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BCIT - Fall 2022 > ORB: Ch 1-5 for Midterm > Flashcards

ORB: Ch 1-5 for Midterm Flashcards

1
Q

Ch 1: Intro to the field of OB

ability

(MARS)

A

The natural aptitudes and learned capabilities required to successfully complete a task

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2
Q

Ch 1: Intro to the field of OB

corporate social responsibility (CSR)

A

Organizational activities intended to benefit society and the environment beyond the firm’s immediate financial interests or legal obligations

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3
Q

Ch 1: Intro to the field of OB

counterproductive work behaviours (CWBs)

A

Voluntary behaviours that have the potential to directly or indirectly harm the organization

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4
Q

Ch 1: Intro to the field of OB

deep-level diversity

A

Differences in the psychological characteristics of employees, including personalities, beliefs, values, and attitudes

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5
Q

Ch 1: Intro to the field of OB

evidence-based management

A

The practice of making decisions and taking actions based on research evidence

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6
Q

Ch 1: Intro to the field of OB

human capital

A

The knowledge, skills, abilities, creative thinking, and other valued resources that employees bring to the organization

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7
Q

Ch 1: Intro to the field of OB

inclusive workplace

A

A workplace that values people of all identities and allows them to be fully themselves while contributing to the organization

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8
Q

Ch 1: Intro to the field of OB

MARS model

A

A model depicting the four variables—motivation, ability, role perceptions, and situational factors—that directly influence an individual’s voluntary behaviour and performance

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9
Q

Ch 1: Intro to the field of OB

motivation

(MARS)

A

The forces within a person that affect the direction, intensity, and persistence of effort for voluntary behaviour

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10
Q

Ch 1: Intro to the field of OB

open systems

A

The view that organizations depend on the external environment for resources, affect that environment through their output, and consist of internal subsystems that transform inputs to outputs

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11
Q

Ch 1: Intro to the field of OB

organizational behaviour (OB)

A

The study of what people think, feel, and do in and around organizations

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12
Q

Ch 1: Intro to the field of OB

organizational citizenship behaviours (OCBs)

A

Various forms of cooperation and helpfulness to others that support the organization’s social and psychological context

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13
Q

Ch 1: Intro to the field of OB

organizational effectiveness

A

The extent to which an organization has a good fit with its external environment, effectively transforms inputs to outputs through human capital, and satisfies the needs of key stakeholders

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14
Q

Ch 1: Intro to the field of OB

organizations

A

Groups of people who work interdependently toward some purpose

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15
Q

Ch 1: Intro to the field of OB

role perceptions

(MARS)

A

The degree to which a person understands the job duties assigned to or expected of them

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16
Q

Ch 1: Intro to the field of OB

stakeholders

A

Individuals, groups, and other entities that affect, or are affected by, the organization’s objectives and actions

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17
Q

Ch 1: Intro to the field of OB

surface-level diversity

A

The observable demographic or physiological differences in people, such as their race, ethnicity, gender, age, and physical disabilities

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18
Q

Ch 1: Intro to the field of OB

task performance

A

The individual’s voluntary goal-directed behaviours that contribute to organizational objectives;

includes proficiency, adaptivity, and proactivity

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19
Q

Ch 1: Intro to the field of OB

values

A

Relatively stable evaluative beliefs that guide a person’s preferences for outcomes or courses of action in a variety of situations

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20
Q

Ch 1: Intro to the field of OB

work–life integration

A

The extent to which people are effectively engaged in their various work and nonwork roles and have a low degree of role conflict across those life domains

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21
Q

Ch 1: Intro to the field of OB

joining and staying

with the organization

A

refers to agreeing to become an organizational member and remaining with the organization

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22
Q

Ch 1: Intro to the field of OB

maintaining work attendance

A

minimizing absenteeism when capable of working and avoiding scheduled work when not fit (i.e., low presenteeism)

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23
Q

Ch 1: Intro to the field of OB

situational factors

(MARS)

A

include conditions beyond the employee’s immediate control that constrain or facilitate behaviour and performance

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24
Q

Ch 2: Individual Differences (Personality & Values)

achievement-nurturing orientation

A

A cross-cultural value describing the degree to which people in a culture emphasize competitive versus cooperative relations with other people

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25
Q

Ch 2: Individual Differences (Personality & Values)

agreeableness

A

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

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26
Q

Ch 2: Individual Differences (Personality & Values)

collectivism

A

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

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27
Q

Ch 2: Individual Differences (Personality & Values)

conscientiousness

A

A personality dimension describing people who are organized, dependable, goal-focused, thorough, disciplined, methodical, and industrious

