C715

WGU C715

person-job fit

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

person-organization fit

people are attracted to and selected by organizations that match their values and leave when there is no compatibility.

personality

the total number of ways an individual reacts to and interacts with the world around them.

personality traits

enduring characteristics that describe an individual’s behavior

Big-5 Model

proposes 5 basic dimensions encompassing most of the differences in human personality

conscientiousness

responsible, dependable, persistent, and organized

best predictor for job performance

emotional stability

high score is calm, self-confident, and secure

low score is anxious, nervous, and insecure

extroversion

sociable, gregarious, and assertive

openness to experience

range of imagination, artistic sensitivity, and curiosity

agreeableness

good natured, cooperative, and trusting

The Dark Triad

socially undesirable traits

machiavellianism, narcissism, and psychopathy

Machiavellianism

ends justify the means (maintains emotional distance and pragmatic)

Narcissism

arrogant, grandiose sense of self-importance, require excessive admiration, and possess a sense of entitlement

Psychopathy

lack of concern for others and lack of guilt or remorse when actions cause harm

HEXACO

Honesty-humility

Emotionality

Extroversion

Agreeableness

Conscientiousness

Openness to experience

Core Self-Evaluations

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

self-monitoring

individual’s ability to adjust their behavior to external, situational factors

proactive personality

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

situation strength theory

the way personality translates in to behavior depends on the strength of the situation

strong: expected behaviors

weak: anything goes

trait-activation theory

some situations or events or interventions “activate” a trait more than others

ability

capacity to perform the various tasks in a job

intellectual ability

capacity to do mental activities: thinking, reasoning, and problem solving

physical ability

capacity to do tasks that demand stamina, dexterity, strength, and similar characteristics

values

basic convictions that some actions and outcomes are more morally, socially, or personally preferable than others

value system

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

terminal values

desirable end states of existence; the goals a person would like to achieve during their lifetime

instrumental values

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

perception

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

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

internally caused behaviors

behaviors under personal behavioral control of another individual

externally caused behaviors

behaviors situation forced individuals to do

relationally caused behaviors

behaviors caused by a relationship with another person

distinctiveness

whether individuals display different behaviors in different situations

consensus

everyone who faces the situation responds in the same way

consistency

whether one responds the same way every time

fundamental attribution error

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 failures 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

positive impression based on a single characteristic (intelligence, sociability, appearence, etc)

horns affect

negative impression from a single characteristic

self-fulfilling prophecy

individual’s behavior is determined by other’s expectations, even if untrue

decisions

choices made from two or more alternatives. Reaction to problem

problem

discrepancy between current state and some desired state

rational decision making model

1. define the problem

2. identify decision criteria

3. allocate weights to the criteria

4. develop the alternatives

5. evaluate the alternatives

6. select best alternative

rational

a style of decision making characterized by making consistent, value-maximizing choices within specified constraints

rational-decision making model

describes how individuals should behave to maximize some outcome

bounded rationaltiy

simplified process of making decisions by perceiving and interpreting the essential features of problesm without capturing their complexity

intractable problem

problem that may change entirely or become irrelevant before we finish the process of organizing our thoughts, gathering information, analyzing the information, and making judgements or decisions

intuitive decision making

an unconscious process created out of distilled experience. engages emotions

overconfidence bias

overconfident about our own abilities or the abilities of others

anchoring bias

fixate on initial info and fail to adjust to subsequent info

confirmation bias

seek out info that confirms/reaffirms past choices and discount info that contradicts past judgements

availability bias

base judgements on readily available information

escalation of commitment (sunk cost effect)

increased commitment to a previous decision despite negative information

randomness error

tendency of individuals to believe that they can predict the outcome of random events

risk aversion

tendency to prefer a sure gain of moderate amount over a riskier outcome, even if expected payoff is higher

hindsight bias

tendency to believe, falsely, after an outcome of an event is known, that one would have accurately predicted that outcome

outcome bias

tendency to judge the quality of a decision based on the desirability or believability of its outcome

