn error. A horn error occurs when a poor rating in one area unjustly affects ratings in other job performance areas, resulting in a poor overall appraisal.

How can organizations help improve performance evaluations and help it so that employees don't block ways to improve their performance if they are assessed negatively? Wait until the employee states that they want to work on their performance Have two appraisal interviews, one for evaluation and one for development Get working on the development of the lacking performance right away Have one good interview that focuses on their evaluation as well as development

Answer: Have two appraisal interviews, one for evaluation and one for development For problem-solving to be effective, subordinates have to be open and superiors have to play the role of helper, not judge or prosecutor. Thus, if organizations want to serve both the evaluation and development purposes effectively, there should be two appraisal interviews. One interview can focus on evaluation and the other, at a different time of the year, can focus on development.

How do performance appraisals help the company be legally compliant? Outlines the expected performance Provides a format for dialogue between superior and subordinate Helps establish the validity of employment decisions. Audits management talent to evaluate the current supply of human resources

Answer: Helps establish the validity of employment decisions. Legal Compliance-- Performance appraisal helps establish the validity of employment decisions made on the basis of performance-based information (also helps to defend management actions such as demotions, transfers, or terminations).

Which of the following is how performance appraisals influence training and development? Determines pay levels and pay increments Helps understand the reason behind undesirable performance It helps ensure only candidates that will perform well are included in the pool of applicants Sets the foundation for job analysis

Answer: Helps understand the reason behind undesirable performance To provide appropriate training, it is necessary to be aware of the employee's current level of performance and any unsatisfactory aspects of performance. It is also necessary to know if the undesirable performance is caused by a lack of ability or motivation or by the situation. To gain this knowledge, HR professionals must use performance appraisals.

Which of the following EAPs could be categorized as "beneficial to the employee"? Resolving management problems Improving quality of life Improving productivity Limiting liability

Answer: Improving quality of life The advantages of EAPs can be categorized as either "beneficial to the employee" (such as reducing health risks, promoting wellness, and improving quality of life) or "beneficial to the organization" (such as improving productivity and profits, resolving management problems, and limiting employer liability). Some advantages apply to both parties (such as improving employee morale and helping troubled employees).

How does performance appraisal (PA) help in the selection process? It helps determine the applicants' goals It establishes the validity of rewards It motivates the applicants It helps ensure the company job description is accurate

Answer: It helps ensure the company job description is accurate Many companies take the opportunity during performance appraisals to review and revise job descriptions. The employee and managers' discussion during a performance appraisal may result in an update to job tasks and functions on the formal job description. Those updates may create a need to change the selection steps or testing.

What is the foundation of the performance appraisal (PA)? Training and development Compensation Selection and placement Job analysis

Answer: Job analysis The foundation of the performance appraisal (PA) is job analysis. If a formal job analysis has not been conducted to establish the validity of the PA form, then the company may be accused of discrimination.

Which of the following methods of performance appraisals use qualitative instead of quantitative data? Paired comparisons Narrative essay Forced distribution method Alternative ranking

Answer: Narrative essay One of the simplest forms for evaluating employees is the narrative essay. The rater can describe the employee's strengths and weaknesses and suggest methods for improving performance. However, if the essay is unstructured, comparisons within a department or across departments, can be difficult. The essay only provides qualitative data and not quantitative data. Including behavior criteria on the form, such as critical incidents, a behavioral checklist, and forced-choice forms can significantly enrich the appraisal.

An advantage to this type of performance evaluation method is that each incumbent gets compared to every other incumbent, one by one. Which type of performance evaluation method is it? Forced distribution Straight ranking Alternative ranking Paired comparison

Answer: Paired comparison The paired comparison method involves comparing each employee to every other incumbent, two at a time on a single standard, to determine which is better. A rank order can be obtained by counting the number of times each individual is selected as the better of a pair. An advantage to this approach, over traditional ratings, is that it overcomes the problem of an "elevation set." That is, it forces the assessor to compare the performance of each incumbent to all other incumbents, one by one.

What is the formal structural system of measuring, evaluating, and influencing an employee's job-related attributes, behaviors, and outcomes? KSAs (knowledge, skills, and abilities) Training Performance appraisal Validity Development The ADDIE model

Answer: Performance appraisal The performance appraisal (or PA) is the formal structural system of measuring, evaluating, and influencing an employee's job-related attributes, behaviors, and outcomes.

Performance appraisals have a positive impact on all of the following except... Providing a framework for past employee development Encouraging supervisors to be aware of what their employees are doing Outlining what performance is expected Improving productivity of the organization

Answer: Providing a framework for past employee development Performance appraisal provides a framework for future employee development, so it is helpful in management development. It also helps to improve the organization's productivity, as well as performance measurement, feedback (outlining what performance is expected), HR planning, legal compliance, and communication and enhanced supervisory understanding of the job (forcing supervisors to be aware of what their employees are doing).

Which of the following types of employment would be best suited for using appraisal by customers? Administrative Construction Restaurants Factory workers

Answer: Restaurants Appraisal information can come from customers or clients of the job incumbents, especially for workers who have direct contact with the customers. Car dealerships and restaurants are two such industries where this may be beneficial.

Which of the following is an evaluation decision made using performance appraisal information? Salary increases or decreases Counseling employees Providing feedback Motivating employees to improve

Answer: Salary increases or decreases One purpose of performance appraisals is to evaluate performance. That is, appraisal information is used as input for making several administrative decisions: Salary increases or decreases Demotions Layoffs Promotions/transfers Terminations

What does it mean to account for performance in a self-serving manner? Seeing the causes of poor performance as one's own lack of motivation Seeing the causes of good performance as attributed to external factors Seeing the causes of good performance as attributed to one's own ability Seeing the causes of poor performance as one's own lack of ability

Answer: Seeing the causes of good performance as attributed to one's own ability The problem of seeing performance evaluations from a different perspective for the supervisor and the incumbent is accentuated by the tendency to account for performance in a self-serving manner. To protect one's ego, an incumbent is likely to attribute the causes of poor performance to external factors and attribute successful performance to one's motivation and ability. Supervisors may respond similarly.

Which of the following effects occurs when past performance appraisal ratings, whether good or bad, are allowed to unjustly influence current/correct ratings? Similarity effect Spillover effect Contrast effect Recency effect

Answer: Spillover effect The spillover effect occurs when past performance appraisal ratings, whether good or bad, are allowed to unjustly influence correct ratings. It happens most often when new managers are being briefed on current employees by departing managers and the biased information is then passed on. One solution is to avoid examining past appraisal information. Another solution is to use past records in conjunction with current appraisals for the purpose of detecting trends and giving feedback to the incumbent.

Which of the following is the simplest method of performance appraisal method? Paired comparisons Narrative essay Straight ranking Alternative ranking

Answer: Straight ranking Perhaps the most simple method of performance appraisal is the straight ranking method. In the straight ranking method, a superior lists the subordinates in order, from best to worst, usually on the basis of overall performance. However, as the number of incumbents increases, it becomes difficult to discern differences in the performance of all incumbents - particularly those incumbents who are "average."

Which of the following is an advantage to using appraisal by subordinates? Subordinates won't evaluate their superiors solely based on personality Subordinates won't inflate the evaluation of their superiors Subordinates may evaluate their superiors solely based on their own needs Subordinates may help the superiors understand what they can do to improve

Answer: Subordinates may help the superiors understand what they can do to improve Appraisals by subordinates can help the superior understand, from the perspective of the subordinate, if the learning experience can be improved and can help superiors be more aware of their impact on their subordinates. Sometimes, however, subordinates may evaluate their superiors solely on the basis of personality or in respect of their own needs rather than those of the organization. Finally, subordinates may inflate the evaluation of their superiors, particularly if they feel threatened by them and have no anonymity.

Which of the following terms refers to the person doing the appraising when discussing performance appraisal systems? Superior Ratee Subordinate Manager

Answer: Superior It's important to note that the terms supervisor and manager are generally not used in discussing performance appraisal systems, because the appraiser and the appraisee may both be managers or supervisors. Thus, the terms superior or rater are used to refer to the person doing the appraising, and the terms subordinate or ratee are used to refer to the employee who is being appraised.

What is the implicit assumption the rater makes when they make the "similarity error" in performance evaluations? Past behavior is similar to what they will do in the future Employees who follow rules exactly are the best employees All employees are alike That the rater is a "model" employee

Answer: That the rater is a "model" employee A similarity error occurs when raters evaluate more positively those whom they perceive to be similar to themselves. The implicit assumption underlying this error is that they (the rater) is (or has been) a "model" employee, and thus those subordinates whom these raters consider similar to themselves will most likely be perceived as reflecting good performance.

True or False: Revising current appraisal methods and including more effective strategies help set a better basis upon which to make compensation and training decisions.

Answer: True On the basis of assessments of an organization's entire performance appraisal system, revisions in current appraisal methods can be made and more effective strategies for improving performance can be developed and implemented. Once completed, an organization has a much better basis upon which to make other HR decisions, particularly those associated with compensation and training and development.

When it comes to performance appraisals, supervisors and incumbents often see the process from different perspectives. Which of the following is usually a factor seen from the perspective of the supervisor? The employee's ability Lack of cooperation from other co-workers The lack of support for the employee Problems with machinery

Answer: The employee's ability One reason that performance appraisals are problematic is that supervisors and incumbents likely view the process from different perspectives. For the incumbent, the focus is outward, keying on the environmental factors (the supervisor, lack of support, lack of cooperation among co-workers, problems with machinery, etc.) that impinge on his or her performance. The supervisor's focus, on the other hand, is on the incumbent and the displayed motivation and ability.

Why are conventional rating forms used extensively? The descriptive words used have the same meanings to different raters The forms are very objective and the rater has little control over the form They allow comparisons across employees and departments Conventional forms are not subject to errors

Answer: They allow comparisons across employees and departments Conventional forms are used extensively because they are relatively easy to develop and permit quantitative results that allow comparisons across employees and departments. But because the rater has complete control in the use of the forms, conventional forms are subject to several errors. Often separate traits or factors are grouped together and the rater is given only one box to check. Frequently-used descriptive words can be subject to different meanings to different raters.

