Organizational Behavior Midterm
agreebleness
A personality dimension that describes someone who is good natured, cooperative, and trusting.
Conscientiousness
A personality dimension that describes someone who is responsible, dependable, persistent, and organized
stock options
A reward system that gives employees the right to purchase company stock at a future date at a predetermined price
The problem with membership and seniority-based rewards is that they..... discourage people from remaining with the organization. Are difficult to use in organizational settings. Do not directly motivate job performance. Increase turnover
Do not directly motivate job performance
As soon as we receive sensory information, we non-consciously tag some of that information with emotional markers. These markers are: Calculated feelings of a particular attitude or emotion. Behavioral intentions formed based on the individuals beliefs. Emotional responses based on thin slices of sensory information. The internal beliefs that drive individuals of an organization.
Emotional responses based on thin slices of sensory information.
Self-fulfilling prophecy training is successful at influencing managers to eliminate self-fulfilling prophecies. True or False
False
Work practices such as flexible and restricted work hours increase work-related stress. True or False
False
Selective Attention
Generally, the brands placed on the upper shelves of supermarkets receive greater attention than those on the lower shelves, this is an example of?
Motivator-Hygiene Theory
Herzberg's theory stating that employees are primarily motivated by growth and esteem needs, not by lower-level needs
Which of the following tend to create an ownership culture and align employee behaviors more closely to organizational objectives. job evaluations piece-rate plans employee share-ownership plans stock option plans and employee share-ownership plans
Stock option plans and employee share ownership plans
job evaluation
Systematically rating the worth of jobs within an organization by measuring their required skill, effort, responsibility, and working conditions.
_______ is the degree to which the job affects the organization and/or larger society.
Task significance
task performance
The individual's voluntary goal-directed behaviors that contribute to organizational objectives
A global mindset includes the capacity to empathize and act effectively across cultures. True or False
True
The relationship between job satisfaction and job performance would likely be stronger if more organizations provided valued rewards for good performance. True or False
True
Vacations and holidays allow employees to withdraw from various organizational stressors and re-energize for future challenges. True or False
True
When contemplating a career, we compare our images of that job with our current and desired images of ourselves. True or False
True
Sterotyping
Which of the following concepts is most likely linked to discriminatory attitudes and behaviors?
collectivism
a cross-cultural value describing the degree to which people in a culture emphasize duty to groups to which they belong and to group harmony
Individualism
a cross-cultural value describing the degree to which people in a culture emphasize independence and personal uniqueness
Job Characteristics Model
a job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties
need for affilliation
a learned need in which people seek approval from others conform to their wishes and expectations, and avoid conflict and confrontation
need for achievement
a learned need in which people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success
need for power (nPow)
a learned need in which people want to control their environment, including people and material resources, to benefit either themselves (personalized power) or others (socialized power)
halo effect
a perceptual error whereby our general impression of a person, usually based on one prominent characteristic, colors our perception of other characteristics of that person
moral sensitivity
a person's ability to recognize the presence of an ethical issue and determine its relative importance
self-efficacy
a person's belief about his or her chances of successfully accomplishing a specific task
profit-sharing plan
a reward system that pays bonuses to employees on the basis of the previous year's level of corporate profits
Emotional Intelligence (EI)
a set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others
Gainsharing Plan
a team-based reward that calculates bonuses from the work unit's cost savings and productivity improvement
equity theory
a theory explaining how people develop perceptions of fairness in the distribution and exchange of resources
learning orientation
beliefs and norms that support the acquisition, sharing, and use of knowledge as well as work conditions that nurture these learning processes
deep-level diversity
differences in the psychological characteristics of employees, including personalities, beliefs, values, and attitudes
Anger, fear, joy and sadness represent
different types of emotions
globalization
economic, social, and cultural connectivity with people in other parts of the world
needs
goal-directed forces that people experience
organizations
groups of people who work interdependently toward some purpose
drives
hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions to energize individuals
employee engagement
individual's emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals
stakeholders
individuals, groups, and other entities that affect, or are affected by, the organizations objectives and actions
Self-Esteem
is the extent to which people like, respect, and are satisfied with themselves
Categorical thinking
is the mostly unconscious process of organizing people and objects into preconceived categories that are stored in our long-term memory.
