Psych 178 Final LESSS GOOOO **** DIS FOOOOOOOOO
Imagine that, as a new industrial psychologist, you must conduct a job analysis for the job of a vet's assistant. Which of the following would be helpful in completing the job analysis?
All of the above
Providing applicants with realistic job previews
All of the above
The use of behaviorally anchored rating scales
All of the above
Research on job analysis techniques has shown that
All of these answers
What are the different types of organizational justice?
-Distributive justice -Procedural justice -Interactional justice -interpersonal -informational
Enforcing these laws/rules in the workplace?
-Drug testing -screening test -confirmation test: if a person test negative for a drug, there could be a confirmation test (retest) Practical issues? -some drugs can be in you for long periods of time, and some can be in for short periods of times -cost savings -issues of uniform drug testing -Some issues outside the scope of I/O psychology
What are the newer concepts of the equity theory?
-Equity sensitivity -Organizational justice
4 Strategies to Transformational Leadership? (Burns)
1) Inspirational Motivation (visionary) 2) Idealized Influence (conviction) 3) Intellectual Stimulation 4) Individualized Consideration (deals with others as individuals)
stress management training
A program useful for helping employees deal with workplace stressors that are difficult to remove or change.
Employee Ownership
A program where employees own all or part of an organization.
self-esteem
A sense of positive self-worth that is considered to be an important resource for coping.
effective leadership
A situation that occurs when a leader changes a follower's behavior, resulting in both leader and follower feeling satisfied and effective
Job Ambiguity
A source of stress resulting from a lack of clearly defined jobs and/or work tasks.
Equity Theory
A theory that workers are motivated to reduce perceived inequities between work inputs and outcomes.
Porter-Lawler Model
A theory where the relationship between job satisfaction and performance is mediated by work-related rewards. Suggests that job performance causes job satisfaction
Training methods: machine simulator
A training environment that reflects the job situation as closely as possible, both psychologically and physically
constructive work dissatisfaction
A type of dissatisfaction that energizes individuals and is beneficial for motivating them to join attempts at organizational change.
resigned work satisfaction
A type of satisfaction associated with reduced work effort and a reduced willingness to change or adapt
Individual Difference Variables
A variety of factors within the individual can affect work productivity regardless of motivation.
Organizational Commitment
A worker's feelings and attitudes about the entire work organization. One model of this presents three dimensions: (1) Affective Commitment, (2) Continuance Commitment, and (3) Normative Commitment.
_______________ theories deal with motivational processes that are removed from the behaviors.
A) Distal
Which of the following motivation theories does NOT explicitly emphasize the role of feedback?
A) Expectancy theory
Motives to lead
A) affective identity: desire for control. B) Instrumental: personal benefits. C) social normative: duty to lead
For an incentive system to work, employees must:
A) want the incentive.
Moderators
ADJUSTS the level of intensity
Factors that determine behavior and performance
Ability ◦ "Can-do" Situational factors ◦Environmental influences that facilitate or constrain behavior ◦"Allowed to do" Motivation ◦"Will-do"
job withdrawal
Action that represents an individual's willingness to sever ties to an organization and the work role; includes intentions to quit or retire.
ERG Theory
Alderfer's motivation model that categorizes needs into existence, relatedness, and growth needs
ERG Theory
Alderfer's motivation model that categorizes needs into existence, relatedness, and growth needs.
ERG theory:
Alerfer's motivation model that categorizes needs into existence, relatedness, and growth needs. Collapses Maslow's 5 theories down to 3 which are existence needs, relatedness needs, and growth needs. Each level needs to be satisfied to move to the next
Effective performance feedback involves
All of the above
"Justice Hypothesis"
Proposes that some violent acts can be understood as reactions by an employee against perceived injustice.
Prospective vs retrospective emotions?
Prospective: Result from consideration of tasks one anticipates doing Retrospective: result from consideration of tasks one has already completed.
activity inhibition
Psychological term used to describe a person who is not impulsive.
Training methods: On the job training
Putting the learner into the job to learn how to do it
Stressful Life Events
Significant events in a person's recent history that can cause stress.
Physical Work Conditions
The extreme or distracting environmental factors in the workplace that cause stress.
Individual Initiative
Volunteering to take on additional duties; being particularly creative and innovative in one's work; encouraging others to do their best; going above and beyond the call of duty.
Underpayment Inequity
Worker's perception that inputs are greater than outcomes.
Overpayment Inequity
Worker's perception that outcomes are greater than inputs.
- The experience of feeling or emotion - Long considered one of the three divisions of modern psychology (Along with Cognitive and Conative (Motivational))
affect
gut reaction to something/autopilot
affect driven behaviors
emotion
affect or feeling which is: - associated with a specific event - intense enough to disrupt ongoing thought processes
Categorizes emotions based on two dimensions: Pleasant v. unpleasant, Activated v. un-activated
affective circumplex
- Emotional attachment to an organization - Staying with an organization because you want to
affective commitment
Research shows that informal mentoring programs ___ than formal mentoring programs.
are more successful than
Factors that Could Affect the JS-JP Relationship
For example, the kinds of jobs people perform, such that more complex jobs increase job satisfaction.
Work Motivation
Force that drives people to behave in a way that energizes, directs, and sustains their work behavior
What is one of the most successful yet simple motivation theories and what does it do?
Goal-setting theory Summary of major findings of goal-setting theory: - Motivation is enhanced when employees accept and are committed to specific, difficult goals and when feedback about progress toward those goals is provided
Climate
Group perceptions of routines/rewards
Within-person design
In general, this is the best predictor of job performance
Which of the following is NOT a major trend that is influencing the course of I/O psychology
Increases in population here and abroad
Which of the following is NOT a typical reason for organizational downing?
Increasing stockholder returns
Which of the following is NOT a typical reason for organizational downsizing?
Increasing stockholder returns
In the ___ stage of organizational socialization, new workers learn about their own roles and others' roles as they begin to develop interpersonal relationships with other group members.
accommodation
telecommuting
accomplishing work tasks from distant location using electronic communications
Seminars could best be used for training
accountants on changes in the tax laws.
Validity
accuracy
Focus on connection between: Intentions (What one plans to do), Actions (What one actually does)
action theory
Expend effort to achieve desired outcome
actional
high control, high psychological demands
active job (physician, manager)
A leader who works methodically and evaluates every decision without acting impulsively is described as having power motive. activity inhibition. affiliation need. work discipline.
activity inhibition
A person who is not impulsive is described as having a high a. power motive. b. activity inhibition. c. affiliation need. d. work discipline.
activity inhibition
moderate levels of stress may be
adaptive
control theories
adjust behaviors or goals based on discrepancy between: actual goal accomplishment and goal to which person is committed
When a particular selection procedure is used, all male applicants are hired, but only 40% of female applicants are hired. According to the Uniform Guidelines, this selection causes:
adverse impact
type a behavior pattern
ambitious, impatient, easily aroused hostility, time urgency
identify with some aspects of organization, reject others
ambivalent identification
Karasek's demand/control model of stress indicates that a "high stress" job will have both a. low control and low demands. b. low control and high demands. c. high control and high demands. d. high control and low demands.
b
Recent research on the Type A behavior pattern suggests that the _______________ subcomponent is the best predictor of performance. a. time urgency b. achievement striving c. competitiveness d. hostility
b
occupational commitment
commitment to a particular occupational field; includes affective, continuance, and normative commitment
organizational commitment vs. occupational commitment
commitment to career vs. commitment to field
self efficiency
confidence one has in their ability to achieve goal
When demands from different sources are incompatible, role ______ occurs. ambiguity conflict overload strain
conflict
individuals dissatisfied with what types of companies
conflicting or ambiguous roles
Which of the following personality characteristics has been indicated by research to be a good predictor of employee job performance?
conscientiousness
coping
conscious efforts to deal with sources of stress and/or conflict
Behaviors indicating mutual trust, respect, and warm rapport between a supervisor and a group
consideration
2 major types of behavior
consideration (mutual trust, respect warmth between supervisor and group), initiating structure (supervisor organizes and defines group activities)
The Michigan studies identified all of the following behaviors except a. participative behavior. b. consideration behavior. c. relations-oriented behavior. d. task-oriented behavior.
consideration behavior
Organizational training needs analysis
considers that benefits of training programs to the organization.
manager solves decision problem after obtaining ideas and suggestions from subordinates individually.
consultative
manager solves the decision problem after obtaining ideas and suggestions from subordinates as a group
consultative
A researcher wants to know if a test measures all or most of the characteristics necessary to perform a specific job. The researcher is concerned with the test's
content validity
Which approach takes into account the role of the situation in the exercise of leadership? a. behavioral b. power c. trait d. contingency
contigency
Style adopted by a leader combines with characteristics of the situation to determine effectiveness
contingency approach
Job analyses can provide information about workers'
necessary KSAOs
Is there empirical research to support fairness theory?
no
apprenticeship and job rotation are both what kind of training?
on-the-job
what is the difference between leader development and leadership development?
one focuses on individual attributes the other focuses on leader-follower relationships
Need
only those who require it
- Psychological and emotional attachment to an organization - Associated with work attitudes and emotions
organizational commitment
Meyer and Allen
organizational commitment is based on three elements- affective commitment, continuance commitment, and normative commitment
- Deriving feelings of pride and esteem by associating with an organization - Can also identify with: A career, An occupation
organizational identification
- Difficult to build - Easy to lose - Trust of employers used to be much higher - Type of justice stemming from organizational: Procedures, Outcomes, Interpersonal interactions - A major contributor to employee trust - Research has focused on different types of justice: Somewhat a-theoretical
organizational justice
Some support for job satisfaction as a predictor of a number of
organizational outcomes
Veronica goes to a training class and comes back ready to use her new skill. If ___, there will be no transfer of training to the job.
others do not want her to use the skill
- low quality relationships with leader - Leader often has to exert power or authority to influence
out group members
stress exacerbating traits
personality traits associated with higher stressor exposure and/or reactivity
hygiene needs
physical and security, eliminates dissatisfaction
Employee Training
planned organizational efforts to help employees learn job-related knowledge, skills, and other characteristics
- Trait tendency to experience more frequent positive mood states - E.g., cheerfulness, enthusiastic, active, energetic
positive affect
Some employees are more likely to be satisfied about their jobs because of their natural
positive affect
tends to be associated with happiness and success
positive affect
relationship between job satisfaction and life satisfaction
positive association
Positive Affect
positive emotions that affect mood in the workplace
When a researcher is interested in measuring the consistency of measurement across repeated observations of a variable on the same subject they are said to be measuring the ___of the measurements.
reliability
process emotions
result from tasks one is currently doing
Presence of more roles than an employee can handle
role overload
Programmed Instruction
self-paced individualized training in which trainees are provided with training materials and can test how much they have learned
McLelland's Esteem Needs
the fourth need in the hierarchy of needs theory, including social recognition and accomplishment.
who is responsible for work life balance
the individual
Goal-Setting Theory
the motivational theory that emphasizes the setting of specific and challenging performance goals
job analysis
the process of identifying which tasks employees currently perform on their job and the KSAs needed to do those tasks
demographic analysis
the process of identifying who the trainees are For example: education, age, familiarity with technology, Motivation to learn, and Personality traits
procedural justice
the process of which the decisions are being made
valence
the relative attractiveness of different rewards or outcomes
Sampling refers to
the selection of a smaller group from a large population.
negative affectivity (NA)
Disposition wherein individuals are prone to experience a diverse array of negative mood states (e.g., anxiety, depression, hostility, and guilt).
person-job(p-j) fit
Extent to which the skills, abilities, and interests of an individual are compatible with the demands of the job.
person-organization(p-o) fit
Extent to which the values of an employee are consistent with the values held by most others in the organization
burnout
Extreme state of psychological strain resulting from a prolonged response to chronic job stressors that exceed an individual's resources to cope with them.
mood
Generalized state of feeling not identified with a particular stimulus and not sufficiently intense to interrupt ongoing thought processes.
what does leadership deal with?
HOW these tasks or duties are carried out with respect to members of the work group
Is there empirical research to support this theory?
Lack of empirical research to support this theory
global leadership and organizational behavior effectiveness (GLOBE)
Large-scale cross-cultural study of leadership by 170 social scientists and management researchers in over 60 countries.
culture-specific characteristics
Leader characteristics that are more acceptable in some countries than others.
inspirational motivation
Leaders articulate an appealing vision of the future, challenge followers with high standards, talk optimistically with enthusiasm, and provide encouragement and meaning for what needs to be done.
individualized consideration
Leaders deal with others as individuals; consider individual needs, abilities, and aspirations; listen attentively; and advise, coach, and teach
If an individual feels that she cannot understand or identify with others' problems, she is suffering from which dimension of burnout? a. depersonalization b. low personal accomplishment c. emotional exhaustion d. autonomy
b
What are the need-motive-value theories?
Maslow's hierarchy of needs, Alderfer's ERG theory, Herzberg's two-factor theory, job characteristics theory
Goal Orientation: Learning orientation
Mastering the task
achievement motivation theory
McClelland's model of motivation that emphasizes the importance of three needs - achievement, power, and affiliation - in determining worker motivation
McClelland's Achievement Motivation Theory:
McClelland's model of motivation that emphasizes the importance of three needs: achievement, power, and affiliation, in determining worker motivation. Emphasizes the differences in these needs form person to person
McClelland's Achievement Needs Theory
McClelland's model of motivation that emphasizes the important of three needs---achievement, power, and affiliation---in determining worker motivation.
Civic Virtue
Participating in organizational governance; looking out for the organization; keeping particularly informed about what the organization is doing.
Which is more important: the amount of money someone makes or how someone's salary compares to other people in the same job?
Pay satisfaction is affected by how an individual's salary compares to those of others in the same job rather than to those of people in general ◦ Distributive and procedural justice are strongly correlated with pay satisfaction
Equity Sensitivity
People differ in their sensitivity to overreward or underreward situations
Goal
People need feedback on their progress toward this
in-group members
People who have high-quality relationships with their leader and high latitude for negotiating their work roles.
out-group members
People who have low-quality relationships with their leader and little latitude for negotiating their work roles.
Expectancy Theory (Vroom)
People's behaviors result from conscious choices among alternatives, which are evaluated on V,I, and E
Goal Orientation: Performance-oriented
Performing well on the task; task-outcome goals
Goal
Person must have the ability and knowledge to attain this
Comparison Others
Persons used as a basis for comparison in making judgements of equity/inequity.
What are the 8 different areas of constraints identifying by Peters and O'Connor?
Peters and O'Connor (1980) identified 8 different areas of constraints ◦ Job related information ◦ Tool and equipment ◦ Materials and supplies ◦ Budgetary support ◦ Required services and help from others ◦ Task preparation ◦ Time availability ◦ Work environment
stressors
Physical or psychological demands to which an individual responds.
The impact of time on work motivation
Planning fallacy: tendency to underestimate how long a task will take -more related to when people start an activity than when they finish it -suggestions: unpack tasks and take third-person perspective
Control Theory (Self-regulation theory)
Points to the importance of gathering, receiving, and interpreting feedback
Positive Affect
Positive emotions that affect mood in the workplace.
Eustress
Positive stress.
Group processes:
Presence of others, Social facilitation, Social inhibition and Group vs. individual performance, Additive tasks, Nominal group, Social loafing
Problem-Focused Coping vs Emotion-Focused Coping?
Problem-Focused: Managing or altering the problem causing the stress. Emotion-Focused: Reducing the emotional response to the problem.
Job enrichment
Process of increasing jobs on one or more of the 5 job characteristics
Job Enrichment
Process of increasing the motivating potential of jobs by strengthening the key motivating characteristics identified by job characteristics theory
Organizational Loyalty
Promoting the organization to outsiders; defending the organization from external threats; remaining committed to the organization even under adverse conditions.
Work Design Theory
Proper design of job facilitates motivation -are you in an environment that motivates you i doing your job? -This process is called job enrichment There are critical core job dimensions: FINISH SLIDE!
Hersey & Blanchards Situational Theory?
Proposed leadership depended in part on maturity of subordinate( job maturity and psychological maturity )
evaluative
compare what was achieved with what was desired
Comparative ranking methods of appraising the performance of a nurse would include
comparing the nurse's performance to that of every other nurse in the department.
Co-worker to whom employee compares their outcome/input ratio in equity theory
comparison others
- Teach job-relevant skills via computer - Can be very effective
computer-based training
Transfer of Training
concept dealing with whether training is actually applied in the work setting
motivation
conditions responsible for variations in the intensity, persistence, quality, and direction of ongoing behavior
Feedback
The degree to which the job allows the worker to receive direct and clear information about the effectiveness of performance.
Emotional Labor
The demands of regulating and controlling emotions in the workplace
Valence
The desirability of an outcome to an individual.
Reliability
consistency
- Reward that depends on a specific response - Examples: bonuses, paycheck (commission),
contingent reward
- The perceived cost of leaving an organization - Staying with an organization because you need to
continuance commitment
- Reward presented after every correct response - Ex: salesmen/commission, tips
continuous rewards
Equity theory
Rooted in fairness of RATIOS, that the ratio of input and outcome of one person should be equal to another's ratio of input and outcome
Alderfer's ERG Theory
Satisfaction is an internal state resulting from attainment of one's goals
flextime
Schedule in which individual workers are given discretion over the time they report to work and the time they leave work on a given day.
compressed workweek
Schedule that permits an employee to work for longer than eight hours a day and fewer than five days a week.
Compressed Workweeks
Schedules that decrease the number of days in the work week while increasing the number of hours worked per day.
shift work
Scheduling of work into temporal shifts; common in particular occupational groups such as nurses, blue-collar workers, and public safety personnel.
multifactor leadership questionnaire (MLQ)
Self-report instrument used in the development and validation of the theory of transformational leadership.
General Adaptation Syndrome (GAS)
Selye's concept of the body's adaptive response to stress in three phases: Alarm Reaction->Resistance->Exhaustion
type A behavior pattern (TABP)
Set of characteristics exhibited by individuals who are engaged in a chronic struggle to obtain an unlimited number of poorly defined things from their environment in the shortest period of time; subcomponents include hostility, achievement strivings, impatience/irritability, and time urgency.
mobbing
Situation in which a target is selected and bullied by a group of people rather than an individual.
work-family conflict
Situation that occurs when workers experience conflict between the roles they fulfill at work and in their personal lives.
Goal
Situational constraints can make attainment of this difficult
Being your own Boss
Six steps/basics for entrepreneurs: 1). Existence of opportunity 2). Discovery of opportunity 3). Decision to pursue opportunity 4). Resource Acquisition 5). Entrepreneurial strategy 6). Organizing Process
impatience/irritability (II)
Subcomponent of the Type A behavior pattern that reflects intolerance and frustration resulting from being slowed down.
power motive
The desire to attain control or power that results from people learning that the exercise of control over others or the environment is pleasing
Job satisfaction
The emotional reaction that results from the perception that one's job fulfills or allows the fulfillment of one's important job values... needs.
Affective Commitment
The employee's emotional attachment to the organization.
Job Enlargement
The expansion of a job to include additional, more varied work tasks.
role
The expectations regarding the responsibilities and requirements of a particular job.
McLelland's physiological needs
The first need in the hierarchy of needs theory, including water, food, and air
Motivation
The force that energizes, directs, and sustains behavior.
Type "A" Behavior Pattern (TABP)?
Type "A"s thrive on "Life in the fast lane." ---Individuals displaying TABP are characterized by ambitiousness, impatience, easily aroused hostility and time urgency.TThe hypothesis describes Type A individuals as outgoing, ambitious, rigidly organized, highly status-conscious, impatient, anxious, proactive, and concerned with time management. People with Type A personalities are often high-achieving "workaholics".he Type A behavior pattern (TABP) emerged from observations of heart patients by two medical doctors named Meyer Friedman and Ray Rosenman in the 1950s. The term quickly became part of the public vernacular, and research accumulated linking Type A behavior and its subcomponents to physiological outcomes.People with the C personality type tend to be objective, skeptical, and logical in their behavior. They are usually fiercely pragmatic and frequently solve problems with an analytical, fact-driven approach. They are likely to be more reserved in groups and may take a long time before they build enough trust to open up.People with a Type B personality are often described as easy-going, relaxed, and highly flexible. The type B personality is basically the opposite of the type A. Where people with a type A personality are meticulous; type B people tend to take a much more casual and carefree approach.Since the early 1990s, the Belgian psychologist Johan Denollet has been studying a set of personality traits known as the Type D ("distressed") personality.Type A personality traits, including competitiveness, time urgency, and a tendency toward workaholism, can be seen (particularly by Type A people) as beneficial for career success. 1 In contrast, Type B personalities tend to be less focused on competitiveness and more on enjoying the journey.
hostility
Type A behavior pattern subcomponent associated with increased secretion of stress hormones and increased risk of coronary heart disease and other longterm, harmful health outcomes.
relations-oriented behavior
Type of behavior identified by University of Michigan researchers as an important part of a leader's activities; similar to consideration in the Ohio State model.
task-oriented behavior
Type of behavior identified by University of Michigan researchers as an important part of a leader's activities; similar to initiating structure from the Ohio State studies.
participative behavior
Type of behavior identified in the Michigan studies; allows subordinates more participation in decision making and encourages more two-way communication.
Punishment
decreases the behavior
Altering cognitive interpretations
deep acting
- Interact with learner from a distance through technology: Very popular, Can be enhanced with: More interactions, More feedback for trainees -blended learning
distance learning
initiating structure
Type of behavior identified in the Ohio State studies; included behavior in which the supervisor organizes and defines group activities and his or her relation to the group.
interpersonal competence
Type of competence that includes social awareness and social skills, such as the ability to resolve conflict and foster a spirit of cooperation
problem-focused coping
Type of coping directed at managing or altering a problem causing the stress
emotion-focused coping
Type of coping directed at reducing the emotional response to a problem by avoiding, minimizing, or distancing oneself from the problem.
cognitive restructuring
Type of stress intervention that focuses on changing perceptions and thought processes that lead to stress; reduces stress by changing the individual's perception of, or capacity to meet the demands of, the work environment.
distress
Type of stress resulting from chronically demanding situations that produces negative health outcomes.
eustress
Type of stress that provides challenges that motivate individuals to work hard and meet their goals
affect-driven work behaviors
emotional component of affective events theory
- Efforts to regulate (control) emotions in the service of job performance - Two general strategies: surface acting, deep acting
emotional labor
The regulation of one's emotions to meet job or organizational demands in known as emotional labor. organizational labor. interpersonal labor. behavioral labor.
emotional labor
Punishment
Unpleasant consequences use to weaken behavior; a poor managerial strategy for a number of reasons: (1) Chronic use leads to feelings of hostility, (2) Creates a desire to "get back" at punitive supervisors, (3) It only tends to suppress behavior, as opposed to removing it, (4) Continuous use leads to supervisors always being "on watch" for punishable behavior, and (5) Evidence suggests that female supervisors that use punishment are evaluated more harshly than their male counterparts and that their punishments are perceived to be less effective.
LMX Theory of Leadership
Updated version of LMX: -leader motivated "Xcellence" exchange relationships in the form of alliances are formed that are mutually beneficial -exchange relationships go beyond leaders and their subordinates... peers, supervisors, etc. (Graen, 2013)
motivating stress
eustress
Compare what was achieved with what was desired
evaluative
Equality
even steven (everyone gets it)
Negative Reinforcers
events that strengthen a behavior through the avoidance of an existing negative state
Expectancy theory: Valence
Valence (V): degree to which outcome or reward is valued "Do I value whatever I get for performing well?" (If no-why try?)
Global Approach
Views job satisfaction as an overall construct.
Facet Approach
Views job satisfaction as made up of individual elements, or facets.
Helping Behavior
Voluntarily helping others with work-related problems; helping prevent others from encountering problems; keeping the peace/managing conflict.
Self-Development
Voluntarily working to upgrade one's knowledge and skills; learning new skills that will help the organization.
-assumes people rationally estimate: valence, instrumentally, expectancy -behavioral decisions based on these estimates
Vroom's VIE theory
Activity (continued)
What reasons do you think make this person a great leader? -communication style,
Involuntary Absenteeism
When employees miss work because they have a legitimate excuse, such as the death of a family member or illness.
Voluntary Absenteeism
When employees miss work because they want to do something else, such as calling in sick to take a three day weekend.
characteristics of a violent worker
abuses alcohol, has violent history, difficulty accepting authority, white male, 25-30 yo
- Sustained display of hostile verbal and nonverbal behaviors - Excluding physical contact - Associated with perceptions of low interactional justice
abusive supervision
attempted leadership
accepting the goal and can be observed accepting to do so
All of the following are behavioral consequences of stress except absenteeism. fatigue. accidents. workplace violence.
fatigue
Behavioral theories of leadership identified two categories of leader behavior which were labeled
initiating structure (task) and consideration (relationship)
One limitation to reinforcement theory is that
it emphasizes extrinsic rewards to the exclusion of intrinsic motivation.
One clear advantage of the critical incidents technique of job analysis is
it provides detailed information about the requirements for success in a particular job.
Aspects of the work environment to which an individual must respond
job demands
Affective and normative commitment are associated with
job performance
- Aspects of a job that assist to achieve work goals, reduce job demands, or stimulate personal growth - Support well-being and health over time
job resources
Recent research on the Type A behavior pattern suggests that the _______________ subcomponent is the best predictor of subsequent coronary heart disease. a. time urgency b. achievement striving c. competitiveness d. hostility
d
The type of stress prevention strategy that is focused on healing the negative effects of stressors is called a. biofeedback. b. stress inoculation. c. hurry sickness. d. tertiary prevention strategy.
d
Which of the following models suggests that job demands and control are two prominent factors in producing stress? a. resistance-control b. person-job fit c. person-environment fit d. demand-control
d
- Perception that allocation of outcomes or rewards to organizational members is fair -Three ways we can make sure rewards are distributed fairly: equity norm, equality norm, needs norm
distributed justice
Professor Smith is a very organized lecturer, but because he is a rude and short with students gave him negative ratings on all dimensions (including organization). This is an example of:
distributional error
affective events theory is an example of a
dynamic perspective to work emotions
hoppock and hawthorne studies were considered what
early landmark studies
equity
equal outcome/input ratio between employee and comparison other
- Equal outcome/input ratio between employee and comparison other - Creates no tension and no action to relieve tension
equity
Those who work hardest get the biggest rewards
equity norm
- People look at their work world by comparing: Inputs (What they are investing into their work), Outcomes (What they are getting out of work)
equity theory
learning criteria
evaluation of how much trainees learned during the training program
Negative reinforcers:
events that strengthen a behavior through the avoidance of an existing negative state. Increase the behavior to try and keep the negative condition from returning
equality norm
every member gets the same share of rewards regardless of effort
Person-environment fit
ex. Do you like working in a quiet corporate office or in a loud and busy assembly plant
Counterproductive work behavior
ex. Stealing from work.
Managing physiological states
ex. drink water for dry mouth, or taking xanax for nervousness during public speaking
predecisional
examine desires to see which one is strongest and most feasible to attain
Contingency theories of leadership
examine the interaction of leader characteristics and the situation
power approach to leadership
examines types of power wielded by leaders
Strong situations
example is when the military break you down as a group and build you up
power motive
exercise of control over others or environment is pleasing
- Overall resistance drops - Adverse consequences result is source of stress is not reduced
exhaustion
In which stage of the General Adaptation Syndrome (GAS) does overall resistance drop and the adverse effects of stress take effect? alarm reaction resistance exhaustion reflective
exhaustion
Probability that effort will lead to successful performance
expectancy
role overload
expected to fill too many roles at once
actional
expend effort to achieve desired outcome
strain
experienced negative reaction to stress
Potential of supervisor to administer information or knowledge
expert power
work time
exposure to work demands
The question of weather results obtained in one setting to another setting is called
external vailidity
The question of whether research results obtained in one setting will apply to another setting is called
external validity
Organizational citizenship behavior
extra behaviors that are not part of the job description, to help promote better functioning of the organization or help other individuals ex. Being on time, helping others, not wasting time at work
Which of the Big 5 personality traits most consistently correlates with leader emergence and leader effectiveness? a. extraversion b. conscientiousness c. agreeableness d. openness
extraversion
burnout
extreme psychological strain due to prolonged response to chronic job stressors that exceed an individual's resources to cope
burnout
extreme state of psychological strain resulting from a prolonged response to chronic job stressors that exceed an individual's resources to cope with them
Burnout?
extreme state of psychological strain resulting from a prolonged response to chronic job stressors that exceed an individual's resources to cope with them. (Measured with Maslach burnout Inventory (MBI))
- Satisfaction with aspects of the job beyond job tasks - Pay, benefits, etc.
extrinsic satisfaction
Range of smiley faces from biggest smiley or biggest frown
faces scale
The approach to job satisfaction that considers job satisfaction to be composed of feelings and attitudes about a number of different elements is called the
facet approach
Multiple scores representing satisfaction with different components of the job
facet satisfaction
Motivators (Herzberg)
factors that lead employees to be satisfied and motivated by jobs (ex. recognition, interesting work) - True satisfaction results from having motivators
Quality of judgments being free from discrimination
fairness
- Connection between: Knowledge of results, Intermediate steps between goal commitment and performance
feedback loop
normative commitment
feeling an obligation to remain with the organization, staying with an organization because you feel you ought to
emotional exhaustion
feelings of being emotionally overextended and exhausted by work
personal accomplishment
feelings of competence and successful achievement in one's work
person-environment fit model
fit between person and environment determines stress considers external influences like social support
action theory
focus on connection between intentions and actions
tertiary prevention strategies
focused on healing negative effects of stressors
tertiary prevention strategies
focused on healing negative effects of stressors ex, employee assistance programs
behavioral approach
focused on kinds of behavior engaged in by people in leadership roles
Within-person design
focuses more on individual differences and automatically controls for individual differences
affective events theory (AET)
focuses on how daily events, mood, and emotion influence work-related attitudes and behaviors
successful leadership
follower changes behavior because of leader's effort
apprenticeship training
formal training to teach a skilled trade
The management of a large company decided to have the marketing and finance departments work more closely together in order to reduce interdepartmental conflict. Which method of the power approach would best describe this? a. co-opting the opposition b. controlling information flow c. controlling important decisions d. forming coalitions
forming coalitions
The first step in conducting research is to
formulate the problem to be studied
Hoppock
found that only 12% of workers reported being dissatisfied in the 1930s
Herzberg's Two factor theory
hygiene and motivators
In Herzberg's two-factor model, benefits, type of supervision, and base salary are all examples of
hygienes
- Unequal outcome/input ratio between employee and comparison other - Creates tension and initiates action to relieve tension
inequity
Which type of behavior indicates mutual trust, respect, and rapport between a supervisor and his/her group? a. task-oriented b. relations-oriented c. participative d. initiating
initiating
Behaviors in which the supervisor organizes and defines group activities
initiating structure
Behavioral theories of leadership identified two categories of leader behavior which were labeled
initiating structure (task) and consideration (relationship).
general strategies of transformational leadership
inspirational motivation, idealized influence, intellectual stimulation, individualized consideration
transformational leadership
inspirational political leaders who transform followers by appealing to nobler motives
The transformational and charismatic leadership theories consider whether or not a leader can ___ followers.
inspire
Probability performance will lead to a particular outcome or reward
instrumentally
Counterproductive work behavior
intentionally harmful behavior toward the organization.
distance learning
interact with learner from a distance through technology
Perceptions of sensitive and respectful treatment by employer
interactional justice
Reward is only given for some correct responses. Produces higher levels of performance
intermittent rewards
Barbara is convinced that she is the "mistress of her fate," and that she alone controls her success or failure. This point of view is often held by people who are high in
internal locus of control
In research methods, our ability to make a causal claim is called
internal validity
what are the two facets to interactional justice?
interpersonal and informational justice
Being treated with respect, politeness, and dignity
interpersonal justice
In the behavioral approach to leadership, consideration is also referred to as a. task orientation. b. interpersonal orientation. c. trait orientation. d. goal orientation.
interpersonal orientation
The greatest source of problems affecting hiring interview validity is
interviewer biases and snap jugments
Strategies for measuring job satisfaction:
interviews, group meetings, structured survey methods like rating scales or questionnaires. Surveys can have context effects, response bias
- Satisfaction with aspects central to the job - Job tasks
intrinsic satisfaction
An ______________ _______ relationship linking stress to performance (Yerkes--Dodson Law)
inverse U
Objective performance criteria
involve the measurement of quantifiable aspects of job performance.