Why can appraisals by supervisors be effective? They can alienate the employee if the employee does not perform well Even without training they will give good feedback They are most familiar with the job of the subordinate They have reward and punishment power

Answer: They are most familiar with the job of the subordinate It is assumed that the supervisor is the one who is most familiar with the job of the subordinate and with his/her performance. While appraisals by supervisors can be effective, there can also be drawbacks, such as the supervisor having reward and punishment power that may cause the subordinate to feel threatened. The supervisor may also not be able to give good feedback without proper training. Another drawback is that if the supervisor must dole out punishment, they may alienate the subordinate.

What is a disadvantage of self-appraisals? Subordinates become less involved with the goals of the organization They are subject to biases and distortions when used for evaluative purposes Creates a hostile dialogue between the subordinate and the superior Not very effective when focusing on goal commitment

Answer: They are subject to biases and distortions when used for evaluative purposes Self-appraisals are subject to systemic biases and distortions when used for evaluative purposes. On the other hand, self-appraisals are often effective tools for programs focusing on self-development, personal growth, and goal commitment. They also may help the subordinate become more involved and committed to the goals of the organization and can help clarify employee roles and reduce conflict. Another advantage is that self-appraisals can open dialogues regarding performance.

Which of the following is an advantage to using an employee's supervisor as the rater for the performance appraisal? When they give punishments, the subordinate doesn't get frustrated because it is from someone close to them. They are guaranteed to have the skills to give good feedback The reward and punishment power they have makes the employee feel at ease They are the most familiar with the subordinate's work

Answer: They are the most familiar with the subordinate's work An advantage to using the supervisor is that they are the most familiar with the job of the subordinate and with his/her performance. Some drawbacks are that because they have reward and punishment power, the subordinate may feel threatened; also without training the supervisor may not have the skills to give good feedback; and by giving punishments the supervisor may alienate the subordinate.

Which of the following is not a purpose of performance appraisals? To further develop individuals To inform incumbents where they stand based on an evaluation To guide individuals to perform better To inform incumbents where they stand based on subjective thinking

Answer: To inform incumbents where they stand based on subjective thinking An effective performance appraisal system depends upon several components of appraisal, but it generally serves two purposes: 1) performance appraisals use evaluation to inform incumbents where they stand 2) performance appraisals are used to further develop and guide individuals to perform better

An effective performance appraisal system generally serves which purposes? (Select all that apply) To future develop and guide individuals to perform better To cause line managers to apply and use the plans from HR To inform incumbents where they stand To recruit well-trained individuals

Answer: To inform incumbents where they stand; To future develop and guide individuals to perform better An effective performance appraisal system depends on several components of appraisal, but it generally serves two purposes: 1) to inform incumbents where they stand, and 2) to further develop and guide individuals to perform better.

All of the following are reasons why completing assessments of the performance appraisal system are important except... To make changes to fit modern models, even if they are not needed To make sure all legal considerations are observed To increase its effectiveness To see how well the development process is being met

Answer: To make changes to fit modern models, even if they are not needed The assessment of an organization's entire performance appraisal system can increase its effectiveness. Such assessments are necessary to help determine how well the evaluation and development processes are being met and whether all legal considerations are being observed. Changes should be made only when what is being used is either not working or is not legally compliant.

True or False: Ranking approaches used as the performance appraisal method may be used efficiently by the subordinates as well as supervisors for ranking themselves.

Answer: True Alternative ranking approaches can be used quite efficiently not only by a single supervisor, but by the subordinates themselves.

True or False: The first step in alternative ranking is when a superior lists the subordinates in order, from best to worst, usually on the basis of overall performance.

Answer: True Alternative ranking normally takes place in several steps. The first step is to put the best subordinate at the top of the list and the worst subordinate at the bottom, usually on the basis of overall performance. The superior then selects the next best and worst from the remaining subordinates, and so on. The middle position on the list is the last to be filled.

Which of the following will not help ensure effective performance evaluations? Making sure objective judgments are used Letting subordinates review their appraisals Using subjective criteria Conducting evaluations on all employees

Answer: Using subjective criteria To ensure effective performance evaluations, the organization and the HR department must conduct evaluations on all employees, and make sure that only objective judgments are used. When possible, subordinates should have the opportunity to review their appraisals and records. Subjective criteria can have biases and can lead to legal problems.

Which of the following comes after the performance appraisal? Using the information from the evaluation for future planning Setting expected performance standards Establishing competencies Knowing the job requirements that go along with the organization's strategy

Answer: Using the information from the evaluation for future planning Performance management begins with understanding the organization's strategy. The strategy dictates the important tasks that should be the focus of each unit and subsequently dictate the requirements for each employee's job. Once job requirements are known, competencies are established, expected performance standards are set, and the approach to evaluate the results and behaviors (performance appraisal) are then chosen, then the performance of employees or teams is reported back to top management, which uses that information for future strategic and operational planning.

Which of the following is the definition of what a central tendency bias error is when evaluating the performance of employees? When managers rate employees based on what has happened recently When managers rate the majority of incumbents in the middle of the pack When managers give unfavorable ratings regardless of the performance, to impress others with their strictness When managers rate subordinates higher than they should be rated, in order to avoid conflict

Answer: When managers rate the majority of incumbents in the middle of the pack Rather than using extremes in ratings, there is a tendency on the part of many raters to "play it safe" and evaluate employees as average, even when performance varies. This bias is referred to as the error of central tendency. Raters with a large span of control and little opportunity to observe behavior are likely to rate the majority of incumbents in the middle of the scale rather than too high or too low.

When does a contrast effect occur in performance appraisals? When raters assign higher rating to those whom they feel are similar to themselves When the appraisal is based on only recent events When past performance appraisal ratings are allowed to influence current ratings When one subordinate's performance is unjustly affected by an earlier evaluation of another employee

Answer: When one subordinate's performance is unjustly affected by an earlier evaluation of another employee A contrast effect occurs when the evaluation or observation of one subordinate's performance is affected unjustly by an earlier evaluation or observation of another employee's performance. When compared to weak employees, an average employee will appear outstanding; when compared to an outstanding employee, the average employee will appear weak. The solution is to have specific performance criteria established prior to the evaluation.

Which of the following causes more errors to occur when trying to conduct an accurate performance evaluation? When performance criteria are unclear When there are incentives for accurate evaluations When job duties are stated clearly When performance criteria are clearly stated

Answer: When performance criteria are unclear When performance criteria are not clearly specified and there are no incentives associated with conducting an accurate performance evaluation, a variety of errors may occur.

When would peer appraisals be appropriate to use? When the culture is highly participatory When there is a low level of trust among subordinates When the culture is highly competitive When the organizational reward system is based on performance

Answer: When the culture is highly participatory Peer appraisals appear to be useful predictors of performance. However, the validity of peer appraisals is reduced somewhat if the organizational reward system is based on performance and is highly competitive, or if there is a low level of trust among subordinates. On the other hand, peer-appraisal can be very useful when teamwork and participation are part of the organizational culture.

When do 360-degree evaluations take place? When the rater is a colleague When the rater is a manager When the rater is an outside contractor When the rater is from the HR department

Answer: When the rater is a colleague 360-degree evaluations take place where the rater may be a colleague or subordinate to the person being appraised. 360-degree evaluations are meant to help the employee get a complete interpretation of their performance from those people who see them daily.

When is the error of leniency most likely to happen? When there are no sanctions against high ratings When raters are trying to impress supervisors by showing how strict they are When raters have a large span of control and little opportunity to observe When the employee is perceived to be similar to the rater

Answer: When there are no sanctions against high ratings The error of leniency is often intentional and occurs most often when, to avoid conflict, a manager rates subordinates higher than they should be rated. This is most likely to occur when there are no organizational sanctions against high ratings, when rewards are not part of a fixed and limited pot, and when dimensional ratings are not required.

impression management

Any attempt to control or manipulate the images related to a person, organization, or idea. (426)

Incivility

Any form of socially harmful behavior, such as aggression, interpersonal deviance, social undermining, interactional injustice, harassment, abusive supervision, and bullying. (344)

Musical intelligence

Appreciate, compose and perform music

Generational differences in the workforce

Are larger than ever

Bottom-Up Approaches—You Design Your Own Job

As its name suggests, bottom-up job design is driven by employees rather than managers; it is also referred to as job crafting.

Maintenance stereotypes

Differentiating minority individuals from ourselves

Sandra manages the marketing department for the Greener Grass Corporation. In an effort to increase employee engagement, Sandra could try all the following EXCEPT: -Redesign jobs so that workers have variety and feedback. -Take a class to learn how to be a charismatic leader. -Try to limit the stressors in the workplace. -As staff leave, replace them with new hires who score high in pessimism on a personality test. -Provide recognition to employees who perform well.

As staff leave, replace them with new hires that score high in pessimism on a personality test.

The ___ option in Thomas' framework is based on the premise that eventually all people will learn to blend in or become like the dominant group.

Assimilate (third)

Inferences stereotypes

Assuming people in a certain category possess the same traits

Error of Strictness

At the opposite extreme of the spectrum is a situation where raters give unfavorable ratings, regardless of the performance level of employees. Also known as error of strictness, this error may occur when either inexperienced raters, raters who are attempting to impress their own superiors by their strict standards, or raters who are trying to "settle accounts" with employees, are involved in the evaluation process.

The process of becoming consciously aware of someone or something is called ___.

Attention

Which individual differences are flexible and altered more easily?

Attitudes and emotions

The premise that people infer causes for observed behavior is the basis of ___ theory.

Attribution

Which one of these is NOT true about defining a problem? A.Managers usually do not spend enough time on defining the problem. B.It is advisable to skip this stop and proceed to making recommendations. C.After defining the problem, OB concepts or theories can be used to solve the problem. D.People often make assumptions. E.Once problems are defined, OB knowledge can produce better performance for an organization.

B.It is advisable to skip this stop and proceed to making recommendations.

Which of the following is MOST IMPORTANT when using OB to solve problems? A.person factors. B.interdependence of person factors and environmental characteristics . C.environmental characteristics. D.interdependence of person factors and changes on a group or team level. E.independence of person factors and environmental characteristics.

B.interdependence of person factors and environmental characteristics .

Emotional intelligence has been shown to ___.

