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conscientiousness
✅ Example:
Sophia never misses deadlines and keeps her workspace tidy, making her a reliable employee.
self-monitoring
✅ Example:
Lisa changes her tone and body language depending on whether she’s speaking to a boss or a friend.
is a personality trait that describes how much a person prioritizes the needs, feelings, and concerns of others when making decisions, rather than focusing solely on their own interests
A personality trait that reflects the extent to which decisions are affected by social influences and concerns vs. our own well-being and outcomes
Power Distance Level | Characteristics | Example Countries |
|---|---|---|
High Power Distance | Strict hierarchy, Respect for authority, Less employee input | China, Mexico, India |
Low Power Distance | Equality, Open communication, Employees question authority | USA, Sweden, Australia |
🔹 Scenario:
In a high power distance country like Japan, employees may hesitate to challenge their boss’s decisions.
In a low power distance country like Denmark, employees freely express their opinions, even to senior leaders.
A national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally
consistency
✅ Example:
If an employee is late every single day, their lateness has high consistency (internal cause).
If they are usually on time but were late only today, their lateness has low consistency (external cause, like an accident).
fundamental attribution error
✅ Example:
If a coworker misses a deadline, we might assume they are lazy instead of considering that they had a family emergency.
self-serving bias
✅ Example:
If a student gets an A, they say, “I studied hard” (internal factor).
If they fail the exam, they say, “The professor made the test too hard” (external factor).
selective perception
A manager who believes “young employees are lazy” might only notice a younger worker taking breaks but ignore when older workers do the same.
halo effect
✅ Example:
A good-looking job candidate might be perceived as more competent just because of their appearance.
A polite employee might be assumed to be hardworking, even if their work quality is average.
contrast effect
✅ Example:
If a job interviewer sees a very impressive candidate, the next average candidate might seem worse than they actually are.
self-fulfilling prophecy
✅ Example:
A teacher expects a student to be smart and gives them more attention, leading to better performance.
A manager believes an employee is lazy, so they give them fewer responsibilities, causing the employee to lose motivation and actually become less productive.
bounded rationality
📌 Example:
A hiring manager doesn’t interview every possible candidate but instead selects the first qualified person that meets the minimum requirements.
intuitive decision making
📌 Example:
A firefighter sensing that a building is about to collapse and evacuating immediately, without detailed analysis.
A seasoned investor making a quick stock trade based on past experiences rather than detailed research.
anchoring bias
📌 Example:
A car salesman starts with a high initial price so that any discount seems like a great deal.
A hiring manager’s first impression of a candidate influences their evaluation, even if later information contradicts it.
availability bias
📌 Example:
People overestimate the likelihood of plane crashes because they hear about them in the news, even though flying is statistically safer than driving.
A manager gives an employee a bad performance review because of a recent mistake, ignoring their overall strong performance.
hindsight bias
📌 Example:
After a sports team wins a match, fans may claim they knew the team would win, despite not predicting it beforehand.
self determination theory
📌 Example:
An employee who loves their job because it aligns with their personal values and interests is intrinsically motivated, while one who only works for a paycheck is extrinsically motivated.
cognitive evaluation theory
Example:
If an artist loves painting purely for the joy of creating, and they are then paid for each painting, the reward could make them feel like they are being controlled. As a result, their intrinsic motivation to paint for enjoyment may decrease, and they may start focusing more on the external reward (the money), which could reduce their overall creativity and satisfaction in painting.
self-concordance
Example:
If an individual has a deep passion for environmental sustainability and sets a goal to work for a green tech company, that goal is self-concordant. They are driven by intrinsic motivation because the goal aligns with their core values.
job engagement
Example:
An engaged employee might stay late at work not because of external pressures, but because they are passionate about their project, feel connected to the team, and take pride in their contributions.
goal-setting theory
Example:
A sales team with a goal of increasing sales by 20% within the next quarter, with regular feedback on their progress, will be more motivated to perform better than a team with vague goals like "improve sales."
A theory that says that specific and difficult goals, with feedback, lead to higher performance
enactive mastery
Example:
A new employee who is tasked with handling customer service inquiries gains confidence after successfully solving several issues. Their growing competence makes them more confident and motivated in handling future customer complaints.
is based on the idea that behavior can be encouraged or discouraged through rewards or punishments. In this case, giving students extra credit as a reward for participation is an example of positive reinforcement, where the teacher is encouraging more active participation by offering a reward.
A theory that says that behavior is a function of its consequences
equity theory
Example:
If Employee A believes they are working just as hard as Employee B, but Employee B receives a higher salary or better rewards, Employee A may feel dissatisfied and may either reduce their effort or seek a way to increase their reward to restore equity.
distributive justice
Example:
Employees may feel that distributive justice is achieved if promotions and raises are based on individual performance, experience, and effort, rather than favoritism or bias.
organizational justice
Example:
If an employee perceives that promotions are based on their performance (distributive), the process for choosing who gets promoted is clear and unbiased (procedural), and their manager treats them with respect and dignity during the process (interactional), the employee is likely to view the organization as fair and just.
procedural justice
Example:
Employees will view the process as fair if there is a clear and standardized procedure for selecting candidates for promotion, and if the criteria for decision-making are openly communicated to everyone.
interactional justice
Example:
If an employee is passed over for a promotion, but the decision-maker takes the time to explain the reasons behind the decision and treats the employee with respect, the employee may still feel the process was fair, even if they didn’t get the promotion.
expectancy theory
Example:
If an employee believes that by working hard (effort), they will achieve good performance (expectancy), and if they believe that good performance will lead to a promotion (instrumentality), and they value the promotion (valence), they are more likely to be motivated to work hard.
