Midterm 1 and lecture notes together PDF

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Midterm 1 and lecture notes together. This is a brief coursework so make sure you study this and go prepared for the exam....

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MIDTERM'1'' ' Positive'OB focuses'on'positive'human'characteristics'that'can'be' measured,'developed,'and'effectively'managed'for'performance' improvement.3 ' In'the amplifying'effect, positive'practices'from'one'individual'result' in'additional'positive'practices'by'others,'which'spur'positivity'in' others,'which'generate'other'positive'outcomes. The amplifying effect is often conveyed via positive emotions and social capital (your relationships and network).

To buffer means to reduce or counteract the effects of a negative force. In' the buffering'effect, positive'practices'and'resources'reduce'the' impact'of'negative'events'and'stressors. ' Mindfulness is'“the'awareness'that'emerges'through'paying'attention' on'purpose,'in'the'present'moment,'and'nonjudgmentally'to'the' unfolding'of'experience'moment'by'moment.”55 We can be mindful of our inner world (our feelings and thoughts), and our outer world, including the feelings, thoughts, and interactions of others. Everyone has the ability to be mindful, but it takes effort.

Individuals with high levels of positive'psychological'capital' (PsyCap) possess considerable hope, efficacy, resilience, and optimism (HERO)

Hope = Willpower + Waypower This means to'have

hope you'need'to'have'a'goal'and'the'determination' to'achieve'it—willpower.'You'also'need'to'see'one'or'more'paths'to' achieve'your'goal,'even'when'faced'with'adversity—waypower. In the context of organizational climate, organizational values represent ideals endorsed, shared, and supported by the organization as a whole. Three global values essential for promoting positive organizational behavior are- restorative)justice,) compassion,)temperance

was'the'combined'impact'of'five' elements—positive'emotions,'engagement,'relationships,'meaning,' and'achievement'(PERMA) ' Social'support is'the'amount'of'perceived'helpfulness'we'derive'from' social'relationships. There are four types.- Esteem support, Informational support, Social companionship, Instrumental support. Seligman proposed that well-being

! To!solve!problems!effectively,!it!is!important!to!consider!necessary!resources,!such!as! people!who!will!provide!support.!

Organizational'climate consists of employees’ shared perceptions of organizational policies, practices, procedures, and routines Organizational'practices are'the'procedures,'policies,'practices,' routines,'and'rules'that'organizations'use'to'get'things'done. The!sense!of!belonging!to!and!serving!something!that!you!think!is!bigger!than!the!self!is! known!as meaningfulness Chapt 2:

Schwartz’s Value Theory Schwartz)proposed)that)broad)values)motivate)our)behavior)across)any)context.) He)categorized)these)values)into)two)opposing)or)bipolar)dimensions,)as)outlined) in)Table'2.1.)The)first)dimension)ranges)from)concern)for)the)welfare)of)others) (which)Schwartz)calls)self-transcendence))to)pursuit)of)one’s)own)interests)(selfenhancement).)The)second)dimension)ranges)from)self-directed)independence) (which)Schwartz)calls)openness)to)change))to)conformity)(conservation).) )

The Three Components of Attitudes: Affective (contains our feelings or emotions about a given object or situation), Cognitive (reflects our beliefs or ideas), and Behavioral (the way we intend or expect to act) )

cognitive)dissonance-The!psychological!discomfort!a!person!experiences!when! simultaneously!holding!two!or!more!conflicting!cognitions!(ideas,!beliefs,!values,!or! emotions)! !

Organizational'commitment reflects the extent to which an individual identifies with an organization and commits to its goals. ) psychological)contracts-An!individual’s!perception!about!the!reciprocal!exchange! between!him-!or!herself!and!another!party.! ! !William Kahn defined employee'engagement as'“the'harnessing'of'

organization'members’'selves'to'their'work'roles;'in'engagement,' people'employ'and'express'themselves'physically,'cognitively,'and' emotionally'during'role'performance.” ) perceived)organizational)support)(POS)-The!extent!to!which!employees!believe!their! organization!values!their!contributions!and!genuinely!cares!about!their!well-being) )

