MGMT Quiz/Exam 1

Values

Abstract ideals that guide thinking and behavior, stable over time, vary by culture and generation

Attitudes

Evaluations of people, places, and things. Three components:

◦ Affective: Emotional reactions.

◦ Cognitive: Thoughts and beliefs.

◦ Behavioral: Intentions to act.

Attitudes and the three components

◦ Affective: Emotional reactions.

◦ Cognitive: Thoughts and beliefs.

◦ Behavioral: Intentions to act.

Ajzen’s Theory of Planned Behavior

Attitudes, subjective norms, and perceived behavioral control predict intentions and actions.

Cognitive Dissonance

◦Psychological discomfort from conflicting thoughts or behaviors.

◦Reduced by changing attitudes, behaviors, or justifying inconsistencies.

Organizational Commitment

Employee alignment with company values

Employee Engagement

Investment in work roles

Perceived Organizational Support

Belief that the company values contributions

Job Satisfaction

Emotional response to job conditions

Key Job Attitudes

Organizational Commitment

Employee Engagement

Perceived Organizational Support

Job Satisfaction

Positive Job Satisfaction & Outcomes

Motivation, job performance, organizational citizenship behaviors

Negative Job Satisfaction & Outcomes

Counterproductive work behaviors (CWB), turnover

Personality & The Big Five

Extroversion

Agreeableness

Conscientiousness

Emotional Stability

Openness to Experience

Extroversion

Sociability and assertiveness

Agreeableness

Cooperative, trusting nature

Conscientiousness

Responsible, goal oriented

Emotional Stability

Calmness, resilience

Openness to Experience

Creativity, adaptability

Core Self-Evaluation (CSEs)

Self-efficacy

Self-esteem

Locus of Control

Emotional Stability

Self-efficacy

Confidence in abilities.

Self-esteem

General self-worth

Locus of Control

Internal (control over events) vs. External (fate-driven), how much responsibility do you take for your actions

Emotional Stability

Ability to handle stress

Emotional Intelligence

Self-awareness

Self-management

Social awareness

Relationship management

Intrinsic Motivation

Internal rewards (personal satisfaction, achievement).

Extrinsic Motivation

External rewards (pay, promotions, recognition).

Maslow’s Hierarchy of Needs

Physiological → Safety → Love/Belonging → Esteem → Self-actualization.

McClelland’s Needs Theory

Achievement: Desire for challenging goals.

Affiliation: Need for relationships.

Power: Influence over others.

Equity Theory

Motivation is influenced by fairness perceptions.

Employees compare their input-output ratios to peers.

Expectancy Theory

Effort → Performance → Reward expectations.

Goal-Setting Theory

SMART goals enhance motivation.

specific, measurable, attainable, relevant and time-bound

Job Design & Motivation

Job Characteristics Model (Skill variety, Task identity, Task significance, Autonomy, Feedback).

Positive Reinforcement

Rewarding desired behavior.

Negative Reinforcement

Removing an aversive stimulus to reinforce behavior.

Performance Feedback

Continuous feedback is essential for employee growth and motivation.

Constructive criticism should be paired with actionable suggestions.

Punishment

Adding consequences to reduce behavior.

Extinction

Withholding reinforcement to weaken behavior.