MGMT 310A Exam 2 vocab

Chapter 6-10

Motivation

A set of energetic forces that determine the direction, intensity, and persistence of an employee’s work effort

Engagement

A term commonly used in the contemporary workplace to summarize motivation levels

Expectancy Theory

A theory that describes the cognitive process employees got through to make choices among different voluntary responses

Expectancy

The belief that exerting a high level of effort will result in successful performance on some task

Self-efficacy

The belief that a person has the capabilities needed to perform the behaviors required on some task

Past accomplishments

The level of success or failure with similar job tasks in the past

Vicarious experiences

Observations of and discussions with others who have performed some work task

Verbal Persuasion

Pep talks that lead employees to believe that they can “get the job done.”

Emotional Cues

Positive or negative feelings that can help or hinder task accomplishment

Instrumentality

The belief that successful performance will result in the attainment of some outcomes

Valence

The anticipated value of the outcomes associated with successful performance

Needs

Groupings or clusters of outcomes viewed as having critical psychological or physiological consequences

Extrinsic Motivation

Desire to put forth work effort due to some contingency that depends on task performance

Intrinsic Motivation

Desire to put forth work effort due to the sense that task performance serves as its own reward

Meaning of money

The idea that money can have symbolic value (e.g, schievement, respect, freedom) in addition to economic value

Goal Setting Theory

A theory that views goals as the primary drivers of the intensity and persistence of effort

Specific and difficult goals

Goals that stretch employees to perform at their maximum level while still staying within the boundaries of their ability

Self- Set goals

The internalized goals that people use to monitor their own progress

Task Strategies

Learning plans and problem-solving approaches used to achieve successful performance

Feedback

In job characteristics theory, it refers to the degree to which the job itself provides information about how well the job holder is doing. In goal setting theory, it refers to progress updates on work goals

Task Complexity

The degree to which the information and actions needed to complete a task are complicated

Goal commitment

The degree to which a persona accepts a goal and is determined to reach it

S.M.A.R.T Goals

Acronym that stands for specific, measurable, acheivable, Results-Based, Time-Sensitive goals

Equity Theory

A theory that suggests that employees create a mental ledger of the outcomes they recieve for their job inputs, relative to some comparison other.

Comparision Other

Another person who provides a frame of reference for judging equity

Equity Distress

An internal tension that results from being overreawarded or underrewarded relative to some comparision other

Cognitive distortion

A reevaluation of the inputs an employee brings to a job, often occuring in response to equity distress

Internal comparison

Comparing oneself to someone in the same company

External comparison

Comparing oneself to someone in a different company

Psychological empowerment

An energy rooted in the belief that tasks are contributing to some larger purpose

Meaningfulness

Captures the value of a work goal or purpose, relative to a person’s own ideals and passions

Self-Determination

A sense of choice in the intiation and continuation of work tasks

Competence

The capability to perform work tasks successfully

Impact

The sense that a person’s actions “make a difference” - that progress is being made toward fulfilling some important purpose

Reputation

The prominence of an organization’s brand in the minds of the public and the percieved quality of its goods and services

Trust

The willingness to be vulnerable to an authority based on positive expectations about the authority’s actions and intentions

Justice

The perceived fairness of an authority’s decision making

Ethics

The degree to which the behaviors of an authority are in accordance with generally accepted moral norms

Disposition-based trust

Trust that is rooted in one’s own personality, as opposed to a careful assessment of the trustee’s trustworthiness.

Cognition-based trust

Trust that is rooted in a rational assessment of the authority’s trustworthiness

Affect-based trust

Trust that depends on feelings toward the authority that go beyond rational assessment

Trust propensity

A general expectation that the words, promises, and statements of individuals can be relied upon.