Which of the following is a construct that refers to whether individuals believe that what happens to them is within or beyond their control? autonomy self-esteem hardiness locus of control
locus of control
moderators of stressor-strain relationship
locus of control, hardiness, self-esteem
stress buffering traits examples
locus of control, self-esteem
Behavioral criteria
measures the amount of newly learned skills displayed once the trainee has returned to the job.
Reaction criteria
measures the impressions of trainees, including their assessments of the program's value, the amount of learning they received, and their enjoyment of the program.
Results criteria
measures the outcomes that are important to the organization, such as increased trainee work output as expressed by production rates, dollar sales figures, or quality of work.
job rotation
move employees through various departments or jobs in a department
facet satisfaction
multiple scores representing satisfaction with different components of the job
Change agent:
name for an OD practitioner, referring to the person's role as a catalyst who helps organizations through the process of change, should be well steeped in social science research methods
Mclellands acquired needs theory:
need for achievement, need for affiliation, need for power
job descriptive index
one of the most extensively researched job satisfaction measures measures satisfaction in five distinct areas: - work itself - supervision - people - pay -promotion
Research on the "glass ceiling" has found that
only very small percentages of women and ethnic minorities hold top-level executive positions.
Turning a variable into something that is measurable is called
operationalization
off-job time
opportunities to recover from work demands
physiological consequences of stress
over activation of SNS, can lead to coronary and heart problems
overall satisfaction
overall assessment of job satisfaction that results either from mathematically combining scores based on satisfaction with specific important aspects of work or a single overall evaluative rating of the job
Define affect.
overall manner in which you respond to a situation
exhaustion
overall resistance drops
- A single score capturing one's attitude to the job - May be calculated as: A single overall evaluation, The sum of satisfaction with specific components of the job
overall satisfaction
what is the main/classic way of measuring job satisfaction
overall satisfaction
A random sample is one in which
participants are chosen in such a way that each individual has an equal probability of being selected.
- Allowing subordinates to participate in decision making - Encouraging two-way communication between supervisor and subordinates
participative behavior
low control, low psychological demands
passive job (janitor, watchman)
Which theory deals with the characteristics of the subordinate in addition to the characteristics of the situation? a. contingency b. path-goal c. task-oriented d. relations-oriented
path goal
Roles:
patterns of behavior that are adapted based on expectations about the functions of a position, help provide a specific plan for behavior, specific responsibilities of each person
Extrinsic Motivation:
people are motivated by external rewards and are motivated to perform a behavior because they receive some extrinsic reward from the environment like pay. These rewards decrease intrinsic motivation. Work orgs overemphasize extrinsic rewards which hurt intrinsic motivation
equity theory
people look at their work world by comparing inputs and outcomes
need norm
people receive rewards in proportion to their needs
continuance commitment
perceived cost of leaving an organization
continuance commitment
perceived cost of leaving the organization
procedural justice
perceived fairness of the process used to assign ratings or distribute rewards
determines response to stressful situation
perception of control
distributive justice
perception that allocation of outcomes or rewards to organizational members is fair
job control
perceptions of autonomy and decision-making latitude
interactional justice
perceptions of sensitive and respectful treatment by employer
The two approaches to criterion-related validity are
predictive validity and concurrent validity
In employee selection, a variable used to select a successful job candidate is referred to as a
predictor
in employee selection, a variable used to select a successful job candidate is referred to as a
predictor
role overload
presence of more roles than an employee can handle
preferred stress intervention strategy
primary
work and job design, cognitive restructuring
primary prevention strategies examples
stress inoculation is a
primary prevention strategy
expectancy
probability that effort will lead to successful performance
instrumentality
probability that performance will lead to a particular outcome or reward
Directed at managing or altering source of stress
problem focused coping
Which of the following types of coping is directed at managing or altering the problem that causes stress? problem-focused coping emotion-focused coping behavior-focused coping cognitive-focused coping
problem-focused coping
Perceived fairness of the process used to assign ratings or distribute rewards
procedural justice
Emotional reactions related to tasks you are currently performing
process emotions
self-regulation
process of taking in information about behavior and making adjustments based on that information
Organizational Identification (OID)?
process wereby individuals derive a feeling of pride and esteem from their association with an organization.
Organizational identification (OID)
process whereby individuals derive a feeling of pride and esteem from their association with an org
behavioral theories developed two dimensions of leadership behavior
production oriented (emphasize task of job) and employee oriented (emphasize interpersonal relations and accept individual differences)
- Receive instructional materials - Positively reinforced as trainee moves through instructional materials
programmed instruction
Computer-Assisted Instruction
programmed instruction delivered by computer that adapts to the trainee's learning rate
persistence
prolong effort over time
Herzberg's two factor theory
proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors
Leader-member exchange (LMX)
proposes that leaders adopt different behaviors with individual subordinates. Its advocates argue that subordinates fall into an in-group, in which members have high-quality relationships with their leader, or an out-group, whose members have low-quality relationships with their leader.Affective commitment the extent to which an employee wants to remain with an organization and cares about the organization Continuance commitment the extent to which employees believe they must remain with an organization due to the time, expense, and effort they have already put into the organization Distributive justice the perceived fairness of the decisions made in an organization Embeddedness the extent to which employees have links to their jobs and community, the importance of these links, and the ease with which they can be broken and replaced at anther job External locus of control the extent to which people believe that their success and failure is determined by external sources (e.g., luck, other people) Faces scale a measure of job satisfaction in which raters place a mark under a facial expression that is most similar to the way they feel about their jobs Financial bonus a method of absenteeism control in which employees who meet an attendance standard are given a cash reward Games an absenteeism control method in which games such as poker and bingo are used to reward employee attendance Interactional justice the perceived fairness of the interpersonal treatment that employees receive Job descriptive index (JDI) a measure of job satisfaction that yields scores on five dimensions Job diagnostic survey (JDS) a measure of the extent to which a job provides opportunities for growth autonomy, and meaning Job enlargement a system in which employees are given more tasks to perform at the same time Job enrichment a system in which employees are given more responsibility over the tasks and decisions related to their job Job in general (JIG) scale a measure of the overall level of job satisfaction Job rotation a system in which employees are given the opportunity to perform several different jobs in an organization Job satisfaction the attitude employees have toward their jobs Minnesota satisfaction questionnaire (MSQ) a measure of job satisfaction that yields scores on 20 dimensions Normative commitment the extent to which employees feel an obligation to remain with an organization Organizational citizenship behaviors (OCBs) behaviors that are not part of an employee's job but which make the organization a better place to work (e.g., helping others, staying late) Organizational commitment questionnaire (OCQ) a 15-item questionnaire that taps three organizational commitment dimensions Organizational commitment scale (OCS) a 9-item survey that taps three aspects of organizational commitment Organizational commitment the extent to which an employee identifies with and is involved with an organization Paid time off (PTO) an attendance policy in which all paid vacations, sick days, holidays, and so forth are combined Person/organization fit the extent to which an employee's personality, values, attitudes, philosophy, and skills match those of the organization Procedural justice the perceived fairness of the methods used by an organization to make decisions Quality circles / self directed teams employee groups that meet to propose changes that will improve productivity and the quality of work life Social information processing theory / social learning theory states that employees model their levels of satisfaction and motivation from other employees Well pay a method of absenteeism control in which employees are paid for their unused sick leave
Emotional reactions related to tasks you anticipate doing
prospective emotions
Action Theory
proximal
Control Theory
proximal
Equity Theory
proximal
Expectancy Theory
proximal
commitment
psychological and emotional attachment an individual feels to a relationship, an organization, a goal, or an occupation.
commitment
psychological and emotional attachment an individual feels to a relationship, organization, goal, or occupation
concept of commitment
psychological and emotional attachment an individual feels to a relationship, organization, goal, or occupation
organizational commitment
psychological and emotional attachment to an organization
burnout and chronic stress are
psychological consequences of stress
- All four recovery experiences may contribute to off-job recovery, but what appears to be the most important?
psychological detachment
Physical and mental sense of being away from the work situation
psychological detachment
Work is one of most frequently identified sources of
psychological distress
A subordinate's self confidence and self-respect are called job maturity. psychological maturity. social maturity. cognitive maturity.
psychological maturity
Types of leadership development: 360-degree feedback
pulls information from subordinates, colleagues, and higher-level managers and presents it back to the focal manager In tandem with feedback, coaching can help managers feel motivated to change and show them how to change
justice
quality of being morally right and fair
fairness
quality of judgments being free from discrimination
personal goal-setting
quotas, dates, activities that need to be done
- Trainee impressions of the training program - Measures are sometimes called "smile sheets" - Based on what happened during the training program
reaction criteria
strains
reaction or response to stressors
Quick Burger, Inc has been having problems with turnover because the supervisors are rude to the employees. Quick Burger, institutes a training program that teaches supervisors how to treat employees with respect. At the end of the session, the trainer asks the participants how much they liked the training program. This is an example of what type of criterion?
reactions
Quick Burger, Inc. has been having problems with turnover because the supervisors are rude to the employees. Quick Burger institutes a training program that teaches supervisors how to treat employees with respect. At the end of the session, the trainer asks the participants how much they liked the training program. This is an example of what type of criterion?
reactions
strains
reactions or responses to stressors
- A wide variety of factors influence the relationships between job stressors and reactions to these stressors - Influence the need for and effectiveness of stress management interventions
reactions to stressors
informational justice
receiving adequate explanations about processes and outcomes
Natasha is getting ready to evaluate her employee Darrin's performance on attendance. She recalls that two weeks ago he was an hour late. She gives Darrin a low score on attendance most likely due to
recency error.
o Physical activities o Social activities o Low effort activities (Ex. Watching tv)
recovery activities
psychological detachment, relaxation, mastery experiences, and control during leisure time are
recovery experiences
The process by which organizations attract potential workers to apply for jobs is called
recruitment.
emotion-focused coping
reducing the emotional response to the problem
Potential of supervisor to administer a sense of personal approval
referent power
Poor tools and work systems can decrease productivity
regardless of how motivated the worker is.
Variable-Ratio Schedule
reinforcement that depends on the performance of a specified but varying number of behaviors
Variable-ration schedule:
reinforcement that depends on the performance of a specified but varying number of behaviors. Ex: a salesperson on commission who is required to give a number of sales presentations (work behavior) to make a sale and receive a commission (the reinforcement)
Fixed-Interval Schedule
reinforcement that follows the passage of a specified amount of time
Variable-Interval Schedule
reinforcement that follows the passage of a specified amount of time, with exact time of reinforcement varying
Variable-interval schedule:
reinforcement that follows the passage of a specified amount of time, with the exact time of reinforcement varying. Ex: bonuses and a small busines owner getting paid once a month
Fixed-interval schedule:
reinforcement that follows the passage of a specified amount of time. Ex: employees paid on an hourly or daily wage salary.
Fixed-Ratio Schedule
reinforcement that is contingent on the performance of a fixed number of behaviors
Fixed-ratio schedule:
reinforcement that is contingent on the performance of a fixed number of behaviors. Ex: workers paid for the number of components assembled, fruit picked, ect.
- Behavior is a function of: Stimulus, Response, Reward - Contingent Reward - rates of reinforcement: continuous rewards, intermittent rewards
reinforcement theory
source of emotional reaction also matters in structure of work emotions. independent emotions arise from
social interactions, work tasks
Many efforts to categorize emotions in a general sense
structure of work emotions
leader emergence
study of characteristics of individuals who become leaders, examining why they were elected/accepted
leader emergence
study of the characteristics of individuals who become leaders, examining the basis on which they are elected, appointed, or simply accepted.
leadership effectiveness
study of which behaviors on the part of a designated leader (regardless of how that position was achieved) led to an outcome valued by the work group or organization.
The Vroom-Yetton model
suggested that although a participative style might contribute to the sat- isfaction of group members, under certain circumstances, it could lead to a poor decision.
high supportive and low directive behavior
supporting
How does this theory explain motivation?
◦ Feedback is evaluated by comparing current goal progress to some internal standard or expected progress ◦ If progress is insufficient, the person will be motivated to take action
Need for achievement
the compelling drive to succeed and to get the job done.
organizational commitment
the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization
person-environment fit
the degree to which there is a "fit" between an employee and their job matters for perceived stress and experienced strain
Transfer of training
the degree to which training leads to improvements in on-the-job behavior Some estimates suggest that only 20% of knowledge transfers from training to the job! (Kazbour & Kazbour, 2013)
Role differentiation:
the process by which group members learn to perform various roles, ex: leader, spokesperson, roles in workgroups are created based on factors like formal job titles, status in the group, tasks, and abilities
Organizational development (OD):
the process of assisting organizations in preparing for the managing change, takes place in a series of phases
Organizational culture:
the shared values, beliefs, assumptions, and patterns of behavior within the organization. How people feel about the org, its values, beliefs and how it executes its standards of behavior. Contains the org's history and derives from traditions, shared norms, that reflect the deeper foundation of the org
Reliability refers to
the stability of a measure over time.
Job Rotation
the systematic movement of workers from one type of task to another to alleviate boredom and monotony (as well as training workers on different tasks
Reinforcement Theory
the theory that behavior is motivated by its consequences
job descriptive index (JDI)
one of the most extensively researched and documented job satisfaction instruments; assesses satisfaction with five distinct areas: the work itself, supervision, people, pay, and promotion
chronic stress has negative effects on
information processing and performance
facet satisfaction
information related to specific elements of job satisfaction
low control, high psychological demands
high strain job (mail worker, cashier)
information processing
high stress impairs memory, reaction time, accuracy, and task performance
those with leadership aspirations tend to have ____ power motive and ___ activity inhibition and ___ affiliation needs
high, high, low
- Found that only 12% of workers reported being dissatisfied - 88% of workers were satisfied with their jobs
hoppock study
person-as-machine metaphor
human behaviors are: -reflexive -involuntary -performed without conscious awareness
effective leadership
leader changes follower's behavior, both parties are satisfied
mentally challenging work that the individual can successfully accomplish is
satisfying
Compressed Workweeks
schedules that decrease the number of days in the workweek while increasing the number of hours worked per day
Chapter 13
scientific debate: leadership vs. management/administration -How important are leaders to leadership?
Modifying responses to inevitable demands or stressors
secondary prevention strategies
stress inoculation, biofeedback, use of social support
secondary prevention strategies
stress inoculation, biofeedback, use of social support
secondary prevention strategies examples
Modeling
seeing somebody else be successful>similarity
goal commitment
self-acceptance of a goal
- Belief in one's capabilities to perform a task or reach a goal - These beliefs have a substantial influence on motivation and behavior
self-efficacy
- Emotional evaluation of one's own worth - Higher ____________________ is thought to buffer individuals against the effects of stress
self-esteem
job crafting
self-initiated changes that employees actively make to their jobs to help them increase interesting job characteristics and/or decrease unpleasant job demands
Self-regulation
self-monitoring; using feedback - information about progress toward goal. ◦ Feedback yields discrepancies between current and desired status ◦ Individual takes action on basis of feedback
- Process of: Taking in information about behavior, Making adjustments based on that information -An active, dynamic, ongoing process influencing goal-setting, motivation, and performance
self-regulation
A company had decided to enclose a questionnaire with its next billing to find out its customers' opinions about company services. Which method of measuring variables is the company using?
self-report technigue
A company had decided to enclose a questionnaire with its next billing to find out its customers' opinions about company service. Which method of measurement
self-report technique
father of stress
selye
hardiness
set of personality characteristics that provide resistance to stress
self-regulation
set of principles and practices by which people monitor their own behaviors in pursuit of personal goals
Stressful life events:
significant events in a person's recent history that can cause stress, this approach to measuring assumes that such events can bring on stress-related illness and impairs job performance. The checklist involves individuals getting a total numerical stress severity score with the significance of life events they have experienced in the past year
- Control training conditions - Safety - Enhanced transfer of training - Cost (Expensive, but still cheaper than cost of on-the-job trainee mistakes for some jobs) these are reasons why we should use what for training?
simulators
Reproduce real world conditions in training setting
simulators
work-family conflict
situation in which workers feel conflict between work roles and family roles
person-job fit
skills of individual are compatible with demands of job
Some support for job satisfaction as a predictor of a number of organizational outcomes. Magnitude of effects tends to be rather
small (0.15-0.30)
Quality circles:
small groups of volunteer employees from the same work area who meet regularly to solve work-related problems, members are trained in quality control, learn problems solving techniques and communication skills, then a particular problem is chosen to study and a variety of methods are gathered to address the issue, then a recommendation is made to management about how to solve the problem
classroom lectures
training in a traditional classroom setting
off-site methods
training that occurs outside of the work environment
on-site methods
training that occurs while in the work environment
Vestibule Training
training that uses a separate area adjacent to the work area to simulate the actual work setting
Examining "g" or intelligence as a predictor of effective leadership behavior would apply to which approach? behavioral power trait contingency
trait
Which approach attempts to show that leaders possess certain characteristics that non-leaders do not? a. behavioral b. power c. trait d. contingency
trait
- Earliest attempt by I/O psychologists to study leadership (1920's-1930's) - Leaders possess traits that non-leaders do not
trait approach (to leadership)
positive affect
trait tendency to experience more frequent positive mood states
If you observe a recently-trained employee performing a newly-learned behavior, this is evidence of
transfer of training
- Some find it hard to distinguish organizational commitment and job embeddedness - The original work on embeddedness (Mitchell et al., 2001) doesn't do a great job at making this distinction (t/f)
true
some people argue that there is no need to get more specific in measuring job satisfaction than overall satisfaction (t/f)
true
t/f: Affective predicts absenteeism and turnover better than continuance or normative
true
- Belief in how a person or organization will act on a future occasion - Based on past experiences
trust
avoidance, problem focused
try again and don't worry about it
Basic Need Theories:
two basic need theories are by Abraham Maslow and Clayton Alderfer they are the need hierarchy theory and the ERG theory
- Variation of Maslow's theory - Hygiene needs: Physical and security, Meeting hygiene needs, Eliminates dissatisfaction, Ex: dirty, tired, hungry, thirsty, etc. - Motivator needs: Social, esteem, and self-actualization, Meeting motivator needs, Results in positive satisfaction
two factor theory (Herzberg's)
VIE and Goal-Setting Theories
two theories of motivation where both end result is outcome
Reinforcement and Goal-Setting Theories
two theories of motivation where both require feedback, rewards used in both
Equity and Goal-Setting Theories
two theories of motivation where fairness may shape your committment to motivation
Organizational citizenship behavior
two types: Altruism, Compliance
Individuals stressors:
type A behavior pattern, hardiness (some people may be more resistant to the health-damaging effects of stress, resistant to harmful effects of stress /c of their style of coping) and self-efficacy
- Characterized by: Achievement striving, Impatience/Irritability, Time urgency, Hostility - Associated with:Elevated exposure and reactivity to stressors, Coronary heart disease, Career success
type a behavior pattern
consideration
type of behavior identified in the Ohio State studies; included behavior indicating mutual trust, respect, and a certain warmth and rapport between the supervisor and group.
affective
type of commitment that is the strongest predictor of work behavior
- Distributive - Procedural - Interactional
types of organizational justice
destructive leader
tyrannical, derailed, supportive, disloyal
presenteeism
unable to fully perform work duties and more likely to make mistakes in the work they do perform
Sally is interested in writing a research paper on the field of industrial/ organizational psychology. She knows that you are taking a psychology course she ask you to explain to her the major concerns of I/O psychology. You would be most likely to tell her that I/O psychology is concerned with
understanding employees' cognition and behavior at work as well as enhancing the well being of employees in the workplace
Sally is interested in writing a research paper on the field of industrial/organizational psychology. She knows that you are taking a psychology course she asks you to explain to her the major concerns of I/O psychology. You would be most likely to tell her that I/O psychology is concerned with
understanding employees' cognition and behavior at work as well as enhancing the well being of employees in the workplace
depersonalization
unfeeling and impersonal ersponse towards recipients of one's service
- Another attempt to identify behaviors that leaders engage in - Identify three primary categories of leader behaviors: task-oriented behavior, relations-oriented behavior, participative behavior
university of Michigan studies
Punishment:
unpleasant consequences that reduce the tendency to respond. Applied to inappropriate behaviors. Punishment can result in feelings of hostility and retaliation
Critics of Fiedler's contingency model have focused primarily on
use of the Least Preferred Coworker (LPC) measure.
approach, emotion focused
use relaxation techniques to reduce stress
Job Attitudes:
using complete sentences answer the following questions in <250 words
The relative attractiveness of different rewards or outcomes
valence
person-organization fit
values of employee are consistent with values held by most in organization
A salesperson who receives sales commissions every month is being reinforced using a
variable interval schedule.
job embeddedness
varied types of commitment that individuals feel toward co-workers, teams, careers
Describe the five factors necessary for effective goal-setting.
◦ Factors necessary for effective goal setting: ◦ Goal commitment ◦ Feedback ◦ Challenging goals ◦ Specificity ◦ Self-setting goals
Schedules of Reinforcement
(1) Fixed-Interval, (2) Variable-Interval, (3) Fixed-Ratio, and (4) Variable-Ratio.
Approaches to Job Satisfaction
(1) Global Approach and (2) Facet Approach.
Types of Organizational Citizenship Behaviors
(1) Helping Behavior, (2) Sportsmanship, (3) Organizational Loyalty, (4) Organizational Compliance, (5) Individual Initiative, (6) Civic Virtue, and (7) Self-Development.
Job Design Theories of Motivation
(1) Herzberg's Two-Factor Theory and (2) The Job Characteristics Model.
Balances for Overpayment Inequity
(1) Increasing Inputs, (2) Decreasing Outputs, (3) Changing Comparison Others, and (4) Distorting the Situation.
Balances for Underpayment Inequity
(1) Increasing Outcomes, (2) Decreasing Inputs, (3) Changing the Comparison Other, and (4) Leaving the Situation.
Strategies for Coping with Worker Stress
(1) Individual Coping Strategies and (2) Organization Coping Strategies.
3 components of burnout?
1) Emotional Exhaustion 2) Depersonalization 3) Low Personal Accomplishment
What does OCB stand for?
Organizational Citizenship Behavior (OCB)
feelings of frustration can lead to constructive behavior in situations of
high control
facet satisfaction
information related to specific facets or elements of job satisfaction
Receiving adequate explanations about processes and outcomes
informational justice
Fairness Theory
proximal
Goal-setting Theory
proximal
Self-efficacy Theory
proximal
Very similar to consideration
relations-oriented behavior
telecommuting
Accomplishing work tasks from a distant location using electronic communication media
Global Satisfaction
Average, Overall enjoying going there, being there, the job in general. Moment-to-moment
autonomy
Extent to which employees can control how and when they perform the tasks of their job
Autonomy
Freedom to do the job as you see fit
Phases of Burnout
(1) Emotional Exhaustion, (2) Depersonalization, and (3) Low Personal Accomplishment.
Cognitive Theories of Motivation
(1) Equity Theory of Motivation and (2) Expectancy (VIE) Theory of Motivation.
-
-
Work-Family Conflict
Cumulative stress that results from duties of work and family roles.
Group decision making:
Diagnosing the problem. Generating solutions. Evaluating solutions. Choosing solutions
Organizational Justice
Fairness in the workplace
Distress
Negative stress.
In a ___, jobs are evaluated based on working with data, people and things.
Functional Job Analysis
Trainee readiness refers to
all of the above
distress
disruptive stress
role conflict
interference between the demands of two or more roles
role ambiguity
lack of clarity regarding how a role is defined
Equity
merit based (based on earning)
high self esteem is associated with
violence
The use of O*NET is associated with which of the following job analysis techniques?
Functional Job Analysis
Which of the following tests tend to be a valid predictor of performance across a large number of different kinds of jobs?
Cognitive ability test.
work-family balance
Area of research that investigates whether the satisfaction that one experiences at work is in part affected by the satisfaction that one experiences in non-work, and vice versa.
Social Loafing
As the size of the group increases, the individual output often decreases
Culture
Overall organizational
Experienced responsibility
Part of JCT, Autonomy, leads to what
Know Results
Part of JCT, Feedback, allows you to
Reinforcement Theory
The theory that behavior is motivated by its consequences.
Job Descriptive Index (JDI)
Assesses satisfactin with work iteself, supervision, people, pay, & promotion.
core self-evaluations
Assessments that individuals make of their circumstances; elements of core evaluations include self-esteem, self-efficacy, locus of control, and the absence of neuroticism.
person-as-intentional metaphor
Assume that individuals behave intentionally • Modern motivation theories
Maslow's hierarchy of needs
Assumes that we are all aroused by biological and instinctive needs and that people behave in order to satisfy their needs
Disengagement (control theory)
Disengagement is not always a bad thing; continued effort and giving up are necessary parts of self-regulation
Cognitive choice theories
Assumption is that people are active decision makers who strive to be rational in choosing what to do, how much effort to exert, etc.
Cognitive Choice Theories
Assumption is that people are active decision makers who strive to be rational in choosing what to do, how much effort to exert, etc. - Equity theory - Expectancy theory
I/O perspective of "great man" theories of leadership
-they think they are of little value -however, biographies of leaders demon- strate that every successful leadership career is a combination of individual attributes and the circumstances in which the leaders found themselves.
Transactional leadership (four sub-types)
"Carrots and sticks" ◦ Task-oriented ◦ Control by rewarding and punishing ◦ Laissez-Faire ◦ Leaders who do not take responsibility for their actions, are unavailable to followers, and avoid making decisions 1. Contingent reward ◦ Expectations are conveyed ◦ What needs to be done to obtain rewards 2. Active management-by-exception ◦ Search for mistakes and punish employees 3. Passive management-by-exception ◦ Punishments; but only when issues arise ◦ Wait for problems to emerge to punish 4. Laissez-Faire ◦ Leaders who do not take responsibility ◦ Are often unavailable to followers ◦ Avoid making executive decisions
Counting the cost
"I'll have time to do it later" 1). How much time would it take you to make dinner tonight for you and your roomate/friend/significant other? -"unpack the tasks" -how long now? 2). Creating a 10-minute presentation -ou vs. classmates 3). Can you really do (a task) in one setting? -will there be interruptions?
Dr. Ed got itneresting in motivation in the first place because of:
"Theories of Motivation" class he took as an undergrad taught by Professor Joe Hatcher (his undergrad psych advisor) -Had to choose a motivational goal that would last all semester long. (Dr. Ed chose a marathon)
Skill Variety
# of skills you need to complete your job
Motivating Potential Score (MPS)
((Skill Variety + Task Identity + Task Significance)/3) x Autonomy x Feedback
Effects of Worker Stress
(1) At optimal levels, stress causes higher performance, (2) At high levels, stress causes low performance and health problems, (3) At low levels, stress causes low performance, and (4) Job Burnout.
Need Theories of Motivation
(1) Basic Need Theories and (2) McClelland's Achievement Motivation Theory.
Programs for Increasing Employee Engagement, Job Satisfaction, and Organizational Commitment
(1) Changes in Job Structure, (2) Changes in Pay Structure, (3) Flexible Work Schedules, and (4) Benefit Programs.
Flexible Work Schedules
(1) Compressed Workweeks and (2) Flextime.
Work Role Stressors
(1) Job Ambiguity, (2) Lack of Control, (3) Physical Work Conditions, (4) Interpersonal Stress, (5) Harassment, (6) Organizational Change, and (7) Work-Family Conflict.
Changes in Job Structure
(1) Job Rotation and (2) Job Enlargement.
Practical Suggestions from Expectancy Theory for Managerial Motivation
(1) Managers should try to define work outcomes clearly to all workers, (2) Managers should make the relationship between performance and rewards clear, and (3) Any performance-related goal should be within the reach of the employee involved.
Basic Need Theories
(1) Need Hierarchy Theory and (2) ERG Theory.
Theories of Motivation
(1) Need Theories of Motivation, (2) Behavior-Based Theories of Motivation, (3) Job Design Theories of Motivation, and (4) Cognitive Theories of Motivation.
Factors of Employee Engagement
(1) Number and quality of job characteristics, (2) Feeling supported in the workplace, (3) Being recognized for good work, and (4) Being in an organization that treats workers fairly.
In Self-Report Stress Measurement, Questions Dealing with Workload may Include the Following:
(1) Number of projects/assignments you have, (2) Amount of time spent in meetings, (3) Amount of time spent at work, and (4) Number of phone calls and visitors you have during the day.
Measures of Work Stress
(1) Physiological Measures, (2) Self-Report Assessments, (3) Measurement of Stressful Life Events, and (4) Measurement of Person-Environment Fit.
Behavior-Based Theories of Motivation
(1) Reinforcement Theory and (2) Goal Setting Theory.
Core Characteristics that Contribute to the Three Important Psychological States in the Job Characteristics Model
(1) Skill Variety, (2) Task Identity, (3) Task Significance, (4) Autonomy, and (5) Feedback.
Changes in Pay Structure
(1) Skill-Based Pay, (2) Merit Pay, (3) Gainsharing, (4) Profit Sharing, and (5) Employee Ownership.
Sources of Worker Stress
(1) Stressful Occupations, (2) Organizational Sources (Situational Stressors), and (3) Individual Sources (Dispositional Stressors).
Variables that Could Affect Productivity
(1) Systems and Technology Variables, (2) Individual Difference Variables, (3) Group Dynamics Variables, and (4) Organizational Variables.
Individual Source of Work Stress (Dispositional Stress)
(1) Type-A Behavior (2) Susceptibility/Resistance to Stress, and (3) Self-Efficacy.
Factors That Affect both Organizational Commitment and Job Satisfaction
(1) Type/variety of work, (2) Autonomy associated with the job, (3) Responsibilities associated with the job, (4) Quality of social interactions in the workplace, (5) Compensation, and (6) Opportunities for advancement within the company.
Work Task Stressors
(1) Work Overload and (2) Underutilization.
Organizational Sources of Work Stress (Situational Stressors)
(1) Work Task Stressors and (2) Work Role Stressors.
Reasons Why OCBs May be Related to Organizational Effectiveness
(1) Workers who help new coworkers "learn the ropes" help them to speedup the orientation and socialization process and become more productive employees faster, (2) Employees who help each other need less managerial supervision, freeing up the managers' time for other important duties, (3) Employees who have positive attitudes toward one another are more cooperative and avoid destructive conflicts with other workers, (4) Workers freely and voluntarily meet outside work times and regularly tough base with one another, improving the flow of organizational communication, (5) OCBs lead to a positive work environment and help in the recruitment and retention of the best-qualified workers, (6) Workers pick up the slack and "cover" for one another during absences or times of heavy individual workloads, and (7) Employees are more willing to take on new responsibilities or learn new technology or work systems.
