Advanced Org Vocab 4-5

Perception

A cognitive process that enables us to interpret and understand our surroundings

Attention

The process of becoming consciously aware of someone or something

Schema

A person's mental picture or summary of a particular event or type of stimulus

Implicit cognition

Any thoughts or beliefs that are automatically activated from memory without our conscious awareness

Stereotypes

An individual's set of beliefs about the characteristics or attributes of a group

causal attributions

Suspected or inferred causes of behavior

Internal factors

Factors within a person (such as ability)

external factors

Factors within the environment (such as a difficult task)

consensus (In attribution theory)

Compares an individual's behavior with that of his or her peers

Distinctiveness

Compares a person's behavior on one task with his or her behavior on other tasks

Consistency

Judges whether the individual's performance on a given task is consistent over time

fundamental attribution bias

Tendency to attribute another person's behavior to his or her personal characteristics, rather than to situation factors

self-serving bias

Tendency to take more personal responsibility for success than for failure

Demographics

The statistical measurements of populations and their qualities (such as age, race, gender, or income) over time

Diversity

The multitude of individual differences and similarities that exist among people

surface-level characteristics

Those that are quickly apparent to interactants, such as race, gender, and age

deep-level characteristics

Those that take time to emerge in interactions, such as attitudes, opinions, and values

Discrimination

Occurs when employment decisions about an individual are based on reasons not associated with performance or related to the job

affirmative action

An intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past

Managing diversity

enables people to perform to their maximum potential.

glass ceiling

An invisible but absolute barrier that prevents women from advancing to higher-level positions

LGBT

A widely recognized acronym to represent lesbian, gay, bisexual, and transgender

Transgender

Applies to anyone whose gender identity or gender expression is different from sex at birth

Americans with Disabilities Act

Prohibits discrimination against those with disabilities and requires organizations to reasonably accommodate an individual's disabilities

Underemployment

Working at jobs that require less education than attained

psychological safety

The extent to which people feel free to express their ideas and beliefs without fear of negative consequences

On-ramping

Encourages people to reenter the workforce after a temporary career break

Motivation

The psychological processes that underlie the direction, intensity, and persistence of behavior or thought

extrinsic motivation

Result of potential or actual receipt of external rewards

Intrinsic motivation

Inspired by the positive internal feelings that are generated by doing well

content theories of motivation

Based on the idea that an employee's needs influence his or her motivation

Needs

Physiological or psychological deficiencies that arouse behavior

Theory X

A pessimistic view of employees

Theory Y

A modern and positive set of assumptions about people at work

need hierarchy theory

States that motivation is a function of five basic needs

acquired needs theory

States that three needs-achievement, affiliation, and power-are the key drivers of employee behavior

Need for achievement

the desire to excel, overcome obstacles, solve problems, and rival and surpass others.

Need for affiliation

the desire to maintain social relationships, be liked, and join groups.

Need for power

the desire to influence, coach, teach, or encourage others to achieve.

self-determination theory

Assumes that three innate needs influence our behavior and well-being-the needs for competence, autonomy, and relatedness

Competence

"I need to feel efficacious." This is the desire to feel qualified, knowledgeable, and capable to complete an act, task, or goal.

Autonomy

"I need to feel independent to influence my environment." This is the desire to have freedom and discretion in determining what you want to do and how you want to do it.

Relatedness

"I want to be connected with others." This is the desire to feel part of a group, to belong, and to be connected with others.

motivator-hygiene theory

Proposes that job satisfaction and dissatisfaction arise from two different sets of factors-satisfaction comes from motivating factors and dissatisfaction from hygiene factors

hygiene factors

Include company policy and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions. They cause a person to move from a state of no dissatisfaction to dissatisfaction

motivating factors (motivators)

Include achievement, recognition, characteristics of the work, responsibility, and advancement. They cause a person to move from a state of no satisfaction to satisfaction

process theories of motivation

Describe how various person factors and situation factors in the Organizing Framework affect motivation

equity theory

A model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships

distributive justice

The perceived fairness of the way resources and rewards are distributed or allocated

procedural Justice

The perceived fairness of the process and procedures used to make allocation decisions

Interactional justice

The quality of the interpersonal treatment people receive when procedures are implemented

expectancy theory

Holds that people are motivated to behave in ways that produce desired combinations of expected outcomes

Expectancy

An individual's belief that a particular degree of effort will be followed by a particular level of performance. "Can I achieve my desired level of performance?"

Instrumentality

The perceived relationship between performance and outcomes. "What intrinsic and extrinsic rewards will I receive if I achieve my desired level of performance?"

Valence

Describes the positive or negative value people place on outcomes. "How much do I value the rewards I receive?"

goal specificity

Indicates whether a goal has been quantified

Job design (Job redesign or work design)

Any set of activities that alter jobs to improve the quality of employee experience and level of productivity

scientific management

The kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning

Job enlargement

Puts more variety into a worker's job by combining specialized tasks of comparable difficulty

Job rotation

Moving employees from one specialized job to another

job enrichment

Modifies a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement

Job characteristics model

Promotes high intrinsic motivation by designing jobs that possess five core job characteristics

Job crafting

Employees' attempts to proactively shape their work characteristics

Idiosyncratic deals (i-deals)

Employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development