Be associated with increased well-being and satisfaction

Training and Development

Because employee performance is determined by ability as well as motivation, training can significantly improve employee performance. To provide appropriate training, however, it is necessary to be aware of the employee's current performance level, including any unsatisfactory aspects. It is also necessary to know if undesirable performance is caused by a lack of ability or motivation or by the situation. In order to gain this knowledge, HR professionals must use performance appraisals. In conjunction with job analysis, performance appraisal is necessary for implementing effective pre-employment training programs. Thus, assessment of performance can also help the employee make a decision about changes in his or her career. If the employee finds out that, in spite of training and aptitudes, he or she is unable to deliver a satisfactory performance, a change in career may be sought. This can be done internally (through a transfer) or externally (change to another organization).

Primary and Recency Effects

Because the typical appraisal period is six months to a year, it is too difficult to retain in memory all performance-related behaviors of the incumbents. As a cognitive shortcut, raters may fall prey to the primary effect and/or the recency effect. When special attention is paid to the first information logged or remembered, it is referred to as the primary bias or effect. In the process, raters will use initial information to categorize a ratee as either a good or poor performer. Subsequently, information that supports the initial judgments is accumulated, and contradictory information is ignored. Conversely, a rater may not pay attention to an employee's performance during the appraisal period. As a result, when the appraisal interview draws near, the rater may search for information cues about the value of performance. Unfortunately, recent behaviors or outputs are salient, so recent behaviors are then weighted more heavily than they should be. Called the recency error, this bias can have serious consequences for a ratee who performs well for six months or a year, but then makes a serious or costly mistake in the last week or two preceding the appraisal. Incumbents and managers can minimize these errors by documenting ongoing critical events. While time-consuming to complete, these files ensure that information for the entire appraisal period is incorporated into judgments.

Problem who possess an internal locus of control

Believe their success is due to their own efforts

Meaningfulness

Belonging to and serving something that you believe is bigger than the self (246).

Individual differences are determined by

Both genetics and environment

The best situation in business is for you and your manager to

Both have proactive personalities.

Mental groups of objects that are considered equivalent are called

Cognitive concepts

Which characteristic of the perceiver has to do with the amount of activity happening in the perceiver's brain?

Cognitive load

functional conflict

Commonly referred to in management circles as constructive or cooperative conflict and is characterized by consultative interactions, a focus on the issues, mutual respect and useful give and take. (333)

Distinctiveness

Compares a person's performance on one task to behavior on other tasks

Consensus

Compares an individual's behavior to that of his or her peers

consensus

Compares an individual's behavior with that of his or her peers. Reached when all members agree to support the outcome. (392)

Three Innate Needs

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. 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.

Job design

Complex jobs tend to enhance self-efficacy

legitimate power

Compliance obtained because of their formal authority to make decisions. Expressed positively (constructively) or negatively (threatening and demeaning). (405)

decision support systems (DSS)

Computer-based interactive systems that help decision makers to use data and models to solve unstructured problems. (392)

programmed conflict

Conflict that raises different opinions regardless of the personal feelings of the managers. (348)

dysfunctional conflict

Conflict that threatens an organization's interests. (333)

Which personality trait has the strongest and most positive effect on performance?

Conscientiousness

influence tactics

Conscious efforts to affect and change behaviors in others. (415)

Kelley hypothesized that people make casual attributions by observing three dimensions of behavior called ___ ___ and ___.

Consensus; distinctiveness; consistency

Order, self restriction, preservation of the past, and resistance to change (conformity, tradition, security)

Conservation

Inequity implication

Consider the implications of results from a recent study of 71,000 employees. Thirty-five percent of those who were paid above the market—positive inequity—believed they were underpaid, while only 20 percent correctly perceived that they were overpaid. Similarly, 64 percent of the people paid at the market rate—equity—believed they were underpaid.43 In both these cases, significant numbers of equitably treated people perceived a state of inequity. If management fails to correct these perceptions, it should expect lower job satisfaction, commitment, and performance.

A person who attributes behavior to external causes would give a low rank which dimension of behavior?

Consistency

satisficing

Consists of choosing a solution that meets some minimum qualifications, one that is "good enough"

Coaching

Constructive pointers and feedback especially for those victimized by learned helplessness is important

calls for using OB concepts and tools as situationally appropriate, instead of trying to rely on "one best way." There is no single best way to manage people, teams, and organizations.

Contingency approach:

Conventional Rating Method

Conventional rating (also called graphic rating scales or Likert scales) is the most widely used form of performance evaluation. Conventional forms vary in the number of performance dimensions they measure. The term performance is used advisedly here because many conventional forms use personality characteristics or traits, rather than actual behaviors, as indicators of performance. Frequently-used traits include aggressiveness, independence, maturity, and a sense of responsibility, to name a few. Many conventional forms also use output indicators such as quantity and quality of performance. Conventional forms vary in the number of traits and output indicators they incorporate. They also vary in the range of choices for each dimension and the extent to which each dimension is described. Conventional forms are used extensively because they are relatively easy to develop and permit quantitative results that allow comparisons across employees and departments. Because the rater has complete control in the use of the forms, conventional forms are subject to errors including leniency, strictness, central tendency, and halo effect. (These terms will be covered in subsequent sections.) Often separate traits or factors are grouped together and the rater is given only one box to check. Another drawback is that the descriptive words often used in such scales may have different meanings to different raters. Terms such as motivation, cooperation and social skills are all subject to various interpretations, and raters may certainly benefit from clear definitions.

A broad personality trait comprised of four narrower and positive individual traits as components is called:

Core self-evaluations

________________ (CWB) are behaviors that harm other employees, the organization as a whole, or organizational stakeholders such as customers and shareholders.

Counterproductive work behavior

Which of the following is a recommended method of understanding which individual differences are valued by employees?

Create a public profile of important managers and leaders in the organziation

Amplifying effect

Creation of positive outcomes because of their association with positive emotions and social capital (220).

What did medical device maker Arthrex and Shaw Industries Inc. incorporate to raise productivity, satisfaction, and motivation among Hispanic employees?

Customized training programs to improve communication skills

Logical intellignece

Deductive reasoning, problem analysis

Characteristics that take awhile to emerge during interactions, such as attitudes, opinions and values, are called ___-___ characteristics.

Deep-level

The statistical measurements of populations and their qualities, such as age, gender, race, and income over time are:

Demographics

A firm that lacks diversity among its workforce but insists that the company does not take into account factors such as age, gender, or ethnicity in making hiring decisions is using which generic action option in response to diversity issues?

Deny

The ___ option in Thomas's framework means people refute that differences exist.

Deny

Conscientiousness

Dependable, responsible, achievement oriented, persistent

The most effective method for raising one's self-esteem is to think of

Desirable characteristics possessed

For Managers

Determine the outcomes employees value. Identify good performance so appropriate behaviors can be rewarded. Make sure employees can achieve targeted performance levels. Link desired outcomes to targeted levels of performance. Make sure changes in outcomes are large enough to motivate high effort. Monitor the reward system for inequities.

Hire employees with an appropriate disposition

Dispositional/ genetic components

Comparing performance on one task with performance on other tasks is characteristic of which dimension of attribution theory?

Distinctiveness

Toleration differs from isolation as an approach to diversity issues in that

Diverse people are included, but their differences are not valued or appreciated

Adopting policies and procedures that meet the needs of all employees encourages more ___ in organizations.

Diversity

Gardenswartz and Rowe identified layers of ___ to help distinguish the important ways in which people differ.

Diversity

Managing ___ helps maintain and grow an organization in an increasingly competitive marketplace.

Diversity

___ is the many individual differences and similarities among people.

Diversity

___ management focuses on changing an organization's culture and infrastructure such that people work to the highest productivity possible.

Diversity

Which of the following has been shown to kick-start mutual adaptation?

Diversity training

The organizing framework for understanding and applying OB is based upon: A.a systems approach. B.using person and environmental factors as inputs. C.processes including individual level, group or team level, and organizational level. D.outcomes organized into individual level, group or team level, and organizational level. E.All of these are correct.

E.All of these are correct.

empowerment

Efforts to enhance employee performance, well-being, and positive attitudes. (411)

Rules that dictate which types of emotions are expected and appropriate at a given time are:

Emotion display norms

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 is:

Emotional intelligence

Individuals with high levels of ___ tend to be relaxed, secure, unworried and less likely to experience negative emotions under pressure.

Emotional stability

Using Equity and Justice Theories to Motivate Employees 1

Employee perceptions count. No matter how fair management thinks the organization's policies, procedures, and reward system are, each employee's perception of the equity of those factors is what counts. For example, females were found to be more sensitive to injustice when it came to procedural and distributive issues regarding rewards. Further, justice perceptions can change over time.This implies that it is important for managers to regularly assess employees' justice beliefs. Companies tend to do this by using annual employee work attitude surveys

Using Equity and Justice Theories to Motivate Employees 3

Employees should have an appeals process. Employees should be given the opportunity to appeal decisions that affect their welfare. This opportunity fosters perceptions of distributive and procedural justice.

Using Equity and Justice Theories to Motivate Employees 2

Employees want a voice in decisions that affect them. Employees' perceptions of justice are enhanced when they have a voice in the decision-making process.

David, an accountant with Brighter Future Corporation, is experiencing job dissatisfaction due to comparing how hard he works and how much he gets paid versus his perception of a coworker's effort and reward. David's dissatisfaction can be explained by ______ model. -Disposition/genetic components -Equity -Need fulfillment -Value attainment -Met expectations

Equity

are situations with two choices, neither of which resolves the situation in an ethically acceptable and no clear ethical resolution arises. •Not always a pure choice between right and wrong. •Places people in an uncomfortable position.

Ethical dilemmas

guides behavior by identifying right, wrong, and the many shades of gray in-between.

Ethics

To be an effective manager, a person shoukd

Evaluate personality in a precise and scientific manner.

Rejected

Evaluate the opinion and the person giving it and ask for clarification

Which type of memory includes information on sequences of things that have happened in familiar situations?

Event memory

Which statement about the prevalence of introversion is true?

Everyone has some level of introversion

dominating style

Exhibiting a high concern for self and low concern for others. (350)

rational model of decision making

Explains how managers SHOULD make decisions. (368)

___ dimensions of diversity represent differences that we have a greater ability to influence or control.

External

Those who believe their performance is a product of circumstances beyond their immediate control posses a(n):

External locus of control

Those who believe they performance is a product of circumstances beyond they immediate control possess a(n):

External locus of control

Unethical behavior is always illegal behavior (T/F)

F

True or false: To motivate younger employees, experts recommend that employers restrict access to social media on company devices.