Equity Theory (cognitive choice theory)
(Adams) Idea that people's perceptions and beliefs about the fairness of their treatment at work affect their motivation, attitudes, and behaviors - Comparison of the ratios of what we bring to a situation (inputs) and what we get out of it (outcomes) to others' ratios of inputs and outcomes
What are the components of self-regulation (social cognitive)?
(Bandura) 1. Self-observation: Extent to which we pay attention to specific aspects of our behavior 2. Self-evaluation: Attention that individuals devote to feedback processes 3. Self-reactions: Internal responses to self-evaluation 4. Self-efficacy expectations: Individual's perception of his ability to successfully complete a task or attain a goal
Positive Affectivity (PA)?
(Extraversion) Individuals prone to describe themselves as cheerful, enthusiastic, confident, and energetic.
Negative Affectivity (NA)?
(Neuroticism) Individuals prone to experience diverse array of negative mood states.
positive affectivity (PA)
(aka extraversion) individuals prone to describe themselves as cheerful, enthusiastic, but not necessarily discrete emotions
negative affectivity (NA)
(aka neuroticism) individuals prone to experience diverse array of negative mood states
Primary Prevention Strategies? (stress)
(most proactive & preventative) concerned with modifying or eliminating stressors in work environment. ex) Cognitive restructuring/ Work & Job Design
Prescriptive norms:
(what people should do)
Descriptive norms:
(what people tend to do). On test is this what people tend to do or what they SHOULD do
Broaden-and-build Theory of Positive Emotions
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Chapter 12: Motivation
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Full-Range LeadershipTheory
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Tuesday, 11/13
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What can employees do to reduce inequity?
- Change inputs - Change outcomes - Alter perceptions Empirical support for theory is mixed - if paid too much, will you increase your inputs to make the situation more equitable
Three categories of Alderfer's ERG theory
- Existence needs- correspond to physiological and safety needs - Relatedness needs- correspond to love needs - Growth needs- parallel esteem and self-actualization needs
employee voice
- ability to challenge, influence, or express objections to a process - associated with greater perceptions of procedural justice
job sat(isfaction) research
- satisfying jobs are linked to fewer occupational injuries - pos. association of job sat and general life sat -pos. relations between employee sat and customer sat, productivity, profit, safety, and employee retention -satisfied employees are less likely to be absent to late for work
Implicit Leadership Theory
-"The Romance of Leadership" -Attribution theory of leadership -Leader effectiveness seen when expectations are confirmed -Does a leader fit what individuals conceptually hold to be a "prototypical" leader? -Follower-centered perspective of leadership -which type of power does this sound like?
Negative affect—job satisfaction r =
-.28
The Trait Approach
-Are leaders born? -What traits do you associate with leadership? (communicator, decisive, accept when wrong (humble), strong-willed, extroversion) Research shows characteristics may be associated with leader success, but does not guarantee success -Motivation: McClelland's three leader motives -need for power: authority and influence -need for achievement: solve problems, attain results -need for affiliation: affiliate, support, help others
Organizational Polticis
-Behaviors driven by self-interest -who gets what, when, and how -positive, neutral, and negative views of politics -political games in organizations -budgeting game -expertise game -rival camps game
Work Motivation theories
-Biological-based theory -flow theory -self-determination theory -expectancy theory -equity theory -goal setting theory -self-regulation -
Shift work
-Circadian rhythm -major psychological difficulty in rotating shifts vs. fixed shifts
Profit Sharing
A plan where all employees receive a small share of an organization's profits.
The Contingency Approach
-Considers the situation in which leadership occurs -Fidler's contingency model -a leader's effectivness depends on his/her orientation and situation favorabiltity -Leader's orientation -task-oriented -relationship-oriented -mix of task-oriented and relationship-oriented Favor ability of the situation determined by 3 factors: -leader-member relations -degree of task structure -(finish slide!)
Organizational Citizenship Behavior
-Contributing to the organization's welfare by going beyond duties -5 main dimensions to citizenship behavior, Organ (1988): -Altruism -Courtesy -Conscientiousness
The Impact of Time on Work Motivation
-Deadlines: often included with goals but can lead to risk taking and impair creativity -Procrastination: self-regulatory failure -distal outcomes often discounted -more likely with heavy workloads
The stigma of dirty work
-Dirty work: work that is "tainted" creating a stigma -Types of taint: physical, social, moral -Some taint is "sticky"-remains after the job is gone -some tasks in otherwise "clean" jobs can be "dirty" (ex: euthanasia for vet) -Views regarding stigma change over time
Goal Setting Theory
-Evidence that goal setting is effective for groups and highly generalizable -potential harmful effects (ex: if goals are too difficult) -Goals lead to greater performance when: --they are specific (vs. vague "do your best" goals) --they are difficult (vs. easy) --they are attainable (vs. unattainable) -Tasks are simple (vs. complex) --tasks are independent (vs. interdependent) --feedback is provided (vs. not provided) --individuals are committed to the goals ---Self-set or participatively-set (vs. assigned)
Biological-based Theory
-Examines the role physiological responses and inherited traits in motivation -The gene DRD4, dopamine, and motivational chemistry -The conscious will to achieve (aka Drive theory)
Work-family interventions
-FMLA (Family and Medical Leave Act) -US vs other countries -Idiosyncratic deals- special arrangements between individuals and employers -onsite and near-site childcare centers -elder care is a growing concern
Self-regulation Theories
-Family of theories with the core concept of goals -people consciously set goals -people self-monitor -Use feedback for information about progress and being on target -Feedback yields discrepancies between current status/needed status for gain of rewards -Self-efficacy increase with success -Self-efficacy adds utility to some of the other theories explains how cognitive processes become activated in behavior; ex: that people: -form intentions -set goals and anticipate outcomes -adapt personal standards and monitor, regulate actions -"reflect and correct"
Authentic Leadership
-Focus on leader being genuine a - - -
What are the self-regulation theories
-Goal-setting theory -Social cognitive theories -Control theory
The Power and Influence Approach
-Identification of meaning of power and the tactics of influence -French and Raven's power types -reward -referent -expert -coercive -legitimate Possible outcomes from using influence: -commitment -compliance (comply with your request because you have a position of authority) -Resistance (can lead to resistance within organization)
Flow theory
-Intrinsic motivation on steroids- being "in the zone" -3 preconditions: -challenge-skill balance -clear goals -clear and immediate feedback -Some individual are more prone to flow than others -work-related flow related to benefits at work and at home
Job attitudes
-Job satisfaction -Work commitment -employee engagement -organizational justice
How is the social cognitive model applied to goal orientation?
-Learning goal orientation -Performance goal orientation
Dolphin Stress Test
-Look at screen -if you notice anything unusual, you might have difficulty managing your stress
Goal-setting Theory
-Motivation influenced by directing efforts toward established goals -Goals influence direction, intensity, and persistence, and influence development of novel task strategies -Goal content matters --Learning (mastery) goals --Performance goals --Tendency to approach goals in certain ways: goal orientation
Equity Theory
-Motivation is social in nature -Individuals make comparisons between themselves and others to determine how hard to work -Comparison of a ratio of their inputs and outcomes with those of others -when ratio is equal, there is equity -When ratio is not equal, there is no equity -The basis for organizational justice perceptions -Comparisons may vary --Self vs. other comparisons --internal vs. external comparisons -comparisons with actual people vs. thoughts
Motives
-Motives for employees to engage in citizenship behaviors -"do good" - good soldiers -"look good" - good actors -Origins of organizational citizenship behavior -Dispositional difference -situational antecedents -Being cautious
The Behavioral Approach
-Or are leaders MADE? -Leadership behaviors identified through research -Two independent behavioral dimensions (Ohio state university) -Initiating structure (how the work gets done) --This factor predicts leader effectiveness -Consideration (how leader interacts with workers) --this factor predicts individual satisfaction with the leader Effective leader behavior -monitoring employee's work and finding a solution -Clarifying a problem by delegating to able employees
Alcohol and Drug Abuse in the workplace
-Substance abuse: includes alcohol, illegal and prescription drugs -American with Disabilities Act (ADA): former drug use covered, current drug use is not -Workplace vs workforce use and impairment -Long-term negative implications -Addressing the problem of drug abuse- two approaches: -drug testing -employee assistance programs (EAPs)
The "Inverted U" and Performance
-The "Yerkes-Dodson Law" -too little stress, too much of a good thing -a "curvilinear" relationship
Synthesis of Work Motivation Theories
-Theories can be organized along continuum of conceptual proximity to action -Proximal: directly influence behavior -distal: indirectly influence behavior Do you think "work design theory" is considered proximal or distal?
Intrinsic Motivation
Autonomy, drive, personality
What are V, I, and E and what do they mean?
-Valence (V): "Value"; expected level of satisfaction to be derived from some outcome -Instrumentality (I): Perceived relationship between performance of a particular behavior and likelihood that a certain outcome will result -Expectancy (E): Individual's belief about the likelihood of achieving a desired performance level when exerting a certain amount of effort
Expectancy Theory
-Vroom's Expectancy (VIE) Theory: 3 components -effort will lead to performance (expectancy) -performance will lead to an outcome (instrumentability) -the outcome is valued (valence)
Substitutes for Leadership
-What do employees want from leaders? -Guidance (structure) and recognition (good feelings) -Kerr and Jemier (1978) Other means of self-directing: -peer can provide support -some can attain self-leadership --are a workers values and beliefs congruent with those of the organization? -doesn't need to be from a person in a formal leadership role
Achievement, affiliation, and power
-Winter (2002) analyzed inaugural speeches and rated presidents on these traits -carter; highest need for achievement -Bush (senior): highest for affiliation -Kennedy: highest need for power
House and colleagues on GLOBE
-a cross-cultural study of leadership called global leadership and organizational behavior effectiveness. have founded a list of universally accepted leader attributes that fits neatly with the concepts of transformational and charismatic leadership. identified some culture-specific leader characteristics that are more acceptab le in some countries than in others.Somethiyoyslly figgrtsjldkgjlskdjglkjdgljdsglkjksjdgflklskjdglksjdglkjgdlkjgsdkl How do we conceptualize "fit"?How do we conceptualize "fit"?at is job performance? One of the most studied topics in I/O psychologyResearch generally focuses on how to predict performanceScientific Management - focused on finding ways to help employees increase performanceBelieved that by doing tasks more efficiently employees would perform better What is the definition of job performance? How is it different from effectiveness or productivity? "Actions or behaviors relevant to the organization's goals"The emphasis is on actions and behaviorsIt is what people actually do and not the result of their actionsPerformancecf. EffectivenessProductivity What is "Criterion Problem"? What is ultimate criterion? A criterion is an evaluative standard that can be used to measure a person's performance.We can evaluate criterion measures in relation to the "Ultimate Criterion" The relationship between the ultimate and the actual criterion ... Criterion Types - how do you differentiate "hard" and "soft" metrics? Any examples? Hard (i.e. objective) metrics: sales, productivity, number of call backs, time spent on tasks, qualitySoft (i.e. subjective) metrics: supervisor, coworker, and subordinate ratingsNeither fully measures the ultimate criterion What is ultimate criterion? The UC "describes the full domain of performance and includes everything that ultimately defines success on the job"Obviously, it is impossible to actually obtain the UC for any job What is a primary contribution of this model?(cambells) rimary contribution of Campbell's model is showing that performance is multi-faceted Eight Performance Components (try to memorize them as much as possible)(know this) Job-specific task proficiencyNon-job-specific task proficiencyWritten and oral communication proficiencyDemonstrating effortMaintaining personal disciplineFacilitating team and peer performanceSupervision/leadershipManagement/Administration Three direct determinants of Performance (definitely memorize & study them!)(know this) Declarative Knowledge: Understanding what is required to perform a job or taskProcedural Knowledge: Knowing how to perform a job or taskMotivation: Consists of three choices 1) the choice to perform, 2) the choice of effort level, and 3) the choice to persist at a given level of effort over time Campbell suggests that individual differences are indirect determinants of performance. What does this mean? Campbell (1990) proposed three direct determinants of performanceDeclarative Knowledge: Understanding what is required to perform a job or taskProcedural Knowledge: Knowing how to perform a job or taskMotivation: Consists of three choices 1) the choice to perform, 2) the choice of effort level, and 3) the choice to persist at a given level of effort over timeThese three characteristics cause good or bad performance Bormon & Motowidlo's Model of Task and Contextual PerformanceBormon & Motowidlo's Model of Task and Contextual PerformanceHow are TP and CP different from each other? What are OCBs?What are the three facets of contextual performance? List and briefly describe them.What are the main determinants (predictors) of task and contextual performance? Task Performance: The effectiveness with which a job incumbent performs activities that contribute to the org's technical core either directly or indirectlyContextual Performance: Behaviors that contribute to organizational effectiveness, but NOT through its technical core; More discretionary than task performanceAlso referred to as Organizational Citizenship Performance (OCB) and Prosocial Behavior What are CWBs? Encompasses all forms of deviant behavior at work including theft, absenteeism, sexual harassment, verbal abuse, sabotage, etc.Sackett proposed a hierarchical model with a general CWB factorThis broad factor is made up of either interpersonally or organizationally directed devianceAt the bottom of the hierarchy are the specific forms of CWB What predicts CWBs? ... What are the three facets of contextual performance? List and briefly describe them. Conscientious Initiative: Behaviors such as developing own skills, persisting during difficult tasks, and doing things that are not part of your formal job descriptionOrganizational Support: Demonstrating loyalty to the org., talking about the org. positively with outsidersPersonal Support: Helping and cooperating with others to get tasks done What are the main determinants (predictors) of task and contextual performance? ... How are OCBs related to CWBs? Are they considered the same construct? (remember Reeshad Dalal's meta-analysis?) Some research has shown that OCBs and CWBs have a strong negative correlations (-.60)Because of this, some have suggested that they might just be opposite ends of the spectrumHowever, it is easy to think of examples where individuals engage in both CWBs and OCBs What is the relationship between employee withdrawal and CWBs? Withdrawal consists of behaviors like attrition (i.e. turnover), absenteeism, lateness, and tardinessIs considered a type of CWBImportant to distinguish between voluntary and involuntary withdrawalAlthough typically talked about with regard to turnover, this distinction is also important for the other forms of withdrawal What are the two types of employee withdrawal? How are they different? I/O Psychologists distinguish between work and job withdrawalWork withdrawal (a.k.a psychological withdrawal): individuals remain in the job but neglect their work in some waysMay result in absenteeism, longer breaks, daydreamingJob withdrawal: the individual leaves the organization or the job What is a progressive model of withdrawal? A progressive model of withdrawalEmployees are unhappy in their job they may withdraw from their job psychologically they are still dissatisfied they engage in other forms of withdrawal still unhappy they leave! What is Adaptive Performance? What predicts it? Adaptive Performance:"flexibility and ability to adapt to changing circumstances"The military is particularly interested in this type of performanceReflects the ability to deal with change and react appropriately and perform well in new situationsAlthough not a comprehensive list, this type of performance reflects:Handling emergencies Handling work stressSolving problems creativelyDealing with uncertain situationsLearning work tasks, technologies, and proc.Demonstrating interpersonal adaptabilityDemonstrating cultural adaptabilityDemonstrating physically oriented adaptability How do you distinguish Typical vs. Maximal Performance? Sackett, Zedeck, & Fogli (1988) suggested that there is a difference between an individual's typical performance and their maximal performanceThe individuals modal level of performance (i.e. typical performance) is guided more by motivational aspects such as various personality characteristicsThis may be the type of performance I/O psychologists are most interested in because it describes the way employees will typically act The Issue of Dynamic Criteria - why is it important? Performance has generally been studied as a static constructPerformance is measured as a "snapshot"I/O psychologists are beginning to realize that the criterion (i.e. performance on the job) may change over timeIn other words, what we are trying to predict may be different at the beginning of the job than it is after six months Murphy (1989)'s two phases of performance: Transition & Maintenance Stage - how are they defined and differentiated? What predicts better performance in each stage? Transition Stage: Where individuals learn the new tasks and skills required to perform well on the jobThe focus is on learningMaintenance Stage: Where individuals focus on applying what they have already learnedEmployees are in the maintenance stage for a much longer period of time than they are in transition Why do we do a job analysis? What is it useful for? Understand important tasks of jobUnderstand how tasks are carried outUnderstand KSAOs needed to carry out tasksUnderstand experiences and training needed to maintain effective job performanceLocate the job in the context of work within organization and across organizations RecruitingSelection & TrainingPromotion/Job assignmentCompensationDesign of workCriterion developmentLitigation What are the benefits of doing realistic job previews? When do you want to implement them? Stimulates interest & excitement in potential recruits; Reward & training system to encourage proper behavior & goalsExample: US Army's "America's Army" computer gamesMeta-analytic finding: Lower initial job expectations; Increase self-selection, org commitment, JS, JP, and Job survival What is the concept of "compensable factors"? what about "comparable worth"? Job EvaluationMethod for making internal pay decisionsComparing job titles to one another and determining their relative merit by way of these comparisonsCompensable factorsFactors that are given points that are later linked to compensation for various jobs within the organizationUsually include skills, responsibility, effort, and working conditionsComparable WorthPeople who are performing jobs of comparable worth to the organization should receive comparable payRead textbook (pp. 223-224) main sources of data for job analysis? Job incumbentsSupervisorsJob analysts How is a task-oriented job analysis different from a worker-oriented job analysis? Which tends to be more useful? Why? Task-oriented: describes the tasks that the worker actually performs, the tools and machines used, and the work contextExample: Functional Job AnalysisWorker-oriented: focuses on what is required to perform the job (e.g., human characteristics & attributes)Both approaches help to identify the KSAOs necessary to perform well on the job,BUT worker-oriented JA is more KSAO-focused. What is Position Analysis Questionnaire (PAQ)? How does it describe jobs? Who developed it? Developed by McCormick et al (1972)Most famous job analysis surveyUses the worker-oriented approachAssessed all jobs on a common set of behaviors by judging the relevance of the behavior for the target jobPAQ methodology allowed for factor analyses across a number of jobsThe resulting factors were used to assess all jobs on several important criteria Methods for Conducting Job Analyses - what is each of these? Pros & Cons for each method? ... How is a competency model different from a job analysis? When can each of them be particularly useful? ... What is D.O.T? Dictionary of Occupational TitlesIntroduced in the early 1930s to match applicants with job openings (significance of historical era)Document of job analysis and occupational information one major purpose of the D.O.T was (and still is) for use in occupational counseling. What is O*NET? A collection of electronic databases, based on well-developed taxonomiesExpert computer systems have been developed to allow the databases to be combined in ways that will facilitate person-job matches.Unlike D.O.T. this can be updated instantaneouslyOccupational Information Network How do we conceptualize "fit"? Types of FitPerson-Vocation fitPerson-Job fitPerson-Organization fitPerson-Group fitPerson-Supervisor fitConceptualizations of FitComplementary fit: "You give what I want" (Demands-abilities or Needs-supplies fit)Supplementary fit: "We are similar" How is complementary fit different from supplementary fit? Conceptualizations of FitComplementary fit: "You give what I want" (Demands-abilities or Needs-supplies fit)Supplementary fit: "We are similar" How is it relevant to job analysis and assessing individual differences? Your Personality: Who you are as a person (e.g., Personality-Related Requirements Form)Personality desired on the job: Characteristics you would need to do well on the job
Dark side of Leadership
-a look at factors that can make leaders more effective in their absence -some leaders are "toxic" bad personality (ex: narcissism, psychopath) or maladjustment -abusive supervision: bullying by the leader -harms followers as well as the organization (and its reputation) -conform vs. colluders (to act together in secret)
what does a cognitive appraisal trigger?
-a set of coping responses by the body.
what are the three categories of strains?
-behavioral -psychological -physiological
Counterproductive Work Behavior
-behaviors harmful to employees or the organization -Categories of deviant behavior -verbal -physical -sabotage -severity (minor/major) -recurrence (one time/ongoing) -visibulity (overt/covert) -work-directed -workplace homicide
The Absent Leader
-being ignored is more detrimental than being treated poorly
what are some examples of strains?
-burnout -anxiety -high blood pressure -heart disease
Work-family conflict
-demands between work and family are mutually incompatible -based on scarcity hypothesis- resources are finite -Bi-directional -work interfering with family -family interfering with work -What are some potential negative consequences?
organizational trust
-difficult to build -easy to lose - used to be much higher
3 components:
-direction -intensity -persistence -Intrinsic vs. extrinsic motivation -Maximum vs. typical performance
what are some examples of physical stressors?
-excessive heat, noise, light
research on females as leaders
-females tend to favor more participative and democratic interactions with subordinates and to be more aware of interpersonal issues than their male counter parts.Experts say Type Cs are similar to As in that they're focused on achievement, but go about it slightly differently. Those who have a Type D personality may be more worry-prone, which makes them susceptible to mental and physical health issues.Jul 20, 2018What are Type A personality strengths? Embraces change Take-charge Fast-paced Entrepreneurial Direct management style Ambitious Works well independently Passionate Demands maximum freedom Dominant Good administrative skills Highly competitive Good delegation skills Multitasking What are Type A personality weaknesses? Stubborn Workaholic Impatient Abrupt Tough Easily angered Insensitive Ill-tempered (short fuse) Intolerant Domineering What motivates a Type A personality? Money Opportunity Freedom/independence Favorable risk-reward ratio Challenges Urgency Success Leadership What are some common words or phrases that motivate or grab the attention of the Type A personality? "Let's get it done." Fast Results Immediate/today/now The bottom line "What do you think about ___?" "The best (newest, cutting-edge, etc.)" Take the challenge Great return on investment What are the turnoffs, dislikes, and fears of the Type A personality? Touchy-feely things Long explanations or descriptions Explaining things in emotional terms or more than once to the same person Looking soft or vulnerable Falling into routines Being taken advantage of Losing Which jobs attract a Type A personality? President/CEO General contractor Salesperson or sales manager Business owner Politician Entrepreneur Police/military officer Manager Executive What do Type A personality traits look like at work? People with Type A personalities can typically be identified by the following traits: Goal-oriented Risk-taking Good under stress
The psychological Contract
-founded on concepts of mutuality and reciprocity -types of contracts: -transactional contracts: (short-term) -relational contracts (long-term) -symmetrical vs. asymmetrical power The psychological contract focuses on expectations of (???)
Ohio State University studies
-identified consideration and initiating structure as important dimensions of leadership behavior.
Job satisfaction
-internal evaluation of job favorability -broad differences in satisfaction -can measure at 2 levels: -global job satisfaction -job facet satisfaction Sample measures -job descriptive index -Minnesota Satisfaction Questionnaire Honeymoon-hangover effect: possibility of "set point" for job satisfaction Key relationships: -correlations of personality with satisfaction -relationship between satisfaction and job-related criteria -relationship between satisfaction and withdrawal behavior
how is chronic stress related to the work setting?
-is more common in work settings. -more damaging to the body.
Environmental sources can provide structure to employees
-job itself -technology -work unit
trait theory
-making a comeback in the form of studies examining the relationship of Big Five personality traits and leader effectiveness. -defines personality traits behaviorally -has a general consensus on the meaning of these personality traits -considers them in the context of organizational and situational variables -considerably more attractive than traditional trait theory
Distress
-negatives stress -the type of stress usually referred to in everyday conversation; "i'm stress out!"
The General Adaptation Syndrome (GAS)
-our body's three-stage response to states of prolonged to intense stress -alarm reaction: fight or flight -Resistance reaction -still releasing stress reducing hormones -attempting to repair damage and renew energy -Exhaustion stage -we cannot resist forever
Eustress
-positive stress -stress in these circumstances is pleasurable even though it involves placing physical and mental stress on the body -results: enabled concentration, increased performance, motivation and energy
programmed instruction
-receive instructional materials -positively reinforced as trainee moves through instructional materials
what are some examples of psychological stressors?
-role ambiguity, interpersonal conflict, and lack of control
Four components of political skill
-social astuteness -interpersonal influence -building networks and forming voaltions -projected value (??)
Servant Leadership
-strong emphasis on ethics and leader-follower relationships -servant leaders --entice followers to go above and beyond normal task requirements --care more about the organization s success than their own success
employee engagement
A positive work-related state of mind that includes high levels of energy, enthusiasm, and identification with one's work.
The Application of Motivational Strategies
-three major determinants of behavior: ability, motivation, situational factors (including constraints) -most obvious beginning in problem analysis is remove constaints (obstacles that limit range of bhavior) -next step is to examin skill and ability factors -last step is to examine skill and ability factors -last step is to examine the 3 basic dimensions/strategies of motivation: : -direction -intensity -persistence
Scoring/Evaluating the SRRS
-total the events in your life over the last 12 months - <150 "life changing units" - slight risk -150-299 - moderate risk ->300 - strong risk of stress related disorders some weaknesses: -not everyone reacts to stress in the same away -only accounts for major life events
Work-family enrichment
-work and family enhance one another -similarly bi-directional - credit domain where benefits come from -Interpersonal capitaliation-sharing experiences helps highlight resources -women in the (???)
positive affect—job satisfaction r =
.31
2 Types of Behavior (Ohio State University)?
1) Consideration 2) Initiating Structure
Different forms of work satisfaction?
1) Progressive work satisfaction: 2) Stabilized work satisfaction: 3) Resigned work satisfaction: (most salient for orgs.) 4) Constructive work dissatisfaction: 5) Fixated work dissatisfaction: 6) Pseudo-work satisfaction:
Different Scheduling Formats for Work Schedules? (3)
1) Shift work: scheduling of work according to a particular time period. 2) Fixed Shift: Particular shift (eg. 7am to 3pm) 3) Rotating Shift: Moves from shift to shift.
organizational commitment (3 elements)
1) acceptance and belief in an organization's values 2) a willingness to exert effort on behavior;f of the organization to help meet the goals of that organization 3) a strong desire to remain in the organization
job embeddedness includes (3)
1) link to people and groups in their organization 2) perceptions of their fit with the job or organization 3) what workers say they would sacrifice if they left their jobs
Organizational identification process
1) people value and seek self-esteem 2) group memberships lay a role in person's self-concept 3) individuals seek to maintain a positive social identity by making favorable distinctions between their social in-group and other out-groups
Five major components of Stress
1). Affective well-being: pleasure, activation 2). Competence 3). Autonomy 4). Aspiration 5). Integrated functioning: balance, harmony: Freud's "to love and to work" -very difficult to achieve
6 tips to combating procrastinaion
1). Stop worrying 2). Start small 3). "Count the cost" 4). Look for hidden rewards 5). Take responsibility for each delay 6). Finish things
List the forms of withdrawal and the "acting out" CWBs. Which forms of withdrawal are temporary?
1. Absence occurs when employees do not show up for work when scheduled ◦ This is a temporary form of withdrawal 2. ◦ Lateness occurs when an employee fails to get to work on time ◦ This is also a temporary form of withdrawal ◦ Some employees can make up work but often employees are unable to make up the time ◦ Lateness is costly for organizations because they have to call in substitutes and it can put an unfair burden on coworkers who might have to take up the slack. ◦ Lateness is caused by ◦ Job dissatisfaction ◦ Commuting distance/ease ◦ Work-family conflict ◦ National culture 3. ◦ Turnover is when an employee quits ◦ This is a permanent withdrawal behavior ◦ Turnover rate is the percentage of the workforce that quits in a given period ◦ When the turnover rate is too high, the organization's workforce can become too inexperienced and untrained ◦ However, not all turnover is bad for organizations ◦ It is good for organizations when poor performers quit ◦ Why do poor performers quit? ◦ Pay and other rewards are contingent on performance ◦ Know they are not performing well ◦ Supervisors "encourage" them to quit
Describe the differences between affective commitment, continuance commitment, and normative commitment.
1. Affective commitment is when the person has an emotional attachment to his or her organization ◦ Stems from job conditions and met expectations 2. Continuance commitment is based on the investments an individual has in his or her organization ◦ Stems from benefits accrued and available jobs 3. Normative commitment is when the employee feels that he or she has to stay in an organization out of a sense of obligation ◦ Stems from personal values and felt obligations
What are the 5 steps to behavioral management of human resources?
1. Behaviors needing change are targeted 2. Targeted behaviors are measured to determine baseline for comparison after intervention 3. Links between current rewards/punishments and behaviors are examined 4. Organization intervenes with a program that sets goals, links rewards to goal attainment 5. Evaluation phase
Define distributive justice and procedural justice
1. Distributive justice ◦ Similar to equity ◦ Concerned with the fairness with which rewards are found among people 2. Procedural justice ◦ Concerned with the fairness of the reward distribution process
What are the two classes of antecedents of job satisfaction?
1. Environmental ◦ Features of the job or organization that lead employees to be satisfied or dissatisfied 2. Personality ◦ People in the same job can have differing levels of satisfaction ◦ This research shows that certain types of people are inclined to like or dislike their jobs
What are the four ways that goals affect behavior (ie- how does this theory explain motivation)?
1. Four ways that goals affect behavior ◦ Goals direct attention and action to behaviors that the person believes will achieve the goal ◦ Goals mobilize effort in that the person tries harder ◦ Goals increase persistence, resulting in more time spent on the behaviors necessary for goal attainment ◦ Goals can motivate the search for effective strategies to attain them
Organizational Compliance
Accepting and adhering to the organization's rules and procedures; being punctual; not wasting time.
Define self-efficacy.
1. Is the belief a person has in his or her ability to perform a task well. 2.◦ Well supported by research ◦ Self-efficacy is related to training effectiveness, achieving goals, and job performance. 3.◦ Self-efficacy theory is useful for the work setting because if suggest that motivation, performance and well-being can be enhanced by raising self-efficacy
What are the 4 basic stages of MBO?
1. Managers and subordinates jointly set objectives for subordinates over a specified time period 2. Subordinates develop an action plan to achieve the goals 3. Managers conduct a performance review to examine progress 4. Participative setting of objectives for next period
What are the two approaches to person-job fit?
1. One approach assesses fit by by asking people what they want on a job and asking them what they have in their current job ◦ Misfit on things like autonomy, career progress, status and support from others led to job dissatisfaction 2. Another approach looks at the interaction between specific job and person variables ◦ Person variables are used as moderators of the relationship between job variables and job satisfaction
What are the applications of motivational theories to organizational problems
1. Organizational behavior management (OBM) 2. Goal setting and management by objectives (MBO) 3. Job enrichment
Drucker's approach to management centers on the importance of performance objectives. What are the 2 factors that it include?
1. System for establishing work-related goals 2. Procedure for assessing a person's performance as compared with those goals
What are the two approaches to job satisfaction? Compare and contrast these approaches.
1. The global approach treats job satisfaction as a single, overall feeling towards the job 2.The facet approach focuses on specific aspects of the job, other people on the job, job conditions and the nature of the work it-self ◦ The facet approach provides a more complete picture of job satisfaction
How does the scope of the job relate to job satisfaction?
1. Together these five characteristics define the scope of the job 2. Job characteristics theory says that high scope leads to job satisfaction and low scope leads to boredom and dissatisfaction.
organizational commitment 3 elements:
1. acceptance and belief in an organization's values 2. willingness to exert effort on behalf of the organization to help meet the goals of that organization 3. strong desire to remain in the organization
Know the action process (ie- Figure 8-4 in the textbook).
1. desire for something 2. goal development 3. plan generation 4. plan execution 5. feedback
Know the process of control theory (ie- Figure 8-3 in the textbook).
1. set goal 2.obtain feedback on performance. 3.compare feedback on performance to goal 4.modify behavior- modify goal
What are the 5 core job dimensions?
