ORG Exam 2

Personality

the sum total of ways in which an individual reacts to and interacts with others

Determinants of Personality

heredity and environment

MBTI

a personality test that taps four characteristics and classifies people into 1 of 16 personality types

Big Five Model

a personality assessment model that taps five basic dimensions

Big Five Model (OCEAN)

openness, conscientiousness, extraversion, agreeableness, neuroticism (emotional stability)

Conscientiousness

related to organizational success, job performance

Emotional Stability (Neuroticism)

related to job satisfaction and low stress

Extraverts

related to higher job satisfaction and leadership

Openness

related to more creativity

Dark Triad

Machiavellianism, Narcissism, Psychopathy

Machiavellianism

the degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means

Narcissism

the tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement

Psycopathy

the tendency for a lack of concern for others and a lack of guilt or remorse when their actions cause harm

Core self-evaluation

bottom-line conclusions individuals have about their capabilities, competence, and worth as a person

Self-monitoring

a personality trait that measures an individual's ability to adjust his or her behavior to external, situational factors

Proactive Personality

people who identify opportunities, show initiative, take action, and persevere until meaningful change occurs

Values

basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence

Value System

a hierarchy based on a ranking of an individual's values in terms of their intensity

Rokeach Values

terminal values and instrumental values

Terminal Values

desirable end-states of existence; the goals a person would like to achieve during his or her lifetime

Instrumental Values

preferable modes of behavior or means of achieving one's terminal values

Holland's Personality-Job Fit Theory

a theory that identifies 6 personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover

Hofstede's 5 Value Dimensions

• power distance

• individualism v collectivism

• masculinity v femininity

• uncertainty avoidance

• long-term v short-term orientation

GLOBE Framework

Added to Hofstede dimensions:

• humane orientation

• performance orientation

Perception

a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment

Factors that influence Perception

perceiver, target, context

Attribution Theory

an attempt to explain the ways we judge people differently, depending on the meaning we attribute to a behavior, such as determining whether an individual's behavior is internally or externally caused

Factors of Attribution Theory

distinctiveness, consensus, consistency

Fundemental Attribution Error

the tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgements about the behaviors of others

Self-Serving Bias

the tendency for individuals to attribute their own successes to internal factors and put the blame for failure on external factors

Selective Perception

the tendency to choose to interpret what one sees based on one's interests, background, experience, and attitudes

Halo Effect

the tendency to draw a general impression about an individual on the basis of a single characteristic

Contrast Effect

evaluation of a person's characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics

Stereotyping

Judging someone on the basis of one's perception of the group to which that person belongs

Self-Fulfilling Prophecy (Pygmalion Effect)

a situation in which a person inaccurately perceives a second person, and the resulting expectations cause the second person to behave in ways consistent with the original perception

Steps and assumptions of the rational decision-making model

1. define the problem

2. identify the decision criteria

3. allocate weights to the criteria

4. develop the alternatives

5. evaluate the alternatives

6. select the best alternative

Bounded Reality

a process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity

Creativity

the ability to produce new and valuable ideas

Intuitive Decision Making

an unconscious process created out of distilled experience

Biases

• overconficence

• anchoring

• confirmation

• availability

• escalation of commitment

• randomness

• risk aversion

• hindsight

Whistle-Blowers

individuals who report unethical practices by their employer to outsiders

3 Ethical Decision Criteria

utilitarianism, rights, justice

3 Stage Model of Creativity

Causes of creative behavior --> creative behavior --> creative outcomes (innovation)

4 Steps of Creative Behavior

1. problem formulation

2. information gathering

3. idea generation

4. idea evaluation

Motivation

the processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal

Maslow's Hierarchy of Needs

• psysiological

• safety-security

• social-belongingness

• esteem

• self-actualization

Theory X & Theory Y

A motivation theory that suggests that management attitudes toward workers fall into two opposing categories based on management assumptions about worker capabilities and values

Herzberg's Two-Factor Theory

a theory that relates intristic factors to job satisfation and associates extrinsic factors with dissatisfaction

Hygiene Factors (extrinsic factors)

Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied

Motivators (intrinsic factors)

Factors that increase job satisfaction and motivation levels, such as praise, recognition and responsibility

McClelland's Theory of Needs

a theory that states achievement, power, and affiliation are the 3 important needs that help explain motivation