False

True or false: You must be born with self-efficacy.

False

What invention defined traditionalists?

Fax machine

When attempting to build emotional intelligence, to what should you compare your self assessment results?

Feedback from others on how they see you in terms of the same competencies

People with an external locus of control

Feel that their success is explained by environmental factors

"soft" tactics

Friendly tactics - rational persuasion , inspirational appeals, consultation, ingratiate in, and personal apples. (416)

Culture and race consistency affect our social perceptions by making it easier to recognize and understand the emotions and behaviors of others who are

From our own race or culture

One's tendency to blame another person's behavior on that person's personal characteristics as opposed to situational influences is known as ___ ___ bias.

Fundamental attribution

Assigning someone's behavior to his or her personal characteristics instead of the circumstances is called:

Fundamental attribution bias

Which type of bias contributes the most to managers inaccurately evaluating a job applicant's suitability for a job?

Fundamental attribution bias

Intelligence training that does not replicate what users actually do in their daily life lacks which essential characteristics?

Generalizability

The workforce includes greater ___ diversity than ever before due to the population getting older but continuing to hold jobs.

Generational

Angry

Get some distance from the situation to avoid losing control, consider the reason, and communicate with the person

Flextime

Giving employees flexible work hours that allow peole to come and go at different times, as long as they work the normal number of hours. Either when work is expecte to be completed (e.g. deadlines) or during which particualr hours of the day (e.g., 9-5, or anytime today; AKA flexible scheduling). (344)

What Are the Mechanisms Behind the Power of Goal Setting? 1

Goals direct attention. Goals direct our attention and effort toward goal-relevant activities and away from goal-irrelevant activities. If, for example, you have a term project due in a few days, your thoughts and actions tend to revolve around completing that project. In reality, however, we often work on multiple goals at once. Prioritize your goals so you can effectively allocate your efforts over time

What Are the Mechanisms Behind the Power of Goal Setting? 4

Goals foster the development and application of task strategies and action plans. Goals prompt us to figure out how we can accomplish them. This begins a cognitive process in which we develop a plan outlining the steps, tasks, or activities we must undertake. For example, teams of employees at Tornier, a medical device manufacturer in Amsterdam, meet every 45, 60, or 90 days to create action plans for completing their goals. Implementation of the plans can take between six and 18 months depending on the complexity of the goal. Setting and using action plans also reduces procrastination. If this is sometimes a problem for you, break your goals into smaller and more specific subgoals.That will get you going.

What Are the Mechanisms Behind the Power of Goal Setting? 3

Goals increase persistence. Within the context of goal setting, persistence represents the effort expended on a task over an extended period of time. It takes effort to run 100 meters; it takes persistence to run a 26-mile marathon.

What Are the Mechanisms Behind the Power of Goal Setting? 2

Goals regulate effort. Goals have an energizing function in that they motivate us to act. As you might expect, harder goals foster greater effort than easy ones. Deadlines also factor into the motivational equation. We expend greater effort on projects and tasks when time is running out. For example, an instructor's deadline for turning in your term project would prompt you to complete it instead of going out with friends, watching television, or studying for another course.

Edwin Locke and Gary Latham's Theory of Goal Setting

Goals that are specific and difficult lead to higher performance than general goals like "Do your best" or "Improve performance." This is why it is essential to set specific, challenging goals.

What invention defined millennials?

Google and facebook

Job Characteristics Model

Hackman & Oldham proposed that intrinsic motivation was determined by three psychological states. In turn, these psychological states were fostered by the presence of five core job characteristics

Attentional hyperactivity

Happens when our minds are racing or wandering, resulting in compulsive daydreaming or fantasizing (232).

People with disabilities

Have a higher unemployment rate than those without disabilities

Research suggests that CEOs with high CSEs

Have a positive impact on organizational drive

Interpersonal Skills

Helps to foster respectful interactions (active listening, positive attitudes, effective communication)

Personal attributes

Helps you build goodwill and trust and demonstrate integrity (attitude, personality, teamwork, leadership)

Positive psychological capital (PsyCap)

High levels of hope, efficacy ,resilience, and optimism (HERO)

Leadership

High self-efficacy managers should be given an opportunity to prove themselves under pressure

OCB's are linked to many benefits: For the organization

Higher productivity/efficiency Lower costs Improved customer satisfaction Higher unit-level satisfaction Lower turnover

Turnover is harmful when high-performing employees voluntarily leave the organization. To reduce voluntary turnover:

Hire people who "fit" with the organization's culture. Spend time fostering employee engagement. Provide effective onboarding. Recognize and reward high-performing employees.

In responses to changes in its core customer demographics, Target launched a campaign to reach out to ___ customers.

Hispanic

decision-making style

How an individual perceives and comprehends stimuli and the general manner in which he or she chooses to respond to such information. (384)

Using Herzberg's Theory to Motivate Employees

Hygiene first. There are practical reasons to eliminate dissatisfaction before trying to use motivators to increase motivation and performance. You will have a harder time motivating someone who is experiencing pay dissatisfaction or otherwise struggling with Herzberg's hygiene factors. Motivation next. Once you remove dissatisfaction, you can hardly go wrong by building motivators into someone's job.

Why do critics suggest that IQ tests are not a reliable predictor of performance?

IQ tests measure things taught in school rather than innate intelligence or ability

Performance appraisal information is also used as an input for developmental purposes:

Identifying training needs Motivating employees to improve Providing feedback Counseling employees Spotting performance deficiencies Identifying and acknowledging strengths

Idiosyncratic Deals (I-Deals)—You Negotiate the Design of Your Job

Idiosyncratic deals (i-deals) represent "employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development." II-deals tend to affect task and work responsibilities, schedule flexibility, location flexibility, and compensation.94 The goal of such deals is to increase employee intrinsic motivation and productivity by allowing employees the flexibility to negotiate employment relationships that meet their own specific needs and values. This relatively new approach to job design has begun to generate much research. Results confirm that i-deals are associated with higher perceived organizational support, job satisfaction, and perceived voice. Employees also are less likely to quit when they negotiate i-deals.96 Future study is needed to determine the generalizability of these encouraging results.

Which generic action option is an outgrowth of affirmative action programs and attempts to either increase or decrease the number of diverse people throughout an organization?

Include/exclude

When both the employee and manager have proactive personalities this results in:

Increased job performance, satisfaction and affective commitment

________ are the many attributes, such as traits and behaviors, that describe each of us as a person.

Individual Differences (IDs)

The term ___ is used to collectively describe people's traits and behaviors that are influenced by genetics and environments.

Individual differences

expert power

Influencing others with valued knowledge or information. (405)

tacit knowledge

Information gained through experience that is difficult to express and formalize. (374)

explicit knowledge

Information that can easily be put into words. (374)

Managerial View of Job Satisfaction and Dissatisfaction

Insights from Herzberg's theory allow managers to consider the dimensions of both job content and job context so they can manage for greater overall job satisfaction. There is one aspect of this theory we think is wrong, however. We believe you can satisfy and motivate people by providing good hygiene factors.

Openness

Intellectual, imaginative, curious, broad-minded

organizational politics

Intentional acts of influence to enhance or protect the self-interest of individuals or groups that are not endorsed by or aligned with those of the organization. (420)

integrating style

Interested parties confront the issue and cooperatively identify the problem, generate and weigh alternatives, and select a solution. (350)

A person who ranks both consensus and distinctiveness low and consistency high is likely to attribute behavior to ___ causes.

Internal

When considering attribution theory, managers should remember that we tend to attribute behavior to ___ causes.

Internal

The two forms of locus of control are

Internal and external

People who believe they control the events and consequences that affect their lives are said to possess a(n):

Internal locus of control

Self-serving bias implies that people will credit successes to controllable ___ factors and failures to uncontrollable ___ factors.

Internal; external

personality conflict

Interpersonal opposition based on personal dislike or disagreement. (337)

Expectation stereotypes

Interpreting people's behavior according to our expectations

devil's advocacy

Involves assigning someone the role of the critic. (348)

Managing diversity and targeting specific demographics

Is a good business move

Viewing personality in terms of liking and fit

Is not an effective perspective for management.

The ___ option in Thomas' framework is based on the action of moving the diverse person off to the side.

Isolate

People with proactive personalities

Make efforts to change and improve things around them.

job crafting

Job crafting represents employees' attempts to proactively shape their work characteristics

Hygiene factors—What makes employees dissatisfied?

Job dissatisfaction was associated primarily with factors in the work context or environment

Motivating factors—What makes employees satisfied?

Job satisfaction was more frequently associated with factors in the work content of the task being performed. Herzberg labeled these motivating factors or motivators because each was associated with strong effort and good performance.

Consistency

Judges whether a person's performance on a task is consistent over time

What is the best way to celebrate your uniqueness while remembering that some people are uncomfortable with individual differences?

Just be yourself

High levels of self-efficacy

Lead to success

Using Equity and Justice Theories to Motivate Employees 4

Leader behavior matters. Employees' perceptions of justice are strongly influenced by their managers' leadership behavior and the justice-related implications of their decisions, actions, and public communications.

Linguistic intelligence

Learn and use spoken and written languages

In the United States, by 2060 whites will constitute

Less than half of the population.

Naturalistic intelligence

Live in harmony with the environment

A relatively stable personality characteristic that describes how much personal responsibility you take for your behavior and it's consequences is:

Locus of control

Attracting employees whose personal values align with those of the organization yields many benefits:

Lower employee turnover Higher employee retention Higher employee engagement Increased customer satisfaction

A person who is willing to manipulate others and use any method, even those that are unethical or unfair, to gain an advantage over others in the workplace can be considered a(n)

Machiavellian

Traditionalist

Patriotic, loyalty, disciplined, conformist, high work ethic, respect for authority

Performance appraisals involve:

Making sure that the organization's goals are aligned with required jobs and KSAs. Setting work standards to clarify performance expectations. Creating measures and metrics that document the level and scope of these standards. Assessing the employee's actual performance relative to those standards. Providing feedback to the employee with the aim of motivating that person to eliminate performance deficiencies or to continue to perform above standard.

