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2 Traits commonly associated with top performing employees
1. Conscientiousness 2. Emotional Stability
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A relatively stable set of characteristics that influence an individual's behavior
PERSONALITY
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5 Traits of the "Big Five" Personality Model
- 1.Extraversion
- 2.Agreeableness
- 3.Conscientiousness
- 4.Emotional Stability
- 5.Openness to Experience
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A person's overall view of him/herself as being able to perform effectively in a wide variety of situations, including the events and challenges that make life demanding
General Self-Efficacy
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Managers should encourage employees to raise their self esteem by giving them appropriate ________ and _________ for success.
Challenges and Opportunities
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According to Jung, the most important distinction amongst individuals is?
The Extraversion/Introversion Perference
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The process of interpreting information about another person
Social Perception
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The individual's pattern of thinking or thought process.
Cognitive Structure
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The 3 barriers that may cause a job interviewer to make an incorrect hiring decision based solely on the applicant's physical appearance:
Selective Perception, Stereotype, First-Impression Error
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_________ is a Supervisor's high expectation of employees and the employee's subsequent high level of performance
A Self-Fulfilling Prophecy
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The process by which individuals try to control the impressions other have of them; most likely occurs in a job interview
Impression Management
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These individuals attribute their success to ability and their failures to lack of efforts, (which are both internal causes)
Achievement-Oriented Individuals
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A psychological tendency that is expressed by evaluating a particular entity with some degree of favor or disfavor
Attitude
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A person does not have an attitude until they respond on these 3 basis's:
Affective, Behavior Intentions, Cognition
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A state of tension that is produced when an individual experiences conflict between attitudes and behaviors
Cognitive Dissonance
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2 major influences on attitudes are ______ and ___________.
Direct Experience and Social Learning
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A pleasurable or positive emotional state resulting from the appraisal of one's job or job experience
Job Satisfaction
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In relation to job satisfaction, the behavior that is above and beyond the call of duty
Organizational Citizenship Behavior (OCB)
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An employee's intention to remain in an organization because of a strong desire to do so which encompasses loyalty to the organization
Affective Commitment
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An employee's tendency to remain in an organization because the person cannot leave due to significant exit barriers to remain.
Continuance Commitment
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3 major characteristics of the Source Affect Persuasion
Expertise, Trustworthiness, Attractiveness
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2 Cognitive Routes of Persuasion
Central Route and Peripheral Route
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4 Work Values relevant to individuals
Achievement, Concerns for Others, Honesty, Fairness
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A personality characteristic indicating one's willingness to do whatever it takes to get one's way (the ends justify the means).
Machiavellianism
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The process of arousing and sustaining goal-directed behavior.
Motivation
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Maslow’s Hierarchy of Needs begins with________ and ends with _________.
Physiological Needs / Self Actualization
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This theory states that only ungratified needs motivate behavior. Needs are satisfied in sequence. Once satisfied, a need declines in importance and the next higher need is activated.
Maslow's Progression Hypothesis
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McGregor’s Theory X Assumptions are _____ Order Needs
Lower
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According to McClelland, people with a ______ need for power like to control people and events.
High
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McClelland stated the best managers have a high need for ___________and a low need for________.
Social Power / Affiliation
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______________is both a motivation and hygiene factor
Pay (Salary)
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This theory suggests that people are motivated when they find themselves in situations of inequity or unfairness.
Adam’s Theory of Inequity
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Characteristics of Internals (Locus of Control)
- -Have a higher job satisfaction and performance
- -Are more likely to assume manager positions
- -Prefer participative management styles
- -Want to exercise control in their work environment
- -Desire a voice in how work is performed (second test question)
- -Will not react well to being closely supervised
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This model focuses on personal perceptions of the performance process (Effort, Performance, Reward).
Expectancy Model for Motivation
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The ability to influence another person
Power
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It is institutionalized power that is inherent to the position rather than the
individuals.
Authority
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The range in which attempts to influence a person will be perceived as legitimate and will be acted on without a great deal of thought
Zone of Indifference
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Most often used in the disciplinary process, ____________ is based on the agent’s ability to cause the target to have an unpleasant experience.
Coercive Power
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The elusive power that is based on interpersonal attraction. As a manager trainee, you are assigned to a mentor to gain insight to your job. The relationship you have with the mentor is based on ________.
Referent Power
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The power of the future; it has the strongest relationship with performance and satisfaction.
Expert Power
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The negative face of power. Power used for personal gain. When a manager treats others as objects to be used to get ahead or abuse situations as win/lose, the manger is using _____________.
Personal Power
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