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28
Q

Ch 2: Individual Differences (Personality & Values)

counterproductive work behaviours (CWBs)

A

Voluntary behaviours that have the potential to directly or indirectly harm the organization

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29
Q

Ch 2: Individual Differences (Personality & Values)

dark triad

A

A cluster of 3 socially undesirable (dark) personality traits:
(1) machiavellianism,
(2) narcissism,
(3) psychopathy

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30
Q

Ch 2: Individual Differences (Personality & Values)

extraversion

A

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

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31
Q

Ch 2: Individual Differences (Personality & Values)

five-factor (Big Five) model

A

The 5 broad dimensions representing most personality traits: conscientiousness, neuroticism, openness to experience, agreeableness, and extraversion

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32
Q

Ch 2: Individual Differences (Personality & Values)

individualism

A

A cross-cultural value describing the degree to which people in a culture emphasize independence and personal uniqueness

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33
Q

Ch 2: Individual Differences (Personality & Values)

Machiavellianism

A

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

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34
Q

Ch 2: Individual Differences (Personality & Values)

mindfulness

A

A person’s receptive and impartial attention to and awareness of the present situation as well as to one’s own thoughts and emotions in that moment

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35
Q

Ch 2: Individual Differences (Personality & Values)

moral intensity

A

The degree to which an issue demands the application of ethical principles

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36
Q

Ch 2: Individual Differences (Personality & Values)

moral sensitivity

A

A person’s ability to recognize the presence of an ethical issue and determine its relative importance

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37
Q

Ch 2: Individual Differences (Personality & Values)

Myers-Briggs Type Indicator (MBTI)

A

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

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38
Q

Ch 2: Individual Differences (Personality & Values)

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 behaviours, an intense envy of others, and tendency to exhibit arrogance, callousness, and exploitation of others for personal aggrandizement

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39
Q

Ch 2: Individual Differences (Personality & Values)

neuroticism

A

A personality dimension describing people who tend to be anxious, insecure, self-conscious, depressed, and temperamental

(opposite is emotional stability)

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40
Q

Ch 2: Individual Differences (Personality & Values)

openness to experience

A

A personality dimension describing people who are imaginative, creative, unconventional, curious, nonconforming, autonomous, and aesthetically perceptive

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41
Q

Ch 2: Individual Differences (Personality & Values)

organizational politics

A

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

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42
Q

Ch 2: Individual Differences (Personality & Values)

personality

A

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

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43
Q

Ch 2: Individual Differences (Personality & Values)

power distance

A

A cross-cultural value describing the degree to which people in a culture accept unequal distribution of power in a society

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44
Q

Ch 2: Individual Differences (Personality & Values)

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 behaviour

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45
Q

Ch 2: Individual Differences (Personality & Values)

uncertainty avoidance

A

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)

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46
Q

Ch 2: Individual Differences (Personality & Values)

values

A

Relatively stable evaluative beliefs that guide a person’s preferences for outcomes or courses of action in a variety of situations

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47
Q

Ch 3: Perceiving Ourselves & Others in Organizations

attribution process

A

The perceptual process of deciding whether an observed behaviour or event is caused largely by internal or external factors

48
Q

Ch 3: Perceiving Ourselves & Others in Organizations

categorical thinking

A

Organizing people and objects into preconceived categories that are stored in our long-term memory

49
Q

Ch 3: Perceiving Ourselves & Others in Organizations

confirmation bias

A

The process of screening out information that is contrary to our values and assumptions, and to more readily accept confirming information

50
Q

Ch 3: Perceiving Ourselves & Others in Organizations

contact hypothesis

A

A theory stating that the more we interact with someone, the less prejudiced or perceptually biased we will be against that person

51
Q

Ch 3: Perceiving Ourselves & Others in Organizations

empathy

A

A person’s understanding of and sensitivity to the feelings, thoughts, and situations of others

52
Q

Ch 3: Perceiving Ourselves & Others in Organizations

false-consensus effect

A

A perceptual error in which we overestimate the extent to which others have beliefs and characteristics similar to our own

53
Q

Ch 3: Perceiving Ourselves & Others in Organizations

fundamental attribution error

A

The tendency to see the person rather than the situation as the main cause of that person’s behaviour