structural capital
knowledge embedded in an organization's systems and structures
Corporate Social Responsibility
organizational activities intended to benefit society and the environment beyond the firm's immediate financial interests or legal obligations
categorial thinking
organizing people and objects into preconceived categories that are stored in our long-term memory
Distributive Justice
perceived fairness of the amount and allocation of rewards among individuals
procedural justice
perceived fairness of the process used to determine the distribution of rewards
trust
positive expectations one person has toward another person in situations involving risk
self-reinforcement
reinforcement that occurs when an employee has control over a reinforcer but doesn't "take" it until completing a self-set goal
values
relatively stable, evaluative beliefs that guide a person's preferences for outcomes or courses of action in a variety of situations
psychological harassment
repeated and hostile or unwanted conduct, verbal comments, actions, or gestures that affect an employee's dignity or psychological or physical integrity and that result in a harmful work environment for the employee
attitudes
the cluster of beliefs, assessed feelings, and behavioral intentions toward a person, object, or event
task significance
the degree to which a job has a substantial impact on the organization and/or larger society
task identity
the degree to which a job requires completion of a whole and identifiable piece of work
emotional dissonance
the psychological tension experienced when the emotions people are required to display are quite different from the emotions they actually experience at that moment
personality
the relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics
organizational citizenship behaviors
various forms of cooperation and helpfulness to others that support the organization's social and psychological context
counterproductive work behaviors
voluntary behaviors that have the potential to directly or indirectly harm the organization
selective attention
the process of attending to some information received by our senses and ignoring other information
self-task
the process of talking to ourselves about our own thoughts or actions
Which of these statements represents the feelings component of attitudes? I don't like how my boss treats his employees. I intend to transfer out of this department to get away from this manager. I believe my manager does not treat everyone fairly. I intend to tell the human resource manager that my supervisor should be demoted.
I don't like how my boss treats his employees.
Which of the following type of reward systems uses job evaluations. Competency-based reward systems. Job-status-based reward systems. Individual performance reward systems Task performance-based rewards systems
Job-status based reward systems
Companies should use individual-level performance-based pay when jobs are highly interdependent. True or False
True
Emotions are brief events or "episodes". True or False
True
Job specialization increases efficiency because it includes fewer mental and physical skills, shorter work cycles less variety of tasks, and more precise job matching. True or False
True
Our emotions influence what we recognize or screen out. True or False
True
Positive self-talk motivates employees by increasing their self-efficacy. True or False?
True
The exit-voice-loyalty-neglect model states that some employees respond to their job dissatisfaction by patiently waiting for the problem to work itself out or get resolved by others. True or False?
True
The job characteristics model identifies five core job characteristics and three psychological states. True or False
True
The largest portion of most paychecks is based on a person's membership and seniority in an organization. True or False?
True
organizational effectiveness
a broad concept represented by several perspectives, including the organization's fit with the external environment, internal subsystems configuration for high performance, emphasis on organizational learning, and ability to satisfy the needs of key stakeholders
intellectual capital
a company's stock of knowledge, including human capital, structural capital, and relationship capital
power distance
a cross-cultural value describing the degree to which people in a culture accept unequal distribution of power in a society
achievement-nurturing orientation
a cross-cultural value describing the degree to which people in a culture emphasize competitive versus cooperative relations with other people
motivational
the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior
exit-voice-loyalty-neglect (EVLN) model
the four ways, as indicated in the name, that employees respond to job dissatisfaction
ability
the natural aptitudes and learned capabilities required to successfully complete a task
surface-level diversity
the observable demographic or physiological differences in people, such as their race, ethnicity, gender, age, and physical disabilities
self-fulfilling prophecy
the perceptual process in which our expectations about another person cause that person to act more consistently with those expectations
attribution process
the perceptual process of deciding whether an observed behavior or event is caused largely by internal or external factors
job enlargement
the practice of adding more tasks to an existing job
job enrichment
the practice of giving employees more responsibility for scheduling, coordinating, and planning their own work
evidence-based management
the practice of making decisions and taking actions based on research evidence
Scientific Management
the practice of systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency
job design
the process of assigning tasks to a job. including the interdependence of those tasks with other jobs
mental imagery
the process of mentally practicing a task and visualizing its successful completion
goal setting
the process of motivating employees and clarifying their role perceptions by establishing performance objectives
perception
the process of receiving information about and making sense of the world around us
confirmation bias
the process of screening out information that is contrary to our values and assumptions and to more readily accept confirming information
Job Specialization
the result of division of labor in which work is subdivided into separate jobs assigned to different people
human capital
the stock of knowledge, skills, and abilities among employees that provide economic value to the organization
ethics
the study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad
Organizational behavior
the study of what people think, feel, and do in and around organizations
self-serving bias
the tendency to attribute one's successes to personal factors and one's failures to situational factors
fundamental attribution error
the tendency to see the person rather than the situation as the main cause of that person's behavior
relationship capital
the value derived from an organization's relationships with customers, suppliers, and others
Which of the following statements is true of emotions in the workplace? Emotions last for a longer time period Emotions are directed toward someone or something. Emotions are also referred to as moods of individuals. Emotions and moods are directed toward specific attitudes of others.
