Binghamton MGMT 311 Study Guide

Motivation

Forces originating inside/outside an employee that determine direction, intensity, and persistence of effort.

Expectancy Theory

Motivation depends on expectancy, instrumentality, and valence.

Expectancy

Belief that effort leads to performance.

Self-Efficacy

Belief in one's ability to accomplish a task.

Instrumentality

Belief that performance leads to outcomes.

Valence

The value of the outcomes associated with performance.

Past Accomplishments

The strongest driver of self-efficacy based on prior successes.

Vicarious Experiences

Observing others perform tasks to build confidence.

Verbal Persuasion

Encouragement from others that boosts expectancy.

Emotional Cues

Feelings that affect confidence in performance.

Goal Setting Theory

Specific, difficult goals increase motivation.

"Do Your Best" Goal

A vague goal providing minimal motivational effect.

Equity Theory

Motivation depends on comparing inputs/outcomes to others.

Outcome

What an employee receives: pay, recognition, rewards.

Input

Contributions such as effort, skill, time.

Psychological Empowerment

Intrinsic motivation from meaningful work.

Meaningfulness

A sense that work contributes to a purpose.

Self-Determination

Feeling of autonomy over one's work.

Competence

Belief in one’s capability to perform tasks successfully.

Impact

Feeling of creating progress or influencing outcomes.

Trust

Willingness to be vulnerable to another party’s actions.

Risk

Actually becoming vulnerable during interactions.

Disposition-Based Trust

Trust rooted in personality and trust propensity.

Trust Propensity

A general belief that people are trustworthy.

Cognition-Based Trust

Trust based on evaluation of ability, benevolence, and integrity.

Ability

Skills and competencies enabling success.

Benevolence

Belief that the trustee wants to do good for the trustor.

Integrity

Perception that the trustee adheres to sound moral principles.

Affect-Based Trust

Trust based on emotional bonds.

Justice

Perceived fairness of decision-making.

Distributive Justice

Fairness of outcomes like pay and promotions.

Procedural Justice

Fairness of decision-making processes.

Interpersonal Justice

Fairness of interpersonal treatment.

Informational Justice

Fairness of explanations and communication.

Ethics

Degree to which behavior follows accepted moral norms.

Moral Intensity

Degree to which an issue has ethical urgency.

Social Consensus

Degree of agreement that an act is moral/unethical.

Moral Judgment

Process of determining if actions are ethical.

Moral Intent

Commitment to follow an ethical action

Corporate Social Responsibility

Legal, ethical, and social responsibilities of firms.

Learning

Permanent changes in knowledge/skill from experience.

Decision Making

Generating and choosing alternatives to solve problems.

Expertise

Knowledge that distinguishes experts from novices.

Explicit Knowledge

Easy-to-communicate information.

Tacit Knowledge

Personal, experience-based knowledge difficult to explain.

Reinforcement

Learning by observing consequences of behavior.

Operant Conditioning

Learning through relationships between actions and outcomes.

Positive Reinforcement

Giving a positive outcome for desired behavior.

Negative Reinforcement

Removing an unwanted outcome after desired behavior.

Punishment

Applying negative outcome after undesired behavior.

Extinction

Removing a consequence to reduce behavior.

Continuous Reinforcement

Reward given after every desired behavior.

Fixed Interval Schedule

Rewards at fixed time intervals.

Variable Interval Schedule

Rewards at varying time intervals.

Fixed Ratio Schedule

Reward after a certain number of behaviors.

Variable Ratio Schedule

Reward after unpredictable number of behaviors.

Social Learning Theory

Learning by observing others

Behavioral Modeling

Imitating behaviors observed in others.

Goal Orientation

The way people approach learning tasks.

Learning Orientation

Focus on developing competence.

Performance-Prove Orientation

Desire to demonstrate competence.

Performance-Avoid Orientation

Avoid appearing incompetent.

Programmed Decision

Automatic decision from experience.

Intuition

Quick, emotional judgments used in crises.

Nonprogrammed Decision

New, complex, unrecognized situations.

Rational Decision-Making Model

Step-by-step process to maximize outcomes.

Bounded Rationality

Limits on ability to process all information.

Satisficing

Choosing the first acceptable option.

Selective Perception

Seeing environment only through personal lens.

Projection Bias

Assuming others think/feel as we do.

Stereotype

Judging others based on group membership.

Availability Bias

Relying on easily recalled information.

Fundamental Attribution Error

Blaming others’ behavior on internal causes.

Self-Serving Bias

Attributing success internally, failures externally.

Escalation of Commitment

Continuing a failing course of action

Personality

Structures inside a person explaining patterns of thought and behavior.

Traits

Recurring patterns of responding to the environment.

Cultural Values

Shared beliefs about desirable end states.

Conscientiousness

Dependable, organized, hardworking.

Agreeableness

Warm, kind, cooperative.

Neuroticism

Nervous, moody, insecure.

Openness to Experience

Curious, creative, imaginative.

Extraversion

Sociable, talkative, bold.

Big 5 Personality Traits

Conscientiousness, Agreeableness, Neuroticism, Openness to New Experiences, Extraversion

Accomplishment Striving

Desire to complete task-related goals.

Communion Striving

Desire to obtain acceptance in relationships.

Status Striving

Desire to gain power and influence.

Positive Affectivity

Tendency to feel pleasant moods.

Negative Affectivity

Tendency toward unpleasant moods.

Differential Exposure

Likelihood of perceiving events as stressful.

Differential Reactivity

Difficulty coping with stressors.

Locus of Control

Belief about whether outcomes are self-controlled.

Adaptability

Comfort with change and creativity.

Extraversion vs. Introversion

Focus on people vs. ideas.

Sensing vs. Intuition

Focus on facts vs. patterns.

Thinking vs. Feeling

Logic vs. personal values.

Judging vs. Perceiving

Structure vs. flexibility.

MBTI Tests

Extraversion vs. Introversion, Sensing vs. Intuition, Thinking vs. Feeling, Judging vs. Perceiving

RIASEC Model

Realistic, Investigative, Artistic, Social, Enterprising, Conventional

Project GLOBE Cultural Dimensions

Power Distance, Uncertainty Avoidance, Institutional Collectivism, Ingroup Collectivism, Gender Egalitarianism, Assertiveness, Future Orientation, Performance Orientation, Humane Orientation