Psych Exam

Job Motivation

The form, direction, and intensity one initiates work-related behaviours toward.

Job Characteristics Theory

A theory highlighting that how a job is designed impacts how motivated a worker is in that job.

Skill variety

The different activities, tasks, and abilities required by a job.

Task Identity

How much a job requires an employee to complete a task from start to finish.

Task significance

How much job responsibilities have a broader positive impact on others.

Autonomy

How much an employee has control and decision-making over their job.

Feedback

How much information an employee receives about their performance.

Goal-Setting Theory

The theory that setting goals can motivate employees.

Job stressors

Things at work that cause stress for an employee.

Role ambiguity

Feeling uncertain about what you are supposed to do for your job.

Information overload

Feeling overwhelmed by being exposed to too much information.

Work-life balance

Aspects of one’s home life and work life interacting with each other.

Interpersonal challenges

Social tension between people at work.

Evaluation apprehension

Anxiety over the thought of being evaluated at work.

Job strains

The negative effects of stress at work

Types of job strains

Physiological, Psychological, behavioural

Physiological strains

Physical or biological effects of stress, such as headaches or illness

Psychological strains

Mental or emotional effects of stress, such as anxiety or depression

Behavioural strains

Behavioural reactions to stress, such as absenteeism or quitting

Hindrance stressor

A negative stressor that is difficult to deal with.

Challenge stressor

 A stressor that motivates someone to work harder or improve performance

Demographic diversity

How much each member of the team differs in background

Cognitive diversity

How much each member of the team differs in thoughts

types of team behaviour

Task-orientated, Relations-orientated and self-orientated

Task-oriented behaviour

behaviors focused on achieving the group’s goals and completing tasks effectively. Examples include keeping the group focused, clarifying issues, organizing ideas, and pushing the group to make decisions.

Relations-orientated behaviour

behaviors focused on maintaining positive relationships and group harmony. Examples include encouraging other members, reducing interpersonal conflict, helping the group compromise, and supporting teamwork.

Self-orientated behaviour

behaviors focused primarily on an individual’s own needs or recognition, often at the expense of the group. Examples include seeking personal attention, dominating activities, avoiding unpleasant tasks, or expressing hostility toward the group.

Great man theory

the belief that leaders are born rather than made

Trait theory

the idea that leaders possess certain characteristics, such as intelligence or extroversion

Skill approach

the idea that leadership skills and abilities can be developed over time

Behavioural approach

the idea that leaders exhibit identifiable behaviours and leadership styles

Situational approach

the idea that leaders must adapt their leadership style according to followers and situations

Contingency theory

the idea that leadership effectiveness depends on how well a leader’s style fits a particular situation or environment

Types of leadership

Formal, Informal, Task-orientated, relationship-orientated and passive

Formal leadership

leadership based on an official position of authority

Informal leadership

leadership based on peer respect and influence rather than official authority

Task-orientated leadership

leadership focused primarily on accomplishing tasks and goals

Relationship-orientated leadership

leadership focused on interpersonal relationships and employee support

Passive leadership

leadership involving minimal guidance or intervention