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Description
Flashcards by Hanin Lewa, updated more than 1 year ago
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Created by Hanin Lewa
about 8 years ago
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| Question | Answer |
| What is OB? | Behaviors of individuals and groups within an organization. |
| What are the 3 things that influence job performance? | defined, measured and rewarded |
| What are the 2 elements of job performance? | results: objective measures of outcomes behavior: what you did to achieve results |
| what are the pros and cons of results being the definition of job performance? | pros: objective/comparable easy to assess cons: doesn't cover beyond the bottom line not always controllable no focus on improvement |
| what is job performance? | employee behaviors that contribute either negatively or positively to achieving organizational goals |
| what are the 3 types of job performance? | Task Performance- what you're supposed to do, paid to do it Citizenship performance- voluntary, extras, not paid for it Counter-behavior performance- damaging behavior that hinders the ability to achieve organizational goals |
| What are the 3 types of Task behavior? | Routine-Doing the habitual responses to predictable tasks Adaptive- thoughtful responses to unpredictable tasks Creative- doing something novel/new ideas |
| What are the 6 types of citizenship behavior? | Helping, courtesy, sportsmanship- interpersonal voice, civic virtue, boosterism-organizational |
| What is the importance of Organizational commitment? (2 points) | The more a person is committed, the less likely they will leave. Turnover is expensive- recruiting, finding a replacement, training, waste of time and money. |
| what are the 3 types of commitment ? | affective commitment- i want to stay continuance commitment- I have to stay Normative commitment- I am obligated to stay (should stay) |
| describe affective commitment? | - employee wants to stay -emotional attachment -more relations with cowrokers and boss -better job performance with citizenship and task performance. |
| What is the erosion model? | The erosion models talks about how if an employee has more relations with people at work, less likely to leave (fewer relation=less commitment) And the more relations, more likely to stay. |
| Describe continuance commitment? | -I have to stay, Trapped and no alternative jobs -low job performance -embeddedness into community and organization - investment into organization - more loss than win and starting from scratch -loss of resources - may lose resources, family, pension, promotion |
| what is the social influence model? | - the model the shows how when one has connections and relations with others, when one leaves, the other may leave. - more connections, more people affected |
| describe normative commitment? | -feeling obligated to stay -obligation towards organization (maybe finishing a project or something you started) - organization invested in you - (family business) |
| What is physical withdrawal? | - being consistently late and absent, missing meeting, quitting, taking longer breaks |
| psychological withdrawal is...? | - moonlighting, cyber loafing, daydreaming, looking busy, taking longer to do what you're supposed to, not doing what you're supposed to be doing, socializing |
| what are the 4 ways that an employee may respond to negative work events? | -voice- voicing out concerns -loyalty- shutting up and dealing with it -neglect- not doing what you're supposed to -exit (quitting) |
| what is job satisfaction? | -how favorable or non favorable you find your job -a pleasurable emotional state resulting in a job experience in how a person feels or thinks about their job. |
| What is the value fulfillment|value precept theory? | dissatisfaction= (V want - V have) x (V importance) - the satisfaction depends on want and importance |
| What is the job descriptive index? Pros of it? | -tracks and measures job satisfaction. Pros: - easy, comparable over time (annual satisfaction levels), publicly available benchmarks, assesses 5 main characteristics |
| What is the job characteristics theory? | - if employees have the 5 characteristics in their job, they will have the maximum/ higher satisfaction with work itself. |
| what are the 5 characteristics of job satisfaction? | -variety- rotation of diff jobs with diff skills -identity- more responsibility -significance- importance of job -autonomy- control and flexibility -feedback- from job not people |
| what is job enrichment and job design? | creating/ designing job designs that have more of these 5 characteristics in order to increase job satisfaction with job itself and decrease turnovers. |
| mood vs emotion? | mood- lasts longer, intense feeling of mild intensity, not directed towards anything emotion- lasts for a while, directed towards something |
| It's known that organization is sick if.... | high turnover and low job satisfaction |
| what are the 2 primary outcomes of organizational behaviour? | Job performance and organizational commitment |
| Explain why a survey study would not enable the researcher to conclude that the independent variable causes the dependent variable. | Because surveys are not accurate, they only show a correlation between the 2 variables and an experiment needs to be done to show causation. (control group) |
| What is stress? | something I value is at risk if i don't act appropriately |
| what is the transactional theory of stress? | a theory that perceives how demands are perceived and appraised as well as how people respond to the perception of appraisals |
| What are organizational Counter-productive behaviors? Interpersonal? | Organizational- property deviance and production deviance interpersonal- political deviance and personal aggression |
| What are the 5 facets of job satisfaction for the value-percept theory? | - promotion -pay -coworkers -supervision -work itself |