Organizational'citizenship'behavior'(OCB) is defined as “individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization. ) counterproductive)work)behavior)(CWB)-Behavior!that!harms!other!employees,!the! organization!as!a!whole,!and/or!organizational!stakeholders!such!as!customers!and! shareholders) ) practical)intelligence-The!ability!to!solve!everyday!problems!by!utilizing!knowledge! gained!from!experience!in!order!to!purposefully!adapt!to,!shape,!and!select!environments) Big)Five)Personality)Dimensions:-Extroversion,!agreeableness,!conscientiousness,! emotional!stability,!and!openness!to!experience)

) proactive)personality-An!attribute!of!someone!relatively!unconstrained!by!situational! forces!and!who!effects!environmental!change.!Proactive!people!identify!opportunities!and! act!on!them,!show!initiative,!take!action,!and!persevere!until!meaningful!change!occurs) core)self-evaluations)(CSEs)-Four!narrow!and!positive!individual!traits:!(1)!generalized! self-efficacy,!(2)!self-esteem,!(3)!locus!of!control,!and!(4)!emotional!stability)

self-efficacy-A!person’s!belief!about!his!or!her!chances!of!successfully!accomplishing!a! specific!task) locus)of)control-A!relatively!stable!personality!characteristic!that!describes!how!much! personal!responsibility!we!take!for!our!behavior!and!its!consequences) internal)locus)of)control-A!belief!that!one!can!control!the!events!and!consequences!that! affect!their!lives) external)locus)of)control-A!belief!that!one’s!performance!is!the!product!of!circumstances! beyond!their!immediate!control) emotional)intelligence-The!ability!to!monitor!your!own!emotions!and!those!of!others,!to! discriminate!among!them,!and!to!use!this!information!to!guide!your!thinking!and!actions) emotions-Complex,!relatively!brief!responses!aimed!at!a!particular!target,!such!as!a! person,!information,!experience,!or!event.!They!also!change!psychological!and/or! physiological!states) ) Chapt)5:) ) two general categories of motivation theories: content theories (identify internal factors such as needs and satisfaction that energize employee motivation) and process theories (explain the process by which internal factors and situational factors influence employee motivation) needs-Physiological!or!psychological!deficiencies!that!arouse!behavior)

Content theories include: 1. McGregor’s Theory X and Theory Y. McGregor formulated two sharply contrasting sets of assumptions about human nature. Theory X is a pessimistic view of employees: They dislike work, must be monitored, and can be motivated only with rewards and punishment (“carrots and sticks”). McGregor felt this was the typical perspective held by managers. To help them break with this negative tradition, McGregor formulated his own Theory Y. Theory Y is a modern and positive set of assumptions about people at work: They are self-engaged, committed, responsible, and creative.

2. Maslow’s need hierarchy theory. States!that!motivation!is!a!function!of!five!basic!needs:!physiological,!safety,!love,!esteem,! and!self-actualization.!Maslow!believed!human!needs!generally!emerge!in!a!predictable! stair-step!fashion.!Thus,!when!physiological!needs!have!been!met,!safety!needs!emerge,!and! so!on!up!the!need!hierarchy,!one!step!at!a!time.!Once!a!need!has!been!satisfied,!it!activates! the!next!higher!need!in!the!hierarchy.!This!process!continues!until!the!need!for!selfactualization!has!been!activated.

3. Acquired needs theory. David McClelland, a well-known psychologist, began studying the relationship between needs and behavior in the late 1940s. He proposed the acquired needs theory which states that, three needs—achievement (the desire to excel, overcome obstacles, solve problems, and rival and surpass others.), affiliation (the desire to maintain social relationships, be liked, and join groups), and power (the desire to influence, coach, teach, or encourage others to achieve.)—are the key drivers of employee behavior. McClelland identified a positive and negative form of the power need. The positive side is called the need for institutional power. It manifests in the desire to organize people in the pursuit of organizational goals and help people obtain the feeling of competence. The negative face of power is called the need for personal power. People with this need want to control others, and they often manipulate people for their own gratification.