54
Q

Ch 3: Perceiving Ourselves & Others in Organizations

global mindset

A

An individual’s ability to perceive, appreciate, and empathize with people from other cultures, and to process complex cross-cultural information

55
Q

Ch 3: Perceiving Ourselves & Others in Organizations

halo effect

A

A perceptual error whereby our general impression of a person, usually based on one prominent characteristic, colours our perception of other characteristics of that person

56
Q

Ch 3: Perceiving Ourselves & Others in Organizations

Johari Window

A

A model of self-awareness and mutual understanding with others that advocates disclosure and feedback to increase our open area and reduce the blind, hidden, and unknown areas

57
Q

Ch 3: Perceiving Ourselves & Others in Organizations

locus of control

A

A person’s general belief about the amount of control they have over personal life events

58
Q

Ch 3: Perceiving Ourselves & Others in Organizations

mental models

A

Knowledge structures that we develop to describe, explain, and predict the world around us

59
Q

Ch 3: Perceiving Ourselves & Others in Organizations

perception

A

The process of receiving information about and making sense of our surrounding environment

60
Q

Ch 3: Perceiving Ourselves & Others in Organizations

positive organizational behaviour

A

A perspective of organizational behaviour that focuses on building positive qualities and traits within individuals or institutions as opposed to focusing on what is wrong with them

61
Q

Ch 3: Perceiving Ourselves & Others in Organizations

primacy effect

A

A perceptual error in which we quickly form an opinion of people based on the first information we receive about them

62
Q

Ch 3: Perceiving Ourselves & Others in Organizations

recency effect

A

A perceptual error in which the most recent information dominates our perception of others

63
Q

Ch 3: Perceiving Ourselves & Others in Organizations

selective attention

A

The process of attending to some information received by our senses and ignoring other information

64
Q

Ch 3: Perceiving Ourselves & Others in Organizations

self-concept

A

An individual’s self-beliefs and self-evaluations

65
Q

Ch 3: Perceiving Ourselves & Others in Organizations

self-efficacy

A

A person’s belief that they have the ability, motivation, correct role perceptions, and favourable situation to complete a task successfully

66
Q

Ch 3: Perceiving Ourselves & Others in Organizations

self-enhancement

A

A person’s inherent motivation to have a positive self-concept (and to have others perceive them favourably), such as being competent, attractive, lucky, ethical, and important

67
Q

Ch 3: Perceiving Ourselves & Others in Organizations

self-fulfilling prophecy

A

The perceptual process in which our expectations about another person cause that person to act more consistently with those expectations

68
Q

Ch 3: Perceiving Ourselves & Others in Organizations

self-serving bias

A

The tendency to attribute our favourable outcomes to internal factors and our failures to external factors

69
Q

Ch 3: Perceiving Ourselves & Others in Organizations

self-verification

A

A person’s inherent motivation to confirm and maintain their existing self-concept

70
Q

Ch 3: Perceiving Ourselves & Others in Organizations

social identity theory

A

A theory stating that people define themselves by the groups to which they belong or have an emotional attachment

71
Q

Ch 3: Perceiving Ourselves & Others in Organizations

stereotype threat

A

An individual’s concern about confirming a negative stereotype about their group

72
Q

Ch 3: Perceiving Ourselves & Others in Organizations

stereotyping

A

The process of assigning traits to people based on their membership in a social category

73
Q

Ch 4: Workplace Emotions, Attitudes, & Stress

affective organizational commitment

(includes normative commitment)

A

An individual’s emotional attachment to, involvement in, and identification with an organization

(normative commitment = obligation or moral duty to the organization)

74
Q

Ch 4: Workplace Emotions, Attitudes, & Stress

attitudes

A

The cluster of beliefs, assessed feelings, and behavioural intentions towards a person, object, or event (called an attitude object)

75
Q

Ch 4: Workplace Emotions, Attitudes, & Stress

cognitive dissonance

A

An emotional experience caused by a perception that our beliefs, feelings, and behaviour are incongruent with one another

(contradicting beliefs/feelings/behaviour)

76
Q

Ch 4: Workplace Emotions, Attitudes, & Stress

continuance commitment

A

An individual’s calculative attachment to an organization

77
Q

Ch 4: Workplace Emotions, Attitudes, & Stress

emotional intelligence (EI)

A

A set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others;