1. skill variety 2. task identity 3. task significance 4. autonomy 5. feedback
3 Elements of Organizational Commitment?
1.) acceptance and belief in an organization's values 2.) willingness to exert effort on behalf of the organization to help meet the goals of that organization 3.) strong desire to remain in the organization
What is expectancy theory?
1.Attempts to explain how rewards lead to behavior by focusing on internal cognitive states that lead to motivation. 2.Can be used to predict a person's choice of behavior from two or more options
Describe equity theory.
1.People are motivated to achieve a condition of fairness or equity in their dealing with other people and with organizations.
What are the three classes of performance-related behaviors?
1.◦ Task performance- ◦ Concerns the core dimensions of performance that are described in a job analysis and are likely to be the focus of the performance appraisal 2.◦ Organizational citizenship behaviors (OCBs)- ◦ Activities that go beyond the core dimensions of a job but that support the performance of the organization 3.◦ Counterproductive work behaviors- ◦ Acts that are harmful to organizations and people in organizations
Define human factors.
1.◦ The field of human factors is concerned with the interface between people and the physical environment 2. Human factors principles tell engineers how best to present information and design controls that maximize precision and reduce human error.
Self-report assessments:
2 categories, reports about org conditions or reports about psychological and/or physical states. Contain items that ask about autonomy, feedback, task identity, task significance, skill variety, complexity, dealing with others, ambiguity, and workload, there are many standardized tests
According to the Chan and Drasgow (2001) leadership model, there are _____ different motives to lead. a. 2 b. 3 c. 4 d. 5
3
20 women apply for the job are hired. 10 men also apply for the job. If less than ___ men are hired, there is adverse impact in this selection process.
4
reward, coercive, legitimate, expert, referent
5 types of power
Job satisifaction
<- -> Perf stronger within-person than between person
Motivating Potential Score
= (S.V. + T.I. + T.S)/3 x Autonomy x feedback
According to the textbook, all of the following are phases of bullying except a. insensitivity. b. sabotage. c. ridicule. d. threats.
A
All of the following are challenges of hiring temporary workers except a. temporary workers are more prone to workplace violence. b. the job satisfaction of permanent employees may decrease. c. temporary workers may be expected to support work groups without being a member of any particular team. d. temporary workers are less likely to establish a working relationship with a manager.
A
An individual who is ambitious, impatient, and time urgent is characterized as a. Type A. b. Type B. c. Hardy. d. high in locus of control.
A
Coronary-prone personality is also known as a. Type A personality. b. Type B personality. c. Type C personality. d. Type D personality.
A
Feldman and Johnson (1994) concluded that most perpetrators of workplace violence were characterized by all of the following except: a. issues in dealing with problems in their family. b. personality disorders that made them respond poorly to stress. c. inappropriate and angry reactions to perceived threats to their self-esteem. d. conflicted relationships at work.
A
The type of stress that motivates individuals to work hard and meet goals is called a. eustress. b. poststress. c. distress. d. exhaustion.
A
When an employee is unclear regarding what behavior is expected on the job, role ______ occurs. a. ambiguity b. conflict c. overload d. strain
A
Which of the following is not typically mentioned as having increased in the changing workplace? a. temporary workers b. vacation time c. virtual teams d. telecommuting
A
A new client asks you to recommend a performance appraisal method that would allow them to measure the amount of time that an employee was engaged in particular behaviors. What type of scale would you recommend?
A behavior observation scale (BOS)
Self-efficacy
A broad view about one's competence across tasks and settings. More related to affect motivational variables than self-esteem
Expectancy Theory
A cognitive theory of motivation that states that workers weigh expectancy costs and benefits of particular courses before they are motivated to take action.
Organizational Change
A common source of stress in which changes to the work organization causes workers to resist.
Work Overload
A common source of stress resulting when a job requires excessive speed, output, or concentration.
Self-efficacy
A concept from Social Cognitive Theory
life cycle of a leader-follower relationship
A description of more recent versions of leader-member exchange (LMX) theory, which includes a dynamic process in which the task of the leader is to drive the relationship from a tentative first-stage relationship to a deeper, more meaningful on
Relative Deprivation
A discrepancy between a worker's experience and rewards.
Lack of Control
A feeling of having little input or effect on the job and/or work environment; typically results in stress.
Hersey and Blanchard's situational theory
A life-cycle theory of leadership postulating that a manager should consider an employee's psychological and job maturity before deciding whether task performance or maintenance behaviors are more important.
Leader-Member Exchange Theory
A method of leadership in which leaders treat each follower differently, and as a result, develop unique relationships with each member.
PE fit cont'd:
A mismatch between the worker and the work environment is the primary cause of worker stress. Is measured using some characteristics of the workers like worker skills and assessing the work environment and job demands. Index fit is the difference between the worker skills and work demands
Training methods: Behavior Modeling
A model is observed, a learner then role-plays a similar situation, and gets feedback from other learners and the trainer
demand-control model
A model suggesting that two factors are prominent in producing job stress: job demands and individual control; developed by Karasek.
Need Hierarchy Theory
A motivation theory, proposed by Maslow, that arranges needs in a hierarchy from lower, more basic needs to higher order needs: (1) Physiological Needs, (2) Safety Needs, (3) Social Needs, (4) Esteem Needs, and (5) Self-Actualization Needs.
Job Enrichment
A motivational program that involves redesigning jobs to give workers a greater role in the planning, execution, and evaluation of their work, usually including the following elements: (1) Increasing the level of responsibility associated with jobs, as well as the worker's sense of freedom and independence; (2) Wherever possible allowing workers to complete an entire task or function; (3) Providing feedback so that workers can learn to improve their own performance; and (4) Encouraging worker to learn on the job by taking on additional, more challenging tasks, and by improving their expertise in the jobs they perform.
general adaptation syndrome
A nearly identical response sequence to almost any disease or trauma (poisoning, injury, psychological stress); identified by Hans Selye.
fixed shift
A particular shift that is permanently assigned to a worker.
charisma
A personal attribute of a leader that hypnotizes followers and compels them to identify with and attempt to emulate the leader.
Type-A Behavior
A personality characterized by excessive drive, competitiveness, impatience, and hostility that has been linked to greater incidence of coronary heart disease.
You have applied for a job as a Public Relations spokesperson for New Millennium Enterprises. As part of the hiring process you are required to take a test designed to measure your tendency to behave in an extroverted way. What type of test were you given?
A personality test
Vroom-Yetton Model (1973)
A prescriptive leadership model that indicates the supervisory approach that is expected to be most effective in a particular situation when making decisions. Designed only for decision making not for other aspects of supervisor behavior.
leader development
A process that concentrates on developing, maintaining, or enhancing individual leader attributes such as knowledge, skills, and abilities.
leadership development
A process that concentrates on the leader-follower relationship and on developing an environment in which the leader can build relationships that enhance cooperation and resource exchange.
Training methods: Onboarding programs
A process through which employees become familiar with the task and social demands of their new roles
Benefits Programs
A program to improve job satisfaction, employee engagement, and organizational commitment through the offering of benefits for employment, such as insurance, career-development programs, or childcare.
progression hypothesis
A progression of withdrawal behaviors that start with tardiness, increase to absenteeism, and eventually result in a decision to quit or retire.
Thematic Apperception Test (TAT)
A projective test that uses ambiguous pictures to assess psychological motivation.
Employee Engagement
A psychological state characterized by vigor, dedication, and absorption in one's work/organization.
Job Diagnostic Survey (JDS)
A questionnaire that measures core job characteristics.
Flexible ("Cafeteria-Style") Benefits Plans
A recently popularized benefit program style in which employees pick a number of possible items from a "menu" of benefits.
Social Loafing
A reduction in motivation and effort when individuals work collectively, compared to when they work alone
Flextime
A schedule that commits an employee to working a specified number of hours per week, but offers flexibility in regard to the beginning and ending times for each day.
Job Descriptive Index (JDI)
A self-report job satisfaction rating scale measuring five job facets: (1) The job itself, (2) Supervision, (3) Pay, (4) Promotions, and (5) Coworkers. This is the most widely used standard measure of satisfaction.
Minnesota Satisfaction Questionnaire (MSQ)
A self-report measure of job satisfaction that breaks satisfaction down into 20 job facets.
Normative Commitment
A sense of duty or obligation to stay with the company.
Work motivation definition
A set of energetic forces that originate both within as well as beyond an individual to initiate work-related behavior and to determine its form, direction, intensity, and duration
hardiness
A set of personality characteristics that provide resistance to stress; hardy individuals feel in control of their lives, have a sense of commitment to their family and their work goals and values, and see unexpected change as achallenge.
rotating shift
A shift that changes over a certain period of time.
successful leadership
A situation that occurs when a follower changes his or her behavior as a function of the leader's effort.
attempted leadership
A situation that occurs when a leader accepts the goal of changing a follower and can be observed attempting to do so.
Underutilization
A source of stress resulting from workers feeling that their knowledge, skills, or energy are not being fully used.
training goals
A statement of the purpose of the training and the end state of the trainee in behaviorally specific terms communicate what trainees are expected to learn in behaviorally specific terms—typically done by comparing: 1. What the job analysis says that employees should know and be able to do 2. What the person analysis says the current employees already know and can do Example: Ability to make 3 different espresso drinks correctly in 2 minutes using the standard company equipment
Harassment
A stressor in which employees feel harassed in any number of ways, or feel singled out.
authentic leadership
A style of leadership that emphasizes the genuineness and integrity of the leader, usually accompanied by a life story.
job maturity
A subordinate's job-related ability, skills, and knowledge.
Burnout
A syndrome resulting from prolonged exposure to work stress that leads to withdrawal from the organization.
Gainsharing
A system of compensation based on effective group performance.
Merit Pay
A system of compensation in which employees receive a base rate and additional pay based on performance.
Skill-Based Pay
A system of compensation in which workers are paid based in their knowledge and skills rather than on their positions in the organization.
Maslow's Hierarchy of Needs Theory
A theory that our actions are motivated by our quest to fulfill five basic human needs. Hierarchy of needs in which lower level (basic) needs must be met before higher level needs—called a fulfillment progression
Leader-Member Exchange (LMX) Theory
A theory that supports leaders' creation of in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction. (Leaders adopt different behaviors with individual subordinates.)
withdrawal behaviors
Absenteeism, turnover, tardiness, and retirement may be different manifestations of a larger construct called withdrawal.
Goal-Setting Theory (Locke) (Self-regulation)
According to Locke, goals affect behavior in 4 ways: 1. Direct attention to a particular task 2. Mobilize on-task efforts 3. Enable us to be persistent 4. Facilitate strategies that can be used at a higher cognitive level to move toward goal attainments
Higher-Order Needs
According to Maslow, the needs that can be met after fulfilling all deficiency needs: (1) Esteem Needs and (2) Self-Actualization Needs.
Deficiency Needs
According to Maslow, the needs that must be met step-by-step before one can move on: (1) Physiological Needs, (2) Safety Needs, and (3) Social Needs.
SMART Goals
Acronym for the five key components of effective goal-setting theory. Goals should be : Specific Measurable Attainable Relevant Time-bound
Task Performance
Actual requirements of the job
fight-or-flight response
Adaptive response to stressful situations exhibited by animals and humans in which they choose to either fight or attempt to escape
What does it mean when I say OCBs are 'contagious'? What are OCBI and OCBO?
Additionally, some research suggest that OCBs are 'contagious' such that being around people that engage in OCBs makes you more likely to engage in them as well. ◦ Acts that help other employees are called OCBI ("I" stands for individual) ◦ Acts that benefit the organization are called OCBO ("O" stand for organization) ◦ OCBIs are more strongly correlated with concern for others ◦ OCBOs are more strongly correlated with perceived equity (fairness)
Forms of Organizational Commitment?
Affective Commitment: Emotional attachment to organization. Continuance Commitment: Percived cost of leaving the organization. Normative Commitment: Obligation to remain in the organization.
In a survey of employees, you discover that as age increases, employees' organizational commitment increases. What can you say about age and organizational commitment?
Age is positively correlated with organizational commitment
How different is Alderfer's from Maslow's hierarchy?
Alderfer's 3 categories of needs can operate simultaneously rather than in sequence - ERG theory has intuitive appeal, but has mixed results
According to the organizational commitment theory, what reason(s) would keep you with an organization?
All of the above
The use of multiple perspective performance appraisals may lead to
All of the above
The use of punishment in the work place
All of the above
Which of the following are management training methods?
All of the above
Which of the following can improve transfer of training:
All of the above
coronary-prone personality
Alternative name given to Type A behavior pattern (TABP) because of its links to coronary heart disease and heart attacks.
Organizational Behavior Management (OBM)
An approach to improving motivation and performance in organizations based largely on reinforcement theory (rewarding desired behaviors) - The application of the principles of behavioral psychology to the study and control of individual/group behavior in organizational settings
emotion
An effect or feeling, often experienced and displayed in reaction to an event or thought and accompanied by physiological changes in various systems of the body
Stressor
An environmental event that is perceived by an individual to be threatening.
Social Facilitation
An increase in motivation and effort based on social context, believed to be due to wanting to "look good" amongst peers
Self-Efficacy
An individual's beliefs in his or her abilities to engage in the courses of action that will lead to desired outcomes.
Cognitive Dissonance
An unpleasant state of perceived self-inconsistancy.
Occupational Health Psychology (OHP)?
Application of psychology to improving the quality of work life, and to protecting and improving the safety, health, and well-being of others. (Handbook Of Occupational Health Psychology)
What are the ABC's of Organizational Behavior Management
Applied behavior analysis- ABC model (Antecedents, Behavior, Consequences)
charismatic leadership theory
Approach to leadership theory with many different versions of the notion that charisma is related to leadership; in one version, in a crisis situation, followers perceive charismatic characteristics in an individual and accept that person as a leader; in another version, certain leader behaviors (use of innovative strategies) contribute to a charismatic aura.
occupational health psychology
Area of psychology that involves the application of psychology to improving the quality of work life and to protecting and promoting the safety, health, and well-being of workers.
A manager threatens to terminate any employee who does not meet the monthly sales goal. All employees meet the goal, but they experience stress and dissatisfaction as a result. Which type of leadership is this? a. attempted b. successful c. effective d. motivational
B
According to the "full-range" theory of leadership, ______ is the lowest level of leadership. a. charismatic b. laissez-fair c. transactional d. transformational
B
If an employee is spreading rumors about another coworker in order to discredit this coworker, this is an example of a. insensitivity. b. sabotage. c. ridicule. d. threats.
B
In certain countries, individuals do not display as much emotion through facial expressions as Americans. This is an example of a. interpersonal competence. b. culture-specific characteristics. c. relations-oriented behavior. d. social undermining.
B
In which stage of the General Adaptation Syndrome (GAS) does the body cope with the original source of stress while resistance to other stresses is lowered? a. alarm reaction b. resistance c. exhaustion d. reflective
B
Role ambiguity and interpersonal conflict are examples of a. physical stressors. b. psychological stressors. c. physical strains. d. psychological strains.
B
The basis of the contingency approach to leadership is that a. any tactic should be backed up by an alternate course of action. b. the success of any given tactic depends upon multiple factors or situations. c. the ability of one factor to influence another factor is inherently ambiguous. d. multiple factors must be considered in developing a course of action.
B
Which hypothesis suggests that an employee can perpetrate some violent acts as reactions to not being treated fairly? a. frustration-aggression hypothesis b. justice hypothesis of workplace violence c. human error hypothesis d. equity hypothesis
B
Which of the following is discussed as the first phase of bullying? a. insensitivity b. sabotage c. ridicule d. threats
B
Which of the following types of coping involves reducing the emotional response to a person by avoiding, minimizing, or distancing oneself from the problem? a. problem-focused coping b. emotion-focused coping c. behavior-focused coping d. cognitive-focused coping
B
Which of the following statements about OCB is TRUE?
B) Individuals high in agreeableness are more likely to engage in OCB.
Which cultural value reflects the extent to which organizations focus on achievement and job performance as opposed to employee health and well-being?
B) Masculinity
_______________ prevent employees from adequately using their skills to perform job tasks.
B) Organizational constraints
Many companies require their employees to express positive emotions when dealing with customers. This is known as
B) emotional labor.
According to Hackman and Oldham's job characteristics theory, autonomy contributes to
B) experienced responsibility.
Locke and Latham: Goal Researchers
Before Locke & Latham -Businesses were at a loss when it came to motivating its employees -No consistency in their approachs
behavioral approach
Begun by researchers at Ohio State University, leadership theory that focused on the kinds of behavior engaged in by people in leadership roles and identified two major types: consideration and initiating structure.
Job feedback
Being aware of/monitoring whether or not you are doing a task correctly.
psychological contracts
Beliefs that people hold regarding terms of an exchange agreement between themselves and the organization.
Affect
Broad range of feelings described along positive-negative continuum Moods: general and (relatively ) long lasting -not necessarily tied int a specific event Emotions: discrete, short, and target-specific -conscious reaction to some event
low personal accomplishment
Burnout in which individuals feel they cannot deal with problems effectively and understand or identify with others' problems.
depersonalization
Burnout that occurs when individuals become hardened by their job and tend to treat clients or patients like objects.
emotional exhaustion
Burnout that occurs when individuals feel emotionally drained by work.
All of the following are behaviors that transformational leaders use to motivate followers except a. persuading followers to ignore self-centered strategies. b. appealing to higher order needs. c. leading followers into unfamiliar situations. d. impressing on followers the importance of their tasks.
C
All of the following are characteristics of a person described as having a hardy personality except: a. The feel a sense of commitment to their goals. b. They feel they are in control of their lives. c. They are critical of their environment. d. They see unexpected change as a challenge
C
All of the following are examples of strains except a. burnout. b. anxiety. c. interpersonal conflict. d. high blood pressure.
C
Charismatic leaders have been characterized as all of the following except a. they are supremely confident. b. they have a strong need for power. c. they seek approval from their followers. d. they articulate an appealing vision of a future state of affairs
C
GLOBE is a cross-cultural study of leadership that involves the work of approximately ______ researchers. a. 20 b. 100 c. 170 d. 300
C
In their taxonomic work of managerial performance dimensions, Borman and Brush (1993) identified ______ potential dimensions of managerial performance. a. 212 b. 224 c. 246 d. 264
C
The type of stress that results from stressful situations that persist over time and produce negative health outcomes is called a. eustress. b. poststress. c. distress. d. exhaustion.
C
Which approach to workplace violence suggests that frustration leads to a stress reaction and that the individual expends energy to relieve this stress? a. Reactionary approach b. Justice hypothesis c. Frustration-aggression hypothesis d. Behavioral approach
C
Which one of the following is consistent with the latest thinking of those advocating the leader-member exchange theory? a. Leaders should develop high quality relationships with those who show the least promise. b. Leaders should develop high quality relationships with those who show the most promise. c. Leaders should develop high quality relationships with all work group members. d. Leaders should develop high quality relationships with only those employees who are high on agreeableness.
C
Which type of behavior involves creating obstacles that get in the way of another employee's goals? a. path-goal b. participative c. social undermining d. social support
C
Assume Albert is frustrated at work. According to the text, which of the following will decrease the likelihood that Albert will engage in destructive behavior?
C) Albert believes he has control over the situation.
____________________ is concerned with the fairness of the reward distribution process as opposed to the results of that distribution.
C) Procedural justice
Meyer, Allen, and Smith (1993) have proposed a three-component conception of commitment. Which of the following is NOT one of these components?
C) behavioral
According to Expectancy theory, what are the three factors that determine motivation level?
C) expectancy, valence, and instrumentality
Arnold believes that getting a promotion depends mostly on luck. This point of view is often held by people who are high in
C) external locus of control.
An internal state that induces a person to engage in specific behaviors is defined as
C) motivation.
As a new industrial psychologist, your manager asks you to quickly give how the KSAOa of a telephone operator. The first thing you do its
Check out the information an O*Net for telephone operators
stress hormone
Chemical (e.g., adrenaline, noradrenaline, epinephrine, or cortisol) released in the body when a person encounters stressful or demanding situations.
Which of the following tests tend to be valid predictor of performance across a large number of different kinds of jobs?
Cognitive ability test
role stressors
Collective term for stressors resulting from the multiple task requirements or roles of employees.
Which of the following is NOT a purpose of work group norms?
Committing workers to the same individual goals
stress inoculation
Common type of stress management training that usually combines primary prevention and secondary prevention strategies.
Facet Satisfaction
Compensation, coworkers, supervisors, job environment/conditions, job itself (challenge, opportunity for growth, benefit society)
job control
Component of demand-control model that refers to a combination of autonomy in the job and discretion for using different skills.
job demand
Component of demand-control model that refers to the workload or intellectual requirements of the job.
As the newly hired training coordinator for New Millennium Enterprises you are charged with making sure that all employees have the necessary skills to complete their jobs efficiently. Your first step in developing an organizational training program is to:
Conduct a needs assessment of the skills needed by the people and organization.
A strength of experiments over correlational research is that experiments eliminate:
Confounds and extraneous variables
locus of control (LOC)
Construct that refers to the belief of individuals that what happens to them is under their control (internal LOC) or beyond their control (external LOC).
Job Characteristics
Content and nature of job tasks themselves
Job Characteristics Theory: Influences
Core job dimensions influence psychological states (experienced meaningfulness, experienced responsibility, knowledge of results), which lead to personal and work outcomes - considered a theory of intrinsic motivation due to emphasis on personal mastery and control
The Job Characteristics Model: Core Job Dimensions
Core job dimensions: - skill variety - task identity - task significance - autonomy - feedback
employee assistance program (EAP)
Counseling provided by an organization to deal with workplace stress, alcohol or drug difficulties, and problems stemming from outside the job.
Employee Assistance Programs (EAPs)
Counseling provided for a variety of worker problems, particularly drug and alcohol abuse.
What does CWB stand for?
Counterproductive Work Behavior (CWB)
positive affectivity (PA)
Disposition in which individuals are prone to describe themselves as cheerful, enthusiastic, confident, active, and energetic
46. __________ provides challenges that motivate individuals to work hard and meet their goals, while ___________ results from stressful situations that persist over time and produces negative health outcomes. a. Eustress; stress b. Stress; eustress c. Distress; eustress d. Eustress; distress
D
47. Problem-focused coping: a. involves avoiding and minimizing the problem b. has to do with reducing the emotional response to the problem c. involves creating a new and larger problem as a distraction d. is directed at managing the problem that is causing the stress
D
All of the following are role stressors except: a. ambiguity. b. conflict. c. overload. d. strain.
D
Burnout and anxiety are examples of a. physical stressors. b. psychological stressors. c. behavioral outcomes. d. psychological strains.
D
In their taxonomic work of managerial performance dimensions, Borman and Brush (1993) helped establish ______ broad areas of managerial responsibility. a. 10 b. 12 c. 14 d. 18
D
Person A is the leader and Person B is the follower. Which of the following refers to the concept of Successful Leadership? a. A goal of mutual importance to Person A and Person B is attained. b. Person A can be observed attempting to change Person B. c. Person A accepts the goal of changing Person B. d. Person B changes his/her behavior as a function of Person A's effort.
D
Research has indicated that the Achievement Strivings dimension is positively correlated with a. insomnia. b. happiness. c. work/family balance. d. academic performance.
D
Virtual teams are a. groupings of coworkers that are currently incomplete. b. workers that communicate within a virtual computer program. c. theoretical groupings of workers for organizational purposes. d. groups of geographically or organizationally dispersed coworkers.
D
Which of the Big 5 personality characteristics is most associated with Achievement Striving? a. extraversion b. openness c. neuroticism d. conscientiousness
D
Which of the following is not one of the stages of the General Adaptation Syndrome (GAS)? a. alarm reaction b. resistance c. exhaustion d. reflective
D
Which of the following tends to be true of male leaders? a. They tend to prefer participative styles. b. They tend to favor more democratic interactions with subordinates. c. They tend to be slightly more extraverted. d. They tend to lead by emphasizing task completion.
D
Purposely doing work incorrectly, withholding effort, and destroying organizational properties are examples of
D) CWB.
A person who is primarily concerned with enhancing performance on specific job tasks has what type of goal orientation?
D) Performance orientation
The major weakness of the Job Descriptive Index (JDI) is that
D) it includes only five facets.
Which of the following is NOT a core job characteristic included in Hackman and Oldham's Job Characteristics Theory?
D) task difficulty
Selye - "Father of Stress"
Defined stress as "The non-specific response of the human body to any demand made on it" (Eustress vs distress)
Herzberg Two-factor Theory:
Designed by Frederick Herzberg who was influenced by the human relations school of thought. Highlights the role of job satisfaction in determining worker motivational. Designed after he analyzed teh survey responses of many white-collar professional workers who were asked to describe what made them feel good or bad about their jobs
Positive Reinforcers
Desirable events that strengthen the tendency to respond.
A BFOQ is
Developed from a job analysis to allow employers to hire people with particular characteristics (e.g., gender), which are not discriminatory.
Counterproductive Work Behaviors (CWBs)
Deviant, negative behaviors that are harmful to an organization and its workers.
Emotional competence (EC) training:
EC: the ability to understand, express, and manage feelings. Social support. Research. EC training resulted in decreases in perceived and objective stress, decrease in physical complaints, improved social relationships
Mediators
EXPLAINS the relationship. Causal
VIE theory
Effort (motivation)-->expectancy--> performance--> instrumentality---> outcome---> valence
Organizational Citizenship Behavior (OCB)
Efforts made by the organizational members who advance or promote the work organization and its goals.
Motivators
Elements related to job content that, when present, lead to job satisfaction. (i.e. Responsibility, Achievement, Recognition, Content of Work, Advancement, Growth on Job, etc.)
Hygienes
Elements related to job context that, when absent, cause job dissatisfaction. (i.e. Company Policy and Administration, Supervision, Interpersonal Relations, Working Conditions, Salary, etc.)
Outcomes
Elements that a worker expects to receive from a job, such as pay and recognition.
Inputs
Elements that a worker invests in a job, such as experience and effort.
_________ introduced concept of emotions into mainstream American I-O psych
Elton Mayo
Coping styles
Emotion-focused -Crying about yourself, or saying "I need to cheer myself up" Problem focused -
deep acting
Emotional labor that consists of managing one's feelings, including emotions required by the job.
surface acting
Emotional labor that consists of managing or faking one's expressions or emotions.
Social Cognitive Theories (Self-regulation theory)
Emphasize cognitive, behavioral, individual, and environmental factors that work together in determining motivation
Need-motive-value theories
Emphasize the role of personality traits, stable dispositions, needs, and values
Job Crafting
Employees have the flexibility to customize or modify their own job
Spector's model of frustration response
Environmental Frustrator→ cognitive appraisal→ experienced frustration→ behavioral reaction
Every member gets the same share of rewards
Equality norm
appraisal
Evaluation; threat or challenge
Negative Reinforcers
Events that strengthen the tendency to respond though the avoidance of an existing negative state or condition.
Expectancy theory: Expectancy
Expectancy (E): expectation that effort correlates with performance "If i try harder, will my performance improve?" (If no-why try?)
Which of the following is NOT a job analysis method?
Field experiment method
affect circumplex
Figure in which opposite emotions appear directly across from each other in the circle.
Flexible Work Arrangements
Flexible work hours -flextime, coretime, and flexband -appear to benefit individuals, both low-level and professional -who might this NOT be beneficial for?
Which of the following is NOT one of the four interrelated processes that occurs during human resource planning?
Focus group
Tertiary Prevention Strategies
Focused on healing negative effects of stressors. ex) Employee Assistance Programs (EAP's) which is counseling provided by an org. to deal with workplace stress, alch./drug difficulties, and problems stemming from outside the job.
Training methods: Diversity Training
Focused on the better functioning of diverse groups of employees. This includes sensitivity to different groups.
charismatic leader
Followers are emotionally attached to this leader, never question the leader's beliefs or actions, and see themselves as integral to the accomplishment of the leader's goals.
Drive
Form, Direction, Intensity, Duration. Initiative(proactive), trying to meet goals, desire to work (passion)
Job Characteristics Theory
Hackman and Oldham argue that motivation is determined by the joint effects of individual differences in personality and characteristics of the job - Core job dimensions -> critical psychological states -> personal and work outcomes
Job Characteristics Model
Hackman and Oldham's theory that emphasizes the role that certain aspects of jobs play in influencing work motivation, according to which, workers must experience three important psychological states to be motivated: (1) Perceive work as meaningful, (2) Associate a sense of responsibility with the job, and (3) Have some knowledge of the results of their efforts.
bullying
Harassing, offending, socially excluding, or assigning humiliating tasks to a person of subordinate status repeatedly and over a long period of time.
Why/how goals influence performance
Helps workers... ◦ Direct attention & focus efforts ◦ Maintain task persistence ◦ Develop strategies
Two-Factor Theory
Herzberg's motivational theory that proposes that two factors---motivators and hygienes---are important in determining worker satisfaction and motivation. Unfortunately, research has been less than supportive of this theory.
Two-Factor Theory
Herzberg's motivational theory that proposes that two factors—motivators and hygienes—are important in determining worker satisfaction and motivation
full-range theory of leadership
Hierarchical model that ranges from laissez-faire leadership through transactional leadership to transformational leadership
frustration-aggression hypothesis
Hypothesis that frustration leads to aggression; ultimately found to be too broad— aggression is only one possible response to frustration and not everyone responds to frustration with aggression.
buffer or moderator hypothesis
Hypothesis that social support moderates or reduces health problems by protecting individuals from the negative effects of work stressors
justice hypothesis of workplace violence
Hypothesis that some violent acts can be understood as reactions by an employee to perceived injustice.
I-deals (job crafting)
Idiosyncratic deals- employees negotiate with supervisors about their own job conditions and arrangements - more successful I-deals follow from favorable leader-subordinate relationships - I-deals related to more favorable job characteristics, greater initiative, more engagement
needs-supplies fit
If a person's needs are fulfilled by the job
Person-environment fit
If the person enjoys the kind of work environment
job demands-abilities fit
If your skills and abilities fit those required by the job
Task Significance
Impact a job has on other people, you have a sense of how your work fits in to the big picture
Need for Achievement
In McClelland's motivation theory, the compelling drive to complete the task and succeed.
Need for Affiliation
In McClelland's motivation theory, the desire to be liked and accepted by others.
Need for Power
In McClelland's motivation theory, the need to direct and control the activities of others and be influential.
cognitive appraisal and experienced frustration
In Spector's model of frustration response the mediators are
arbitrariness of goal importance, # of frustrators and severity of frustrators
In Spector's model of frustration response the moderators are
Which of the following is NOT a major tend that is influencing the course of I/O psychology
Increases in population here and abroad
Factors that help lead to better transfer of training (both individual and organizational)
Individual Characteristics- Cognitive ability personality learning style KSAOs organizational characteristics- Rewards climate culture lead to training motivation and training outcomes
Task Identity
Individual tasks within the job
Cognitive evaluation theory
Individuals adopt either an intrinsic or extrinsic motivational orientation
Equity Sensitives
Individuals that adhere to the notions of equity and become distressed when feeling underpayment and guilty when over-rewarded.
Benevolents
Individuals that are "givers" and that are altruistic and content with receiving lower outcomes for higher inputs.
Entitleds
Individuals that are "takers" and are concerned with receiving high outcomes, regardless of input.
What is inequity? Define and give examples of outcomes and inputs.
Inequity is a psychological state that occurs from employees' comparisons of themselves with others ◦ Outcomes are rewards of anything of personal value than an employee gets from working for an organization ◦ Inputs are contribution made by the employee to the organization
Which of the following is one of the categories of job elements in the Position Analysis Questionnaire (PAQ)?
