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MGT 4000 > exam 2 > Flashcards

exam 2 Flashcards

(89 cards)

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1
Q

concept to which numbers are attached

A

variable

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2
Q

predict the dependent variable

A

independent variable

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3
Q

of key interest, we want to understand or forecast

A

dependent variable

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4
Q

changes the relationship between an IV and a DV

A

moderator variable

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5
Q

According to Robbins – tentative explanation of the relationship among variables

A

hypothesis

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6
Q

Formed BEFORE data are gathered

A

hypothesis

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7
Q

null, no relationship

A

Ho

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8
Q

alternative, some form of relationship

A

Ha

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9
Q

a statistic that measures relationships

A

correlation coefficient

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10
Q

what is negatively related to turnover according to Robbins?

A

strength of relationship (correlation coefficient)

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11
Q

manipulate the IV, gather data on the DV, and control many other variables

A

lab studies

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12
Q

good support for causality , control many possible extraneous variables

A

strengths for lab studies

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13
Q

artificial and not generalize to the real world

A

weaknesses for lab studies

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14
Q

The independent variable and the dependent variable is measured, in real world organizations

A

field experiment

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15
Q

Still manipulate the independent variable, Some insight into cause and effect, Strong statistical analysis, and more generalization to the real world

A

advantages of field experiment

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16
Q

Lose some of the insight into cause and effect and Hard to get cooperation from organizations

A

disadvantages of field experiment

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17
Q

Data is gathered on independent variable and dependent variable

A

field study

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18
Q

good measurement and rigorous statistical analysis

A

advantage of field study

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19
Q

Harder to make causal arguments

A

disadvantage of field study

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20
Q

Synthesis of many previous studies on a topic

A

meta-analysis study (phil’s FAVORITE study)

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21
Q

Rigorously combines all the studies together (consensus)

A

advantage of meta-analysis study

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22
Q

Results are little better than the studies that go into the analysis

A

disadvantage of meta-analysis study

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23
Q

the process of allocating personal resources (time, energy) to various behaviors to result in maximum satisfaction

A

motivation

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24
Q

Needs are ______________ for goal states

A

recurrent desire

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25
Murray says needs are NOT __________
hierarchical
26
what are Murray's 4 needs in the workplace?
1) need for achievement 2) need for affiliation 3) need for autonomy 4) need for power
27
when people exhibit behavior toward competition
need for achievement
28
desire for close and friendly relationships – driven to find people they enjoy working with or hanging out with
need for affiliation
29
desire for independence and freedom from constraints
need for autonomy
30
desire to influence others and control the environment
need for power
31
need to be dominant for the sake of being dominant – has to be in control
personal power orientation
32
tend to get promoted and rise to higher levels of the workplace - higher salaries and higher job performance
institutionalized power manager
33
herzberg's theory of job satisfaction
1) two innate sets of learned needs 2) hygiene needs - maintenance needs (pay, job security, working conditions) 3) motivator needs - higher order (independence, responsible, recognition) 4) starts the focus on job design 5) limited research support
34
behavior is directed at maintaining an internal balance of psychological tension
equity theory
35
anything a person FEELS they contribute
inputs
36
all the factors a person perceives they get from an organization
outputs
37
points under equity theory
1. tension is uncomfortable 2. ratio 3. choosing an other 4. theory vs. results
38
any inequality energizes ________.
behavior
39
when you get the shaft, it really __________ ________
energizes behavior
40
link between efforts and performance
expectancy
41
valence, instrumentality, expectancy
expectancy theory
42
usually expressed as a percentage
expectancy
43
higher percentage means motivational force
expectancy
44
the attractiveness of an outcome
valence
45
more valence means more __________ __________
motivational force
46
pay raise, promotion, bonus, time off, gift card
examples of valence
47
typically measured on a scale
valence
48
the association between some level of performance and an outcome
instrumentality
49
measured with correlation coefficient
instrumentality
50
stronger relationship with instrumentality means more ___________ ________
motivational force
51
measured with correlation coefficient
instrumentality
52
Vrooms says you need to think about them __________ first and then _________ them
individually; combine
53
E x I x V =
motivational force
54
if any one component = 0, ___________ _________ equals 0
motivational force
55
behavior intentions (how you plan to behave) leads to _______
behavior
56
buys you a bunch of things that are important
behavioral intentions from goal
57
these mechanisms usually lead to increase of performance
directs attention to the specific goal; regulates effort; persistence; work smarter
58
very specific number attached or part of the goal – incredibly important to have in making goals
Specific goals
59
tell if someone/organization met the goal
measurable goals
60
"difficult" but doable
attainable goals
61
concentrate on output or results
results oriented goals
62
goals have to be set for a specific time frame (monthly, yearly, other time frame)
time related goals
63
Economic gains (plant) are shared among parts of the organization
gainsharing
64
portion of profits and distributing them
profit sharing
65
a relatively permanent change in behavior produced by experience
learning
66
learning can be accomplished by imitating others
Bandura's Social learning theory
67
Bandura's learning stages:
1. pay attention to a model 2. cognition 3. actually perform the behavior 4. presence of reinforcers
68
skills you might want to learn; usually respect
pay attention to a model
69
organize the event in terms of past; mentally rehearse how you would do it
cognition
70
training - people need a model; people should have a chance to "do" the behavior
implications
71
initially responds to stress or (worry, begin action planning)
alarm
72
gather personal resources and attempts the task
resistance
73
prolonged exposure to the stressor..stress does not allow the person to cop
exhaustion
74
physiological problems psychological problems behavior
impacts of stress
75
a. moderate exercise b. relaxation c. time management (function of priorities)
individual responses
76
healthier lifestyle leads to:
job satisfaction and job performance
77
don't worry about all the things inside people's heads. instead worry about behavior that can be observed
philosophy
78
given a situation, any action that produces dissatisfaction is less likely to reoccur
law of effect
79
those events which increase the probability of a response -- EX: rewarding
positive reinforcer
80
those events that increase probability by their removal
negative reinforcer
81
events that decrease the probability of the response
punishment
82
happens after behavior and decreases probability
punishment
83
reinforce every correct response
continuous
84
focus on the first correct response after a time
fixed interval reinforcement
85
reinforce a correct response after an average of responses
variable ratio schedule
86
modifying behaviors
1. pinpoint behaviors 2. perform functional analysis 3. manage A + C 4. consider evaluation of your program
87
an adaptive response that is a consequence of any external action, situation, or event that places special physical or physiological demands on a person
stress
88
intense achievement, striving competitiveness, impatience
type A stress
89
less time urgency, more ability to gear up and gear down
type B stress

MGT 4000 (4 decks)

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