| What is the affective events theory? | workplace events may cause emotional reactions that impact satisfaction |
| what is emotional contagion | when someone is emotionally affected, it can affect someone else too. one can be infected by another persons emotions |
| what is emotional labour? | the management of an employee's emotions to be able to complete the job successfully |
| What is a hindrance stressor? | Something that hinders progress in life or prevents progression |
| What is a challenge stressor? | a stressor that gives opportunity for progression |
| What is primary and what is secondary appraisal? | Primary: is it stressful? secondary: how can i cope? |
| the more you believe you can cope the less....? | stress |
| work hindrances vs work challenge? | work hindrance: daily hassles, work overload, work conflict, work ambiguity work challenge: complexity, responsibility, time pressure |
| non work hindrances vs challenges? | non-work hindrances: negative life events, financial uncertainty, work-life events Non-work challenges: personal development, positive life events, family time demands |
| 3 types of work-life hindrance stressors? | strain based- problem at home affects you at work behaviour based- inability to control behaviour time based- have to do something at home during work |
| 3 types of strains for stress? | behavioural, psychological, physical |
| What is motivation? and what are the 3 components? | When one gets energetic forces to do what they are supposed to do. Direction- am I doing what I'm supposed to intensity- am I working hard? persistence- am I willing to keep working even when things get tough? |
| what are the 2 broad types of theories? | need theories (what motivates people, diff people have diff needs) and process theories (why do people get demotivated) |
| What is expectancy theory? | people are more motivated to do things that they can accomplish and that they get their valued outcomes |
| what are the 3 components of the expectancy theory? | expectancy- if I work hard, I will do well instrumentality- even if I work hard, will I get my valued outcome? valence- to what extent do I value this outcome? |
| how can a manager boost expectancy? | knowing expectations, encouraging, opportunities for knowledge and skills |
| how can a manager boost instrumentality? | knowing what employee expects |
| how can a manager boost valence? | knowing or asking what outcome is valued |
| extrinsic vs intrinsic? | extrinsic- motivated by what work leads to intrinsic- motivated by work itself |
| goal setting theory is? | people need goals to be motivated goals are motivating when SMART (specific, measurable, achievable, result based and time sensitive) |
| equity theory is? | motivation is low when we believe we got less than we deserve outcome/input vs other's outcome/other's input (comparison) |
| psychological empowerment? what are the 4 concepts that make work more intrinsically motivating? | makes tasks more intrinsically motivating meaninfulness Impact competence self-determination |
| What is trust? | willingness to be vulnerable and let someone have control over something i value based on good expectations |
| what are the 3 types of trust? | disposition based (natural propensity to trust others), cognition based (assesment based) and affect-based (strength and emotion based) |
| what are the 3 types of cognition trust? | benevolence - does person want to do good for me? ability - does person have expertise, knowledge or skills? integrity - does person live by desirable set of values? |
| what is justice? and what are the 4 types of justice? | being treated fairly by those in charge makes employees more trusting. interpersonal informational distributive procedural |
| what are the 3 types of distributive justice? | equity, equality and need |
| what is procedural justice and what are the 6 types? | was the procedure used fair to make the decision? voice, correctability, bias suppression, representative, accuracy, consistency |
| What are ethics and What is the four-component model of ethical behaviours? | ethics, are the people in authority moral and ethical in accordance to generally accepted norms 4 component model- moral awareness, moral judgement, moral intent and ethical behaviour |
| self serving bias is? | excuses for failures (situational) responsibility for successes (dispositional) |
| faulty attribution error is...? | making dispositional attributions for people, not keeping in mind their situation |
| how does one distinguish an expert from a novice? | skills and knowledge |
| satisficing is..? | choosing the first solution that seems acceptable for decision making |
| bounded rationality means....? | we are limited to making decisions based on the knowledge we know |
| social learning theory is...? | people learn by observing others |
| behavioural modelling is..? | when employees observe others actions , learn from what they observe and repeat the behaviour |
| What are the big 5 types of personalities? | conscientiousness aggreableness neuroticism oppenness extraversion |
| what are the 3 types of transactional leadership behaviours? | contingent reward management by exception active management by exception passive |
| what are the 4 types of transformational behaviour? | idealized influence inspirtaional motivation intellectual stimulation individualized consideration |
| What are the 2 types of negotiation? | distributive bargaining (win/lose) and interrogative bargaining (win/win) |
| What are the 4 types of transformational leadership? | idealized influence inspirational motivation intellectual stimulation individualistic consideration |
| What are the four types of decision making leader styles? | autocratic- not much significance and low commitment for employees consultative-leader hears the employees opinions facilitative- when group doesn't work well together, consensus delegative- decision affects and has employees commitment |
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