Creativity

Managerial support of workplace creativity raises self-efficacy

Using Self-Determination Theory to Motivate Employees

Managers can apply self-determination theory by trying to create work environments that support and encourage the opportunity to experience competence, autonomy, and relatedness. Competence. Managers can provide tangible resources, time, contacts, and coaching to improve employee competence. They can make sure employees have the knowledge and information they need to perform their jobs. Autonomy. Managers can empower employees and delegate meaningful assignments and tasks to enhance feelings of autonomy. This in turn suggests they should support decisions their employees make. Relatedness. Many companies use fun and camaraderie to foster relatedness.

In Practice. Research identifies three practical implications of applying the job characteristics model.

Managers can increase employee job satisfaction. Managers can enhance employees' intrinsic motivation and performance, while reducing absenteeism and stress. Managers can find noticeable increases in the quality of performance after a job redesign program. Results from 21 experimental studies revealed that job redesign resulted in a median increase of 28 percent in the quality of performance

Historical models of job design - Top-Down

Managers changed employees' tasks with the intent of increasing motivation and productivity. In other words, job design was management led.

Selection and Placement

Many companies take the opportunity during performance appraisals to review and revise job descriptions. The job description should reflect the critical knowledge, skills, and abilities (KSAs) of the job. The employee and managers' discussion during a performance appraisal may result in an update to job tasks and functions on the formal job description. Those updates may create a need to change the selection steps or testing. Also, if performance appraisals for a particular job are finding gaps in recently hired employee success, managers may collaborate with the HR department to assess and identify root causes. If the feedback identifies a gap in job matching, the HR department may adjust the selection process.

Select all the leaders who are perceived as introverts.

Mark Zuckerberg and Bill Gates

Using Maslow's Theory to Motivate Employees

Maslow's theory does offer practical lessons. It reminds us, for instance, that employees have needs beyond earning a paycheck. This theory tells us that a "one style fits all" approach to motivation is unlikely to work. For example, studies show that different motivators are needed for employees working at small firms. A final lesson of Maslow's theory is that satisfied needs lose their motivational potential. Therefore, managers are advised to motivate employees by devising programs or practices aimed at satisfying emerging or unmet needs.

conflict processes

Members' interactions aimed at working through task and interpersonal disagreements. (339)

Which individual differences are stable over time and difficult to change?

Mental abilities and intelligence

Meet employees' expectations about what they will receive from the job.

Met expectations

What invention defined gen Xers?

Mobile phone

nonrational models of decision making

Models typically built on assumptions that decision making is uncertain, that decision makers do not possess complete information, and that managers struggle to make optimal decisions. (371)

The Elements of Vroom's Expectancy Theory: Expectancy, Instrumentality, and Valence

Motivation, according to Vroom, boils down to deciding how much effort to exert in a specific task situation. This choice is based on a two-stage sequence of expectations—moving from effort to performance and then from performance to outcome

Intelligence is more practically thought of as

Multiple intelligences

Gen Zers

Multitasking, difial natives, independent learners, online life, communicate fast and online

A person who lavishes you with praise one minute and puts you down the next, or who always blames you for bad outcomes but demands all the praise for good outcomes, is likely a(n)

Narcissist

A ___ concept of personality enables you to more precisely describe individuals.

Narrow

Sternberg applied what he called "practical intelligence" to leadership by using and aspect of intelligence referred to by Gardner as

Naturalistic intelligence

The Three Acquired Needs

Need for achievement, the desire to excel, overcome obstacles, solve problems, and rival and surpass others. Need for affiliation, the desire to maintain social relationships, be liked, and join groups. Need for power, the desire to influence, coach, teach, or encourage others to achieve.

The idea that older workers are less motivated is a

Negative stereotype

Catherine is walking through the employee parking lot on her way to her office. She notices someone left an empty fast-food bag in the parking lot. Catherine goes out of her way to pick it up and dispose of it. What behavior is Catherine exhibiting? psychological contract green behavior withdrawal cognitions CWB OCB

OCB (organizational citizenship behavior

reward power

Obtain compliance by promising or granting rewards. (405)

psychological empowerment

Occurs when employees feel a sense of meaning, competence, self-determination, and impact at work.

conflict

Occurs when one party perceives that its interests are being opposed or negatively affected by another party. (330)

work-family conflict

Occurs when the demands or pressures from work and family domains are mutually incompatible. (342)

goal displacement

Occurs when the primary goal is overridden by a secondary goal. (390)

Narrative Essay Method

One of the simplest forms for evaluating employees is the narrative essay. Using this form, the rater can describe the employee's strengths and weaknesses and suggest methods for improving performance. Certainly, if the essay is unstructured, the evaluation will often vary in length and detail. As a result, comparisons within a department, or across departments, can be difficult. Another limitation to the narrative essay is the fact that the essay only provides qualitative data and not quantitative data. Including behavior criteria on the form, such as critical incidents, behavioral checklist and forced-choice forms, can significantly enrich the appraisal.

Compensation

One purpose of PA is to motivate employees. PA can be used as a basis upon which to distribute compensation. A valid appraisal is necessary for an organization to provide contingent rewards (rewards based on performance). Furthermore, PA information can be used in the determination of pay levels as well as pay increments.

The extent to which an employee identifies with an organization and is committed to its goals.

Organizational Commitment

interdisciplinary field dedicated to better understanding and managing people at work.

Organizational behavior (OB):

_______ is defined as individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes

Organizational citizenship behavior

Outputs—"What do I perceive that I'm getting out of my job?"

Organizations provide a variety of outcomes for our work, including pay/bonuses, medical benefits, challenging assignments, job security, promotions, status symbols, recognition, and participation in important decisions. Outcomes vary widely, depending on the organization and our rank in it.

Your personal and professional success most heavily depends on

Others' perceptions of you

Extroversion

Outgoing, talkative, social, assertive

avoiding style

Passive withdrawal from the problem and active suppression of the issue. (350)

Need for affiliation

People motivated by the need for affiliation like to work in teams and in organizational climates characterized as cooperative and collegial. You clearly see this theme at work in Cameron Mitchell's restaurants.

Who are on-ramping programs designed to help?

People reentering the workforce after a temporary career break

Optimists

People who view successes as due to their "personal, permanent, and pervasive causes, and negative events to external, temporary, and situation-specific ones (237).

Need for power

People with a high need for power like to be in charge. They enjoy coaching and helping others develop.

It is the extent to which employees believe that the organization -Values their contributions -Genuinely cares about their well-being

Perceived Organizational Support

A cognitive process that enables people to interpret and understand their surroundings is called ___.

Perception

Object recognition is a major function of ___.

Perception

Faulty ___ about good versus poor performance can lead to inaccurate performance appraisals.

Perceptions

Managers are likely to be able to influence ___ by implementing policies that positively impact self-evaluations, attitudes and emotions.

Performance and job satisfaction

HR planning

Performance appraisal audits management talent and potential to evaluate the current supply of human resources for replacement planning.

Enhanced supervisory understanding of the job

Performance appraisal encourages superiors to be aware of what their subordinates are doing.

Performance measurement

Performance appraisal establishes the relative value of an individual's contribution to the company and helps evaluate individual accomplishments.

Legal compliance

Performance appraisal helps establish the validity of employment decisions made on the basis of performance-based information. (Also helps to defend management actions such as demotions, transfers, or terminations.)

Feedback

Performance appraisal outlines what performance is expected from employees.

Communication

Performance appraisal provides a format for dialogue between superior and subordinate and improves the understanding of personal goals and careers.

Management development

Performance appraisal provides a framework for future employee development by identifying and preparing individuals for increased responsibilities.

Hope

Persevering toward goals and, when necessary, redirecting paths to goals (hope) in order to succeed (235).

represent the infinite number of characteristics that give individuals their unique identities.

Person factors:

Encompass our feelings or opinions about people, places, and objects

Personal Attitudes

What invention defined baby boomers?

Personal computer

The combination of stable physical, behavior and mental characteristics that give individuals their unique identities is called:

Personality

In the isolation approach, managers respond to diversity issues by

Placing certain employees in functionally independent "silos"

Upward spirals of positivity

Positive behaviors, feelings, and attitudes feed your own and those of others in a continual, reinforcing process (226).

coercive power

Power to make threats of punishment and deliver actual punishment. (405)

Virtuousness

Represents what individuals and organizations aspire to be when they are at their very best

The ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to, share, and select environments is called:

Practical intelligence

Extroversion has been found to ___.

Predict job performance better than agreeableness

What is the recommended way to deal with the stress of having too many commitments?

Prioritize and focus on doing what is most important

Stressed

Prioritize commitments

A person with a ___ personality is someone who is relatively unconstrained by situational forces and who affects environmental change.

Proactive

Which personality type is linked to intentions to be entrepreneurial?

Proactive

It is very common for entrepreneurs to exemplify

Proactive personality type

Four skills most desired by employers

Problem solving, critical thinking, creativity, people management

What approach to training and learning activities should employers use when attempting to retain an aging workforce?

Provide equal access to both younger and older employees

Managers can reduce the effect of stereotypes by

Providing education about how stereotypes work

A person who has no close friends, lowers office morale through aggression and counterproductive work behaviors, and feels no remorse when his or her actions cause harm to others is likely a(n)

Psychopath

Organizations cannot discriminate due to ___.

Race, pregnancy, and age

Central Tendency Bias

Rather than using extremes in ratings, there is a tendency on the part of many raters to "play it safe" and evaluate employees as average, even when performance varies. This bias is referred to as the error of central tendency. Raters with a large span of control and little opportunity to observe behavior are likely to rate the majority of incumbents in the middle of the scale rather than too high or too low. Central tendency may also be a byproduct of the rating method. For example, the various ranking formats, and more particularly the forced distribution, require that most employees be rated average

Organizational practices

Refer to a host of procedures, policies, practices, routines, and rules that organizations use to get things done (240).

psychological safety climate

Refers to a shared belief among team members that the team is a safe place for interpersonal risk taking and captures a 'sense of confidence that the team will not embarrass, reject, or punish someone for speaking up.' (341)

Restorative justice

Reflects a shared belief in the importance of resolving conflict multilaterally through the inclusion of victims, offenders, and all other stakeholders (239).

