Org Psyc Exam 2 pt 2 of 3

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jax12
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67234
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Org Psyc Exam 2 pt 2 of 3
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2011-02-24 01:13:18
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Org Psyc Exam pt
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Org Psyc Exam 2 pt 2
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  1. continuance commitment
    strength of a person's desire to continue working for an org b/c he needs to do so and can't afford to leave.
  2. normative commitment
    • strength of a person's desire to continue working for an org b/c he feels obligation from others to remain there.
    • (can't leave during this period of up business because it will put strain on others).
  3. affective commitment
    strength of a person's desire to work for an org b/c he regards it positively and agrees with its goals and values.
  4. gain-sharing plans
    incentive plans where employees receive bonuses in proportion to their companies' profitability.
  5. motivation
    set of processes that arouse, direct, and maintain human behavior toward attaining some goal.
  6. motivational fit approach
    motivation is enhanced by a good fit b/t the traits and skills of indivs and the requirement of the jobs they perform in the orgs.
  7. goal setting
    determining specific levels of performance for workers to attain and then striving to attain them.
  8. goal-setting theory
    people are motivated to attain goals b/c doing so make sthem feel successful.
  9. self-efficacy
    one's belief about having the capacity to perform a task.
  10. goal commitment
    degree to which people accept and strive to attain goals.
  11. stretch goals
    goals that are so difficult they challenge people to rethink the way they work.
  12. vertical stretch goals
    stretch goals that challenge people to achieve higher levels of success in current activities.
  13. horizontal stretch goals
    stretch goals that challenge people to perform tastks that they have never done.
  14. equity theory
    people strive to maintain ratios of their own outcomes (rewards) to their own inputs (contributions) that are equal to the reward/contribution ratios of others with whom they compare themselves.
  15. outcomes
    • rewards employees receive from their jobs
    • salary, recognition, etc.
  16. inputs
    • ppl's contributions to their jobs
    • experience, qualifications, amount of time worked.
  17. overpayment inequity
    • ratio of one's outcomes to inputs is more than the corresponding ratio of another person with whom that person compares himself.
    • results in feelings of guilt
  18. underpayment inequity
    • ratio of one's outcomes to inputs is less than corresptonding ratio of another person with whom one compares himself.
    • results in anger
  19. equitable payment
    a persons outcome to input ratio is equal to another person they compare themself to.
  20. strike
    workers engage in a systematic stoppage of work designed as protest against one or more orgs believed to have treated them unfavorably.
  21. transparency
    making info about pay available openly instead of keeping it secret.
  22. expectancy theory
    • poeple are motivated to work when they expect that they'll be able to achieve the things they want from their jobs.
    • effort->performance x perf->reward x value of reward
  23. expectancy
    belief that one's efforts will positively influence one's performance.
  24. instrumentality
    beliefs regarding the likelihood of being rewarded in accord with his or her own level of performance.
  25. valence
    value someone places on therewards they expect to get from an org.
  26. needs
    forces that motivate people to satisfy states that they require for biological or social reasons.
  27. cafeteria-style benefit plans
    incentive systems where employees have an oppotunity to select the fringe benefits they want from a menu of available alternatives.
  28. pay-for-performance
    • employees are paid differentially fased on quantity and quality of ther performance
    • strengthen instrumentality beliefs
  29. incentive stock option plans
    corporate programs where a company grants an employee the oppotunity to purchase its stock at some future time at a specified price.
  30. job design
    jobs can be created so as to enhance people interest in doing them.
  31. job enlargment
    practice of expanding the content of a job to include more variety and a greater number of tasks at the same level.
  32. job enrichment
    practice of giving employees a high degree of control over their work, from planning and organiztion, through implementing the jobs and evaluating the results.
  33. job characteristics model
    • approach to job enrichment
    • five core job demensions (skill, variety, task idetntity, task significantce, autonomy, job feedback) produce critical psychological states that lead to beneficial outcomes for indivs and the org.
  34. growth need strength
    personality variable describing the extent to which people have a hig hneed for personal growth and development on the job.
  35. notivating potential score
    • degree to which a job is designed to motivate people
    • computed on the basis of a questionaire known as the Job Diagnostic Survey
    • lower the score the more the job may need to be redesigned.

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