EI can be learned to some extent

78
Q

Ch 4: Workplace Emotions, Attitudes, & Stress

emotional labour

A

The effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions

79
Q

Ch 4: Workplace Emotions, Attitudes, & Stress

emotions

A

Physiological, behavioural, and psychological episodes experienced toward an object, person, or event that create a state of readiness;

emotions can directly affect behaviour

80
Q

Ch 4: Workplace Emotions, Attitudes, & Stress

exit-voice-loyalty-neglect (EVLN) model

A

The 4 ways that employees respond to job dissatisfaction;

(1) Exit:
- Leaving the situation
- Quitting, transferring, being absent)

(2) Voice:
- Changing the situation
- Problem solving, complaining, communicating

(3) Loyalty:
- Patiently waiting for the situation to improve
- I.e., employee thinking “I’m loyal to the company, I’ll just wait for a better boss/supervisor” (this is problematic though because their productivity may be affected)

(4) Neglect:
- Reducing work effect/quality
- Increasing absenteeism

81
Q

Ch 4: Workplace Emotions, Attitudes, & Stress

general adaptation syndrome

(model of stress experience)

A

A model of the stress experience, consisting of three stages:
(1) alarm reaction,
(2) resistance, and
(3) exhaustion

82
Q

Ch 4: Workplace Emotions, Attitudes, & Stress

job satisfaction

A

A person’s evaluation of their job and work context

83
Q

Ch 4: Workplace Emotions, Attitudes, & Stress

norm of reciprocity

A

A felt obligation and social expectation of helping or otherwise giving something of value to someone who has already helped or given something of value to you

84
Q

Ch 4: Workplace Emotions, Attitudes, & Stress

service profit chain model

A

A theory explaining how employees’ job satisfaction influences company profitability indirectly through service quality, customer loyalty, and related factors

85
Q

Ch 4: Workplace Emotions, Attitudes, & Stress

stress

A

An adaptive response to a situation that is perceived as challenging or threatening to the person’s well-being

86
Q

Ch 4: Workplace Emotions, Attitudes, & Stress

stressors

A

Environmental conditions that place a physical or emotional demand on the person

87
Q

Ch 4: Workplace Emotions, Attitudes, & Stress

4 common workplace stressors

A

(1) organizational constraints,
(2) interpersonal conflict,
(3) work overload, and
(4) low task control

88
Q

Ch 4: Workplace Emotions, Attitudes, & Stress

trust

A

Positive expectations one person has toward another person or group in situations involving risk

89
Q

Ch 4: Workplace Emotions, Attitudes, & Stress

work–life integration

A

The extent to which people are effectively engaged in their various work and nonwork roles and have a low degree of role conflict across those life domains

90
Q

Ch 5: Employee Motivation

distributive justice

A

The perception that appropriate decision criteria (rules) have been applied to calculate how various benefits and burdens are distributed

91
Q

Ch 5: Employee Motivation

drives

A

Hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions to energize individuals

92
Q

Ch 5: Employee Motivation

employee engagement

A

A person’s emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals

93
Q

Ch 5: Employee Motivation

equity theory

A

A theory explaining how people develop perceptions of fairness in the distribution and exchange of resources

94
Q

Ch 5: Employee Motivation

expectancy theory

A

A motivation theory based on the idea that work effort is directed toward behaviours that people believe will lead to desired outcomes

95
Q

Ch 5: Employee Motivation

extrinsic motivation

A

Motivation that occurs when people want to engage in an activityfor instrumental reasons, that is, to receive something that is beyond their personal control

96
Q

Ch 5: Employee Motivation

four-drive theory

A

A motivation theory based on the innate drives to acquire, bond, comprehend, and defend that incorporates both emotions and rationality;

Drive to acquire: seek, acquire, control, retain objects or experiences

Drive to bond: form social relationships and develop mutual caring commitments with others

Drive to comprehend: satisfy our curiosity, know, and understand ourselves and the environment

Drive to defend: protect ourselves physically and socially

97
Q

Ch 5: Employee Motivation

goal

A

A cognitive representation of a desired end state that a person is committed to attain

98
Q

Ch 5: Employee Motivation

interactional justice

A

The perception that appropriate rules have been applied in the way the people involved are treated throughout the decision process

99
Q

Ch 5: Employee Motivation

intrinsic motivation

A

Motivation that occurs when people are fulfilling their needs for competence and autonomy by engaging in the activity itself, rather than from an externally controlled outcome of that activity

100
Q

Ch 5: Employee Motivation

Maslow’s needs hierarchy theory

A

A motivation theory of needs arranged in a hierarchy, whereby people are motivated to fulfill a higher need as a lower one becomes gratified