Psychological empowerment

Reflects employee's belief that they have control over their work. (meaning, competence, self-determination, impact at work (412; 451)

minority dissent

Reflects the extent to which group members feel comfortable disagreeing with other group members. (391)

Attentional deficit

Reflects the inability to focus vividly on an object (231)

big data

Reflects the vast quantity of data available for decision making. (382)

Emotional stability

Relaxed, secure, unworried

judgmental heuristics

Represent cognitive shortcuts or biases that are used to simplify the process of making decisions. (376)

creative performance behaviors

Represent four key behaviors that drive the production of creative outcomes. (394)

opportunity

Represents a situation in which there are possibilities to do things that lead to results that exceed goals and expectations. (396)

Intention

Represents and end point of desired goal you want to achieve (234).

climate

Represents employees' shared perceptions of policies, practices, and procedures. (341)

intuition

Represents judgments, insights, or decisions that come to mind on their own, without explicit awareness cues and without explicit evaluation of the validity of these cues. (373)

Flourishing

Represents the extent to which our lives contain positive emotions, engagement, relationships, meaning, and achievement (PERMA) (242).

bounded rationality

Represents the notion that decision makers are "bounded"or restricted by a variety of constraints when making decisions. (371)

Eagly and Carli determined that modern women have a career path that

Resembles a labyrinth

alternative dispute resolution (ADR)

Resolution that uses faster, more user-friendly methods of dispute resolution, instead of traditional, adversarial approaches (e.g. unilateral decision making or litigation). (353)

Which stage of social perception involves turning mental perceptions into real-world judgements and decisions?

Retrieval and response

Anger is usually a ___ emotion.

Retrospective

Over the past seven decades, intelligence levels in developed countries have

Risen significantly

One purpose of performance appraisals is to evaluate performance. That is, appraisal information is used as input for making several administrative decisions:

Salary increases or decreases Demotions Layoffs Promotions/transfers Terminations

In the encoding and simplification stage, we assign pieces of information to cognitive categories that build on a ___ representing a mental picture or summary that helps simplify our experience.

Schema

How people feel about their chances of doing something successfully is known as ___.

Self-efficacy

Which component of CSEs is the most flexible and therefore best suited to being a focal point for employee training?

Self-efficacy

A person's general belief about his or her own self-worth is:

Self-esteem

Gen Xers

Self-reliant, work-life balance, adaptable, cynical, distrust authority, independent, technologically savvy

One's tendency to take credit for success and deny blame for failure is called:

Self-serving bias

General knowledge about the world is stored in ___ memory, whereas knowledge about individuals is stored in ___ memory.

Semantic; person

conflict states

Shared perceptions among members of the team amount the intensity of disagreement over either tasks or relationships (339).

Personality testing at the workplace

Should be scientifically proven to work for its intended use.

Studies imply that managers

Should help develop self-efficacy in their employees by mentoring and role modeling

Compared to people with an external locus of control, people with an internal locus of control

Show greater motivation

obliging style

Showing low concern for yourself and a great concern for others. (350)

all the elements outside of ourselves that influence what we do, how we do it, and the ultimate results of our actions.

Situation factors:

The three components of perception include

Situation, target, and perceiver

power

The ability to marshal human, informational, and other resources to get something done. (404)

Organizational behavior emphasizes ___ perception rather than object perception

Social

The dimensions of emotional intelligence that form social competence are

Social awareness and relationship management

What invention defined gen Zers?

Social media and iPhone apps

relate to human interactions and include both interpersonal skills and personal attributes and are among the most valued skill by employers.

Soft skills

personal power

Sources of influence that you possess independent of your position or job. (407)

An individual's set of beliefs about the characteristics and attributes of a group is called a:

Stereotype

Studies show that women have a harder time being perceived as effective leaders, which is a result of a negative ___.

Stereotype

Problems frequently arise and may be viewed as a gap between an actual and desired outcome. Closing the Gap: A Three-Step Approach:

Stop 1: Define The Problem. Stop 2: Identify OB Concepts to Solve the Problem. Stop 3: Make Recommendations and Take Action.

Positive deviance

Successful performance that dramatically exceeds the norm in a positive direction (220).

contact hypothesis

Suggests that the more members of different groups interact, the less inter-group conflict they will experience (340).

Organizations compete more effectively when employees feel their managers are doing which of the following?

Supporting, valuing, and including them

The ___ option in Thomas' framework means that differences are squelched or discouraged.

Suppress

Casual attributions refer to

Suspected causes of behavior

"hard" tactics

Tactics involving more overt pressure methods such as exchange, coalition, pressure, and legitimating tactics. (416)

Personality tests are not a valid predictor of performance because ___.

Test-takers do not describe themselves accurately

Positivity effect

The attraction of all living systems toward positive energy and away from negative energy or toward that which is life giving and away from that which is life depleting (220).

Mindfulness

The awareness that emerges through paying attention on purpose, in the present moment, and non judgmentally to the unfolding of experience moment by moment (230).

Buffering effect

The buffering or reduction of the impact of negative events and stressors (220).

Forgiveness

The capacity to foster collective abandonment of justified resentment, bitterness, and blame, and, instead, it is the adoption of positive, forward-looking approaches in response to harm or damage (241).

Well-being

The combined impact of five elements: - positive emotions - engagement - relationship - meaning - achievement

How effective are brain training games at improving cognitive performance?

The evidence is inconclusive

Which statement best describes the results of research on the effectiveness of brain training games?

The evidence is inconclusive, but it suggests that the games are not effective.

Feedback

The extent to which an individual receives direct and clear information about how effectively he or she is performing the job

Psychological safety

The extent to which people feel comfortable to express their ideas and beliefs without fear of negative consequences

Task significance

The extent to which the job affects the lives of other people within or outside the organization.

Skill variety

The extent to which the job requires an individual to perform a variety of tasks that require him or her to use different skills and abilities.

The Outcomes Associated with Justice

The figure shows the strength of relationships between nine individual-level outcomes and the three components of organizational justice. By and large, distributive and procedural justice have consistently stronger relationships with outcomes. This 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

Forms of Job Crafting

The first changes the job's task boundaries. You can do this by taking on more or fewer tasks or by altering their scope or nature. The second form changes the relational nature of the job. Specifically, you can alter the quantity or quality of interactions you have with others at work, or you can establish new relationships. The third method is cognitive crafting. In this strategy you perceive or think differently about the existing tasks and relationships associated with your job.

Forced Distribution Method

The forced distribution method was designed to overcome a frequent complaint leveled against the various ranking methods, namely, that the methods give each employee a unique rank and does not allow for two (or more) incumbents' performances to be very close to each other. However, in many instances it is very hard to differentiate between two employees. The forced distribution method overcomes this problem and incorporates several factors or dimensions (rather than a single factor) into the ranking process. The term "forced distribution" is used because the superior must assign only a certain proportion of subordinates to each of several categories with respect to each other. A common forced distribution scale may be divided into five categories, with a fixed percentage of all subordinates in the group falling within each of these categories. Many universities in North America that use a letter-grade system (A, B, C, etc.), rather than percentages (i.e., a grade mark out of 100), use forced distribution. Typically, the distribution follows a normal "bell-shaped" pattern.

Job Analysis

The foundation of performance appraisal (PA) is job analysis. If a formal job analysis has not been conducted to establish the validity of the PA form, and thus the job-relatedness of an evaluation criterion, the company may be accused of discrimination.

Before managers can identify the best job candidates, it is first necessary for them to identify

The intelligences necessary for the job.

creative outcome effectiveness

The joint novelty and usefulness (quality) of a product or service as judged by others. (394)

Historical models of job design - I-deals

The latest approach to job design, idiosyncratic deals, attempts to merge the two historical perspectives. It envisions job design as a process in which employees and individual managers jointly negotiate the types of tasks employees complete at work.

True or false: The U.S. government disqualifies transgender people from serving in the military.

True

When someone has a job that takes less education than they have, it is called

Underemployment

Halo and Horn Error

The most common error committed by raters occurs when superiors rate employees on several dimensions of performance, but allow one measure to influence all other dimensions. Also known as the halo effect, this occurs because supervisors allow one positive characteristic (or behavior) of the employee to overshadow all other characteristics (or behaviors) of the employee. The opposite of the halo error is referred to as a horn error. A horn error occurs when a poor rating in one area unjustly affects ratings in other job performance areas, resulting in a poor overall appraisal.

added-value negotiation

The negotiating parties cooperatively develop multiple deal packages while building a productive long-term relationship. (357)

Paired Comparison Method

The paired comparison method involves comparing each employee to another incumbent, two at a time on a single standard, to determine which is better. A rank order can be obtained by counting the number of times each individual is selected as the better of a pair. The subordinate with the most favorable comparisons is thus ranked in the first place. The subordinate with the second-greatest number of favorable comparisons is ranked second, and so on. An advantage to this approach over is that it overcomes the problem of an "elevation set." That is, it forces the assessor to compare the performance of each incumbent to all other incumbents, one by one.

listening Listening

The process of actively decoding and interpreting verbal messages. (301)

creativity

The process of producing new and useful ideas concerning products, services , processes, and procedures. (394)

zone of possible agreement (ZOPA)

The range of possibilities you are willing to accept. (357)

Spillover Effects

The spillover effect occurs when past performance appraisal ratings, whether good or bad, are allowed to unjustly influence correct ratings. It happens most often when new managers are being briefed on current employees by departing managers. Thus the information provided, which is already biased, is being carried on. One solution to the problem is to avoid examining past appraisal records/information prior to conducting the assessment. Past records, on the other hand, can be consulted in conjunction with current appraisal for the purpose of detecting trends and for giving feedback to the incumbent.

Flow

The state of being completely involved in an activity for its own sake (244).

Positive OB (POB)

The study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today's workplace (218).

When evaluating core self evaluations,

The whole is greater than the sum of the parts

Using Expectancy Theory to Motivate Employees

There is widespread agreement that attitudes and behavior are influenced when organizations link rewards to targeted behaviors. For example, a study of college students working on group projects showed that group members put more effort into their projects when instructors "clearly and forcefully" explained how high levels of effort lead to higher performance—an expectancy—and that higher performance results in positive outcomes like higher grades and better camaraderie—instrumentalities and valence outcomes

Which of the following is true of stereotypes?

