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Chp 4 and 5
Human Behavior and Personality/Individual and Org Motivation
| Term | Definition |
|---|---|
| Major influences on individual behavior in organizations (4 things) | Culture, Work Group, Job, Organization |
| Define Personality | an individual's relatively stable characteristic patterns of thought, emotion, and behavior, and the psychological mechanisms that support and drive those patterns |
| Define Trait Theory | assume that personality is composed of a relatively stable set of traits or dimensions |
| Define Interactionist Theory | hypothesize that personality is an important factor in behavior, but argue that situational factors can shape how an individual responds |
| Big Five Model - Trait Theory | OCEAN dimensions. Openness to experience; Conscientiousness; Extroversion; Agreeableness; Neuroticism |
| Openness to Experience | extent to which ppl actively seek out new and varied experiences and the extent to which they are aware of their thoughts, feelings, and impulses |
| Conscientiousness | ppl that tend to be dependable, trustworthy, and conform to social norms |
| Extroversion | how outgoing, sociable, and assertive ppl are |
| Agreeableness | extent to which ppl are likable, cooperative, and considerate |
| Neuroticism | emotional stability and the tendency to experience chronic negative emotions like worry, insecurity, mood swings, etc. |
| Myers Briggs Type Indicator (MBTI) - Trait Theory | Extroversion/Introversion; Sensing/Intuiting; Thinking/Feeling; Judging/Percieving |
| Define Self-Esteem | the degree of regard ppl have for themselves |
| Define Machiavellianism | ppl believe that manipulation is an acceptable way to influence other ppl and tend to be emotionally distant |
| Define Locus of Control | ppl with internal locus of control believe that they control their own fate and destiny. Ppl with exeternal locus of control believe that luck, chance, or environmental factors control what happens to them |
| Define the Conditional Reasoning Approach | Interactionist model that suggests ppl interpret what happens in their social environment based on their individual dispositions. It follows the attraction-selection-attrition framework |
| Define the Cognitive-Affective Processing System of Personality (CAPS) | it is a personality system made of cognitive-affective units (CAUs) which are interpretations of ppl and situations, goals, memories, feelings. Individuals act according to if-then types of relations depending on certain CAUs activated by the situation |
| Define the 5 steps of Behavior Modification | Understand the purpose of positive reinforcement, state undesired behavior, state desired behavior, create opportunity for desired behavior, give verbal praise |
| Define Motivation | the psychological forces that determine the direction of people's behavior, their level of effort, and level of persistence |
| Performance = Ability x _______ | Motivation |
| Define Content Theories | they focus on the specific internal needs that motivate people |
| Define Maslow's Hierarchy of Needs | Phsyiological needs (salaries), security (health care plans, safe environment), Social belonging (social interaction, work team structures), Self-esteem (feedback and recognition), Self-actualization (allow employees to use talents fully at work) |
| Define McClelland's Need Theory | there are 3 human motives: the need for affiliation, the need for power, and the need for achievement |
| Define the Need for Power (n-Power) and its positive/negative faces | the need to influence and lead others and be in control of one's environment. Positive face is Socialized Power aka influence for the good of others. Negative face is Personalized Power aka dominance |
| Define the Need for Affiliation (n-Affiliation) and its positive/negative faces | desire for friendly and close interpersonal relationships. Positive face is Affiliative Interest aka concern but not at expense of goal oriented behavior. Negative face is Affiliative Assurance aka avoiding rejection |
| Define the Need for Achievement (n-Achievement) | need to excel and continuously do better |
| Define the Job Characteristics Model | Skill Variety, Task Identity, Task Significance, Autonomy, Job Feedback |
| Define major ways of redesigning jobs | Job rotation, Job enlargement (increase number of tasks by individual), Job enrichment (change nature of job to broaden responsibilities, autonomy, etc), Sociotechnical system (autonomous work teams), and Self-Managed work teams (entire process) |
| Define Process Theory | attempt to describe how personal factors and environmental factors interact and influence each other to produce certain kinds of behavior |
| Define Goal Setting Theory (process theory) | setting a clear objective and ensuring every participant is aware of what is expected to achieve. Specific goals up performance, difficult but acceptable goals have higher performance, feedback leads higher performance, ppl more committed when made public |
| aspects of Goal Setting Theory | Specific goals increase performance, difficult goals that are accepted by employees have higher performance, feedback leads to higher performance, ppl are more committed to goals that are made public |
| Define Equity Theory (process theory) | employees evaluate what they receive from a job in relation to what they contribute. They compare their input-output to relevant others, system policies/precedents, criteria related to the self |
| Define Expectancy Theory (process theory) | assumes that motivation is a function of effort-performance, performance-outcome, and valence (value) of the reward to the person |
| Define Reinforcement Theory (process theory) | that ppl continue behavior that is rewarded and suppress behavior that does not lead to desired consequences. Managers should reinforce desired behavior and discourage undesirable by negative reinforcement, extinction, or punishment |
| Define punishment vs extinction | punishment is administering a negative consequence in response to undesired behavior. Extinction is when the reinforcer to undesired behavior is removed (ie, do not give the behavior your attention or time) |
| How do leaders affect motivation? | Create right vision, ensure ppl are placed in right jobs, set challenging goals, monitor/reward performance, proactively manage low performers, create culture that values employees and performance |
Created by:
Hamncheese52
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