4. Self-determination theory. Self-determination!theory!was!developed!by!psychologists!Edward!Deci!and!Richard!Ryan.!! This!theory!assumes!that!three!innate!needs!influence!our!behavior!and!well-being—the! needs!for!competence,!autonomy,!and!relatedness.!Self-determination!theory!focuses!on! the!needs!that!drive!intrinsic!motivation.!Intrinsic!motivation!is!longer!lasting!and!has!a! more!positive!impact!on!task!performance!than!extrinsic!motivation.!! Competence—“I need to feel efficacious.” This is the desire to feel qualified, knowledgeable, and capable to complete an act, task, or goal. Autonomy—“I need to feel independent to influence my environment.” This is the desire to have freedom and discretion in determining what you want to do and how you want to do it. Relatedness—“I want to be connected with others.” This is the desire to feel part of a group, to belong, and to be connected with others.

5. Herzberg’s motivator-hygiene theory. Frederick!Herzberg’s!theory!is!based!on!a!landmark!study!in!which!he!interviewed!203! accountants!and!engineers.32!These!interviews,!meant!to!determine!the!factors! responsible!for!job!satisfaction!and!dissatisfaction,!uncovered!separate!and!distinct! clusters!of!factors!associated!with!each.!This!pattern!led!to!the!motivator-hygiene!theory,! Proposes!that!job!satisfaction!and!dissatisfaction!arise!from!two!different!sets!of!factors— satisfaction!comes!from!motivating)factors!(Include!achievement,!recognition,! characteristics!of!the!work,!responsibility,!and!advancement.!They!cause!a!person!to!move! from!a!state!of!no!satisfaction!to!satisfaction)!and!dissatisfaction!from!hygiene)factors! (Include!company!policy!and!administration,!technical!supervision,!salary,!interpersonal! relationships!with!supervisors,!and!working!conditions.!They!cause!a!person!to!move!from! a!state!of!no!dissatisfaction!to!dissatisfaction) )

Process theories include: )

1. Equity/Justice theory

A!model!of!motivation!that!explains!how!people!strive!for!fairness!and!justice!in!social! exchanges!or!give-and-take!relationships.!! The Elements of Justice Theory: Distributive (The!perceived!fairness!of!the!way!resources! and!rewards!are!distributed!or!allocated), Procedural (The!perceived!fairness!of!the!process! and!procedures!used!to!make!allocation!decisions), and Interactional Justice (The!quality!of! the!interpersonal!treatment!people!receive!when!procedures!are!implemented)

2. Expectancy Theory Holds!that!people!are!motivated!to!behave!in!ways!that!produce!desired!combinations!of! expected!outcomes The Elements of Vroom’s Expectancy Theory: Expectancy (An!individual’s! belief!that!a!particular!degree!of!effort!will!be!followed!by!a!particular!level!of! performance), Instrumentality (The!perceived!relationship!between!performance!and! outcomes), and Valence (Describes!the!positive!or!negative!value!people!place!on! outcomes)

3. Goal-Setting Theory Goals that are specific and difficult lead to higher performance than general goals like “Do your best” or “Improve performance.” Therefore, it is essential to set specific, challenging goals. Goal specificity means whether a goal has been quantified. Certain conditions are necessary for goal setting to work. People must have the ability and resources needed to achieve the goal, and they need to be committed to the goal. Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal setting to work.

scientific)management-The!kind!of!management!which!conducts!a!business!or!affairs!by! standards!established!by!facts!or!truths!gained!through!systematic!observation,! experiment,!or!reasoning) job)enlargement-Puts!more!variety!into!a!worker’s!job!by!combining!specialized!tasks!of! comparable!difficulty!(horizontal!loading)) ) job)rotation-Moving!employees!from!one!specialized!job!to!another.! ) job)enrichment-)Modifies!a!job!such!that!an!employee!has!the!opportunity!to!experience! achievement,!recognition,!stimulating!work,!responsibility,!and!advancement!(vertical! loading)! ! job)characteristics)model-Promotes!high!intrinsic!motivation!by!designing!jobs!that! possess!five!core!job!characteristics.!Skill!variety,!task!identity,!task!significance,!autonomy,! and!feedback.!) ) )...