Information input
Transformational leadership (including four components)
Inspiring followers to go above and beyond satisfying self-interests, to pursue goals and attain results Idealized Influence/Charisma ◦ Role modeling; stated beliefs and values align with actions ◦ Appeals to emotion; inspire devotion Inspirational motivation ◦ Providing meaning and challenge to workers; envisioning future and communicating expectations Intellectual stimulation ◦ Question assumptions; see old problems in new ways Individualized consideration ◦ Pay attention to individuals' needs and act as mentor or coach for individual workers
Expectancy theory: instrumentality
Instrumentality (I): belief that performance correlates with outcome "Will I get something if I perform well?" (If no-why try?)
Who is Elton Mayo?
Introduced concept of emotions into mainstream I-O psychology. (Hawthorne studies involved)
Secondary Prevention Strategies?
Involves modifying responses to inevitable demands of stressors. (damage control) ex) Stress management training, relaxation & biofeedback techniques, social support...
Should we share our goals?
Isn't public accountability a good thing? -Sharing goals allows us to take credit for doing something before it's DONE -Shred goals -> larger intention-behavior gap
job in general scale
JIG; a way to question about moods, emotions, affectivity
- One of the most extensively researched job satisfaction measures - Measures satisfaction in five distinct areas: work itself, supervision, people, pay, promotion - Also includes a separate overall satisfaction measure (Job in General Scale)
Job Descriptive Index (JDI)
hindrance-related stressors
Job demands or circumstances that tend to limit or interfere with an individual's work achievement.
According to research, which of the following screening methods is the best predictor of job performance, despite any acknowledged problems?
Job-related employee tests
Leader-Member Exchange (LMX) Theory
Leaders lead through the unique and dyadic relationships they build with each of their employees ◦ High-quality LMX relationships are characterized by trust, mutual liking, and professional respect—the leader-employee dyad feel a mutual obligation to support each other and to not disappoint ◦ Low-quality LMX relationships are characterized by lower levels of mutual liking, loyalty, and respect—the employee feels an obligation to fulfill tasks in job description but no desire to support the manager The degree of trust between leader and employee distinguishes between high- and low-quality LMX relationships Leaders trust subordinates who they feel have higher levels of competence and skill and motivation to take on greater responsibility
laissez-faire leadership
Leaders provide little guidance to their followers; lowest level of leadership identified by Bass (1997), who contrasted it with transactional leadership and transformational leadership.
intellectual stimulation
Leaders question old assumptions, values, and beliefs; stimulate new ways of doing things; and encourage expression of ideas and reasons
Transactional Leadership? (Bass)
Leaders show followers how they can meet their personal goals by adopting a particular behavior pattern.
transactional leadership
Leaders show followers how they can meet their personal goals by adopting a particular behavior pattern; the leader develops social contracts with followers in which certain behaviors will be rewarded.
"great man" theories
Leadership theories developed by historians who examined the life of a respected leader for clues leading to that person's greatness; often focused on a galvanizing experience or an admirable trait (persistence, optimism, or intelligence) that a leader possesses to a singular degree.
contingency approach
Leadership theory proposed to take into account the role of the situation in the exercise of leadership.
leader-member exchange (LMX) theory
Leadership theory proposing that leaders adopt different behaviors with individual subordinates; the particular behavior pattern of the leader develops over time and depends to a large extent on the quality of the leader-subordinate relationship.
trait approach
Leadership theory that attempted to show that leaders possessed certain characteristics that nonleaders did not.
transformational leadership
Leadership theory that describes the behavior of inspirational political leaders who transform their followers by appealing to nobler motives such as justice, morality, and peace.
power approach
Leadership theory that examines the types of power wielded by leaders
Management by Objectives (MBO)
MBO is a practical application of goal setting
Sportsmanship
Maintaining a positive attitude in the face of challenges or problems; tolerating inconveniences and impositions; not taking rejection personally; sacrificing personal interests for the sake of the group.
Types of leadership development: Developmental assignments
Managers placed in positions where they acquire skills and knowledge that they will need in a higher-level managerial role—for example: ◦ Serving in an overseas assignment ◦ Managing a different team
deep acting
Managing one's feelings, including emotions required by the job
Self-regulation theories
Manner in which individuals monitor their own behaviors and make adjustments to those behaviors in pursuit of goals
Decision example:
Meredith activities board: planning events with COVID19. Problem: planning on-campus in-person events and virtual events. Planning: they did a lot of discussions, brainstorming, scenario planning, did physical planning (filed testing), examining what other people were doing. Generated solutions from the planning stage. After the first event, evaluated how effective things were by what was seen at the event, how well people adhered to the rules, what people said about the event
- Another extensively researched satisfaction measure - Measures more components of work than the JDI - Can divide calculation into intrinsic satisfaction and extrinsic satisfaction
Minnesota satisfaction questionnaire
Imitative learning that occurs through observation and reproduction of another person's actions is training theory known as
Modeling
Expectancy Theory (VIE Theory)
Motivation is a multiplicative function - if V, I, and E is zero, then there is no motivation Organizations can influence motivation by identifying the weak factor in the chain and rectifying it. VIE theory is meant for intrapersonal choices, not interpersonal choices - VIE components are clearly related to work criteria
Define motivation
Motivation is an internal state that induces a person to engage in particular behaviors
Self-Regulation Theories
Motivation is directly linked to the manner in which individuals monitor their own behaviors and make adjustments in the pursuit of goals. - these come into play after a goal has been chosen; focus is on will
What does motivation do in the social cognitive theory?
Motivation results from joint influence of self-efficacy expectations and self-reactions to discrepancies between current performance and some standard or goal
affiliation need
Need for approval or connections with others.
Maslow's hierarchy of needs (aspects)
Needs (low to high): physiological, safety, love, esteem, self-actualization - Suggests humans are motivated by lower-order needs; when those are met, higher-order needs become more important motivators
Negative feedback loop (control theory)
Negative feedback loop results from comparison of performance feedback with some goal or standard - when a discrepancy exists, we seek to reduce it - control system = room thermostat
interpersonal conflict
Negative interactions with co-workers, supervisors, or clients, which can range from heated arguments to subtle incidents of unfriendly behavior.
Which of the following would probably be the least successful method for recruiting applicants for a top-level management position?
Newspaper ads
occur while in the work environment (training method)
On-Site Methods
Goal setting theory
One of the most studied and best supported I/O theories Underlying idea: most behavior is driven by consciously chosen goals and intentions Research shows that: ◦These generally lead to increased performance ◦Specific and difficult ones result in better performance than easy/vague ones ◦Also, 3 essential components: ◦ Feedback ◦ Goal commitment ◦ Ability & knowledge
Contextual Performance
Organizational citizenship behaviors & Counterproductive work behavior Task Performance: The effectiveness with which a job incumbent performs activities that contribute to the org's technical core either directly or indirectlyContextual Performance: Behaviors that contribute to organizational effectiveness, but NOT through its technical core; More discretionary than task performance
intrinsic motivation
Originates from inside the individual such that they engage in behavior that is personally rewarding •Example: enjoyment of the work itself
extrinsic motivation
Originates from outside the individual •Example: pay as an incentive
Job satisfaction cont'd:
Other variables such as pre employment expectations, individual personality characteristics, and fit between the organization or job and the employee also affect job satisfaction. Predisposition personalties. Job satisfaction may be moderated by the perceptions of individual workers because different workers perceive the job differently
Measuring job satisfaction:
Questionnaires can provide anonymity so employees can answer more honestly and not fear retaliation. Most companies use standardized measures because the employees need knowledge on how to make those types of tests and the validity and reliability of them must be tested. Standardized testing allows for organizations to make comparisons of employee satisfaction across orgs
Group Dynamics Variables
Rather than working by themselves, most workers are a part of a larger unit. For the group to be efficient and productive, individual efforts must be coordinated.
strains
Reaction or response to stressors.
prospective emotion
Reaction that results from a consideration of the tasks one anticipates doing.
retrospective emotion
Reaction that results from a consideration of the tasks one has already completed.
process emotion
Reaction that results from consideration of the tasks one is currently doing.
emotional labor
Regulation of one's emotions to meet job or organizational demands; can be achieved through surface acting and deep acting.
Variable-Ratio Schedule
Reinforcement that depends on the performance of a specified but varying number of behaviors.
Variable-Interval Schedule
Reinforcement that follows the passage of a specified amount of time, with exact time of reinforcement varying.
Fixed-Interval Schedule
Reinforcement that follows the passage of a specified amount of time.
Fixed-Ratio Schedule
Reinforcement that is contingent on the performance of a fixed number of behaviors.
You have designed a new program to motivate your employees toward 100 % accuracy. In the program you use a system whereby every time an employee performs a task properly you present them with a token. Once they have collected 10 tokens they earn an hour break. If they collect 80 tokens they can have a whole day off. What theory of motivation have you based your program on?
Reinforcement theory
Performance
Relationships between JS & WM
Job satisfaction limitations:
Relies on self-reports which aren't very reliable and can fail to show employees' true feelings
Recommendations to help training transfer
Remove obstacles to transfer from the work environment and be sure trainees have a chance to apply what they have learned back on the job. Provide support to supervisors so they can help employees apply learned skills on the job. Use real-world debriefs where employees discuss how they have applied what they learned back on the job Provide supports to employees like access to databases and resources if they have questions
Self Determination Theory and the three basic human needs
Researchers Deci and Ryan Posits that there are three basic human needs: ◦ Autonomy ◦ Competence ◦ Relatedness Jobs that satisfy these needs more often lead to intrinsic motivation When extrinsic motivators (e.g., $) are introduced, they may* undermine intrinsic motivation and performance
Job Characteristics Model
Review in book
Brendan needs help with his communication skills at work. Which type of training method is best for Brendan?
Role Play
Job characteristics theory (including the five characteristics)
Skill Variety: the variety in job tasks in terms of skills and abilities required Task Identity: the association between a task and the job's ultimate outcome Task Significance: the impact of a job on others' lives Autonomy: the freedom to dictate and control one's job Feedback: the receipt of direct information regarding how effective one's job performance is
Self-determination theory
Social-contextual events (ex. reception of feedback/rewards) that enhance perceptions of competence improve intrinsic motivation - Overjustification effect: provision of external reinforcement reduces intrinsic motivation
leadership theories
Some leadership theories include situational variables in the explanation of leader behavior and effectiveness. Because the success of any given leadership tactic is contingent upon multiple factors or situations, a number of contingency theories take into account the role of the situation in the exercise of leadership.
Hobo Syndrome?
Some workers possess internal impulses to migrate from one job to another irrespective of better alternatives or other apparently rational motives.
Reward
Something given in hope that it will be a reinforcement
SMART Goals
Specific Measurable Attainable Relevant: is it important to you Time-
In the critical incident method of job analysis
Specific incidents of work behavior that are important to job success are identified by incumbents and supervisors
Expressions and Emotions
Stack et al., 1988 -People holding their pens in their teeth rated the cartoon as funnier because they were already smiling -This study does NOT replicate
exhaustion
Stage of the general adaptation syndrome in which overall resistance drops and adverse consequences (e.g., burnout, severe illness, and even death) can result unless stress is reduced.
resistance
Stage of the general adaptation syndrome in which the body copes with the original source of stress, but resistance to other stressors is lowered.
alarm reaction
Stage of the general adaptation syndrome in which the body mobilizes resources to cope with added stress.
Situational Stress
Stress arising from certain conditions that exist in the work environment, or in the worker's personal life.
Interpersonal Stress
Stress arising from difficulties with others in the workplace.
biofeedback
Stress management technique that teaches individuals to control certain body functions, such as heart rate, blood pressure, and even skin temperature, by responding to feedback from an electronic instrument.
progressive muscle relaxation
Stress management technique to relax the muscles, thereby helping to progressively relax the entire body.
primary prevention strategy
Stress prevention strategy concerned with modifying or eliminating stressors in the work environment.
tertiary prevention strategy
Stress prevention strategy focused on healing the negative effects of stressors.
secondary prevention strategy
Stress prevention strategy that involves modifying responses to inevitable demands or stressors.
role overload
Stressor that occurs when an individual is expected to fulfill too many roles at the same time.
role ambiguity
Stressor that occurs when employees lack clear knowledge of what behavior is expected in their job.
role conflict
Stressor that occurs when employees lack clear knowledge of what behavior is expected in their job.
Stressors vs strains?
Stressor: Physical or physiological demands to which an individual responds Strain: Reaction or response to stressors. (An individuals perception of control or predictability determines his/her response to the situation)
Suppose that a manager wants to increase the output of a staff of word processors/typists. Which of the following strategies would be consistent with the principles of scientific management?
Studying and then designing work stations to increase the efficiency of typing
achievement striving (AS)
Subcomponent of the Type A behavior pattern that involves the tendency to be active and to work hard in achieving one's goals.
time urgency
Subcomponent of the Type A behavior pattern that refers to the feeling of being pressured by inadequate time.
Organizational Commitment
a worker's feelings and attitudes about the entire work organization
Abusive supervision
Sustained display of hostile and demeaning behaviors, excluding physical contact Examples: ◦ Ridiculing employees ◦ Reminding employees of personal failures and mistakes ◦ Being rude to employees ◦ Invading employees' privacy Illegal of it is discriminatory
Organizational Psychology
Systematic study of dispositional and situational variables that influence the behaviors and experiences of individuals and groups at work
You have been hired to conduct a job analysis at a local fast food chain. After completing your analysis, you conclude that the job requires the job incumbent to cook hamburgers. What information have you identified?
Task information
Goal
Tasks that are complex for a person., where strategy and behavioral routines have yet to become automatized, mitigate the normally positive effects of setting a specific high one of these
virtual team
Team that has widely dispersed members working together toward a common goal and linked through computers and other technology.
Individual Coping Strategies
Techniques such as exercises, meditation, or cognitive restructuring that can used to deal with worker stress.
Organizational Coping Strategies
Techniques that organization can use to reduce stress for all or most employees: (1) Improve the person-job fit, (2) Improve employee training and orientation programs, (3) Increase employee's sense of control, (4) Eliminate punitive management, (5) Remove hazardous or dangerous work conditions, (6) Provide a supportive, team-oriented work environment, and (7) Improve communication.
circadian cycle
The 24-hour physiological cycle in which humans tend to be active during hours of light and inactive during hours of darkness.
Job performance
The accomplishment of work related goals, regardless of the means of their accomplishment
Organizational Behavior Modification
The application of conditioning principles to obtain certain work outcomes; one such model of this includes four steps: (1) Specifying the desired work behaviors, (2) Measuring desired performance of these behaviors using trained observers, (3) Providing frequent positive reinforcement, including graphs demonstrating individual and group performance of desired behaviors, and (4) Evaluation of the program's effectiveness.
Physiological Needs
The basic survival needs of food, water, air, sleep, and sex.
social support
The comfort, assistance, or information an individual receives through formal or informal contacts with individuals or groups.
Continuance Commitment
The commitment to continue with the organization because there are costs associated with leaving.
Autonomy
The degree to which a job gives the worker freedom and independence to choose how to schedule and carry out the necessary tasks.
Task Significance
The degree to which a job has a substantial impact on other people within the organization, such as coworkers, or persons outside the organization, such as consumers.
Task Identity
The degree to which a job requires the completion of an entire job or function so that the worker can see the observable outcome or product of work efforts.
Skill Variety
The degree to which a job requires the worker to use a variety of abilities and skills to perform work-related tasks.
Job satisfaction
The degree to which a person's work is useful for satisfying his/her needs.
What are the categories of needs (ie- factors) in this theory?
The human needs that work addresses can be divided into two groups: 1. Hygiene factors ◦ Derived from the animal nature of human beings (physiological needs) ◦ Job aspects relevant to hygiene factors include supervision, pay, coworkers and organizational policies. 2. Motivator factors ◦ Relate to higher level and uniquely human ability for psychological growth ◦ Job aspects relevant to motivator factors include achievement, recognition, responsibility and the nature of work itself
Equity Sensitivity
The idea that suggests some individual vary in their concern over the equity of input-outcome ratios. There are three different types: (1) Benevolents, (2) Entitleds, and (3) Equity Sensitives.
leader
The individual in a group given the task of directing task-relevant group activities or, in the absence of a designated leader, carrying the primary responsibility for performing these functions in the group.
Yerkes-Dodson Law ("Inverted U Relationship")
The law dictates that performance increases with physiological or mental arousal, but only up to a point. When levels or arousal become too high, performance decreases.
Behavioral approach to leadership
The leadership approach that attempted to identify the behaviors that distinguished between effective and ineffective and ineffective leaders
job embeddedness
The many and varied types of commitment that individuals feel toward co-workers, teams, organizations, and careers.
Person-Environment Fit (P-E Fit)
The match between a worker's abilities, needs, and values, and organizational demands, rewards, and value.
Goal-Setting Theory
The motivational theory that emphasizes the setting of specific and challenging performance goals.
Growth Need Strength
The need and desire for personal growth on the job.
Social Needs
The need to be accepted by others and needs for love, affection, and friendship.
Safety Needs
The needs for physical safety (need for shelter) and needs related to psychological security.
Esteem Needs
The needs to be recognized for accomplishments and to be admired and respected by peers.
Self-Actualization Needs
The needs to reach one's highest potential and to attain a sense of fulfillment; the highest level of needs.
Extrinsic Motivation
The notion that people are motivated by external rewards.
Intrinsic Motivation
The notion that people are motivated by internal rewards.
Hardiness
The notion that some people may be more resistant to the health-damaging effects of stressed.
Training methods: lectures
The oral presentation of information to trainees, either with or without feedback and discussion
Expectancy
The perceived relationship between the individual's effort and performance of a behavior.
Instrumentality
The perceived relationship between the performance of a particular behavior and the likelihood of receiving a particular outcome.
Goal
The person must be committed to this especially if it is difficult
Worker Stress
The physiological and/or psychological reactions to events that are perceived to be threatening or taxing.
Job Satisfaction
The positive and negative feelings and attitudes about one's job.
Training Needs Assessment
The process by which an organization identifies the key factors in the organization that will support the training program, what needs to be trained, and who needs the training
organizational identification (OID)
The process whereby individuals derive a feeling of pride and esteem from their association with an organization. Individuals may also take pains to distance themselves from the organization for which they work—this would be called organizational disidentification.
Organizational Variables
The productivity of an organization requires the concerted and coordinated efforts of a number of work units.
Employee Absenteeism
The quality of missing work for either voluntary or involuntary reasons.
McLelland's security needs
The second need in the hierarchy of needs theory, including safe housing, steady employment, and healthcare.
psychological maturity
The self-confidence and self-respect of the subordinate.
Job Rotation
The systematic movement of workers from one type of task to another to alleviate boredom and monotony (as well as training workers on different tasks).
Task Analysis
The task level of analysis is concerned with the knowledge, skills, abilities, and other characteristics (KSAOs) that a worker requires to perform a specific job effectively.
Expectancy Theory and the three components
The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes. These three constructs combine to determine the extent to which to expend effort ◦ The extent to which they expend effort is known as motivational force (MF)
Goal
These must be attainable and reasonable, otherwise the opposite effect might occur
One strength of biographical inventories is that:
They are pretty good at predicting job tenure
One strength of biographical inventories is that:
They are pretty good at predicting job tenure.
Self-determination theory
Three basic needs necessary for intrinsic motivation: -autonomy -competence -relatedness Undermining effect: belief/finding that extrinsic rewards decrease intrinsic motivation -occurs when extrinsic rewards undermine one or more of the basic needs Importance of linking extrinsic motivations to values -Meta-analysis findings --Intrinsic motivation related to quality of performances; extrinsic related to quantity --intrinsic motivation and performance are less related when incentives directly vs. indirectly) tried to performance
Organizational justice theory (three forms)
Three general forms of justice: ◦ Distributive Justice: perceived fairness of the actual outcome of a decision or action ◦ Procedural Justice: perceived fairness of policies and guidelines used to make decisions ◦ Interpersonal Justice: perceived fairness of how people are treated within the organization How fairly people feel they are treated at work affects their level of motivation.
experienced meaningfulness
Three parts of JCT, Skill Variety, Task Identity, & Task Significance, that lead to what
Kirkpatrick's training evaluation criteria: Reactions
Training criteria focused on how trainees perceive the learning This includes everything from whether or not they thought the trainer was interesting, to whether the training was useful to their work. Questions like: "Did the trainees like the training?" "Did they think they learned?"
Kirkpatrick's training evaluation criteria: Results
Training criteria focused on whether the training led to a change in organizational performance such as profitability "Is the company more effective or profitable based on what employees learned during training?"
Kirkpatrick's training evaluation criteria: Learning
Training criteria that are indicators of whether the trainees indicated signs of learning the material in the training sessions "Do trainees remember what they learned?"
Kirkpatrick's training evaluation criteria: Behavior
Training criteria which are indicators of whether the training actually led to the changes in on-the-job behavior "Are they putting what they learned in training to use on the job?"
Training methods: Programmed instruction
Training that involves the presentation of training material in modules, employees must take and pass a quiz before being allowed to continue on to the next module.
Trait approach to leadership, including traits that are known to predict leadership effectiveness
Trait Leadership theory asserts that... ◦ Good leaders possess certain traits (stable characteristics) ◦ Leaders are born, not made (not "teachable" or trainable) ◦ "Good" leaders tend to be effective across different situations Examples of Traits that we will cover ◦ Gender, race, intelligence, personality
Hinderance-Related Stressors?
Work demands or circumstances that tend to limit or interfere with work achievement. (eg. Politics vs performance focus)
challenge-related stressors
Work demands or circumstances that, although potentially stressful, have potential gains for individuals.
Challenge-Related Stressors?
Work demands or circumstances that, although potentially stressful, offer potential gains. (volume of work.. etc)
Job stress that results from a lack of a clearly defined job function is called
Work role ambiguity
Turnover Intentions
Worker's self-reported intentions to leave their jobs.
Intrinsic motivation ex:
Workers are motivated by work challenges with the reward being the satisfaction of a job well done. Sense of accomplishment. To motivate workers intrinsically, jobs need to be set up so they are interesting and challenging and allow workers creativity and resourcefulness
Is There A Causal Relationship Between Job Satisfaction and Job Performance?
Yes, but there is a dispute over which direction it flows in.
Is There a Correlation between Organizational Commitment and Job Satisfaction?
Yes, likely due to the mutually positive responses to measures of both employee satisfaction and organizational commitment or due to workers' avoidance of Cognitive Dissonance.
Is There a Correlation between Employee Attitudes and Employee Attendance?
Yes, workers who are more satisfied are more likely to attend work regularly.
Global job satisfaction is related to facet job satisfaction in which of the following ways?
You take the weighted average of the different facet satisfactions to obtain global satisfaction.
A moderator is: a. a variable that affects the direction or strength of the association between two other variables. b. an objective element in the stressor-strain relationship that starts the stress reaction in individuals. c. a method by which an individual can consciously halt the stressor-strain reaction. d. an element that recognizes the relationship between two variables and serves to magnify the strength of the variables.
a
All of the following are true of secondary prevention strategies except a. they are only reactive. b. they can involve avoiding or minimizing the stressor. c. their role is often one of damage control. d. biofeedback is an example of a secondary prevention strategy.
a
An employee is taught how to control her heart rate and blood pressure in order to deal with stress. This is an example of a. biofeedback. b. stress inoculation. c. hurry sickness. d. tertiary prevention strategy.
a
Burnout is a ______ consequence of stress. a. psychological b. emotional c. physiological d. behavioral
a
Managing one's feelings while trying to get oneself to feel the emotions required by the job is called a. deep acting. b. surface acting. c. emotional acting. d. interpersonal acting.
a
Surface acting and deep acting are types of a. emotional labor. b. organizational labor. c. interpersonal labor. d. behavioral labor.
a
What is often true regarding leadership in a crisis situation? a. Followers will "perceive" charismatic characteristics in the individual. b. Followers will be less skeptical of lowered standards. c. Followers will resent the leader for his/her association with the crisis. d. Followers will attempt to reconcile their beliefs with the leader's beliefs.
a
Which type of leadership has a tendency to arise after a crisis or emergency situation? a. charismatic b. laissez-fair c. transactional d. transformational
a
Winston Churchill was described as having a ______ leadership style. a. charismatic b. laissez-fair c. transactional d. transformational
a
if an individual experiences detachment within the self, regarding one's mind or body, or being a detached observer of oneself; they feel they have changed and that the world has become vague, dreamlike, less real, or lacking in significance... she is suffering from which dimension of burnout? a. depersonalization. b. low personal accomplishment. c. emotional exhaustion. d. autonomy.
a
If high levels of performance are attributed to a worker's effort, he/she would receive
a better performance appraisal than a worker whose performance is attributed to talent.
hawthorne effect
a change in behavior or attitudes that was the simple result of increased attention
stress involves?
a chronic appraisal of the situation and the resources avialable to handle the situation.
Expectancy Theory
a cognitive theory of motivation that states that workers weigh expected costs and benefits of particular courses before they are motivated to take action
Expectancy Theory of Motivation:
a cognitive theory of motivation that states that workers weigh the expected costs and benefits of particular courses before they are motivated to take action. Assumes that workers are rational, decision-making people whose behavior is guided by analysis of potential costs and benefits of a course of action. Focuses on the particular outcomes associated with a job that refers to pay and other factors like positive and negative outcomes.
Hybrid contract
a combination of both Relational contract and Transactional contract
Work overload:
a common source of stress resulting from when a job requires excessive speed, output, or concentration, the greatest source of work stress, lowers the quality of work. Includes technology overload like getting many e-mails and having to keep track of new tech
Minnesota Satisfaction Questionnaire (MSQ)
a commonly used job satisfaction instrument that assesses particular aspects of work (e.g., achievement, ability utilization) as well as scores for extrinsic satisfaction and intrinsic satisfaction
Gainsharing
a compensation system based on effective group performance
Gainsharing:
a compensation system based on effective group performance. If the group reaches a certain performance goal all the members of the unit receive a bonus. But the level of productivity among workers varies so the program must be fair. It's associated with teamwork and satisfaction with pay. Higher job satisfaction working in teams but depends on the org, not all orgs can use gainsharing
Merit Pay
a compensation system in which employees receive a base rate and additional pay based on performance
Pretest-Posttest Design
a design for evaluating a training program that makes comparisons of criterion measures collected before and after the introduction of the program
extrinsic motivation
a desire to perform a behavior to receive promised rewards or avoid threatened punishment
A job description is
a detailed accounting of the tasks and responsibilities associated with a job
A job description is
a detailed accounting of the tasks and responsibilities associated with a job.
Lack of control:
a feeling of having little input or effect on the job and/or work environment; typically results in stress, common in lower-level jobs, jobs that are rule-driven and very structured can result in more stress for workers who want to provide input and want more control, however, some employees may want less control than others
Management by objectives (MBO):
a goal-setting OD technique in which supervisors and subordinates jointly set performance goals; at the end of the goal period, their attainment is evaluated and new goals are set. Individual, workgroup, and org goals must be equally emphasized
According to the path-goal theory, a leader is
a guide or coach to help the employee achieve work goals
Leniency or severity errors lead to
a lack of differentiation between good and poor workers.
Fielder's contingency model
a leadership model stating that leader effectiveness depends on whether the person's natural leadership style is appropriately matched to the situation (the level of situational control)
Presenteeism?
a loss of workplace productivity resulting from employee health problems and/or personal issues.
Role-Playing
a management training exercise that requires trainees to act out problem situations that often occur at work
Problem-Solving Case Study
a management training technique that presents a real or hypothetical organizational problem that trainees attempt to solve
Management Games
a management training technique using scaled-down enactments of the operations and managements of organizations
Solomon Four-Group Design
a method of program evaluation using two treatment groups and two control groups
Job Rotation
a method of rotating workers among a variety of jobs to increase their breadth of knowledge
culture
a moderator of the relationship between pay and job satisfaction
Need Hierarchy theory:
a motivation theory, proposed by Maslow, that arranges needs in a hierarchy from lower, more basic needs to higher-order needs. There are 5 categories of needs. The lower needs or deficiency needs must be satisfied in a step by step fashion to advance to the higher-order means like esteem and self-actualization (growth needs)
Job Enrichment
a motivational program that involves redesigning jobs to give workers a greater role in the planning, execution, and evaluation of their work
Self-Determination Theory
a motivational theory that focuses on the conditions and processes that lead to self-motivation and growth on the job
Consequences of dissatisfaction:
absenteeism, turnover, turnover intentions, interpersonal conflict, stealing, workplace deviance
Project task force:
a nontraditional org of workers who are assembled temporarily to complete a specific job or project, all members are professional who contribute collaboratively to the group's output, needs all facets including meeting obtaining space, assembling the program, mailing info, and conducting the sessions, includes people with varied skills and expertise
Team organization:
a nontraditional org structure consisting of a team of members organized around a particular project or product, workers in the team know a great deal about the product or goals of the org, less emphasis on org status, emphasis on collaboration, no ultimate authority everyone has knowledge and skills, tendencies toward group decision making through consensus and communication, lack of hierarchy
Profit Sharing
a plan where all employees receive a small share of an organization's profits
job satisfaction
a positive attitude or emotional state resulting from perceptions of one's job
Posttest-Only Design
a program evaluation that simply measures training success criterion following completion of the training program
Employee Ownership
a program where employees own all or part of an organization
Thematic Apperception Test (TAT)
a projective test that uses ambiguous pictures to assess psychological motivation
Employee Engagement
a psychological state characterized by vigor, dedication, and absorption in one's work/organization
employee assistance program (EAP)
a referral service that employees can use to seek professional treatment for emotional problems or substance abuse related to the work place
Flextime
a schedule that commits an employee to working a specified number of hours per week, but offers flexibility in regard to the beginning and ending times for each day
Job Descriptive Index (JDI)
a self-report job satisfaction rating scale measuring five job facets
Job descriptive index (JDI):
a self-report job satisfaction rating scale measuring five job facets; the job itself, supervision, pay, promotions, and coworkers. Each of the facets includes a list of words or phrases and respondents indicate if a word describes their job using yes, no, and undecided answers. Each word of phrase has a numerical value to show who is satisfying it and there are five satisfaction scores in the end that represent the five facets. Has high validity and reliability
Minnesota Satisfaction Questionnaire (MSQ)
a self-report measure of job satisfaction that breaks satisfaction down into 20 job facets
Minnesota Satisfaction Questionnaire (MSQ)
a self-report measure of job satisfaction that breaks satisfaction down into 20 job facets. Calculates extrinsic and intrinsic satisfaction scores.
Minnesota satisfaction questionnaire (MSQ):
a self-report measure of job satisfaction that breaks satisfaction down into 20 job facets. It includes supervisor's competence, working conditions, compensation, task variety, level of job responsibility, and chances for advancement. Ratings range from a scale of very dissatisfied to neutral to very satisfied
Work motivation
a set of forces that originate both within as well as beyond an individual's being, to initiate work-related behavior, and to determine its form, direction, intensity, and duration
overall satisfaction
a single score capturing one's attitude to the job
Job ambiguity:
a source of stress resulting from a lack of clearly defined jobs and/or work tasks, related to job uncertainty which is when workers don't receive performance feedback, the conflict between roles can also add stress as in conflict with the family roles conflicting with a role at work
Underutilization:
a source of stress resulting from workers feeling that their knowledge, skills, or energy are not being fully used, can apply to college graduates in low-level positions
A hypothesis is
a statement your best guess of the relationship between or among variables
Skill-Based Pay
a system of compensation in which workers are paid based on their knowledge and skills rather than on their positions in the organization
Job Characteristics Model:
a theory that emphasizes the role that certain aspects of jobs play in influencing work motivation. Employees must experience three important psychological states to be motivated: perceived meaningful work, a sense of responsibility with the job, and knowledge of the results of their efforts
goal-setting theory
a theory that says that specific and difficult goals, with feedback lead to higher performance
Equity Theory
a theory that workers are motivated to reduce perceived inequities between work inputs and outcomes
Equity Theory of Motivation:
a theory that workers are motivated to reduce perceived inequities between work inputs and outcomes. Workers are motivated by a desire to be treated fairly. Fair treatment can result in maintained motivation.