They are an individual's feelings about a group of people

True or False: Performance appraisals are an informal system for measuring and evaluating employees.

True or False: Performance appraisals are an informal system for measuring and evaluating employees.

Which statement is true of emotional display norms in an organization?

They determine which emotions members should show in various situations.

Which statement is true of core self-evaluations?

They represent a broad personality trait composed of four narrow traits.

Expectancy theory has important practical implications for individual managers and organizations as a whole

Three additional recommendations are often overlooked. First, establish the right goal. Our consulting experience reveals that people fail at this task more often than you might imagine. Second, remember that you can better keep behavior and performance on track by creating more opportunities to link performance and pay. monetary rewards must be large enough to generate motivation, and this may not be the case for annual merit raises in the U.S. The average merit raise was around 3 percent the last five years. To overcome this limitation, organizations are starting to eliminate merit raises and replace them with bonuses only for high performers

A word of caution about using personality tests is to be sure

To use properly trained employees to administer tests or analyze results

The ___ option in Thomas' framework involves acknowledging differences but not valuing or accepting them.

Tolerate

Which action option is among the least preferred responses to diversity issues?

Toleration

Self-management

Training linked to goal setting, action planning, and self-motivation increases self-efficacy

Which of the following often fall short when diversity of intelligences is taken into account?

Training programs

structural empowerment

Transferring authority and responsibilities from management to employees. (411)

True or false: A person's scores on the Big Five reveal a personality as unique as that person's fingerprint.

True

True or false: According to research, people with tattoos have the same rates of employment and the same average earnings as people without tattoos.

True

True or false: At a certain level emotional stability becomes problematic.

True

True or false: Intelligence and mental abilities are related to performance.

True

True or false: Personal achievements and praise tend to bolster one's self-esteem.

True

Contingency Approach

Using management concepts and techniques in a situationally appropriate manner, instead of trying to rely on "one best way"

Bodily intelligence

Using one's mind and body to coordinate physical movement

referent power

Using personal characteristics and social relationships to influence others. (406)

Which approach did Target use in its social media campaign to target a new core demographic?

Using spanish words that have no english equivalent

distributive negotiation

Usually involves a single issue - a "fixed pie" - in which on person gains at the expense of another. (356)

Which of the following statements is NOT true about personal values? -In general, values are relatively stable across time and situations. -Values tend to vary across generations. -Schwartz's value theory can be generalized across cultures. -Values are not motivational in nature. -Not all values are compatible.

Values are not motivational in nature.

integrative negotiation

When an agreement can be found that is better for both parties than what they would have reached through distributive negotiation. (356)

Resilient

When beset by problems and adversity sustaining and bouncing back and even beyond (resilience) to attain success. Having the capacity to consistently bounce back from adversity and to sustain yourself in the face of the demands of positive events (235).

Flex space

When policies enable employees to do their work from different locations besides the office (e.g. coffee shops, home, or the beach; AKA telecommuting). (344).

In managerial and professional jobs

Women of color are represented better than men of color

Affirmative action programs have generated many opportunities for ___ and ___.

Women; minorities

Baby boomer

Workaholic, idealistic, work ethic, competitive, materialistic, seek personal fulfillment

When the racial-ethnic makeup of store employees matches that of customers,

Workers are more productive and customers are more pleased

Comparison—"How does my ratio of outputs to inputs compare with those of relevant others?"

Your feelings of equity come from your evaluation of whether you are receiving adequate rewards to compensate for your collective inputs. In practice people perform these evaluations by comparing the perceived fairness of their output-to-input ratio to that of relevant others

defensiveness

a behavior occurring when people perceive that they are being attacked or threatened. (304)

social media policy

a company policy that describes the who, how, when, for what purposes, and consequences for noncompliance of social media usage (315)

problem

a gap between a desired state and an existing state

equity theory

a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships According to this theory, people are motivated to maintain consistency between their beliefs and their behavior. Perceived inconsistencies create cognitive dissonance (or psychological discomfort), which in turn motivates corrective action. When we feel victimized by unfair social exchanges, the resulting cognitive dissonance prompts us to correct the situation

Theory Y

a modern and positive set of assumptions about people at work: They are self-engaged, committed, responsible, and creative.

linguistic style

a person's characteristic speaking pattern. (305)

Theory X

a pessimistic view of employees: They dislike work, must be monitored, and can be motivated only with rewards and punishment ("carrots and sticks")

Straight Ranking Method

a superior lists the subordinates in order from best to worst, usually on the basis of overall performance. Incumbents can also be ranked with regard to their performance on specific duties, such as attendance, record of meeting deadlines, quality of reports, etc. This type of ranking is useful in small organizations. However, as the number of incumbents increases, it becomes difficult to discern differences in the performance of all incumbents--particularly those incumbents that are "average."

Moderators

a variable that changes the relationship between two other variables. Hackman and Oldham proposed that there are moderators that affect the success of job design Knowledge and skill (representing whether or not the person has the knowledge and skills to perform the enriched job). Growth need strength (representing the desire to grow and develop as an individual). Context satisfactions (representing the extent to which employees are satisfied with various aspects of their job, such as pay, coworkers, and supervision).

personal success through demonstrating competence according to social standards

achievement

A person's values are stable over time but personal values vary _________

across generations and cultures.

The _______ of an attitude contains our feelings or emotions about a given object or simulation.

affective component

Situation factors

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

Job Design

also referred to as 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 As you can see from this definition, job design focuses on motivating employees by considering the situation factors within the Organizing Framework

Organizational Behavior

an interdisciplinary field dedicated to understanding and managing people at work

The framework uses a systems approach for

analyzing problems.

OB draws upon a diverse array of disciplines including

anthropology, economics, ethics, management, organization theory, political science, psychology, sociology, statistics, and vocational counseling.

nonverbal communication

any message sent or received independent of the written or spoken word. (299)

Self-determination theory

assumes that three innate needs influence our behavior and well-being—the needs for competence, autonomy, and relatedness focuses on the needs that drive intrinsic motivation. Intrinsic motivation is longer lasting and has a more positive impact on task performance than extrinsic motivation.The theory proposes that our needs for competence, autonomy, and relatedness produce intrinsic motivation, which in turn enhances our task performance. Research supports this proposition

The degree to which a person has a favorable or unfavorable evaluation of the behavior in question.

attitude toward the behavior

Represent out feeling or opinions about people, places, and objects and range from positive to negative

attitudes

Content theories of motivation

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

Interactional persepective

behavior is a function of interdependent person and situation factors

The _________ refers to the way we intend or expect to act toward someone or someting.

behavioral component

Preservation and enhancement of the welfare of people with whom one is in frequent personal contact

benevolence

Job Rotation

calls for moving employees from one specialized job to another. Rather than performing only one job, workers are trained and given the opportunity to perform two or more separate jobs on a rotating basis. Proposed benefits of job rotation include the following: Increased engagement and motivation because employees have a broader perspective on the organization. Increased worker flexibility and easier scheduling because employees are cross-trained to perform different jobs. Increased employee knowledge and abilities, which improves employees' promotability and builds a pipeline of internal talent.

The ______ of an attitude reflects our beleifs or ideas about an object or situation.

cognitive component

Represents the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions

cognitive dissonance

When Attitudes and Reality Collide we experience _______.

cognitive dissonance

negative inequity

comparison in which another person receives greater outcomes for similar inputs

positive inequity

comparison in which another person receives lesser outcomes for similar inputs

Restraint of actions, inclinations, and impulses likely to upset or harm others and violates social expectations or norms

conformity

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

counterproductive work behavior

Pleasure and sensuous gratification for oneself

hedonism

Needs

defined as physiological or psychological deficiencies that arouse behavior.

Process theories of motivation

describe how various person factors and situation factors in the Organizing Framework affect motivation

Interactional justice

describes the "quality of the interpersonal treatment people receive when procedures are implemented Interactional justice does not pertain to the outcomes or procedures associated with decision making. Instead it focuses on whether people believe they are treated fairly when decisions are being implemented.

Valence—"How much do I value the rewards I receive?"

describes the positive or negative value people place on outcomes. Valence mirrors our personal preferences. For example, most employees have a positive valence for receiving additional money or recognition. In contrast, being laid off or being ridiculed for making a suggestion would likely be negative valence for most individuals.

Motivation

describes the psychological processes "that underlie the direction, intensity, and persistence of behavior or thought Direction pertains to what an individual is attending to at a given time, intensity represents the amount of effort being invested in the activity, and persistence represents for how long that activity is the focus of one's attention

crucial conversations

discussions between two or more people where the stakes are high, opinions vary, and emotions run strong. (319)

The extent to which employees give it their all to their work roles.

employee engagement

________ is the harnessing or organization members selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance.

employee engagement

Monitor employees perceptions of fairness and interact with them so they feel fairly treated.

equity

communication competence

exchange of information between a sender and a receiver, and the inference (perception) of meaning between the individuals involved. (294)

Process theories

explain the process by which internal factors and situational factors influence employee motivation

Task identity

extent to which the job requires an individual to perform a whole or completely identifiable piece of work. Task identity is high when a person works on a product or project from beginning to end and sees a tangible result.

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

flextime

Scientific Management draws

from research in industrial engineering and is most heavily influenced by the work of Frederick Taylor (1856-1915). Taylor, a mechanical engineer, developed the principles of scientific management based on research and experimentation to determine the most efficient way to perform jobs

Ethics

guides our behavior by identifying right, wrong, and the many shades of grey in between

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 Generally, expectancy theory can predict behavior in any situation in which a choice between two or more alternatives must be made. For instance, it can predict whether we should quit or stay at a job, exert substantial or minimal effort at a task, and major in management, computer science, accounting, marketing, psychology, or communication.

Soft Skills

human interactions and include both interpersonal skills and personal attributes - how you do it

Content theories

identify internal factors such as needs and satisfaction that energize employee motivation

Causes of unethical behavior at work

ill conceived goals, motivated blindness, indirect blindness, the slippery slope, overvaluing outcomes

Motivating Factors (motivators)

including achievement, recognition, characteristics of the work, responsibility, and advancement—cause a person to move from a state of no satisfaction to satisfaction. Herzberg's theory predicts managers can motivate individuals by incorporating motivators into an individual's job.