Emotions are directed toward someone or something
sterotyping
The process of assigning traits to people on the basis of their membership in a social category.
uncertainty avoidance
a cross-cultural value describing the degree to which people in a culture tolerate ambiguity (low uncertainty avoidance) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance)
general adaption syndrome
a model of the stress experience, consisting of three stages: alarm reaction, resistance, and exhaustion
Expectancy Theory
a motivation theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes
four-drive theory
a motivation theory based on the innate drives to acquire, bond, learn, and defend that incorporates both emotions and rationality
Maslow's Needs Hierarchy Model
a motivation theory of needs arranged in a hierarchy, whereby people are motivated to fulfill a higher need as a lower one becomes gratified
recency effect
a perceptual error in which the most recent information dominates our perception of others
false-consensus effect
a perceptual error in which we overestimate the extent to which others have beliefs and characteristics similar to our own
primacy effect
a perceptual error in which we quickly form an opinion of people based on the first information we receive about them
job satisfaction
a person's evaluation of his or her job and work context
locus of control
a person's general belief about the amount of control he or she has over personal life events
self-verification
a person's inherent motivation to confirm and maintain their existing self-concept
self-enhancement motive
a person's inherent motivation to have a positive self-concept and to have others perceive him or her favorably such as being competent, attractive, lucky, ethical, and important
mindfulness
a person's receptive and impartial attention to and awareness of the present situation as well as to one's own thoughts and emotions in that moment
empathy
a person's understanding of and sensitivity to the feelings, thoughts, and situations of others
openness to experience
a personality dimension describing people who are imaginative, creative, unconventional, curious, nonconforming, autonomous, and aesthetically perceptive
extraversion
a personality dimension describing people who are outgoing, talkative, sociable, and assertive
neuroticism
a personality dimension describing people who tend to be anxious, insecure, self-conscious, depressed, and temperamental
positive organizational behavior
a perspective of organizational behavior that focuses on building positive qualities and traits within individuals or institutions as opposed to focusing on what is wrong with them
high-performance work practices (HPWPs)
a perspective that holds that effective organizations incorporate several workplace practices that leverage the potential of human capital
organizational learning
a perspective that holds that organizational effectiveness depends on the organization's capacity to acquire, share, use, and store valuable knowledge
open systems
a perspective that holds that organizations depend on the external environment for resources, affect that environment through their output, and consist of internal subsystems that transform inputs to outputs
strengths-based coaching
a positive organizational behavior approach to coaching and feedback that focuses on building and leveraging the employee's strengths rather than trying to correct his or her weaknesses
Empowerment
a psychological concept in which people experience more self-determination, meaning, competence, and impact regarding their role in the organization
Employee Stock Ownership Plan (ESOP)
a reward system that encourages employees to buy company stock
service profit chain model
a theory explaining how employees job satisfaction influences company profitability indirectly through service quality, customer loyalty, and related factors.
social identity theory
a theory stating that people define themselves by the groups to which they belong or have an emotional attachment
contact hypothesis
a theory stating that the more we interact with someone, the less prejudiced or perceptually biased we will be against that person
organizational behavior modification
a theory that explains employee behavior in terms of the antecedent conditions and consequences of that behavior
social cognitive theory
a theory that explains how learning and motivation occur by observing and modeling others as well as by anticipating the consequences of our behavior
stress
an adaptive response to a situation that is perceived as challenging or threatening to the person's well-being
telecommuting
an arrangement whereby, supported by information technology, employees work from home one or more work days per month rather than commute to the office
cognitive dissonance
an emotional experience caused by a perception that our beliefs, feelings, and behavior are in congruent with one another.
affective organizational commitment
an individual emotional attachment to, involved in, and identification with an organization
global mindset
an individual's ability to perceive, appreciate, and empathize with people from other cultures, and to process complex cross-cultural information
continuance commitment
an individual's calculative attachment to an organization
stereotype threat
an individual's concern about confirming a negative sterotype about his or her group
Myers-Briggs Type Indicator (MBTI)
an instrument designed to measure the elements of Jungian personality theory, particularly preferences regarding perceiving and judging information
stressors
any environmental conditions that place a physical or emotional demand on the person
Self-fulfilling prophecies are more likely to occur
at the beginning of the employment or work relationship
Social awareness, self-management, and relationship management are three elements of?
emotional intelligence
skill variety
the extent to which employees must use different skills and talents to perform tasks within their jobs
mental models
knowledge structures that we develop to describe, explain, and predict the world around us
With the right individuals, job charachteristics, and organizational environment, empowerment can substantially improve motivation and performance. However, organizational and cultural conditions can limit the extent to which the conditions for empowerment produce feelings of empowerment because of?
lack of trust in leadership
Five Factor Model
the five broad dimensions representing most personality traits: conscientiousness, emotional stability, openness to experience, agreeableness, and extraversion
autonomy
the degree to which a job gives employees the freedom, independence, and discretion to schedule their work and determine the procedures used in completing it
work-life balance
the degree to which a person minimizes conflict between work and nonwork demands
role perceptions
the degree to which a person understands the job duties assigned to or expected of him or her
moral intensity
the degree to which an issue demands the application of ethical principles
task interdependence
the degree to which team members interact with and rely on other team members for the information, materials, and resources needed to accomplish work for the team
emotional labor
the effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions
