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Work and organizational psychology > Chapter 2 > Flashcards

Chapter 2 Flashcards

1
Q

AMO model

A

Ability-motivation-opportunity

limited interpretation of the situation

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2
Q

personality

A

the relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics

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3
Q

Personality traits

A

Traits are broad concepts
that allow us to label and understand individual differences. For example, some of your friends are probably quite talkative whereas others tend to be quieter. Some people like to take risks whereas others are risk-averse

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4
Q

five-factor model (Big Five)

A

the five broad dimensions
representing most personality
traits: conscientiousness,
emotional stability, openness to
experience, agreeableness,
and extraversion; also known
as the “Big Five”

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5
Q

conscientiousness

A

a personality dimension
describing people who are
organized, dependable, goalfocused, thorough, disciplined,
methodical, and industrious

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6
Q

agreeableness

A

a personality dimension
describing people who are
trusting, helpful, good-natured,
considerate, tolerant, selfless,
generous, and flexible

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7
Q

neuroticism

A

a personality dimension
describing people who tend to
be anxious, insecure, selfconscious, depressed, and
temperamental

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8
Q

openness to experience

A

a personality dimension
describing people who are
imaginative, creative,
unconventional, curious,
nonconforming, autonomous,
and aesthetically perceptiv

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9
Q

extraversion

A

a personality dimension
describing people who are
outgoing, talkative, sociable,
and assertive

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10
Q

what relevant personality factors belong to proficient task performance

A
  • conscientiousness
  • extraversion
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11
Q

what relevant personality factors belong to adaptive task
performance

A
  • Emotional stability
  • Extraversion (assertiveness)
  • Openness to experience
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12
Q

what relevant personality factors belong to proactive task performance

A
  • Extraversion (assertiveness)
  • Openness to experience
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13
Q

what relevant personality factors belong to organizational
citizenship

A
  • Conscientiousness
  • Agreeableness
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14
Q

What relevant personality factors belong to proficient task performance for most jobs?

A
  • Conscientiousness
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15
Q

several issues of the five-factor model

A
  • higher isn’t always better. (not true that the perfect employee has the highest scores on all of the personality factors)
  • specific traits may be better predictors than the Big Five factors.
  • Personality isn’t static. (not frozen for a lifetime)
  • The five-factor model doesn’t cover all personality. (a large portion, but there is more)
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16
Q

Dark triad

A

A cluster of three socially
undesirable (dark) personality
traits: Machiavellianism, narcissism, and psychopathy

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17
Q

Machiavellianism

A

a personality trait of people
who demonstrate a strong
motivation to achieve their own
goals at the expense of others,
who believe that deceit is a
natural and acceptable way to
achieve their goals, who take
pleasure in outwitting and
misleading others using crude
influence tactics, and who have
a cynical disregard for morality

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18
Q

narcissism

A

a personality trait of people
with a grandiose, obsessive
belief in their superiority and
entitlement, a propensity to
aggressively engage in
attention-seeking behaviors,
an intense envy of others, and
tendency to exhibit arrogance,
callousness, and exploitation
of others for personal
aggrandizement

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19
Q

psychopathy

A

a personality trait of people
who ruthlessly dominate and
manipulate others without
empathy or any feelings of
remorse or anxiety, use
superficial charm, yet are
social predators who engage
in antisocial, impulsive, and
often fraudulent thrill-seeking
behavior

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20
Q

Organizational politics

A

The use of influence tactics for
personal gain at the perceived
expense of others and the
organization

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21
Q

counterproductive work
behaviors (CWBs)

A

voluntary behaviors that have
the potential to directly or
indirectly harm the organization

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22
Q

Myers-Briggs Type Indicator
(MBTI)

A

an instrument designed to
measure the elements of
Jungian personality theory,
particularly preferences
regarding perceiving and
judging information

23
Q

Jung explained that the perceiving function, how people prefer to gather information, occurs through two competing orientations:

A

sensing (S) and intuition (N)

24
Q

sensing (S)

A

Sensing involves perceiving information directly through
the five senses; it relies on an organized structure to acquire factual and preferably quantitative details.