Porter-Lawler Model
a theory where the relationship between job satisfaction and performance is mediated by work-related rewards
Line-staff org structure:
a traditional organizational structure composed of one group of employees who achieve the goals of the org (the line), and another group who support the line (staff)
Bureaucracy:
a traditional organizational structure typified by a well-defined authority hierarchy and strict rules governing work behavior, a pyramid with few members with high status at the top, common for manufacturing orgs and ones providing customer service, efficient establishes the order, but it is inflexible and stifles creativity and initiative
Behavior Modeling Training
a training method that exposes trainees to role models performing appropriate and inappropriate work behaviors and their outcomes and then allows trainees to practice modeling the appropriate behaviors
- Focuses on how daily events, mood, and emotion influence work-related attitudes and behaviors - An interactive model - Daily events, emotional reactions, dispositions, and work events are all important - Distinguishes between judgment-driven (cognitive) and affect-driven work behaviors
affective events theory
organizational commitment is based on 3 elements, what are the 3 elements of commitment?
affective, continuance, normative
Which of the following power motives is characterized by the desire for control? a. affective-identity b. instrumentality c. unselfishness d. discipline
affective-identity
motives to lead
affective-identity (desire for control) instrumental (personal benefits) social-normative (duty to lead)
A person who does not have a great need for other people's approval is described as having a low a. power motive. b. activity inhibition. c. affiliation need. d. work discipline.
affiliation need
A manager who maintains an objective view by not socializing with his/her subordinates is described as having low a. power motives. b. activity inhibition. c. affiliation needs. d. work discipline.
affiliation needs
All of the following are acknowledged types of power except a. coercive power. b. reward power. c. affiliative power. d. referent power.
affiliative power
All of the following are positively associated with individuals who emerge as leaders except a. emotional stability. b. agreeableness. c. extraversion. d. openness to experience.
agreeableness
Which of the Big 5 personality traits is not positively associated with leader emergence? extraversion conscientiousness agreeableness openness
agreeableness
Body mobilizes resources to cope with stress
alarm reaction
In which stage of the General Adaptation Syndrome (GAS) does a person's heart rate increase and stress hormones are released? alarm reaction resistance exhaustion reflective
alarm reaction
general adaptation syndrome
alarm reaction, resistance, exhaustion
Job satisfaction is defined as
all the positive and negative feelings one has about one's job.
self-administration of rewards/punishments
allowing yourself to have a cookie when completed, or not allowing yourself to see a movie if a goal was not met
deep acting
altering cognitive interpretations
surface acting
altering observable emotional and behavioral responses
Combine distance learning and face-to-face interactions
blended learning
Action research:
an OD methodological model that applies social science research methods to collecting relevant organizational data that are used for solving organizational problems, tries to solve problems specific to a particular org, action research involves the same tools as hypothesis testing but the research is oriented toward producing some specific result
Process consultation:
an OD technique in which a consultant helps a client org study its problems objectively and learn to solve them, help the org solve its own problems, uses a change agent, the process consultant, who works as a teacher for building problem-solving techniques
Team building:
an OD technique in which teams of workers discuss how to improve team performance by analyzing group interaction, focus on improving team functioning and goal attainment, doesn't have the threat of psychological casualties that are in t-groups
T-groups (sensitivity training):
an OD technique that uses unstructured group interaction to assist workers in achieving insight into their own motivations and behavior patterns in dealing with other organizational members, goals fo t groups are to gain insight concerning their own behavior, develop greater openness, and improve skills in understanding and dealing with others
Survey feedback:
an OD technique whereby the consultant works with the org to develop and administer a survey instrument to collect data that are fed back to organizational members and used as the starting point for change, the survey is distributed to either all the workers or to a representative sample
vertical violence
an act of violence between two or more persons on different levels of the hierarchical system, prohibiting professional performance or satisfaction
goal
an aim or desired result
Antoinette applies for a job and spends a full day in discussions with other applicants and doing samples of work tasks, all the while being observed and rated. Antoinette is undergoing
an assessment
affective commitment
an emotional attachment to an organization
Which of the following is an example of a tertiary intervention? A manager and subordinate speak of personal matters. An employee confides in a close friend. An employee seeks career counseling at work. A manager discusses unacceptable performance with a subordinate.
an employee seeks career counseling at work
Growth needs strength is defined as
an employee's need and desire for personal growth and development on the job.
A stressor is defined as
an environmental event that is perceived as threatening
overcommitment
an inability to withdraw from work
frustration-regression hypothesis (ERG theory)
an individual who is frustrated at a higher level of need will refocus energy on satisfying a lower-level need
normative commitment
an obligation to remain in an organization
Matrix organization:
an org design that blends functional and product structures, best of both traditional and nontraditional designs, workers have 2 reporting lines: one to a functional manager oe responsible for the worker's area of expertise and one to a product manager responsible for the product being produced. Adpat rapidly to changing conditions and have high flexibility and adaptability
Functional structure:
an org structure that divides the org into departments based on the functions or tasks they perform, creates job specialties, eliminates duplication of functions, but workers may become too focused on their area and this creates conflict and rivalry, this design is also difficult when work must be completed between departments it slows down productivity
Divisional structure:
an organizational structure that divides the organization according to types of products or customers, each division operates as a separate org, products can easily be expanded and there is greater accountability for each department, easy to determine which units are performing well but duplication of expertise can occur and workers with similar skills may not be able to benefit from professional interaction because they are all separated
Conference
an unstructured management training technique in which participants share ideas, information, and problems; also called a group discussion
approach, problem focused
analyze reasons why errors were made and correct them
Minnesota satisfaction questionnaire
another extensively researched satisfaction measure, measures more components than the JDI divides calculation into intrinsic satisfaction and extrinsic satisfaction
occupational health psychology
applying psychology to improve work life and promote worker health and well-being
Jill has been experiencing an unusual amount of stress at work and has turned to her close friend Adam for support. He tells Jill that she is very effective at her job and skilled in time management. Adam is most likely providing what type of social support? informational support instrumental support emotional support appraisal support
appraisal support------------------------------------------------------Social support has been conceptually divided into four domains: informational(information provided to another during a time of stress), instrumental (the provision of tangible goods and services or tangible aid), appraisal (the communication of information which is relevant to self-evaluation rather than problem-----The degree to which a person's basic social needs are gratified through interaction with others-A person's basic social needs are gratified-May be seen as the emotional, instrumental, and financial aid that is obtained from one's social network Types of support Emotional SupportInstrumental SupportInformational SupportAppraisal Support Emotional Support care, love, trust, and empathy as well as respect and admiration; most abundant; relates to attachment theory (people are happiest and most effective when they have one or more trusted persons they can confide in Instrumental Support providing tangible goods and services, such as money and groceries; material goods Informational Support providing information or advice to another in a time of need; mainly comes from professionals (Health professionals, lawyers, accountants) Appraisal Support included as a part of informational support; communication of key information that is relevant in self-evaluation situations Received Support support refers to support transactions that actually occur Measuring Social Support In order to measure social support, individuals have to be aware that they are being supported Effects of Social Support Social support has many positive effects on health and well-being-Reduced risk of death due to heart attack-Reduced risk of cancers-Faster recovery-Fewer complications during pregnancy-Increasing compliance with prescribed medications-Increased levels of self-worth and esteem-Facilitates coping and adaptation to change-Reduced anxiety How are social ties manifested? Intimacy-Interaction or belonging-Opportunities for nurturant behavior-Reassurance of worth-Assistance and guidance-Advice-Access to new contacts and diverse information Functions of Social Ties Reciprocity, Intensity, Complexity, Density, Homogeneity, Geographic dispersion, Durability & Frequency of interaction Reciprocity resources are both given and received Intensity extent to which relationships offer emotional closeness Complexity how many functions the network serves Density how many network members know and interact with each other Homogeneity how homogeneous network members are Geographic dispersion how many members live in close proximity Durability how long lasting the interactions are Frequency of interaction how often members of the network interact Social Strain Processes through which actions by people in one's social network, intended and unintended, cause a person to experience adverse psychological or physiological reactions Minority Stress Theory -Looks at "below the line" of what affects minorities-Gender, race, and class are all intersectionalities Social Networks Refers to people's social ties to one another and the structure of those ties Social Network Analysis Provides a set of tools to empirically extend our theoretical intuition of the patterns that construct social structure Social Roles -Defined by regularities in the patterns of relations among actors Social Strain Actions by network people cause a person to experience psychological or physiological reactors (intended or unintended) Helpless bystander Inability to help close friend or family member. Inept Support People make genuine support attempts that are not effective. Over protection is also dangerous to people. Stressful demand for reciprocity. Performance demand when demands overwhelm. High demand and low resources. Role Conflict roles demand too much attention and time from individuals by being caregivers, parent, spouse, employee, at the same time. Social Conflict personal demand here people are not balanced Criticism Defiant actions or help are perceived as criticism Mutual obligation One is cared for and loved
A common source of criterion contamination is
appraiser biases
Formal training to teach a skilled trade
apprenticeship
Changes in the workplace since the 1980s
are substantial, resulting in a very different work environment for leaders. new challenges include leading virtual teams, telecommuters, and temporary workers.Burnout The psychological state of being overwhelmed with stress. Circadian rhythm The 24-hour cycle of physiological functions maintained by every person. Distress Stress that results in negative energy and decreases in performance and health. Effective temperature The combination of air temperature, humidity, airflow, and heat radiation that determines how hot or cold the environment feels. Eustress Stress that results in positive energy and improvements in performance and health. Evaporation One way our bodies maintain a normal temperature, in which perspiration reduces excess heat. Forecasting Constant worrying about the future. Moonlighting Working more than one job. Neuroticism A personality trait characterized by a tendency to experience such negative emotions as anxiety, anger, tension, and moodiness. On-site child-care facility A child-care center that is located on the site of the organization employing the parent. Person/organization fit The extent to which an employee's personality, values, attitudes, philosophy, and skills match those of the organization. Perspective taking Rating a potential stressor by asking how bad it really is compared with all things considered or with a worst-case scenario. Radiation One way our bodies maintain a normal temperature, by the emission of heat waves. Referral service A system of child care in which an employer maintains a list of certified childcare centers that can be used by its employees. Residual stress Stress that is carried over from previous stressful situations. Role ambiguity The extent to which an employee's roles and expectations are unclear. Role conflict The extent to which an employee's role and expected role are the same. Role overload The extent to which an employee is able to psychologically handle the number of roles and tasks assigned. Type A personality A stress-prone person who is competitive, impatient, and hurried. Type B personality A non-stress-prone person who is relaxed and agreeable. Voucher system Child-care policy in which an organization pays all or some of its employees' child-care costs at private child-care centers by providing the employees with vouchers.
Gollwitzer
argues there are four consecutive phases people use to turn desires into actions: 1. predecisional 2. postdecisional 3. actional 4. evaluative
performance U relationship/yerkes-dodson law
as arousal increases, performance increases but only up to a certain point at which it begins to decline
A situational interview
asks interviewees how they would deal with hypothetical job situations.
job resources
aspects of a job that assist to achieve work goals, reduce job demands or stimulate personal growth
job demands
aspects of a job that require sustained effort
job demands
aspects of the work environment to which an individual must respond
job descriptive index (JDI)
assess satisfaction with work itself, supervision, people, pay, and promotion
job descriptive index
assesses satisfaction with work itself, supervision, people, pay, promotion
A model for successful training program
assessing training needs, establish training objectives, develop and test training materials, implement training program, evaluate training program
core evaluations
assessments individuals make of their circumstances
core evaluations
assessments individuals make of their circumstances (include self-esteem, self-efficacy, LOC)
goal acceptance
assignment of a goal
emotion
associated with specific events, intense enough to disrupt thought processes
Vroom's VIE theory
assumes people rationally estimate valence, instrumentality, and expectancy
self-beliefs and assumptions
assuming that you can do it
trait approach to leadership
attempt to show leaders possess certain characteristics that non-leaders do not
work withdrawal
attempt to withdraw from work but maintain ties to organization and work role
work withdrawal
attempt to withdraw from work but maintain ties to organization and work role (includes lateness and absenteeism)
A manager tries to motivate a sales team to meet a quota and is not successful. Which type of leadership is this? attempted successful effective motivational
attempted
The measurement of job satisfaction usually relies on self-report instruments because
attitudes and feelings cannot be directly observed
Research indicates that companies that value workplace diversity
attract the most qualified workers
the manager solves the decision problem alone after obtaining necessary information from subordinates
autocratic
the manager solves the decision problem alone using information available at the time
autocratic
perceptions of control are related to
autonomy
Which of the following is a subjective measure of teaching performance?
average student report of how much they like the course
Managing physiological states
awareness, focal point, breathing
A law student is stressed about preparing for the bar exam. The support of friends and family helps the student to deal with the stress. This is an example of a. problem-focused coping. b. emotion-focused coping. c. behavior-focused coping. d. cognitive-focused coping.
b
A restaurant server has to wait on an extremely rude customer. The server maintains a smile and calm tone of voice even though the customer becomes ruder. This is an example of a. deep acting. b. surface acting. c. emotional acting. d. interpersonal acting.
b
According to the textbook, there are ______ levels to describe the most common forms of workplace violence. a. 2 b. 3 c. 4 d. 5
b
All of the following are true of individuals who exhibit the Type A behavior pattern except a. they are characterized by ambitiousness. b. they are most often relaxed. c. they tend to desire control and responsibility. d. they have a sense of time urgency.
b
Faking one's expressions or emotions is called a. deep acting. b. surface acting. c. emotional acting. d. interpersonal acting.
b
resistance
body copes with source of stress
alarm reaction
body mobilizes resources to cope with stress
Sarah, a manager at a large company, is generally unhappy with her job. She often smiles and appears cheerful even though she is feeling intense frustration and anger. She is regulating her emotions through what method? a. deep acting b. surface acting c. method acting d. reality acting
b
Stress inoculation consists of all of the following except a. education. b. reflection. c. rehearsal. d. application.
b
When a student has two research papers due and three exams for different classes all on finals week, role ______ occurs. a. ambiguity b. conflict c. labor d. strain
b
Which of the following is not one of the three categories describing the negative consequences of chronic stress? a. psychological b. emotional c. physiological d. behaviora
b
Which theory states that subordinates are categorized into either "in-groups" or "out-groups"? a. path-goal theory b. LMX theory c. situational theory d. behavioral theory
b
distress
bad stress
expert power
based on a person's superior skill and knowledge which demands power
Motivational Theory:
be able to match the theory with the definition or key elements of the theories
- Person-as-machine metaphor dominated - Assumed worker emotions were not important - As long as they got paid, they would be happy these were all beliefs/thoughts when?
before mayo
New Millennium Enterprises found through a survey of their customers that their customers did not feel as though they were being treated well. Thus, the management at New Millennium Enterprises believes they have a problem with customer service. Their HR department instituted a training program that taught employees how to treat customers with respect. Three weeks after the training, the trained employees were observed at work to see how they treated their customers. This is an example of a _________ criterion.
behavior
reinforcement theory
behavior is a function of: stimulus, response, reward
You are appraising the performance of your employees. The performance measure contains a scale that measures dependability. This scale lists several behaviors that vary in dependability from "often misses work with no excuse" to "always completes tasks by deadline." The rater selects the behavior that best describes the ratee. This performance measure is a ___.
behavior observation scale
House and Mitchell (1974) describe some distinct leadership styles in support of the path-goal theory. All of the following were identified by the researchers except a. participative leadership. b. directive leadership. c. achievement-oriented leadership. d. behavior-directed leadership.
behavior-directed leadership
Impairment of memory, reaction times, and accuracy are all ______ consequences to stress. psychological emotional physiological behavioral
behavioral
Which leadership approach includes the concepts of "initiating structure" and "consideration"? a. behavioral b. power c. trait d. contingency
behavioral
The researchers at Ohio State University pursued an approach that dealt with two dimensions: consideration and initiating structure. Which general leadership approach did they utilize? a. Maturity approach b. Contingency approach c. New trait theory d. Behavioral approach
behavioral approach
Information Processing: High stress impairs memory, reaction time, accuracy, and task performance
behavioral consequences of stress
- Degree to which behaviors learned in training transfer to the job - Often assessed with ratings of on-the-job performance - Based on what happens after the training program - Organizations do not do a good job of doing this
behavioral criteria
interpersonal justice
being treated with respect, politeness, and dignity
trust
belief in how a person or organization will act on a future occasion based on past experiences
self-efficacy
belief in one's capabilities to perform a task or reach a goal
locus of control
belief of individuals that what happens to them is under their control
coercive power
belief that a person can punish others for noncompliance
legitimate power
belief that a person has the formal right to make demands and expect obedience
locus of control
belief that what happens to you is under your control vs. controlled by external forces
psychological contract
beliefs that people hold regarding the terms of an exchange agreement between them and an organization
characteristics of engaged employees
believe in their organization desire to work to make things better understand business context and big picture are respectful and helpful to colleagues are willing to go the extra mile keep up to date with development in field
early period of job satisfaction research found...
both job-related and individual difference variables might influence job satisfaction
Extreme state of psychological strain resulting from prolonged exposure to stressors. three components
burnout
When a person is emotionally exhausted and has low work motivation after being on the job for years, we say they are experiencing
burnout
emotional exhaustion, depersonalization, and low personal accomplishment are all components of
burnout
Another term for severe chronic feelings of time urgency that negatively affect one's lifestyle is a. biofeedback. b. stress inoculation. c. hurry sickness. d. tertiary prevention strategy.
c
When an individual is expected to fulfill too many roles at the same time, role ______ occurs. a. ambiguity b. labor c. overload d. strain
c
Minnesota satisfaction Questionnaire (MSQ)
calculates "extrinsic" and "intrinsic" satisfaction scores
minnesota satisfaction questionnaire
calculates extrinsic and intrinsic satisfaction scores
Types of leadership development: Mentoring
can also be used to teach managers the norms of the workplace and to provide assistance with problems and challenges
Types of leadership development: coaching
can help managers feel motivated to change and show them how to change
the affective circumplex
categorizes emotions based on two dimension- - pleasant vs. unpleasant - activated vs. unactivated
hawthorne effect
change in behavior or attitudes that was the result of increased attention------------------The emotions we experience, whether at work or elsewhere, affect both our work and nonwork behavior. To understand emotions at work, psychologists consider the complexity of work and nonwork stimuli as well as the range of people's reactions, from attitudes to emotions to moods. Research at Western Electric's Hawthorne plant showed that the perceptions of workers had as great an effect on productivity as the physical working conditions. The Hawthorne studies gave impetus for the study of worker attitudes and the new construct of job satisfaction. Herzberg and colleagues found a connection between satisfaction and other work behaviors, which led them to introduce one of the first modern theories of job satisfaction,Research indicates that average job satisfaction levels have remained high across many decades.Substantial evidence indicates that moods and emotions are associated with work behaviors, including organizational citizenship behavior, performance, creative problem solving, and withdrawal behavior. Researchers have considered the intriguing hypothesis that genetics may influence emotional experience. The elements of core evaluations include self-esteem, self-efficacy, locus of control, and the absence of neuroticism. Individuals make core evaluations of their circumstances, and these evaluations affect both job and life satisfaction. There has been a growing tendency to view lateness, absence, and turnover as different manifestations of a larger construct called withdrawal.A major theme of this book is the changing nature of work. Four topics related to job satisfaction parallel this theme: (1) Work is becoming less stable, (2) there is a greater tendency toward working in a virtual workplace, (3) work is more multicultural, and (4) work-life balance is becoming more important to workers. Job loss can be devastating because it represents an involuntary separation from an organization to which the individual remains committed. Recent meta-analyses confirm that unemployment has negative effects on mental health and the experience of well-being. The experience of unemployment is likely to be qualitatively different for younger workers than for older workers, just as it is likely to be different for men and for women. Telecommuting is a relatively new work arrangement that is becoming increasingly common. The advantages and disadvantages of telecommuting are hotly debated, but too few data exist to form any firm conclusions about the emotional, attitudinal, and behavioral correlates of telecommuting. Both physical and psychological well-being are affected by the extent to which an individual's life is in balance. Most research and theory related to work-family balance concentrates on the effects of a lack of balance. One can only really understand the emotional experience of work by considering work in the larger context of life and nonwork roles. Psychological contracts are beliefs that people hold regarding the terms of an exchange agreement between themselves and the organization. When psychological contracts are broken or breached, several negative outcomes commonly occur, including lower employee work attitudes and lower job performance. Multinational organizations must be sensitive to the preferences and values of employees from different cultural environments. This is particularly true for expatriates who aretransplanted into a new culture. As the nature of work becomes more multicultural and global, it will be increasingly important to include cultural variables when examining attitudes and emotions at work.Although workplace stress can be episodic, chronic stress is more common in work settings and more damaging to the body. For this reason, chronic stress is of most interest to I-O psychologists. Stress involves a cognitive appraisal of the situation and the resources available to handle the stressors. This appraisal often triggers a set of coping responses by the body. Stressors are physical or psychological demands to which an individual responds. Examples of physical stressors include excessive heat, noise, and light. Examples of psychological stressors are role ambiguity, interpersonal conflict, and lack of control. Reactions to stressors are called strains, which are often divided into three categories:Although workplace stress can be episodic, chronic stress is more common in work settings and more damaging to the body. For this reason, chronic stress is of most interest to I-O psychologists. Stress involves a cognitive appraisal of the situation and the resources available to handle the stressors. This appraisal often triggers a set of coping responses by the body. Stressors are physical or psychological demands to which an individual responds. Examples of physical stressors include excessive heat, noise, and light. Examples of psychological stressors are role ambiguity, interpersonal conflict, and lack of control. Reactions to stressors are called strains, which are often divided into three categories:behavioral, psychological, and physiological. Specific examples of strains that can result from chronic stress include burnout, anxiety, and physiological ailments such as high blood pressure and heart disease. Shift work, which can be either fixed or rotating, has an important influence on worker satisfaction and performance. The same is true for flextime and compressed workweek schedules.Two theories of stress that have received a great deal of attention are Karasek's demand-control model and French's person-environment fit model. Karasek's demand-control model proposes two factors in job stress: job demands and job control (also known as decision latitude). High work demands coupled with low control results in high-strain jobs that result in a variety of health problems. French's person-environment (P-E) fit model proposes that the fit between a person and the environment determines the amount of stress that a person perceives. Several individual difference characteristics that are potential moderators of stressor-strain relationships include locus of control, hardiness, self-esteem, and the Type A behavior pattern.Occupational health psychologists often divide their approaches to stress prevention into three major categories: primary, secondary, and tertiary interventions.Primary prevention strategies aim to modify or eliminate stressors at work, and they are generally preferred over other interventions because they take an active approach. Primary prevention strategies include redesigning the work environment, modifying Type A thought patterns, and providing flexible work schedules. Secondary prevention strategies involve modifying responses to inevitable stressors. They include physical fitness, healthy eating, weight control, smoking and caffeine reduction, skills training programs, relaxation techniques, biofeedback, and social support at work. Tertiary prevention strategies focus on healing the negative effects of stressors. They include employee assistance programs (EAPs) and the use of medical care, individual psychotherapy, and career counseling.Stress is recognized as a cause of workplace violence and, conversely, workplace violence can be a cause of stress. It is advisable for every organization to have policies and plans in place to reduce work stress and workplace violence. Most violent acts in the workplace stop well short of life-threatening acts, but violence in the workplace does seem to be on the increase. Problems in the workplace, accompanied by a belief that the problem cannot be resolved and that it threatens the self-esteem of an individual, often lead to an act of violence by that individual. One theory of workplace violence is the frustration-aggression hypothesis, which proposes that work-related events lead to stress, which in turn leads to aggressive and counterproductive acts. An alternative theory suggests that violent workplace behavior results from perceived injustice by a worker. Bullying is a special type of workplace violence, one that is widespread. The bully is often in a position of superiority to the victim. One of the few effective resolutions to bullying is to transfer either the victim or the bully to another work group or department.Leader emergence examines the characteristics of individuals who become leaders, whereas leadership effectiveness examines the behaviors on the part of a leader that result in valued group or organizational outcomes. "Manager" and "supervisor" are job titles that describe what is to be done. Leadership deals with how these tasks or duties are carried out with respect to members of the work group. Modern approaches to defining the roles of managers and the required competencies have blended many of the duties of the manager with expectations embodied in effective leadership. Training that focuses on individual attributes may be considered not "leadership" development, but "leader" development. In contrast, an effective leadership development training program concentrates on the leader-follower relationship. People who aspire to positions of leadership have a high power motive coupled with high activity inhibition and low affiliation needs. Additional research suggests a combination of personality characteristics, beliefs about leadership capability, and past leadership experiences as motives for leadership. Key TermsFrom the perspective of I-O psychology, "great man" theories of leadership are of little value. However, the biographies of leaders demonstrate that every successful leadership career is a combination of individual attributes and the circumstances in which the leaders found themselves. By definition, managers and leaders possess power that subordinates do not have. French and Raven suggested five different types of power, including reward, coercive, legitimate, referent, and expert power. The more power bases a leader has, the greater the potential to influence group members. The Ohio State University studies identified consideration and initiating structure as important dimensions of leadership behavior. Researchers at the University of Michigan identified similar behavioral dimensions and proposed that participative (considerate) behavior on the part of the leader is a key to group effectiveness. Some leadership theories include situational variables in the explanation of leader behavior and effectiveness. Because the success of any given leadership tactic is contingent upon multiple factors or situations, a number of contingency theories take into account the role of the situation in the exercise of leadership. The Vroom-Yetton model suggested that although a participative style might contribute to the satisfaction of group members, under certain circumstances, it could lead to a poor decision.Leader-member exchange (LMX) theory proposes that leaders adopt different behaviors with individual subordinates. Its advocates argue that subordinates fall into an in-group, in which members have high-quality relationships with their leader, or an out-group, whose members have low-quality relationships with their leader. Transformational leadership describes the behavior of inspirational leaders and involves an interaction between leaders and followers in which each raises the other to higher levels of morality and motivation. Transformational leadership is often contrasted with transactional leadership, the process by which leaders simply show followers how to meet goals by adopting certain behaviors. Authentic leadership is gaining attention in I-O psychology research. It refers to a leader's sincerity and genuineness, and it includes the ability to share one's true self in a way that inspires and motivates one's followers. Charisma is a personal attribute of a leader that compels followers to identify with and attempt to emulate the leader. The followers of charismatic leaders are emotionally attached to the leader, do not question the leader's beliefs or actions, and see themselves as integral to the accomplishment of the leader's goals.Changes in the workplace since the 1980s have been substantial, resulting in a very different work environment for leaders. New challenges include leading virtual teams, telecommuters, and temporary workers. Some studies suggest that females tend to favor more participative and democratic interactions with subordinates and to be more aware of interpersonal issues than their male counterparts. Research is needed regarding whether these differences actually matter in terms of the ultimate effectiveness of the leader. Trait theory is making a comeback in the form of studies examining the relationship of Big Five personality traits and leader effectiveness. This modern approach defines personality traits behaviorally, has a general consensus on the meaning of these personality traits, and considers them in the context of organizational and situational variables. This modern approach is considerably more attractive than traditional trait theory. House and his colleagues are conducting a large cross-cultural study of leadership called global leadership and organizational behavior effectiveness (GLOBE). To date, they have found that the list of universally accepted leader attributes fits neatly with the concepts of transformational and charismatic leadership. They have also identified some culture-specific leader characteristics that are more acceptable in some countries than in others.
Hawthorne effect
change in behavior or attitudes that was the simple result of incr
Type A behavior pattern
characterized by: - achievement striving - impatience/irritability - time urgency - hostility associated with: - elevated exposure and reactivity to stressors - coronary heart disease - career success
what do I/O psychologists spend the most time studying?
chronic stress in the workplace.
maslow's need theory, reinforcement theory, vroom's VIE theory, and equity theory are all
classic motivation theories
- Very common training - Effective training for declarative knowledge
classroom lectures
High directive and high supportive behavior
coaching
Potential of supervisor to dispense punishments
coercive power
judgment driven work behaviors
cognitive component of affective events theory
Which of the following conflict resolution strategies results in a win-win situation?
collaboration
individuals are satisfied with what types of colleagues
colleagues who help attain rewards and see things the same way
blended learning
combine distance learning and face-to-face interactions
occupational commitment
commitment to a particular occupational field: includes effective, continuance, and normative commitment.
Five job characteristics:
contribute to a worker's experience of the three psychological states: skill variety, task identity (the degree to which a job requires the completion of an entire job or function), task significance (job's impact on other people and org), autonomy, and feedback. Single motivating potential score (MPS) wit the equation MPS = skill variety + task identity+ task significance x autonomy x feedback
Freedom to choose which activities to pursue during leisure time
control during leisure time
In evaluating the effectiveness of your training program you use a design that compares trainees with a group of employees who have not received the training. You have used what type of design to evaluate your training?
control group design
- Based on concept of feedback loop - Adjust behaviors or goals based on discrepancy between: Actual goal accomplishment, Goal to which person is committed
control theories
Random assignment of participants to treatment and control groups
controls may potential extraneous variables (i.e., confounds)
-Conscious efforts to deal with sources of stress and/or conflict -typically divided into problem focused and emotion focused
coping
Chronic stress causes overactivation of the sympathetic nervous system (SNS), producing several different stress hormones. The chronic activation leads to wear and tear on
coronary arteries, the heart
Employee assistance programs (EAPs):
counseling provided for a variety of worker problems, particularly drug and alcohol abuse, clinical and counseling psychologist, social workes, and drug rehabilitation counselors rather than I/O psychologists staff EAPs
comparison others
coworkers to whom employee compares their outcome/input ratio
four pathways of self-efficacy
create mastery experiences modeling of successful behaviors by comparison other encouragement from others reduce perceptions of stress or fatigue during task performance
The degree to which a criterion falls short of measuring job performance refers to
criterion deficiency
Work-family conflict:
cumulative stress that results from the duties of work and family roles, stress from not being able to balance demands of work roles and family responsibilities, common internationally
Absenteeism, substance abuse, and poor job performance are _______ consequences to stress. a. psychological b. emotional c. physiological d. behavioral
d
All of the following are true of the Person-Environment Fit model except a. the fit between a person and the environment determines the amount of stress that person perceives. b. a poor fit between a person and the environment is frequently associated with increased strains. c. it focuses on individuals' perceptions of their skills relative to the demands of the work environment. d. a good fit occurs when a person's personality and work history match his/her coworkers.
d
In transformational leadership, a. leaders and followers consistently switch roles in order to create greater diversity of experience. b. leaders show the followers how they can meet their personal goals by adopting a particular behavior pattern. c. the leader is interested in making followers more effective team-members by changing them. d. an interplay between leaders and followers occurs in which each raises the other to higher levels of motivation.
d
Information processing and job performance are outcomes for which of the following categories of job stress outcomes? a. psychological b. emotional c. physiological d. behavioral
d
disidentification
define self as not having attributes of organization
identification
define self by attributes of organization
Vertical Violence?
defined as any act of violence, such as yelling, snide comments, whithholding pertinent information, and rude, ignoring, and humiliating behaviors, which occur between two or more persons on different levels of the heirarchical system and prohibits professional performance or satisfaction in the work environment.