101
Q

Ch 5: Employee Motivation

motivation

A

The forces within a person that affect the direction, intensity, and persistence of effort for voluntary behaviour

102
Q

Ch 5: Employee Motivation

need for achievement (nAch)

A

A learned need in which people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success

103
Q

Ch 5: Employee Motivation

need for affiliation (nAff)

A

A learned need in which people seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation

104
Q

Ch 5: Employee Motivation

need for power (nPow)

A

A learned need in which people want to control their environment, including people and material resources, to benefit either themselves (personalized power) or others (socialized power)

105
Q

Ch 5: Employee Motivation

needs

A

Goal-directed forces that people experience

106
Q

Ch 5: Employee Motivation

organizational behaviour modification (OB Mod)

A

A theory that explains employee behaviour in terms of the antecedent conditions and consequences of that behaviour

107
Q

Ch 5: Employee Motivation

procedural justice

A

The perception that appropriate procedural rules have been applied throughout the decision process

108
Q

Ch 5: Employee Motivation

self-reinforcement

A

Reinforcement that occurs when an employee has control over a reinforcer but doesn’t ‘take’ it until completing a self-set goal

109
Q

Ch 5: Employee Motivation

social cognitive theory

A

A theory that explains how learning and motivation occur by observing and modelling others as well as by anticipating the consequences of our behaviour

110
Q

Ch 5: Employee Motivation

strengths-based coaching

A

An approach to coaching and feedback that focuses on building and leveraging the employee’s strengths rather than trying to correct their weaknesses;

  • Maximize employee potential by focusing on strengths rather than weaknesses
  • Strengths-based coaching process:
    • Employee identifies area of strength/potential
    • Coach helps employee discover how to leverage strengths
    • Discussion of situational barriers and solutions
  • Strengths-based coaching motivates because:
    • People seek feedback about their strengths, not flaws
    • Personality, interests, preferences stabilize as an adult
111
Q

Ch 5: Employee Motivation

expectancy theory of motivation

effort, performance, and outcomes

A

Effort-to-Performance (E-to-P Expectancy): probability that a specific effort level will result in a specific performance level

Performance-to-Outcome (P-to-O Expectancy): probability that a specific performance level will result in specific outcomes

Valence: anticipated satisfaction from the outcome

112
Q

Ch 5: Employee Motivation

increasing E-to-P expectancies

(expectancy theory of motivation)

A
  • hire/train staff, and adjust job duties to skills
  • provide sufficient time and resources
  • provide coaching and modelling (examples of succesful coworkers)
113
Q

Ch 5: Employee Motivation

increasing P-to-O expectancies

(expectancy theory of motivation)

A
  • measure performance accurately
  • explain how rewards are linked to performance
  • provide examples of coworkers rewarded for performance
114
Q

Ch 5: Employee Motivation

increasing Outcome Valences

(expectancy theory of motivation)

A
  • ensure that rewards are values (by the performer)
  • individualize rewards (i.e., do they want praise or higher salary?)
  • minimize countervalent outcomes
115
Q

Ch 5: Employee Motivation

SMARTER goals

(effective goal setting features // similar to SMART goals)

A
  • Specific: what, how, where, when, and with whom the task needs to be accomplished
  • Measurable: how much, how well, at what cost
  • Achievable (Note: Pierre says it should be Absolute, Audacious, & Accountable): challenging, yet accepted (E-to-P)
  • Relevant (Note: Pierre says it should be Results-oriented): within the employee’s control
  • Time-framed: due date and when it will be assessed
  • Exciting: employee commitment, not just compliance
  • Reviewed: feedback and recognition on goal progress and accomplishment
116
Q

Ch 5: Employee Motivation

Characteristics of Effective Feedback

A
  • Specific: refers to identifiable behaviour/outcomes
  • Relevant: behaviour/outcomes within employee’s control
  • Timely: as soon as possible
  • Credible: trustworthy source (knowledgeable, unbiased)
  • Sufficiently frequent: more often for learners, otherwise according to task cycle (not just once a year!)
117
Q

Ch 5: Employee Motivation

Sources of Feedback

A
  • Nonsocial sources:
    • Feedback not conveyed directly by people (i.e., electronic displays)
  • Social sources:
    • Feedback directly from others
    • Multisource feedback: full circle of people around employee
  • Preferred feedback source:
    • Use nonsocial feedback for goal progress feedback
    • Use social sources for conveying positive feedback

BCIT - Fall 2022 (2 decks)

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