BUAD 309 mistry

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Motivation

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63 Terms
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Motivation

Latin word for "movement," a set of energetic force that originates both within and outside of an employee

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Self-efficacy best practice

Belief that a person has the capabilities needed to execute the behaviors required for task success

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Past accomplishments

The degree to which they have succeeded or failed in similar sorts of tasks in the past

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Vicarious experiences

Taking into account observations and discussions with credible others who have performed such tasks

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Verbal persuasion

Credible coworkers and leaders persuade employees that they can "get the job done"

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Emotional cues

Feeling of fear and anxiety create doubts about task accomplishment, whereas pride and enthusiasm can bolster confidence levels

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Persistence and Intensity

How hard and for how long will you work, explained by three best practices

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Goal setting best practice

Views goals as drivers of the intensity and persistence of effort

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Goals

The objective or aim of an action and typically refer to attaining a specific standard of proficiency, often within a specified time limit

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Self-set goals

The internalized goals that people use to monitor their own task progress

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Task strategies

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

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Task feedback

Updates to the employees on their progress toward goal attainment

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Task complexity

The extent to which a leader has tried, hopefully successfully, to simplify the information and actions involved in a task and how much the task changes

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Task goal commitment

The degree to which a person accepts a goal and is determined to try to reach it.

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Rewards

Tying goal achievement to the receipt of monetary or non monetary rewards

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Publicity

Publicizing the goal to significant others and coworkers to create some social pressure to attain it

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Support

Providing supportive supervision to aid employees if they struggle to attain the goal

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Collaborating

Setting the specific proficiency level and due date for a goal so that the employee feels a sense of ownership over the goal

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Resources

Providing the resources needed to attain the goal and remove any constraints that could hold back task efforts

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Equity best practice

Acknowledges that motivation doesn't just depend on your own beliefs and circumstances, but also on what happens to other people

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Inputs

Performance, skills and abilities, education, training, and seniority

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Outcomes

Status symbols, satisfying supervision, workplace perks, intrinsic rewards

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Equity distress

Tension within a person that can only be alleviated by restoring balance to the ratios

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Self-determination

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

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Piece rate

Pay a specific rate for each unit produced, each unit sold, or each service provided

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Merit Pay

Offer an increase to base salary in accordance with performance evaluation ratings

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Individual bonuses

Offer a bonus for meeting individual goals

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Recognition

Offer tangible awards to recognize achievement

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Gainsharing

Offer a bonus for meeting unit goals

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Respect rule

Pertains to whether authorities treat fellow employees in a civil, dignified, and sincere manner

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Propriety rule

Reflects whether authorities refrain from making improper or offensive remarks

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Justification rule

Mandates that authorities explain decision-making procedures and outcomes in a comprehensive and reasonable manner

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Truthfulness rule

Requires that those communications be honest and candid

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Growth mindset

Enjoy working on new kinds of tasks, even if they fail during their early experiences

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Fixed mindset

People tend to work mainly on tasks at which they're already good at

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Selective perception

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

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Projection bias

The false assumption people tend to make when it comes to other people, believing others think, feel, and act the same way they do

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Representativeness bias

The tendency to assess the likelihood of an event by comparing it to an existing prototype (think stereotype) that already exists in our minds

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Escalation of commitment

The decision to continue to follow a failing course of action

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Fundamental attribution error

Argues that people have a tendency to judge others' behavior

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Personality

Demonstrates people's social reputations and the way they are perceived by others

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Traits

Recurring regularities or trends in people's responses to their environment

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Conscientiousness

Dependable, organized, reliable, hardworking

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Accomplishment striving

A strong desire to accomplish task-related goals as a means of expressing personality

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Agreeableness

Warm, kind, cooperative, helpful, sympathetic

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Extraversion

Talkative, sociable, assertive, bold, and dominant

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Status striving

A strong desire for power and influence in a social structure

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Spatial ability

Having a good understanding in your environment (ex. Pilots)

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Perceptual ability

Being able to understand and recall patterns of information (ex. Musicians, police officers)

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4 Emotional abilities

Self awareness, other awareness, emotional regulation, use of emotions

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Emotional regulation

Being able to recover quickly from emotional experiences

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Use of emotions

The ability to improve being successful at whatever by strategically harnessing and channeling emotions

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Cognitive ability

Strong predictor of job performance, particularly task performance

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General cognitive ability

Maximum performance, reflecting performance in brief, special circumstances that demand one's best effort

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Formalization

The degree to which rules and procedures are used to standardize behaviors and decisions in an organization

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Centralization of authority

Refers to where decisions are formally made in organizations

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Spans of control

How many employees each member in the organization has responsibility for

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Business environment

Consists of its customers, competitors, suppliers, distributors, and other factors external to the firm

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Corporate strategy

An organization's objectives and goals

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Size of the firm

As organizations become larger, they need to become more mechanistic in nature

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Socialization

(occurs in 3 stages) employees learn the social knowledge that enables them to understand and adapt to the organization's culture

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Anticipatory stage

Happens prior to an employee spending even one second on the job

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Understanding and adaptation

final stage where newcomers have learned the way things happen within an organization and who to go in order to make things happen

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