Emotional Labor? (2 Strategies)
defn: Regulation of ones emotions to meet job or organizational demands. Surface Acting: consists of managing or faking ones expressions or emotions. Deep Acting: consists of managing ones own feelings, including emotions required by the job.
behavioral criteria
degree to which behaviors learned in training transfer to the job
Transfer climate
degree to which the social climate among employees back in the work situation supports training and the particular type of training (Tracey et al., 1995) ◦Positive transfer climate has been found to enhance training transfer
person-organization fit
degree to which there is a match between an employee's values AND the values of others in the organization
person-job fit
degree to which there is a match between employee's skills, abilities, and interests AND the demands of the job
results criteria
degree to which training is related to organizational outcomes
low supportive and low directive behavior
delegating
Stressor
demand employee has to face
role conflict
demands from different sources are incompatible
Tend to treat customers or clients like objects instead of people
depersonalization
organizational identification
deriving feelings of pride and esteem by associating with an organization
activity inhibition
describes person who is not impulsive
The multiple cutoff approach to employee selection involves
designating a score on each predictor above which the candidate must score.
Job Content Questionnaire? (JCQ)
designed to measure the "content" of a respondent's work tasks in a general manner.
Positive Reinforcers
desirable events that strengthen the tendency to respond
Positive reinforcers:
desirable events that strengthen the tendency to respond
Herzberg's Two-Factor Theory
determinants of job satisfaction are different than those of job dissatisfaction
Goal commitment
determination of an individual to reach their goal ◦ Managers can help employees accept and commit to goals by encouraging employee participation in the goal-setting process
To operationalize the variable job satisfaction, you:
determine how to measure job satisfaction
Organizational Commitment Questionnaire (OCQ)
differentiate org comm. vs. occupational commitment
direction
direct attention and effort
problem-focused coping
directed at managing or altering source of stress, stressor oriented
emotion-focused coping
directed at reducing emotional reactions to a source of stress, strain reaction oriented
low supportive and high directive behavior
directing
define self as not having attributes of organization
dis-identification
Which of the following is not one of the leadership motives described by Chan and Drasgow (2001)? a. affective-identity b. instrumental c. social-normative d. discipline
discipline
negative v. positive affect by watson
dispositional affect
pseudo-work satisfaction
dissatisfied with job, maintain a level of aspiration because of strong social norms or distorted perceptions
fixated work dissatisfaction
dissatisfied with job, no attempt to master the situation
constructive work dissatisfaction
dissatisfied with job, tries to master the situation
Herzberg's Two-factor Theory-
distal
Maslow's Hierarchy of Needs
distal
disruptive stress
distress
A manager was given a sales quota to meet. The manager created a set of incentives for her employees to help meet the quota. Three months later, the quota was met. This scenario can be best described as which type of leadership? attempted successful effective motivational
effective
performance of recovery activities and recovery experiences are factors influencing off-job recovery
effectiveness
- Job strain results from conditions of: High effort put into work, Low rewards attained from work - Over-commitment is an internal characteristics linked to job strain--An inability to withdraw from work
effort reward imbalance model
Organizational Citizenship Behavior
efforts by organizational members who advance or promote the work organization and its goals
Coping:
efforts that help people manage or reduce stress. Problem-focused, making a to-do list. Emotion-focused, addressing the emotions you are feeling, vent to someone
emotional labor
efforts to regulate (control) emotions in the service of job performance
According to Fiedler's contingency model, task oriented leaders are more effective than relationship-oriented leaders in situations that are
either very favorable or very unfavorable
Motivators
elements related to job content that, when present, lead to job satisfaction
Motivators:
elements related to job content that, when present, lead to job satisfaction. Inherent to the job itself; the work itself and the level of responsibility and the chance for advancement and personal achievement
Hygienes
elements related to job context that, when absent, cause job dissatisfaction
Hygienes:
elements related to job context that, when absent, cause job dissatisfaction. Ex: benefits, working conditions, salary, supervision, company policy
Inputs
elements that a worker invests in a job, such as experience and effort
Inputs:
elements that a worker invests in a job, such as experience and effort
- Introduced emotions into I/O psychology - Argued negative emotions yield a variety of negative reactions
elton mayo
introduced concept of emotions into mainstream IO psych
elton mayo
Effect or feeling which is: Associated with a specific event and Intense enough to disrupt ongoing thought processes
emotion
Directed at reducing emotional reactions to a source of stress
emotion focused coping
affective commitment
emotional attachment to an organization
affective commitment
emotional attachment to an organization, staying with an organization because you want to
affective commitment
emotional attachment to organization
self-esteem
emotional evaluation of one's own worth
Feeling emotionally drained by work
emotional exhaustion
The phases of burnout, in order of occurrence, are
emotional exhaustion, depersonalization, and feelings of low personal accomplishment
components of burnout
emotional exhaustion, depersonalization, low personal accomplishment
in the structure of work emotions time is relevant to
emotional experiences
The ability to understand, regulate, and communicate emotions and to use them to inform thinking is called
emotional intelligence
process emotions
emotional reactions related to tasks you are currently performing
- Ability to challenge, influence, or express objections to a process - Associated with greater perceptions of procedural justice
employee voice
Line:
employees in an org who are engaged directly in tasks that accomplish its goals
role ambiguity
employees lack clear knowledge of expected behavior
Social persuasion
encouraging other people
control during leisure time
freedom to choose which activities to pursue during leisure time
frustration-aggression hypothesis
frustration leads to aggression
A three stage, sequential model of responses to stress: 1. Alarm Reaction, 2. Resistance, 3. Exhaustion
general adaptation syndrome
Mood
general feeling, often not intense
mood
generalized feeling not identified with a particular stimulus and not intense
mood
generalized feeling not identified with a particular stimulus and not sufficiently intense to interrupt ongoing thought process
mood
generalized feeling state which is: - not identified with a particular stimulus - not sufficient to disrupt ongoing though processes
informational justice
given all the necessary information to do a task.
- An aim or desired result - Central to everyday life - A motivational force
goal
Assignment of a goal
goal acceptance
Self-acceptance of a goal
goal commitment
"If you didn't have goals, you would not do anything"
goal-setting theory
-Goal -Goals -Specific, Difficult Goals -Goal Acceptance -Goal Commitment -Feedback Loop
goal-setting theory
1. Direct attention and effort (direction) 2. Mobilize energy and effort (effort) 3. Prolong effort over time (persistence) 4. Motivate strategies for goal attainment (strategy)
goals
Performance goals
goals that an individual adopts for himself to accomplish over a set period of time
Learning goals
goals that an individual adopts for himself to accomplish over a set period of time such as acquiring a new set of skills
Job satisfaction
goes up as we get older
A great deal of job satisfaction research conducted. this was called the
golden age of job satisfaction research
1. predecisional 2. postdecisional 3. actional 4. evaluative
gollwitzer
Argues there are four consecutive phases people use to turn desires into actions
gollwitzer
An example of the halo effect in performance appraisal would be
good appraisal given to a very attractive worker.
faces scale
good for ESL, cross-cultural
If, after hire, applicants who score high on a test do well and applicants who score low do poorly, the test can be said to have
good predictive validity
eustress
good stress
- Based on historical analyses to determine what made a leader great - Popular ideas: 1. Overcoming one experience lead to greatness, 2. An admirable trait led to greatness
great man theories
group analyzes the problem, identifies and evaluates alternatives, and makes a decision. manager as coordinator
group
Which of the following is true of research findings on TABP subcomponents? Time urgency is negatively related to health problems. Achievement striving is unrelated to desirable work outcomes. Hostility is predictive of long-term health outcomes. Impatience/Irritability is unrelated to short-term health outcomes.
hostility is predictive of long-term health outcomes
1. Create mastery experiences (Successful performance of challenging tasks) 2. Modeling of successful behaviors by comparison others 3. Encouragement from others 4. Reduce perceptions of stress or fatigue during task performance
how to increase self-efficacy
bullying
harassing, offending, socially excluding, or assigning humiliating tasks to a person of subordinate status repeatedly and over a long period of time----------The actual bullying behavior has also been broken down into three phases (Einarsen, 2000). First, the bully may spread rumors about the victim or engage in subtle acts of sabotage to make the victim look less effective. Next, the victim is singled out for public humiliation and ridicule. Finally, the victim may be directly threatened or characterized as emotionally unstable. Even though the victim might attempt to behave rationally at an early stage in the process by discussing the conflict or defusing it with humor or a concession, the bully will have none of itand increases his or her aggressive behavior. The victim eventually sees that the single goal of the bully is to drive him or her out of the organization (Zapf, 1999). In a study of victims who successfully coped with bullying, Knorz and Zapf (1996) found that successful coping was invariably the result of a third-party intervention, rather than any behavior pattern of the victim; in most cases the intervention was some form of physical separation of the bully and the victim (e.g., the transfer of the bully or the victim to a different department or work unit). By far the single most common piece of advice given by victims to those experiencing bullying is to leave the organization (Zapf & Gross, 2001). If the third party confronts the bully in an attempt to restore order without taking administrative action such as transfer or termination, the most likely effect is simply an increase in the bullying behavior. The bully now sees the victim as having "declared war" and feels justified in increasing his or her aggression. The critical finding in bullying research is that victims are often in a position of noncontrol. There is little they can do to improve their position other than to leave the work unit. Bullying scenarios require strong and immediate action by an organization. First, managers and supervisors need to be sensitive to the presence of bullying. Then they need to take steps to separate the victim and the bully from each other, by either terminating the bully or physically separating the bully and victim through internal transfer. Allowing the parties to work it out themselves is likely to end in failure.------
Which of the following is a set of personality characteristics that provide resistance to stress? autonomy self-esteem hardiness locus of control
hardiness
distributive justice
has to do with the fairness of the distribution of outcomes
Traditional orgs:
have formally defined roles for their members, are very rule-driven, and are stable and resistant to change. Work behavior is regulated and within standards. . Mechanistic and bureaucratic structures
Nontraditional org structures:
have less formalized work roles and procedures, tend to be more flexible and adaptable, no rigid hierarchy characteristics
One way to avoid overselling a particular job or the organization is to
have recruiters use "realistic job previews."
Maslow's need theory
have to satisfy biological needs before reaching social needs
Elton Mayo
having est. scientific study of organizational behavior when he gave close attention to the human, social, and political problems of industrial civilization; helped lay foundation for the human relations movement
Change in behavior as a result of increased attention
hawthorne effect
- Worker perceptions influence productivity - Hawthorne Effect
hawthorne studies
Person-environment (P-E) fit:
he match between a worker's abilities, needs, and values, and organization demands, rewards, and values, there is a positive correlation with org commitment, well being, and a negative correlation with turnover
high initiating structure and low consideration
high concern for production and low concern for people
high initiating structure and high consideration
high concern for production and people
self relationship to job satisfaction
high self esteem is conducive
- More emotionally driven - More volatile over time - More sensitive to external influence -Distinct Construct
identification
Define self by attributes of organization
identification
what are the 4 types of identification?
identification, dis-identification, ambivalent, neutral
University of Michigan studies
identified similar behavioral dimensions and proposed that participative (considerate) behavior on the part of the leader is a key to group effectiveness.
person analysis
identify what current employees can actually do and what KSAs they possess Identify subset of KSAs that some employees actually need to be trained on (what is lacking) Can obtain data from: ◦ Performance ratings ◦ Productivity and sales ◦ Employee surveys ◦ Tests
ambivalent identification
identify with some aspects of organization, reject others
One clear advantage of the critical incidents technique of job analysis is
if provides detailed information about the requirements for success in is particular job.
avoidance, emotion focused
ignore the situation as if it doesn't bother you
- High quality relationships with leader - Leader usually does not have to exert power or authority to influence
in group members
Needs
in needs vs values these are Hygiene, Food/water
Needs
in needs vs values these are Involuntary
Needs
in needs vs values these are Unconscious/subconscious
Needs
in needs vs values these are common or basic
Needs
in needs vs values these are inborn/innate
Values
in needs vs values these are neither attitudes or actual behaviors
Values
in needs vs values these are objects, qualities, standards, or conditions that satisfy or are perceived to satisfy the needs and/or that act as guides to human action
Values
in needs vs values these are the building blocks of the behavior of and choices made by individuals
subordinate groups contains
in-group and out-group members
organizational analysis
includes the identification of a broad set of organizational issues that can help or hinder the effectiveness of a training program ◦Why the organization wants to start a training program ◦Whether there is support for training ◦What resources the company will provide or are available for training ◦Which group of employees will be trained (e.g., Sales) ◦Who will the trainers be? ◦The external business and legal climate within which the organization functions
As a motivational intervention, job redesign and enrichment is meant to
increase the inherent value of the job's tasks and activities
Reinforcement
increases behavior
job satisfaction
increases with age
resigned work satisfaction
indistinct work satisfaction and decreases level of aspiration to adapt, achieving satisfaction
job embeddedness
individuals attachment to their job
organizational identification
individuals derive a feeling of pride and esteem from their association with an organization
positive affectivity
individuals prone to describe themselves as cheerful, active, etc.
negative affectivity
individuals prone to experience diverse array of negative mood states
organizational disidentification
individuals taking paints to distance themselves from organization for which they work
Equity sensitivity:
individuals vary in their concern over the equity of inputs outcome rations, some people prefer balance while others are less concerned about it and prefer to have an outcome advantage or an input advantage and be overcompensated or under-compensated for their work
justice hypothesis relevant to
layoffs and firings, performance appraisals
Jan scores a little above average on all her screening items. Marsha scores very high on some items and very low on others. In a multiple approach to screening, their final scores could be about the same. This is because the multiple regression approach to screening is:
is a compensatory type of model
Jan scores a little above average on all her screening items. Marsha scores very high on some items and very low on others. In a multiple regression approach to screening, their final scores could be about the same. This is because the multiple regression approach to screening is:
is a compensatory type of model.
What are OCBs?
is behavior that goes beyond the core task requirements of the job (tasks listed in a job description) ◦ Typically, OCBs are beneficial to the organization ◦ OCBs are generally assessed by having supervisors rate how often their subordinates engage in OCBs
According to Maslow's need-hierarchy theory, a level of needs which has been substantially satisfied
is no longer a motivator
A major limitation of the correlational method is
it is difficult to determine cause-and-effect relationships
One clear advantage of the critical incidents techniques of job analysis is
it provides detailed information about the requirements for success in a particular job.
Perceptions of autonomy and decision making latitude
job control
- Aspects of a job that require sustained effort - Drain well-being and health over time
job demands
jobs can be classified on two broad dimensions--job demands and job control
job demands control model
Job demands and resources jointly influence stress-related outcomes. consists of job demands and job resources
job demands resources model
- The many and varied types of commitments that keep individual's in a job - Influenced by: 1. Having links to other people and activities at work, 2. The ease with which these links can be broken, 3. Fit of job with other domains of one's life
job embeddedness
A subordinate's job-related ability, skills, and knowledge together are known as a. job maturity. b. psychological maturity. c. social maturity. d. cognitive maturity.
job maturity
-Move employees through various departments or jobs in a department -More flexible organization so people can move to different areas if necessary (EX: Everyone has flu and someone has to go in and help somewhere)
job rotation
Preventing dissatisfaction:
job rotation, job enlargement, skill-based pay, merit pay, gainsharing, profit sharing, employee ownership, compressed workweeks, flextime, benefit programs
- A positive attitude or emotional state resulting from perceptions of one's job - A work attitude - A belief that these attitudes influence performance
job satisfaction
When Putting People First in the Organization, which if the following is NOT one of the seven important practices:
job satisfaction
both negative affect and positive affect are associated with
job satisfaction
disposition in adolescence predicted
job satisfaction
- Research accused of being atheoretical - Not many underlying theories/models to explaining job satisfaction and it's relation to performance
job satisfaction research
effort-reward imbalance model
job strain results from conditions of high effort put into work and low rewards attained from work
role theory
jobs are characterized by different roles that an employee must perform
things you think about doing
judgment driven behaviors
type of rewards that are satisfying
just and informative
affect circumflex
just look at the pic
Quality of being morally right (just) and fair
justice
organizational justice
justice stemming from organizational procedures, outcomes, and interpersonal interactions
A computer network engineer must understand the workings of the computer system they are to run. This would be classified as ___ in a person-oriented job analysis.
knowledge
Most leadership training programs concentrate on developing, maintaining, or enhancing individual attributes. This is most accurately described as an example of: a. behavior development b. personality development c. leadership development d. leader development
leader development
Most leadership training programs concentrate on developing, maintaining, or enhancing individual attributes. This is most accurately an example of behavior development. personality development. leadership development. leader development.
leader development
Training that emphasizes self-awareness, self-regulation, and self-motivation refers to leader development. leadership development. leader emergence. leader effectiveness.
leader development
The study of what behaviors on the part of a designated leader lead to an outcome valued by the group or organization is called a. leader emergence. b. leader effectiveness. c. leader development. d. leadership development.
leader effectiveness
The study of the characteristics of individuals who become leaders is called a. leader emergence. b. leader effectiveness. c. leader development. d. leadership development.
leader emergence
Which of the following refers to whether or not an individual becomes a leader? leader emergence leader evaluation leader effectiveness leader
leader emergence
f we are interested in ______________, we might study the characteristics of individuals who become leaders. a. leader treatment b. leadership effectiveness c. leader emergence d. leadership ability
leader emergence
charismatic leader
leader hypnotizes followers and compels them to identify and emulate the leader
- Leaders adopt different behaviors with individual subordinates - Behavior pattern of leader: Develops over time, Depends on the quality of leader—subordinate relationships -in-group members -out-group members
leader member exchange
- Relationship begins tentatively - Either evolves into more trusting, committed relationships (in-group) or is fixated at this initial stage (out-group) - Job of leader is to drive subordinate relationships to in-group status
leader subordinate relationships
idealized influence
leaders display conviction, emphasize trust, take stands on difficult issues, emphasize the importance of commitment and purpose, and are aware of the ethical consequences of their decisions.
great man theory of leadership
leaders have inherently special qualities and characteristics
transactional leadership
leaders show followers how they can meet their personal goals by adopting a particular behavior pattern; the leader develops social contracts with followers in which certain behaviors will be rewarded
- There is more to leadership than traits - Organizational and situational context matter - Characteristics of and interactions with followers also matter This is why traits are not all that matter for
leadership
Process of social influence that maximizes the efforts of others toward the achievement of a goal
leadership
Leader-Member Exchange Theory
leadership based on the nature of the relationship between the leader and their group members Leaders differentiate their followers in terms of: -perceived competence and skill -the extent to which they can be trusted -motivation for more responsibility
Training that emphasizes the leader-follower relationship is a. leader development. b. leadership development. c. leader emergence. d. leader effectiveness.
leadership development
authentic leadership
leading with integrity and genuineness, usually accompanied by a life story
- Evaluation of how much trainees learned during the training program - Often measured with a written test - Based on what happened during the training program
learning criteria
Modeling
learning that occurs through the observation and imitation of the behavior of others
Cognitive Theories of Learning
learning theories that emphasize that humans are information processors
Social Learning Theory
learning theory that emphasizes the observational learning of behavior
Potential of supervisor to administer feelings of obligation or responsibility
legitimate power
in the golden age of job satisfaction research, a strong belief of higher satisfaction predicted what?
less labor unrest, higher productivity
Emotional:
less patience, increased irritability. Burnout: emotional exhaustion, depersonalization, reduced personal accomplishment, emotional exhaustion, depression, irritability, reduced self-esteem
Physiological:
life and work stress predicts illness, increased illness, physiological changes like blood pressure chest pains
- Belief that what happens to you is under your control (internal) vs. controlled by external forces (external) - Internal associated with lower perceived stress
locus of control
Contingency models:
look at the interaction of characteristics of the individual, the org, and characteristics of the situation (the seeing the org operates). Require a span of control that was moderate in size with 20 to 30 workers reporting to a supervisor and a short chain of command. Both contingency models say the org structure must adjust to fit the tech used by the org
low initiating structure and high consideration
low concern for production and high concern for people
low initiating structure and low consideration
low concern for production and people
feelings of frustration can lead to destructive behavior in situations of
low control
Feel that you cannot deal with problems effectively
low personal accomplishment
Job-related:
low satisfaction, lack of motivation, ineffective performance, increased absence
high control, low psychological demand
low strain job (architect, dentist)
Stress resulting from a feeling of lack of control its particularly common in
lower-level workers
Goal
making this public enhances commitment because striving to attain it enhances one's integrity in one;s own eyes as well as in the eyes of others
difference between manager and leader
manager deals with what is to be done, leader deals with how it is to be done
Can motivate employees by: Offering high valence outcomes, Clarifying instrumentalities linking high performance to outcomes, Clarifying expectancies linking hard work to higher performance. these are all
managerial applications of VIE theory
problem-focused coping
managing or altering the problem causing the stress
surface acting
managing or faking one's expressions or emotions
The independent variable is the variable that is
manipulated by the researcher
job embedded ness
many and varies types of commitment that individuals feel toward co-workers, team, organization, and careers
- Need: State of biological or social deficiency (state = temporary) - Biological: Essential for survival, Shared by all people, Examples: food, water, sleep, oxygen/air, shelter, safety, sex (for species) - Social: Vary from person to person, Examples: need for affiliation, attachment theory, etc
maslow's need theory
- Generally not supported empirically - Ranking of needs may be inaccurate these are problems with what motivation theory?
maslow's needs theory
Off job activities presenting learning opportunities in other domains
mastery experiences
Organizational Commitment Questionnaire (OCQ)?
measure normative commitment. Commonly used scale to differentiate area of commitment.
job content questionnaire
measure the content of a respondent's work tasks in a general manner which is applicable to all jobs and workers.
The dependent variable is the variable that is
measured by the researcher
Facet approach measurement:
measures satisfaction with pay, working conditions, and relationships with supervisors and coworders
Learning criteria
measures the amount of learning that has taken place.
Physiological measures:
measuring signs of physiological arousal and strain like blood pressure monitoring, electrocardiogram (EKG) for monitoring heart rate, blood tests for stress linked hormones, cortisol, and cholesterol in the bloodstream, these responses vary day to day though
type of work itself thats satisfying
mentally challenging work that an individual can successfully accomplish
A statistical technique that allows the results from many different research studies to be combined and summarized is called
meta-analysis
said organizational commitment is based on 3 elements
meyer and allen
Affect, Moods, and Emotions are Terms often used interchangeably. this is a
mistake
effort
mobilize energy
- Reaction Criteria: Surveys—Multiple -Learning Criteria: Explanation of Material, Written Test - Behavioral Criteria: Longitudinal Study, Alumni - Results Criteria: Money—How much money people give after they leave Virginia Tech, not the best fit though This is an example of evaluating a class in the form of
model of training
1. reaction criteria 2. learning criteria 3. behavioral criteria 4. results criteria
model of training (kirkpatrick's)
Four level model used to categorize important training criteria to evaluate
model of training (kirkpatricks)
action theory is a
modern motivation approach
primary prevention strategies
modifying or eliminating stressors in the work environment
secondary prevention strategies
modifying responses to inevitable demands damage control can be proactive or reactive
secondary prevention strategies
modifying responses to inevitable demands or stressors
primary prevention strategies
modifying/eliminating stressors in work environment most proactive and preventative approaches
Generalized feeling state which is: Not identified with a particular stimulus and Not sufficient to disrupt ongoing thought processes
mood
Emotion
more intense, situational; More easily divided into good and bad; More studied
Transactional contract
more likely to change if organization and personal contract is broken, you're just there for a paycheck, you dont have any loyalty to the organization
relationship between satisfying jobs and occupational injuries
more satisfying jobs are linked to fewer occupational injuries
Research indicates that charismatic leaders are
most effective in situations where goals are unclear.
strategy
motivate strategies for goal attainment
eustress
motivating stress
Conditions responsible for variations in the intensity, persistence, quality, and direction of ongoing behavior. Has long been considered very difficult to define
motivation
what can be traced to the founding of the i/o field ?
motivation
Performance
motivation x ability/constraints
Which factor did Herzberg say was related to motivation and job satisfaction?
motivator factors?
According to Herzberg's two-factor theory, achievement and responsibility are called _______ factors and can lead to___________.
motivator; job dissatisfaction
- Job security - Perceived discrimination - Multiculturally - Organizational business practices These are some things that
predict job satisfaction
affiliation need
need for approval or connections with others
mcclelland's motivational needs
need for power, need for affiliation, need for achievement
A person high in achievement motivation
needs feedback about personal progress.
people receive rewards in proportion to their needs
needs norm
- Trait tendency to experience more frequent negative mood states - E.g., anxious, depressed, hostile, guilty
negative affect
Tendency to experience negative emotions and poor self-concept
negative affect
has been consistently linked to negative health and well-being outcomes
negative affect
tendency to worry, feel anxious, and feel self-conscious
neuroticism
stress exacerbating traits examples
neuroticism, negative affect, type A behavior pattern
Neutral , "I just do my job"
neutral identification
neutral identification
neutral- I just do my job
Which of the following would probability be the least successful method for recruiting applicants for a lop-level management
newspaper ads
Is there empirical research to support this theory?
no
do benefits have a strong influence on job satisfaction
no
emotion
normally associated with specific events or occurrences that are intense enough to disrupt thought processes
- Feeling an obligation to remain with the organization - Staying with an organization because you feel you ought to
normative commitment
problem identification
noticing that there is a problem that needs addressed
normative commitment
obligation to remain in the organization
Organizational climate:
observable habits that characterize life in the org, the shared perceptions of the people in the org and how they feel about the environment
- Commitment to a particular occupational field - Considered to include affective, continuance, and normative commitment to this occupation
occupational commitment
Neuroticism
of the FFM most correlated to JS and creates low JS
conscientiousness and agreeableness
of the FFM, two most related to motivation
mastery experiences
off-job activities presenting learning opportunities in other domains
- In recent years, there has been a move to explore off-job time as an opportunity to recover from work stress - Time spent away from work
off-job recovery
work and off-job time are viewed as alternating cycles of: Exposure to work demands (work time) AND Opportunities to recover from work demands (off-job time)
off-job recovery
classroom lectures, simulators, programmed instruction, distance learning, and computer based training are all considered what training method?
off-site
Occur outside of the work environment, May not even involve face-to-face interaction (training method)
off-site methods
- Edwin Fleishman and colleagues initiated the behavioral approach - Study of kinds of behaviors leaders engage in -Identified two primary categories of leader behaviors: consideration and initiating structure
ohio state studies
- Doesn't give consideration of traits of effective leaders - Doesn't give consideration to context - Situational and environmental variables these are critiques of
ohio state/michigan studies
on-the-job training is considered what kind of training method?
on-site
two types of training methods?
on-site, off-site
Trainees learn from more experienced employees
on-the-job training
what is the difference between leader emergence and leadership effectiveness?
one examines the characteristics of individuals who become leaders the other examines the behaviors on the part of a leader that result in valued group or organizational outcomes.
- Assume that individuals behave intentionally - Modern motivation theories, Emphasize intentional behavioral choices what metaphor?
person as intentional
- Human behaviors are: Reflexive, Involuntary, Performed without conscious awareness - Oldest metaphor
person as machine
Maslow's need theory and Reinforcement theory are considered what kind of motivation theory?
person as machine
what are the two classic motivation metaphors?
person as machine, person as scientist
Tons of evidence that humans often behave irrationally (e.g. Tversky and Kahnemann, 1981)
person as scientist
Vroom's VIE theory and Equity theory are considered what kind of motivation theory?
person as scientist
- The degree to which there is a "fit" between an employee and their job matters for perceived stress and experienced strain - Poor fit is associated with perceptions of greater stress and strain - person job fit -person organization fit
person environment fit
Degree to which there is a match between: Employee's skills, abilities, and interests AND The demands of the jobs
person job fit
Degree to which there is a match between: An employee's values, The values of others in the organization
person organization fit
subjective probability
personal belief in the likelihood
- Several personality traits have been linked to stressor exposure and reactivity (Bolger & Zuckerman, 1995) - Can be divided into personality traits that are stress exacerbating or stress buffering
personality and stress
stress buffering traits
personality traits associated with lower stressor exposure and/or reactivity
type of work that is satisfying
personally interesting
Comparison Others
persons used as a basis for comparison in making judgments of equity/inequity
Comparison others:
persons used as a basis for comparison in making judgments of equity/inequity
recovery activities
physical activities, social activities, low-effort activities
psychological detachment
physical and mental sense of being away from the work situation
stressor
physical or psychological demands to which an individual responds
stressors
physical or psychological demands to which an individual responds
Alderfer's ERG existence needs are similar to Maslow's
physiological needs
Needs
physiological or psychological deficiencies that an organism is compelled to fulfill
postdecisional
plan and develop strategies for successful action
job satisfaction
positive attitude or emotional state resulting from appraisal of one's job
job satisfaction
positive attitude or emotional state resulting from the appraisal of one's job or job experience
relationship between employee satisfaction, customer satisfaction, productivity, profit, safety, and employee retention
positive relations
self-esteem
positive self-worth that is considered to be an important resource for coping
employee engagement
positive work-related state of mind that includes high levels of energy, enthusiasm, and identification with one's work
5 categories of emotion:
positive, negative, existential, "nasty", and empathetic Key concepts -emotional labor -emotional regulation -attempts to modify one's emotions -surface vs. deep acting -Emotional intelligence: ability to recognize and control emotions; controversial -emotional contagion: conscious and unconscious emotion synchronization
emotional stability, extraversion, openness, and conscientiousness are
positively correlated with leader emergence
Plan and develop strategies for successful action
post-decisional
Which leadership approach examines different types of authority (e.g., reward, coercive, referent)? a. behavioral b. power c. trait d. contingency
power
- Examines the types of power that leaders wield over subordinates - Capacity or ability to direct the behaviors of others
power approach (to leadership)
Mastery experience
practice
Examine desires to see which one is strongest and most feasible to attain
pre-decisional
Hygienes (Herzberg)
related to job context (ex. salary, working conditions, supervision) - presence of hygienes results in only a minimal level of satisfaction; dissatisfaction results from not having hygienes
work attitude
relatively stable feeling or belief directed towards the job
attitudes
relatively stable feelings or beliefs that are directed toward specific persons, groups, ideas, jobs, or other objects
State of low activation and increased positive effect
relaxation
simulators
reproduce real world conditions in training setting
most common forms of satisfaction
resigned & constructive
- Body copes with sources of stress - However, resistance to other sources of stress is lowered
resistance
interpersonal justice
respect (interactional)
prospective emotions
result from consideration of tasks one anticipates doing
retrospective emotions
result from consideration of tasks one has already completed
process emotions
result from consideration of tasks one is currently doing
referent power
result of a person's perceived attractiveness, worthiness, and right to respect from others
- Degree to which training is related to organizational outcomes - Such as: Productivity gains, Cost savings, Error reductions, Increased customer satisfaction
results criteria
overall satisfaction
results either from mathematically combining scores based on satisfaction or a single overall evaluative rating of the job
reward power
results from one person's ability to compensate another for obedience
prospective emotions
results from tasks one anticipates doing
retrospective emotions
results from tasks one has already completed
Emotional reactions related to tasks you have already completed
retrospective emotions
intermittent rewards
reward is only given for some correct responses, produces higher levels of performance
Potential of supervisor to dispense rewards
reward power
continuous rewards
reward presented after every correct response
French and Raven's five different types of power
reward, coercive, legitimate, referent, and expert power. The more power bases a leader has, the greater the potential to influence group members.