Utilitarianism

making decisions solely based on their outcomes for the greatest good for all

2nd ethical criterion

make decisions consistent with fundamental liberties and privileges

protects whistleblowers (report unethical practices by their employer to outsiders)

3rd criterion

impose and enforce rules fairly and impartially to ensure justice

ethical decisions made to be consistent with moral norms, principles, standards, rules, or laws

behavioral ethics

why people behave the way they do when confronted with ethical dilemmas

creativity

the ability to produce novel and useful ideas

Creative Behavior

1. problem formulation

2. information gathering

3. idea generation

4. idea evaluation

problem formulation

identify a problem or opportunity that requires a solution yet unknown

information gathering

knowledge is sought and possible solutions to a problem incubate in someone’s mind

idea generation

develop possible solutions to a problem from relevant info and knowledge

idea evaluation

evaluate potential solutions to identify the best one

creative potential

1. intelligence and creativity

2. personality and creativity

3. expertise and creativity

4. ethics and creativity

intelligence and creativity

smart people are more creative

better at solving complex problems

greater working memory

personality and creativity

open individuals are more creative

less conformist in action and more divergent in thinking

expertise and creativity

increase exposure to diverse ideas and informal access to expertise of others

ethics and creativity

imaginative concerning moral issues: creative personalities

motivation

the processes that account for one’s intensity, direction, and persistence of effort toward attaining a goal

hierarchy of needs

five needs humans are motivated to meet

1. physiological (hunger, thirst, shelter, sex, and other bodily needs)

2. safety (security and protection from physical and emotional harm)

3. social-belongingness (affection, love, belongingness, acceptance, and friendship)

4. esteem (internal factors (self-respect, autonomy, achievement) & external factors (status, etc.))

5. self-actualization (the drive to become (growth, self-fulfillment)

two-factor theory (motivation-hygiene theory)

relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction

hygiene factors

factors (company policy, administration, supervision, and salary) that, when adequate, placate workers and limit job satisfaction

McClelland’s theory of needs

theory that achievement, power, and affiliation are important needs that explain motivation

need for achievement (nAch)

the need to excel or achieve to a set of standards

Need for power (nPow)

the need to make others behave in a way in which they would not have behaved otherwise

need for affiliation (nAff)

the need to establish friendly and close interpersonal relationships

self-determination theory

meta theory of motivation at work that s concerned with autonomy, intrinsic motivation, extrinsic moti8vation, and the satisfaction of psychological work needs

cognitive evaluation theory

sub-theory of self-determination theory in which extrinsic rewards for behavior tend to decrease the overall level of motivation if the rewards are seen as controlling, or reduce their sense of competence

self-concordance theory

degree which people’s reasonings for pursuing goals are consistent with their interests and core values

need for autonomy

the need to feel in control and autonomous at work

need for competence

the need to feel like we are good at what we do or proud of it

promotion focus

self-regulation strategy involving striving for goals by fulfilling duties and obligations and avoiding failure

job engagement

the investment of an employee’s physical, cognitive, and emotional energies into job performance

reinforcement theory

behavior is a function of its consequences

behaviorism

behavior follows stimuli in a relatively unthinking manner

social learning theory

view that we can learn through both observation and direct experience

expectancy theory

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

expectancy (effort-performance)

degree to which an individual believes exerting a given amount of effort will lead to performance

instrumentality (performance-reward)

degree to which the individual believes performing at a particular level will lead to the attainment of a desired outcome

valence (rewards-personal goals)

degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual

goal-setting theory

intentions to work toward a goal are considered a major source of work motivation and 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 of being capable of performing a task

equity theory

individual’s compare their job inputs and outcomes with those of others and then respond to eliminate and inequities

organizational justice

overall perception of what is fair in the workplace, composed of distributive, procedural, informational, and interpersonal justice