Hygiene factors

including company policy and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions—cause a person to move from a state of no dissatisfaction to dissatisfaction He did not believe their removal created an immediate impact on satisfaction or motivation (for that, see motivating factors following). At best, Herzberg proposed that individuals will experience the absence of job dissatisfaction when they have no grievances about hygiene factors.

Three levels of OB

individual, group, organizational

Person factors

infinite characteristics that give individuals their unique identities

________ represents and individuals capacity for constructive thinking, reasoning, and problem solving

intelligence

Performance Appraisal (or PA)

is the formal structural system of measuring, evaluating, and influencing an employee's job-related attributes, behaviors, and outcomes.

Why does performance matter?

it gives you credibility with your peers and those you may manage

Performance appraisal is directly influenced by several HR activities:

job analysis, selection and placement, compensation, and training and development.

Outcomes of job crafting

job crafting is expected to change the way employees perceive their jobs. It should also result in more positive attitudes about the job, which is expected to increase employee motivation, engagement, and performance.

The takeaway is that

job design is more likely to work when people have the required knowledge and skills, when they want to develop, and when they are satisfied with their jobs. Job design is not for everyone.

Represents the extent to which an individual is personally engaged in his or her work role.

job involvement

_______ is an affective or emotional response toward various facets of your job.

job satisfaction

Many person-situation characteristics influence a host of important outcomes, such as

job satisfaction, performance, and turnover.

top-down approach

management creates efficient and meaningful combinations of work tasks for employees. If it is done correctly, in theory, employees will display higher performance, job satisfaction, and engagement, and lower absenteeism and turnover. The five principal top-down approaches are scientific management, job enlargement, job rotation, job enrichment, and the job characteristics model.

goal specificity

means whether a goal has been quantified. For example, a goal of increasing the score on your next OB test by 10 percent is more specific than the goal of trying to improve your grade on the next test. 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. If these conditions are not met, goal setting does not lead to higher performance. Be sure these conditions are in place as you pursue your goals. Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal setting to work. Feedback and participation enhance performance only when they lead employees to set and commit to a specific, difficult goal. Goals lead to higher performance when you use feedback and participation to stay focused and committed to a specific goal. Goal achievement leads to job satisfaction, which in turn motivates employees to set and commit to even higher levels of performance. Goal setting puts in motion a positive cycle of upward performance.

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

met expectations

Job satisfaction and performance are _______ related.

moderately

job enrichment

modifying a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement job enrichment is the practical application of Frederick Herzberg's motivator-hygiene theory of job satisfaction These characteristics are incorporated into a job through vertical loading. Rather than giving employees additional tasks of similar difficulty (horizontal loading), vertical loading gives them more autonomy and responsibility

Understand and meet employees need

need fullfillment

_____ are physiological or psychological deficiencies that arouse behavior

needs

We are motivated by the ________ to return the favor when someone treats us well.

norm or reciprocity

Intrinsic motivation

occurs when an individual is inspired by "the positive internal feelings that are generated by doing well, rather than being dependent on external factors (such as incentive pay or compliments from the boss) for the motivation to work effectively

crowdsourcing

occurs when companies invite non-employees to contribute to particular goals and manage the process via the Internet. (310)

Voice climate

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

Independence of thought, action, and feelings and readiness for change (simulation, self-direction)

openness to change

_______ reflects the extent to which an individual identifies with an organization and commits to its goals

organizational commitment

Need for achievement

prefer working on challenging, but not impossible, tasks or projects. They like situations in which good performance relies on effort and ability rather than luck, and they like to be rewarded for their efforts. High achievers also want to receive a fair and balanced amount of positive and negative feedback. This enables them to improve their performance.

The goal of the Job Characteristics Model is to

promote high intrinsic motivation by designing jobs that possess the five core job characteristics, Skill variety, task identity, task significance, autonomy, feedback

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.

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

psychological contracts

Job Enlargement

puts more variety into a worker's job by combining specialized tasks of comparable difficulty. Researchers recommend using job enlargement as part of a broader approach that uses multiple motivational methods, because by itself job enlargement does not have a significant and lasting positive effect on job performance

escalation of commitment bias

refers to the tendency to stick to an ineffective course of action when it is unlikely that the bad situation can be reversed. (397)

Organizational justice

reflects the extent to which people perceive they are treated fairly at work. This, in turn, led to the identification of three different components of organizational justice: distributive, procedural, and interactional

Distributive justice

reflects the perceived fairness of the way resources and rewards are distributed or allocated

holistic hunch

represents a judgement that is based on a subconscious integration of information stored in memory. (373)

Expectancy—"Can I achieve my desired level of performance?

represents an individual's belief that a particular degree of effort will be followed by a particular level of performance. Expectancies take the form of subjective probabilities. As you may recall from a course in statistics, probabilities range from zero to one. An expectancy of zero indicates that effort has no anticipated impact on performance, while an expectancy of one suggests performance is totally dependent on effort. Research reveals that employees' expectancies are affected by a host of factors. Some of the more important ones include self-efficacy, time pressures, task difficulty, ability and knowledge, resources, support from peers, leader behavior, and organizational climate

Applied approaches to selecting a solution

resolving, solving, or dissolving problems

Extrinsic Motivation

results from the potential or actual receipt of extrinsic rewards Extrinsic rewards such as recognition, money, or a promotion represent a payoff we receive from others for performing a particular task

safety, harmony, and stability of society, of relationships, and of self

security

Independent thought and action, choosing, creating, exploring

self direction

Schwartz calls this the pursuit of ones own interest

self-enhancement

Which dimensions of emotional intelligence constitute personal competence?

self-management and self-awareness

Schwartz calls this the concern for the welfare of others

self-trancendence

The Outcomes of an Equity Comparison

shows the three different equity relationships resulting from an equity comparison: equity, negative inequity, and positive inequity. Because equity is based on comparing ratios of outcomes to inputs, we will not necessarily perceive inequity just because someone else receives greater rewards. If the other person's additional outcomes are due to his or her greater inputs, a sense of equity may still exist.

Ethical Dilemmas

situations in which none of the available alternatives seems ethically acceptable

Maslow's Need Hierarchy Theory

states that motivation is a function of five basic needs: physiological, safety, love, esteem, and self-actualization when physiological needs have been met, safety needs emerge, and so on up the need hierarchy, one step at a time. Once a need has been satisfied, it activates the next higher need in the hierarchy. This process continues until the need for self-actualization has been activated

Acquired Needs Theory

states that three needs—for achievement, affiliation, and power—are the key drivers of employee behavior McClelland used the term "acquired needs" because he believes we are not born with our needs; rather we learn or acquire them as we go about living our lives.

Exitement, novelty and challenge in life

stimulation

A social factor representing the perceived social pressure for or against the behavior

subjective norm

Hard Skills

technical expertise and knowledge to do a particular task or job function (ex. financial analysis, accounting, or operations) - what you do

________ 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.

telecommuting.

media richness

the capacity of a given communication medium to convey information and promote understanding. (297)

Voice

the discretionary or formal expression of ideas, opinions, suggestions, or alternative approaches directed to a specific target inside or outside of the organization with the intent to change an objectionable state of affairs and to improve the current functioning of the organization Managers are encouraged to seek employee input on organizational issues that are important to employees, even though many employees are reluctant to use their "voice."

OB topics such as reward systems, decision making, leader behavior, and organizational culture have a direct and substantial influence on

the ethical conduct of individuals and organizations.

communication the

the exchange of information between a sender and a receiver, and the inference (perception) of meaning between the individuals involved. (294)

Autonomy

the extent to which the job enables an individual to experience freedom, independence, and discretion in both scheduling and determining the procedures used in completing the job.

procedural justice

the perceived fairness of the process and procedures used to make allocation decisions.

Instrumentality—"What intrinsic and extrinsic rewards will I receive if I achieve my desired level of performance?"

the perceived relationship between performance and outcomes. It reflects a person's belief that a particular outcome is contingent on accomplishing a specific level of performance. Passing exams, for instance, is instrumental in graduating from college, or put another way, graduation is contingent on passing exams.

problem solving

the process of finding solutions to difficult or complex issues

The consequences of each alternative should be considered, including

the trade-offs between who wins and loses, ideal versus practical options, perfection versus excellence, and superior versus satisfactory results

What is the purpose of the fellowship initiative instituted by JPMorgan Chase?

to provide academic and leadership training to young men of color

Respect, commitment, and acceptance of the customs and ideas that traditional culture or religion provides the self

tradition

understanding, appreciation, tolerance and protection of the welfare of all people and of nature

universalism

Structure the job and its rewards to match employee values

value attainment

The idea underlying ______ is that satisfaction results from the perception that a job allows for fulfillment of an individuals important values.

value attainment

______ are abstract ideals that guide our thinking and behavior across all situations.

values

social media

web-based/mobile technologies to generate interactive dialogue with members of a network. (308)

According to expectancy theory, your motivation will be high

when all three elements in the model are high. If any element is near zero, your motivation will be low. Whether you apply this theory to yourself or managers apply it to their employees, the point is to simultaneously consider the status of all three elements.

Capture this thought process by representing an individuals overall thoughts and feelings about quitting.

withdrawal cognitions

are an outcome of various OB-related processess, including leadership

workplace attitudes

Interpersonal Skills:

•Active listening. •Positive attitudes. •Effective communication.

Personal Attributes:

•Attitude. •Personality. •Teamwork. •Leadership.

Based on a contingency perspective as:

•No one best way to manage people, teams, or organizations. •The best or most effective course of action instead depends on the situation.

OB attempts to overcome the pitfalls of relying on common sense by:

•Relying on a systematic science-based approach.

When selecting the most effective solution, decision makers should consider

•Selection criteria. •Consequences. •Choice process. •Necessary resources.

To avoid rationalizations for not confronting unethical conduct, people can:

•Treat ethical issues as business issues by providing data to present a convincing case against the unethical conduct. •Accept that confronting ethical concerns is part of their job. •Challenge the rationale. •Use their lack of seniority or status as an asset. •Consider and explain long-term consequences. •Provide an alternative course or solution, not just a complaint.

Selection criteria for a decision can be based on

•its effects on bottom-line profits, its impact on others, its impact on the reputation with customers or the community, the organization's values, and ethical implications.