Lack of clarity regarding how a role is defined
role ambiguity
Interference between the demands of two or more roles
role conflict
The process whereby group members' roles evolve as they learn about and take on various defined patterns of behavior in a specific group is called
role differentiation
role conflict, role ambiguity, and role overload are all
role stressors
- Jobs are characterized by different roles that an employee must perform--Set of duties and obligations an individual must fulfill - Characteristics of roles and interactions among roles can be major sources of stress
role theory
Norms:
rules that groups adopt governing appropriate and inappropriate behavior for members, group norms can be formalized like written rules but most are informal and unrecorded. Norms can come from explicit statements made by supervisors or co-workers, from the group's history, and they can be carried over from past situations like past norms,
intrinsic satisfaction
satisfaction that derives from aspects central, or intrinsic, to the job itself, such as responsibility.
extrinsic satisfaction
satisfaction that derives from aspects extrinsic, or external, to job tasks, such as pay or benefits.
intrinsic satisfaction
satisfaction with aspects central to the job
extrinsic satisfaction
satisfaction with aspects of the job beyond job tasks
relationship between employee satisfaction and absenteeism
satisfied employees are less likely to be absent or late
progressive work satisfaction
satisfied with work and hopes to achieve a higher level of satisfaction
stabilized work satisfaction
satisfied with work but is motivated to maintain level of satisfaction
motivator needs
social, esteem, and self-actualization, results in positive satisfaction
Which of the following power motives emphasizes the duty to lead when called upon? affective-identity b. instrumental c. social-normative d. discipline
social-normative
justice hypothesis of workplace violence
some violent acts can be understood as reactions by an employee against perceived injustice
hobo syndrome
some workers are simply more prone to change jobs than others
hobo syndrome
some workers possess internal impulses to migrate from one job to another irrespective of better alternatives or other apparently rational motives
Stress is
sometimes negative and sometimes positive
Suppose the job being trained for is a difficult one. A good idea is if the training program breaks the job into components. Thus, each component is learned one at a time. This type of training is called
spaced training
Staff:
specialized employee positions designed to support the line, many orgs hold staff positions that have little to do directly with the primary goals of the org. Staf managers are better at managing relationships and are more open to change and innovation that line managers
According to goal-setting theory and research,
specific goals are more motivating than vague goals
Associated with better work performance than:"I'll just do my best", No goal
specific, difficult goals
Affectivity
stable, trait (personality, disposition)
need
state of biological or social deficiency
relaxation
state of low activation and increased positive affect
Managing physiological states
step four of increasing self-efficacy
self-administration of rewards/punishments
step four of self-regulation
Mastery experience
step one of increasing self-efficacy
problem identification
step one of self-regulation
individual self dialogue
step one of thought self-leadership
Social persuasion
step three of increasing self-efficacy
feedback monitoring
step three of self-regulation
self-beliefs and assumptions
step three of thought self-leadership
Modeling
step two of increasing self-efficacy
personal goal-setting
step two of self-regulation
mental imagery
step two of thought self-leadership
- Reactions or responses to stressors - Physiological and subjective
strains
non-specific response of the human body to any demand made on it
stress
Interpersonal stress:
stress arising from difficulties with others in the workplace, having a harsh boss is stressful, having a loss of connectivity because of virtual work, and interpersonal conflict fall under interpersonal stres. Ex: power and politics, ethics,
Associated with lower stressor exposure and/or reactivity
stress buffering
good locus of control and self-esteem are
stress buffering traits
Associated with higher stressor exposure and/or reactivity
stress exacerbating
neuroticism, negative affect, type a behavior are all
stress exacerbating traits
Chronic stress causes overactivation of the sympathetic nervous system (SNS), producing several different
stress hormones
Modifying or eliminating stressors in the work environment, primary prevention strategies
stress inoculation
- Approaches to the reduction and management of occupational stress - Work and job design - Cognitive restructuring
stress management
Physical and psychological demands within the work environment to which an individual responds
stressors
______________ leadership is best when the job is boring or the subordinate lacks selfconfidence, whereas ____________ leadership is most effective when the job is not clearly defined. a. Supportive; directive b. Directive; supportive c. Participative; directive d. Directive; participative
supportive;directive
Altering observable emotional and behavioral responses
surface acting
abusive supervision
sustained display of hostile behavior from supervisor
contingency approach
takes into account role of situation in the exercise of leadership
feedback monitoring
taking in feedback and interpreting it as positive or negative
Very similar to initiating structure
task-oriented behavior
computer-based training
teach job-relevant skills via computer
The two general approaches followed in most leadership training programs involve
teaching diagnostic skills or teaching specific new skills or behaviors.
Action Learning
teams assembled to work on a company-related problem or issue to learn by doing
Individual coping strategies:
techniques such as exercise, mediation, or cognitive restructuring that can be used to deal with work stress, relaxation, meditation, and biofeedback are intended to reduce physiological arousal associated with stress and can induce positive psychological reactions to stress
Organizational coping categories
techniques that organizations can use to reduce stress for all or most employees, includes improving the person-job fit, improving employee training and orientation programs, increasing employees' sense of control, eliminating punitive management, removing hazardous or dangerous work conditions, and providing a supportive, team-oriented work environment
individual self dialogue
telling yourself you will succeed, being positive
negative affectivity
tendency to experience negative emotions, not the same as pessimism
negative affect
tendency to experience negative mood states
neuroticism
tendency to worry, feel anxious, and feel self-conscious
- Focused on healing negative effects of stressors - Employee Assistance Programs (EAPS)
tertiary prevention strategies
The federal agency that protects against discrimination in employment is called
the Equal Employment Opportunity Commission
Validity refers to
the accuracy of a measure (or accuracy of inferences drawn from measurements)
Validity refers to
the accuracy of a measure (or accuracy of inferences drawn from measurements).
Task inventories like the PAQ usually to ask job incumbents rate:
the amount of time spent doing each task
Organizational Behavior Modification
the application of conditioning principles to obtain certain work outcomes
Emotional labor:
the demands of regulating and controlling emotions in the workplace, hard when warriors become dissatisfied and cynical about their jobs it can lead to job dissatisfaction and absenteeism and turnover. Harassment: sexual harassment, harassment due to group membership, singled out by an abusive supervisor or colleague, includes bullying
Valence
the desirability of an outcome to an individual
Valence:
the desirability of an outcome to an individual
Need for affiliation
the desire to be liked and accepted by others
Need for achievement:
the drive to succeed and get the job down, these people love the challenge of work and are motivated to get ahead in the job and perform, task-oriented people
Job Enlargement
the expansion of a job to include additional, more varied work tasks
Job enlargement:
the expansion of a job to include additional, more varied work tasks. Helps employees feel that they are more valuable. Requires workers do additional work which some may see as negative but it can increase job satisfaction through improving work skills and leading to a sense of accomplishment.
affect
the experience of feeling or emotion
Dr. Psych wants to apply the findings of her laboratory research on teamwork to one particular work organization: a beach resort on the island of Kauai. Dr. Psych's biggest problem is likely to be
the external validity of her results
McLelland's Self-Actualization needs
the fifth need in the hierarchy of needs theory, including self-awareness and personal growth
Motivation
the force that energizes, directs, and sustains behavior
Motivation is defined as
the force that energizes, directs, and sustains behavior
Trainee Readiness
the individual's potential for successful training
what does "manager" and "supervisor" entitle?
the job titles that describe WHAT is to be done.
Training is a planned effort to help
the learning retention and transfer of job related behavior
job embeddedness
the many and varied types of commitments that keep individuals in a job influenced by: 1. having links to other people and activities at work 2. the ease with which these links can be broken 3. fit of job with other domains of one's life
Goal-setting Theory:
the motivational theory that emphasizes the setting of specific and challenging performance goals. Associated with Edwin Locke. For employees to be motivated, goals must be clear, specific, attainable, and quantified whenever possible. General goals are not as effective as defined, measurable goals. Goal setting programs may take a large challenging goal and break it down into smaller easily attained goals, it is less overwhelming
Growth Need Strength
the need and desire for personal growth on the job
Need for power:
the need to direct and control the activities of others and be influential, status-oriented people and motivated by the change to gain influence and prestige
Need for power
the need to direct and control the activities of others and to be influential.
stress
the non-specific response of the human body to any demand made on it
Intrinsic Motivation
the notion that people are motivated by internal rewards
Intrinsic Motivation:
the notion that people are motivated by internal rewards. Derived from workers' sense of accomplishment and competence at performing and mastering work tasks and a sense of autonomy over one's work
An obvious advantage of increased workforce diversity is
the opportunity for different viewpoints that lead to organizational innovation
continuance commitment
the perceived cost of leaving an organization, staying with an organization because you need to
One important source of job stress that is common to most job settings is
the perceived lack of control of the environment
Expectancy
the perceived relationship between the individual's effort and performance of a behavior
Expectancy:
the perceived relationship between the individual's effort and performance of a behavior. Both expectancy and instrumentality components are represented as probabilities.
Instrumentality
the perceived relationship between the performance of a particular behavior and the likelihood of receiving a particular outcome
Instrumentality:
the perceived relationship between the performance of a particular behavior and the likelihood of receiving a particular outcome
Norms
the point of these is to base your understanding of the population; a way of understanding the population
Job Satisfaction
the positive and negative feelings and attitudes about one's job
Job Satisfaction:
the positive and negative feelings and attitudes about one's job. All aspects of the job, good or bad, contribute to the development of feelings of satisfaction
Reinforcement Theory:
the theory that behavior is motivated by its consequences. Uses operant conditioning principles in that behavior is motivated by its consequences. A consequence that follows a behavior and serves to increase the motivation to perform that behavior is a reinforcer. Reincforers are better than punishment and more effective.
McLelland's social needs
the third need in the hierarchy of needs theory, including friendships and romantic attachments
Franki learns a new safety skill in a training class. However, when she gets back to the job, her colleagues take her aside and tell her that "we don't do that sort of thing here." There is likely to be little transfer of training because
the training behavior is not supported on the job
Pay and Job Satisfaction
the two concepts have low correlation
Dr. Psych is a scientist who studies teamwork. She is interested in examining differences in worker job satisfaction based on which type of product a team is assigned to work on. In this example, the independent variable is
the type of product worked on by the team
Dr. Psych is a scientist who studies teamwork. She is interested in examining differences in worker job satisfaction based on which type of product a team is assigned to work on. In this example, the independent variable is
the type of product worked on by the team.
Audiovisual Instruction
the use of pre-recorded videotapes and other electronic media to convey training material
The abstract definition of good performance is referred to as the ___.
theoretical criterion
- Job Demands—Control Model - Job Demands—Resource Model - The Effort—Reward Imbalance Model - Role Theory - Work—Family Conflict Theory - Emotional Labor
theories of job stress
what are some modern approaches to defining the roles of managers and the required competencies
they have blended many of the duties of the manager with expectations embodied in effective leadership
what characteristics make up people who are leaders?
they have high power motives coupled with high activity inhibition and low affiliation needs research suggests a combination of personality characteristics, beliefs about leadership capability, and past leadership experiences as motives for leadership
In the famous Hawthorne studies, workers became more productive because
they knew they were being observed
In the famous Hawthorne studies, workers became more productive because
they know they were being observed
Systematic relaxation coping strategies may NOT be effective because
they typically require the user's dedication and practice
Systematic relaxation coping strategies may NOT be effective because
they typically the user's dedication and practice
negative affectivity
those high in this are low in job satisfaction
Outcomes
those things that a worker expects to receive from a job, such as pay and recognition
Outcomes:
those things that a worker expects to receive from a job, such as pay and recognition
internal locus of control
those who have this have better job performance
equity norm
those who work hardest get the biggest rewards
- A great deal of emotion research has taken a static view: Examined correlations of emotion variables and work outcomes at one point in time, Assumes these relationships are stable - There has been a large-scale move to study emotions dynamically in the last 20 years: Examine fluctuations in emotions and outcomes over varying time frames (Momentary, daily, weekly, etc.)
time course of work emotions
An efficiency expert is studying jobs carefully, making detailed assessments of how long it takes workers to perform task. In all likelihood, the expert is using the scientific management method of
time-and-motion studies
type of work that is dissatisfying
tiring
The first step in selecting personnel is
to conduct a job analysis of the position
Postive
to give something
Terry, who owns a printing business, must decide whether or not to expand business hours from 12 to 24 hours a day. According to the Vroom-Yetton decision-making model, Terry should answer a series of questions
to help him decide which decision making strategy to use.
Negative
to remove something
Qualitative Role overload
too hard of work
Quantitative Role overload
too much work
reaction criteria
trainee impressions of the training program
on the job training
trainees learn from more experienced employees
Systematic collection of descriptive and judgmental information used to make effective training decisions
training evaluation
Global Approach
views job satisfaction as an overall construct
Global approach:
views job satisfaction as an overall construct. Asks if the employee is satisfied overall using a yes or no response, single rating scale, or small group of items that measure global job statisfaciton.
Facet Approach
views job satisfaction as made up of individual elements, or facets
Facet approach:
views job satisfaction as made up of individual elements, or facets. Considers job satisfaction to be composed of feelings and attitudes about different elements or facets of the job. Considers each aspect individually assuming the employee may be satisfied with aspects but not satisfied with others
mental imagery
visualizing yourself succeeding
Extrinsic Motivation
wanting positive feedback, pay/promotion, social comparison, avoid punishment, rewards
action
what one actually does
intention
what one plans to do
job security, perceived discrimination, multiculturality, organizational business practices
what predicts job satisfaction
outcomes
what they are getting out of work
inputs
what they are investing in their work
Role ambiguity
when the role you have been assigned is not clear, or you do not know what exactly is expected from you
Relational contract
when you experience feelings of loyalty towards the company, if you see yourself at the job long term rather than short term
Reverse scoring
when you measure the same thing, you just turn around the scores when asking the same question
Role conflict
when your job has roles that conflict against one another
Needs --> Motives --> Goals --> Performance this is what locke and latham argued for
where goals come from
Define locus of control.
whether or not people believe they are in control of reinforcements (rewards and punishments) in life
leadership effectiveness
which behaviors on the part of a designated leader led to an outcome valued by the work, group, or org
affective and normative commitment
which forms of commitment are associated with job performance?
An employee with high Growth Needs Strength
will be more satisfied in a job that has larger scope (skills, identity, autonomy)
job withdrawal
willingness to sever ties to organization and work role
Research on the gender gap in wages shows that
women are paid about three-fourth (75%) of what men are paid for comparable work.
Research on the gender gap in wages shows that
women are paid about three-fourths (75%) of what men are paid for comparable work.
male vs. female leaders
women tend to prefer democratize and participative style men favor autocratic styles men more assertive women more extraverted women more tender-minded
Relatively stable feeling or belief directed towards the job
work attitude
challenge-related stressors
work demands that offer potential gains although stressful
hindrance-related stressors
work demands that tend to interfere with work achievement
- Situation in which workers feel conflict between work roles and family roles--Characterized by time-,strain-, and behavior-based conflicts between these roles - Consistently linked to a variety of strain-related outcomes
work family conflict
Work Task Stressors:
work overload and underutilization
negative effects of telecommuting
worker alienation, loss of important sense of identity, less likely promotion, rapid disillusionment
Hawthorne studies
worker perceptions influence productivity
Underpayment inequity:
worker' perception that inputs are greater than outcomes. Results when workers feel they are receiving fewer outcomes from the job in ration to inputs. Ex: new coworker has less work experience but is making more than you
Overpayment inequity:
worker' perception that outcomes are greater than inputs. To fix this imbalance you would: increasing inputs, decrease outcomes, changing comparison others, and distort the situation (ex: my work is higher quality than the others)
Underpayment Inequity
worker's perception that inputs are greater than outcomes results when workers feel they are receiving fewer outcomes from the job in ratio to inputs.
Overpayment Inequity
worker's perception that outcomes are greater than inputs
Hackman and Oldham propose that improving the dimensions of the five core job characteristics will be most likely to motivate
workers high in growth need strength
Turnover Intentions
workers' self-reported intentions to leave their jobs
telecommuting
working from distant location using electronic communication
According to a study described in the textbook, the mental health of female managers was ________ if they adopted a(n) _________ style in a male dominated industry. a. worse; autocratic b. worse; interpersonal c. better; interpersonal d. better; nurturing
worse;interpersonal
Compared to individual decision making, group, decision making
yields better decisions on the average
Maslow's Hierarchy
you have to satisfy the bottom needs before moving on to the top needs. the the need is what drives you to motivation
Which of the following is NOT a protected group in terms of employment?
young people
Five bases of power and influence (Raven & French)
•Informational or expert: Persuasion through expertise •Referent: Desire for approval; interpersonal attraction •Legitimate: Formal or positional power; authority •Reward: Rewards for compliance or desirable behavior •Coercive: Punishment for undesirable behavior
Job satisifaction
←-> Perf is a weak relationship between persons
Job Descriptive Index (JDI)
◦ 72 items with a response of yes, uncertain or no ◦ Five facets ◦ Work ◦ Pay ◦ Promotion ◦ Supervision ◦ Coworkers ◦ Most popular assessment among researchers ◦ JDI is the most thoroughly and carefully validated ◦ Limitation: ◦ Only five subscales so it does not include all the facets of the job influence satisfaction
How does Maslow's theory explain motivation?
◦ A need must be unmet to be motivating ◦ People are motivated by the lowest-level need that is unmet at the moment ◦ People will not satisfy needs at the top of the hierarchy if the needs at the bottom of the hierarchy are not met
Is this a cognitive based theory or a behavior based theory?
◦ Action theory is a cognitive based theory ◦ Views the individual as the initiator of action ◦ Reinforcement and other motivation theories emphasize how a person responds to the environment
Describe the difference between action orientation and state orientation.
◦ Action-orientated people tend to perform better on the job. ◦ Research support action theory ◦ Training employees to engage in the action process can lead to better performance
Define antecedents.
◦ Antecedents are variables that precede another variable ◦ Researchers try to identify what makes people like or dislike their jobs
Define organizational constraints
◦ Aspects of the work environment that interfere with or prevent good task performance ◦ Can arise for any aspect of the job such as the physical environment, supervisory practices and the lack of training, tools, equipment or time
Define distributive justice and procedural justice.
◦ Both forms of justice have been linked to global and facet job satisfaction 1. Distributive justice is more important for pay satisfaction 2. Procedural justice is more important for supervisor satisfaction 3. Distributive and procedural justice are equally important for satisfaction of the nature of the work
What is control theory?
◦ Builds upon goal-setting theory ◦ Focuses on how feedback affects motivation to maintain effort toward goals ◦ A person does not have to set his/her own goal but they have to accept it and believe it is attainable ◦ Over time, as a person works towards the goal, feedback about performance is given
Which of the Big Five is the best predictor of performance?
◦ Conscientiousness is the best predictor of job performance
What are CWBs?
◦ Counterproductive work behaviors (CWB) are acts that are harmful to organization and people in organizations ◦ Two main types of CWBs ◦ Withdrawal ◦ Absence, lateness, and turnover ◦ Aggression, sabotage and theft ◦ "Acting out"
Describe action theory.
◦ Describes the link between goals and intentions to behaviors ◦ Action theory focuses on the actions themselves and on the processes leading to actions ◦ The action process links a hierarchy of cognitions to both actions and feedback
Describe how job satisfaction relates to the following variables: turnover, absence, health/well-being, and life satisfaction.
◦ Dissatisfied employees are more likely than satisfied employees to quit their jobs ◦ Strong link due to the nature of these studies ◦ Employees that dislike their jobs are more likely to be absent from work ◦ Relatively weak correlation ◦ People are absent for many different reasons so the relationship between satisfaction and absence is relatively weak ◦ Job satisfaction is related to physical and psychological health ◦ Dissatisfaction is also correlated with ◦ Sleep problems ◦ Upset stomach ◦ Anxiety ◦ Depression
Describe the difference between distal and proximal theories.
◦ Distal motivation theories deal with motivational processes that are removed from the behaviors ◦ Proximal motivation theories deal with motivational processes that are closely related to behavior
Define emotional labor.
◦ Emotional labor is when a job requires that the employee exhibits a particular emotion ◦ This is most important for employees that deal directly with customers or clients
Is there empirical research to support this theory?
◦ Empirical research supports the expectancy theory ◦ Studies have shown that performance is related to the individual components of expectancy theory and to the multiplicative combination ◦ Force is related to measures of job performance and to effort
What are the three mechanisms through which employees can reduce inequities? Is there empirical research to support this theory?
◦ Employees are motivated to reduce these inequalities through three mechanisms: ◦ Changing inputs ◦ Changing outcomes ◦ Withdrawing from the situation ◦ Research supports the underpayment effect but not the overpayment effect
What is an external locus of control?
◦ Externals -people who believe that fate, luck, or powerful others control reinforcements
What are the five core job characteristics?
◦ Five core job characteristics are identified by Hackman & Oldham's (1976) job characteristics theory ◦ Skill variety- the number of different skills necessary to do a job ◦ Task identity- whether or not an employee does an entire job or a piece of a job ◦ Task significance- the impact a job has on other people ◦ Autonomy- the freedom employees have to do their jobs as they see fit ◦ Task feedback- the extent to which it is obvious to employees that they are doing their jobs correctly
Define force, expectancy, valence and instrumentality and describe how they work together to explain motivation.
◦ Force is the amount of motivation a person has to engage in a particular behavior or sequence of behaviors that is relevant to job performance ◦ Expectancy is the subjective probability that a person has about his or her ability to perform a behavior ◦ Subjective probability means that people can vary in the certainty of their beliefs in their abilities ◦ Valence is the value of an outcome or reward to a person ◦ Instrumentality is the subjective probability that a given behavior will results in a particular reward
What is Maslow's hierarchy of needs?
◦ Fulfillment of human needs is necessary for both physical and psychological health ◦ Human needs are arranged in a hierarchy that includes physical, social and psychological needs
Describe the two goal orientations.
◦ Goal orientations: ◦ Learning orientation- focus efforts on learning ◦ Concerned with enhancing knowledge and skills ◦ Performance orientation- focus efforts on achieving certain levels of job performance ◦ Concerned with enhancing performance on specific job tasks
Define a goal.
◦ Goals are proximal constructs because they can be tied closely to specific behaviors ◦ A goal is defined as what a person consciously wants to attain or achieve
How does growth need strength (GNS) relate to motivational potential scores (MPS)?
◦ Growth need strength (GNS) moderates the relationship between core characteristics and the outcomes ◦ High GNS individuals respond well to high MPS jobs
Why do people quit their jobs?
◦ Health reasons ◦ Accidents that prevent performing essential tasks on the job ◦ Pursue other like interest ◦ Family reasons ◦ Need to relocate
Describe the four cultural values and how they influence job satisfaction.
◦ Hofstede (2001) assessed four cultural values that influence job satisfaction 1. Individualism/collectivism ◦ Individualism- extent to which people see themselves as autonomous ◦ Collectivism- extent to which people see themselves as interconnected to others 2. Masculinity ◦ Extent to which organizations focus on achievement and job performance as opposed to the health and well-being of employees 3. Power distance ◦ Tolerance people have for power and status differences among levels of an organization and society 4. Uncertainty avoidance ◦ Level of comfort in situations that are unpredictable
Describe fairness theory.
◦ Instead of focusing on the fair allocation or distribution of rewards, fairness theory distinguishes between the distribution of rewards and the procedures by which rewards are allocated
What is an internal locus of control?
◦ Internals- people who believe that they control reinforcements ◦ Internals have been found to be more satisfied with their jobs than externals
Define job satisfaction
◦ Job satisfaction is an attitudinal variable that reflect how people feel about job ◦attitude towards job
Implicit Leadership theory
◦ Leadership is attributed to an individual by others ◦ Leadership exists in the mind of the follower ◦ This can lead to bias and confirmation of expectations In other words, people have "prototypical" leaders in their minds
What is the interactionist approach to the antecedents of job satisfaction?
◦ Many researchers take an interactionist approach which uses both environmental and personality antecedents ◦ Person-job fit is an example of the interactionist approach
Which aspects of organizational commitment are most strongly related to the following variables: job satisfaction, job performance, turnover, turnover intentions, job stress and organizational justice?
◦ Most assessments of organizational commitment provide a score for each type of commitment ◦ Job satisfaction is most strongly related to affective commitment ◦ Job performance is most strongly related to affective commitment ◦ Turnover most strongly related to continuance commitment but turnover intentions are most strongly related to affective commitment ◦ Job stress and organizational justice are most strongly related to affective commitment
What is goal-setting theory?
◦ Most useful motivation theory for I/O psychologist ◦ People's behavior is motivated by their internal intentions, objectives or goals
Describe Herzberg's two-factor theory.
◦ Motivation comes from the nature of the job itself and not from external rewards or job conditions
Describe the two prospectives on motivation.
◦ Motivation has to do with the direction, intensity and persistence of behavior over time ◦ Motivation is concerned with the desire to acquire or achieve a goal
What are the two types of motivational theories?
◦ Need theories- people are motivated to acquire certain categories of things ◦ Expectancy theory- environmental rewards encourage people to perform certain behaviors
Describe negative affectivity and positive affectivity and how these variables relate to job satisfaction.
◦ Negative affectivity- tendency for an individual to experience negative emotions, such as anxiety or depression, across a wide variety of situations ◦ Positive affectivity- tendency for an individual to experience positive emotions, such as enthusiasm or joy across situations
Define organizational commitment.
◦ Organizational commitment is the attachment that a person has for his or her job
How does pay relate to satisfaction?
◦ Pay is associated with global satisfaction and with facets of pay satisfaction ◦ The fairness with which pay is distributed is more important than pay itself ◦ You can find people making minimum wage who are satisfied with pay, whereas professional athletes and entertainers might be dissatisfied with six- and even seven-figure salaries ◦ People that make more money are not necessarily more satisfied than people in other jobs that make less money
What do employees compare with others to assess equity: inputs, outcomes or the outcomes-input ratio?
◦ People compare their ratio of outcomes to inputs to other employees' ratios of outcomes to inputs ◦ Comparisons involve the entire ratio and not just the individual outcomes or inputs ◦ When the employee believes his/her ratio is different from other people's then inequality exists
What personality characteristics influence performance?
◦ People need to have the necessary ability and motivation to perform their job
How does expectancy theory explain motivation?
◦ People will be motivated when they believe that their behavior will lead to rewards or outcomes that they want ◦ If they do not believe the rewards are contingent on their behavior, they will not be motivated to perform that behavior ◦ If they do not want the contingent rewards, they will not be motivated to perform a behavior
Be able to distinguish between distributive and procedural justice.
◦ Research has found that both distributive and procedural justice perceptions are important in organizational settings ◦ Justice perceptions are related to job performance, satisfaction, the intention of quitting the job, extra-role behaviors and counterproductive work behaviors ◦ Justice can also be a characteristic of an organization ◦ Justice climate is shared perception among employees that they are treated fairly or unfairly ◦ Feeling about justice do not just come from an individual's own treatment but can come from feelings regarding how others are treated by the organization
Is there empirical research to support this theory?
◦ Research support control theory ◦ Evidence shows that receiving periodic performance evaluations that give feedback on goal progress increase performance ◦ Individuals either revise their goals based on discrepancy between their performance and prior goals ◦ Feedback results in adjustment of goals rather than just increased effort toward meeting the goals originally set
Is there empirical research to support this theory? What are the limitation of goal-setting theory?
◦ Research support control theory ◦ Evidence shows that receiving periodic performance evaluations that give feedback on goal progress increase performance ◦ Individuals either revise their goals based on discrepancy between their performance and prior goals ◦ Feedback results in adjustment of goals rather than just increased effort toward meeting the goals originally set
Job in General Scale (JIG)
◦ Scale of global job satisfaction ◦ Items on this scale do not reflect faces of the job ◦ Patterned after the JDI ◦ 18 item scale with a response of yes, uncertain or no ◦ This scale has good reliability and validity
What is the difference between self-efficacy and expectancy? Is there empirical support for this theory?
◦ Self-efficacy is similar to expectancy but they are not the same thing ◦ Expectancy is concerned with a specific activity at a particular point in time ◦ Self-efficacy is concerned with the general feeling that a person is or is not capable of in some domain of life.
How does self-efficacy theory explain motivation?
◦ Self-efficacy theory states that motivation and performance are determined in part by how effective people believe they can be ◦ Similar to a self-fulfilling prophecy ◦ Individuals have to be high in self-efficacy and ability to be effective
Which hypothesis explains the relationship between job satisfaction and life satisfaction?
◦ Spillover hypothesis is the only one supported by research
What is the difference between surface acting and deep acting?
◦ Surface acting leads to emotional dissonance which creates stress and other negative effects ◦ Deep acting is associated with positive effects on job satisfaction, well-being and job performance
What are the effects associated with surface acting and deep acting?
◦ Surface acting leads to higher levels of emotional exhaustion and burnout than deep acting
What are the antecedents of OCBs?
◦ There are several antecedent to OCBs including job satisfaction, affective commitment, justice perceptions and the relationship with the supervisor
Describe person-job fit
◦ This approach states that job satisfaction will occur when there is a good match between a person and the job
Is there empirical research to support this theory?
◦ This theory also lacks empirical support
How does action theory explain motivation?
◦ This theory says work motivation theories should focus mainly on goal-oriented or volitional (voluntary) behaviors called actions ◦ Actions are the product of conscious intent to accomplish something
Describe the 3 job satisfaction questionnaires we discussed in class. Which stem from the facet approach and which stem from the global approach?
◦ Three commonly used job satisfaction assessments: ◦ Job Descriptive Index (JDI) ◦ Minnesota Satisfaction Questionnaire (MSQ) ◦ Job in General Scale (JIG)
What are the three elements for effective incentive systems?
◦ Three elements for effective incentive systems 1. The employee has the ability to increase productivity 2. The employee wants the incentive 3. There are few physical or psychological constraints
Describe the two explanation for relationship between job satisfaction and job performance. Which is more supported by research?
◦ Two explanations for this correlation 1. Satisfaction leads to performance 2. Performance leads to satisfaction ◦ Job satisfaction and job performance are positively correlated
What are the two main concerns of the field of human factors?
◦ Two main areas of concern ◦ The presentation of information to the person ◦ The manipulation of tools or machines by the person
Minnesota Satisfaction Questionnaire (MSQ)
◦ Two version of this scale ◦ 100 item version ◦ 20 item short version ◦ The long version provides a score on 20 separate facets of job satisfaction ◦ The short form assesses either global satisfaction or intrinsic and extrinsic satisfaction ◦ Each item describe a facet and employees indicate how satisfied he or she is with that facet ◦ Overall, the scale has been shown to have good reliability and validity
Define underemployment, economic underemployment and skill underemployment.
◦ Underemployment is defined as the extent to which someone is working at a job that is of lower quality than he/she is capable of doing ◦ Economic underemployment ◦ Skill underemployment
Describe underpayment inequity and overpayment inequity and how these inequities make people feel.
◦ Underpayment inequity causes anger ◦ Overpayment inequity causes guilt ◦ Underpayment inequity- the employee believes that other people get more outcomes for their inputs ◦ Overpayment inequity- the employee believes that he/she gets more outcomes for his/her input than other people are getting
steps of needs assessment:
◦Organizational analysis ◦Job analysis ◦Person analysis ◦Training goals ◦Demographic analysis