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Supervision Test Two
| Term | Definition |
|---|---|
| Availability Heuristic | The tendency of people to base their judgments on information that is readily available to them |
| Representative Heuristic | The tendency of people to match the likelihood of an occurrence with something they are familiar with |
| Marginal Analysis | A method that helps decision makers optimize returns or minimize costs by dealing with the additional cost in a particular decision, rather than the average cost |
| Escalation of Commitment | An increased commitment to a previous decision despite negative information |
| Programmed Decision | A repetitive decision that can be handled by a routine approach |
| Well-structured Problems | Straightforward, familiar, easily defined problems |
| Nominal Group Technique | A technique that restricts discussion during the decision-making process |
| Motivation | The willingness to do something conditioned on the action’s ability to satisfy some need for the individual |
| Motivation-Hygiene Theory | A theory of Frederick Herzberg that the opposite of satisfaction is not “dissatisfaction" but “no satisfaction” and the opposite of dissatisfaction is not “satisfaction” but “no dissatisfaction.” |
| Job Design | Combining tasks to form complete jobs |
| Job Enrichment | The degree to which a worker controls the planning, execution, and evaluation of his or her work |
| Pay for Performance Programs | Compensation plans that pay employees on the basis of some performance measure |
| ESOP | A compensation program that allows employees to become part owners of an organization by receiving stock as a performance incentive |
| Visionary Leadership | The ability to create and articulate a realistic, credible, attractive vision of the future that grows out of, and improves upon, the present |
| Participative Leadership | The leadership style of an individual who actively seeks input from followers for many of the activities in the organization |
| Situational Leadership | Adjustment of a leadership style to specific situations to reflect employee needs |
| Communication | The transference and understanding of meaning |
| Formal Communication | Communication that addresses task-related issues and tends to follow the organization’s authority chain |
| Nonverbal Communication | Communication that is not spoken, written, or transmitted on a computer |
| Grapevine | The means of communication by which most operative employees first hear about important changes introduced by organizational leaders; the rumor mill |
| Richness of Information | A measure of the amount of information that is transmitted based on multiple information cues (words, posture, facial expressions, gestures, intonations), immediate feedback, and the personal touch |
| Active Listening | A technique that requires an individual to "get inside” a speaker’s mind to understand the communication from the speaker’s point of view |
| Performance Appraisal | A review of past performance that emphasizes positive accomplishments as well as deficiencies; a means for helping employees improve future performance |
| Intrinsic Feedback | Self-generated feedback |
| Extrinsic Feedback | Feedback provided to an employee by an outside source |
| Adjective Rating Scale | A method of appraisal that uses a scale or continuum that best describes the employee using factors such as quantity and quality of work, job knowledge, cooperation, loyalty, dependability, attendance, honesty, integrity, attitudes, and initiative |
| Individual Ranking | A method that requires supervisors to list all employees in order from the highest to lowest performer |
| Leniency Error | Positive or negative leniency that overstates or understates performance, giving an individual a higher or lower appraisal than deserved |
| Similarity Error | Rating others in a way that gives special consideration to qualities that appraisers perceive in themselves |
| Recency Error | An error that occurs when appraisers recall and give greater importance to employee job behaviors that have occurred near the end of the performance-measuring period |
| Central Tendency Error | Appraisers’ tendency to avoid the "excellent” category as well as the “unacceptable" category and assign all ratings around the “average” or midpoint range |
| 360-Degree Appraisal | Performance feedback provided by supervisors, employees, peers, and possibly others |
| Equity Theory | The concept that employees perceive what they can get from a job situation (outcomes) in relation to what they put into it (inputs), and then compare their input–outcome ratio with the input–outcome ratio of others |
| Expectancy Theory | A theory that individuals analyze effort–performance, performance–rewards, and rewards–personal goals relationships, and their level of effort depends on the strengths of their expectations that these relationships can be achieved |
Created by:
emileemorton
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