Trustworthiness

Characteristics or attributes of a person that inspire trust, including competence, character, and benevolence

Ability

Relatively stable capabilities of people for performing a particular range of related activities

Benevolence

The belief that an authority wants to do good for an employee, apart from any selfish or profit-centered motives

Integrity

The perception that an authority adheres to a set of acceptable values and principles

Distributive Justice

The percieved fariness of decision-making outcomes

Procedural justice

The percieved fairness of decision-making processes

Interpersonal justice

The percieved fariness of the way treatment is recieved by employees from authorities

Abusive supervision

The sustained display of hostile verbal and nonverbal behaviors on the part of supervisors, excluding physical contact

Informational justice

The percieved fairness of the communications provided to employees from authorities

Whistle-blowing

When employees expose illegal actions by their employer

Four-component model

A model that argues that ethical behaviors result from the multistage sequence of moral awareness, moral judgement, moral intent, and ethical behavior

Moral Awareness

When an authority recognizes that a moral issue exists in a situation

Moral Intensity

The degree to which an issue has ethical urgency

Moral Attentiveness

The degree to which people chronically percieve and consider issues of morality during their experiences

Moral Judgement

When an authority can accurately identify the “right” course of action

Cognitive Moral Development

As people age and mature, they move through several stages of moral development, each more mature and sophisticated than the prior one

Moral principles

Prescriptive guides for making moral judgments

Moral Intent

An authority’s degree of commitment to the moral course of action

Moral Identity

The degree to which a person self-identifies as a moral person

Ability to focus

The degree to which employees can devote their attention to work

Economic exchange

Work relationships that resemble a contractual agreement by which employees fulfill job duties in exchange for financial compensation

Social Exchange

Work relationships that are characterized by mutual investment, with employees willing to engage in “extra mile” sorts of behaviors because they trust that their efforts will eventually be rewarded

Corporate Social Responsibility

A perspective that acknowledges that the responsibility of a business encompasses the economic, legal, ethical, and citizenship expectations of society

Learning

A relatively permanent change in an employee’s knowledge or skill that results from experience

Decision Making

The process of generating and choosing from a set of alternatives to solve a problem

Expertise

The knowledge and skills that distinguish experts from novices

Explicit Knowledge

Knowledge that is easily communicated and available to everyone

Tacit Knowledge

Knowledge that employees can learn only through experience

Contingencies of reinforcement

Four specific consequences used by organizations to modify employee behavior

Positive reinforcement

When a positive outcome follows a desired behavior

Negative reinforcement

An unwanted outcome is removed following a desired behavior

Punishment

When an unwanted outcome follows an unwanted behavior

Extinction

The removal of a positive outcome following an unwanted behavior

Schedules of reinforcement

The timing of when contingenices are applied or removed

Continuous Reinforcement

A specific consequence follows each and every ocurrence of a certain behavior

Fixed interval schedule

Reinforcement occurs at fixed time periods

Variable interval schedule

Reinforcement occurs at random periods of time

Fixed ratio schedule

Reinforcement occurs following a fixed number of desired behaviors

Variable ratio schedule

Behaviors are reinforced after a varying number of them have been exhibited

Social learning theory

Theory that argues that people in organizations learn by observing others

Behavioral modeling

When employees observe the actions of others, learn from what they observe, and then repeat the observed behavior

Learning Orientation

A predisposition or attitude to which building competence is deemed more important by an employee than demonstrating competence

Performance-prove orientation

A predisposition or attitude by which employees focus on demonstrating their competence so that others think favorably of them

Performance-avoid orientation

A predisposition or attitude by which focus on demonstrating their competence so that others will not think poorly of them

Programmed decisions

Decisions that are somewhat automatic because people’s knowledge allows them to recognize the situation and the course of action to be taken

Intuition

An emotional judgment based on quick, unconscious, gut feelings

Crisis Situation

A change, sudden or evolving, that results in an urgent problem that must be addressed immediately

Nonprogrammed decisions

Decisions made by employees when a problem is new, complex, or not recognized

Rational decision-making model

A step-by-step approach to making decisions that is designed to maximize outcomes

Bounded rationality

The notion that people do not have the ability or resources to process all available information and alternatives when making a decision

Satisficing

When a decision maker chooses the first acceptable alternative considered

Selective perception

The tendency for people to see their environment only as it affects them and as it is consistent with their expectations

Projection Bias

The faulty perception by decision makers that others think, feel, and act the same way as they do

Social identity theory

A theory that people identify themselves based on the various groups to which they belong and judge others based on the groups they associate with

Stereotypes

Assumptions made about others based on their social group membership

Heuristics

Simple and efficient rules of thumb that allow us to make decisions more easily

Availability bias

The tendency for people to base their judgments on information that is easier to recall

Fundamental attribution error

The tendency for people to judge others’ behaviors as being due to internal factors such as ability, motivation. or attitudes