Factors in McClelland's Theory of Needs

• need for achievement (nAch)

• need for power (nPow)

• need for affiliation (nAff)

*each of these perform better when there's a 50/50 chance of success

Self-Determination Theory

a theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation

Congnitive Evaluation Theory

a version of self-determination theory in which allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease overall level of motivation if the rewards are seen as controlling

Self-Concordance

the degree to which peoples' reasons for pursuing goals are consistent with their interests and core values

Job Engagement

Investment of one's mental, emotional, and physical energies at work

Goal-Setting Theory

a theory stating that specific and difficult goals, with feedback, lead to higher performance

Management by Objectives (MBO)

a program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress

Self-Efficacy Theory

an individual's belief that he or she is capable of performing a task

Pygmallion Effect

the principle that we fulfill the expectations of others

Galatea Effect

the principle that we fulfill our own expectations

Reinforcement Theory

a theory suggesting that behavior is a function of its consequences

Equity Theory

a theory stating that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities

Expectancy Theory

a theory stating that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual

Organizational Justice

an overall perception of what is fair in the workplace, composed of distributive, procedural, and interactional justice

Distributive Justice

perceived fairness of the amount and allocation of rewards among individuals

Procedural Justice

perceived fairness of the process used to determine the distribution of rewards

Interactional Justice

the degree to which employees are treated with dignity and respect

Job Characteristics Model

A model proposing that any job can be described in terms of five core job dimensions:

• skill variety

• task identity

• task significance

• autonomy

• feedback

Motivating Potential Score (MPS)

a predictive index that suggests the motivating potential in a job

Job Rotation (Cross Training)

the periodic shifting of an employee from one task to another

Job Enrichment

adding high-level responsibilities to a job to increase intrinsic motivation

Flextime

flexible work hours

Job Sharing

an arrangement that allows two or more individuals to split a traditional 40-hour-a-week job

Telecommuting

working from home at least 2 days a week through virtual devices that are linked to the employer's office

Employee Involvement and Participation (EIP)

a participative process that uses the input of employees to increase employee commitment to organizational success

Participative Management

a process in which subordinates share a significant degree of decision-making power with their immediate superiors

Variable-Pay Program

a pay plan that bases a portion of an employee's pay on some individual and/or organizational measure of performance

• price-rate

• merit-based

• bonus

• profit-sharing

• employee stock ownership plans

Flexible Benefits

a benefits plan that allows each employee to put together a benefits package individually tailored to his or her own needs and situation

Formal Group

a designated work group defined by an organization's structure

Informal Group

A group that is neither formally structured nor organizationally determined; such a group appears in response to the need for social contact.

Ingroup Favoritism

perspective in which we see members of our ingroup as better than other people, and people not in our group as all the same

Social Identity Theory

perspective that considers when and why individuals consider themselves members of groups

Uncertainty Reduction Theory

a theory suggesting that people are motivated to reduce their uncertainty about others

Tuckman's 5 Stage Model

Forming, Storming, Norming, Performing, and Adjourning

Punctuated Equilibrium Model

a set of phases that temporary groups go through that involves transitions between inertia and activity

Role

a set of expected behavior patterns attributed to someone occupying a given position in a social unit

Role Perception

an individual's view of how he or she is supposed to act in a given situation

Role Expectations

how others believe a person should act in a given situation

Role Conflict

a situation in which an individual is confronted by divergent role expectations

Zimbardo's Prison Experiment

role

Hawthorne Studies

norms

Norms

acceptable standards of behavior within a group that are shared by the group's members

• performance

• appearance

• social arrangement

• allocation of resources

Deviant workplace behavior

voluntary behavior that violates significant organizational norms and, in so doing, threatens the well-being of the organization or its members. Also called antisocial behavior or workplace incivility

Asch Study

subjects conformed to group opinion about 1/3 of the time

Conformity

Adjusting one's behavior or thinking to coincide with a group standard.

Reference Groups

people to whom an individual looks as a basis for self-appraisal or as a source of personal standards

Status

a socially defined position or rank given to groups or group members by others

Status characteristics theory

a theory stating that differences in status characteristics create status hierarchies within groups

social loafing

the tendency for individuals to expend less effort when working collectively than when working individually