Here and now

25
Intuition
Intuition relies more on insight and subjective experience to see relationships among variables. - more on future possibilities
26
What are the two competing processes of 'getting energy'
extraversion and introversion
27
What are the two competing processes of perceiving information
Sensing and intuitive
28
What are the two competing processes of making decisions
Thinking and Feeling
29
What are the two competing processes of orienting to the external world
Judging and perceiving
30
values
relatively stable, evaluative beliefs that guide a person’s preferences for outcomes or courses of action in a variety of situations
31
Values and personality traits are related to eachother but differ in a few ways: 3
- values are evaluative and personality traits describe what we naturally tend to do - personality traits have minimal conflict with eachother - both are partly determined by heredity, but this has a stronger influence on personality traits
32
Shalom Schwartz's values Quadrant: openness to change
Refers to the extent to which a person is motivated to pursue innovative ways. It includes the values categories of - self-direction (creativity, independent thought) - stimulation (excitement and challenge) - hedonism (pursuit of pleasure, enjoyment, gratification of desires)
33
Shalom Schwartz's values Quadrant: conservation
The conservation quadrant includes the values categories of - conformity (adherence to social norms and expectations), - security (safety and stability) - tradition (moderation and preservation of the status quo)
34
Shalom Schwartz's values Quadrant: self-enhancement
Refers to how much a person is motivated by self-interest. This quadrant includes the values categories of - achievement (pursuit of personal success) - power (dominance over others) - hedonism (a values category shared with openness to change).
35
Shalom Schwartz's values Quadrant: self-transcendence
which refers to motivation to promote the welfare of others and nature. Self-transcendence includes the values categories of - benevolence (concern for others in one’s life) - universalism (concern for the welfare of all people and nature).
36
Personal values influence decisions and behavior in three ways
1. Values influence the attractiveness of choices 2. Values frame our perceptions of reality 3. Values help regulate the consistency of behavior. (the more clearly a behavior is aligned with a specific value that identifies us, the more motivated we are to engage in that behavior)
37
are values stable and long lasting?
Yes
38
We are motivated to act consistently with our self-concept and public self presentation. Several factors weaken the relationship: 2
1. the situation (MARS model) 2. We don't actively think about them all the time
39
values congruence
How similar a person’s values hierarchy is to the values hierarchy of another entity, such as the employee’s team or organization.
40
Organizations also benefit from some values incongruence, why?
Different perspectives, which lead to potentially better decision making
41
Ethics
moral principles (human good) or societal norms that determine whether actions are right or wrong and outcomes are good or bad
42
FOUR ETHICAL PRINCIPLES
1. Utilitarianism the onky moral obligation is to seek the greatest good for the greatest number of people. (problem: not always measurable, and achieving those outcomes may be considered unethical by other principles) 2. Individual rights Everyone has the same set of natural rights. (problem: some individual rights may conflict with the rights of other people) 3. Distributive justice the benefits and burdens of similar individuals should be the same, otherwise they should be proportional. (The main problem, difficult to agree on the value of benefits and burdens) 4. Ethic of care everyone has a moral obligation to help others within their relational sphere to grow and self-actualize.
43
Moral intensity
The degree to which an issue demands the application of ethical principles
44
The moral intensity of a situation increases with...
a) severity (good or bad) of the decision's consequenses b) with the probability that the decision will have good or bad consequences c) with the number of people who will experience the decision's good or bad consequences d) with the level of agreement by others that the decision has good or bad consequences
45
Moral sensitivity (ethical sensitivity)
Is a characteristic of the person, namely their ability to detect a moral dilemma and estimate its relative importance
46
Employees develop and maintain higher moral sensitivity under the following conditions: 5
Expertise or knowledge of prescriptive norms and rules. Previous experience with specific moral dilemmas Ability to empathize with those affected by the decision A strong self-view of being a morally sensitive person A high degree of situational mindfulness
47
Most large and medium-sized organizations maintain or improve ethical conduct through systematic practices: 2
- code of ethical conduct - train and regularly evaluate employees about their knowledge of proper ethical conduct
48
Individualism
a cross-cultural value describing the degree to which people in a culture emphasize independence and personal uniqueness
49
collectivism
a cross-cultural value describing the degree to which people in a culture emphasize duty to groups to which they belong and to group harmony
50
power distance
a cross-cultural value describing the degree to which people in a culture accept unequal distribution of power in a society
51
uncertainty avoidance
a cross-cultural value describing the degree to which people in a culture tolerate ambiguity (low uncertainty avoidance) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance)
52
Are collectivism and individualism correlated or opposites?
These two are not opposites, they are uncorrelated
53
Achievement-nurturing orientation
Reflects a competitve versus coorerative view of relations with other people
54
Basic Values- Schwartz’s Values Model 10 categories
1. Power- Social power, authority, wealth 2. Achievement- Successful, capable, ambitious 3. Hedonism- Pleasure, enjoying life 4. Stimulation- A varied life, daring, an exciting life, challenge 5. Self-Direction- Independence, freedom of choice, creativity 6. Universalism- Equality, social justice, world at peace, unity with nature 7. Benevolence- Helpful, loyal, honest, true friendship, mature love 8. Tradition- Respect for tradition, humble, devout, accepting my portion in life 9. Conformity- Politeness, obedience, honoring parents Security- Social order, national security, safety, stability

Work and organizational psychology (7 decks)

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