HTM Management & Organizations Exam 1 Curtis
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HTM Management & Organizations Exam 1 Curtis - Marcador
HTM Management & Organizations Exam 1 Curtis - Detalles
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Preguntas:
69 preguntas
| 🇬🇧 | 🇬🇧 |
| A model that argues that rare and inimitable resources help firms maintain competitive advantage | Resource based theory |
| 1. Method of experience 2. Method of intuition 3. Method of Science 4. Method of Authority | What are the ways of knowing? |
| The set of employee behaviors that contribute to organizational goal accomplishment. 1. Task performance 2. Citizenship behavior 3. Counterproductive behavior. | Definition of job performance - 3 diminsions of job performance |
| A relativily permanent change in an empoyee's knowledge or skill that results from experience | Learning |
| Voluntary employee behaviorsthat contribute to organizational goals by improving the context in which work takes place. | Citizenship Behavior |
| Includes employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces | What is task performance? |
| Organizations gather information about relevant task behaviors using job analysis and o'net | How do organizations identify the behaviors that underlie task performance? |
| Knowledge work: applying theoretical and analytical knowledge acquired through education Service work: work that provides non tangible goods to customers | What workplace trends affect job performance in today's organizations? |
| Manage by Objectives (MOB) -based on weather or not the employee achieves specific objectives Behaviorally anchored rating scales -based on job performance behaviors 360-degree feedback -collecting info from anyone with first hand knowledge about the employees performance behaviors. can be biased | How can organizations use job performance information to manage employee performance? |
| Organizational Commitment: The desire on the part of an employee to remain a member of the organization. Withdrawal behavior is a set of actions that employees perform to avoid the work situation. Commitment and withdrawal are negatively related to each other - the more committed employees are, the less likely they are to engage in withdrawal. | What is organizational commitment? What is withdrawal behavior? How are the two connected? |
| Examples of psychological WD: Daydreaming, socializing, looking busy, moonlighting, and cyberloafing. Examples of physical WD: tardiness, long breaks, missing meetings, absenteeism, and quitting. Consistent with the progression model, withdrawal behaviors tend to start with minor psychological forms before escalating to more major physical varieties. | What are some examples of psychological and physical withdrawal? How do these types of withdrawal relate to each other? |
| By fostering perceived organizational support, which reflects the degree to which the organization cares about employees' well-being. Commitment can also be fostered by specific initiatives directed at the three commitment types. | How can organizations foster a sense of commitment among employees? |
| People are satisfied when their job provides the things that they value | How do values affect job satisfaction? |
| Pay satisfaction, promotion satisfaction, supervision satisfaction, coworker satisfaction, satisfaction with the work itself | People often evaluate their job satisfaction according to specific facets. What are those facets? |
| -Variety -identity -significance -autonomy and -feedback | Which job characteristics can create a sense of satisfaction with the work itself? |
| Job satisfaction predicts job performance and is moderately correlated with task performance. Job satisfaction also has a strong positive correlation to organizational commitment. | How does job satisfaction affect job performance and organizational commitment? How does it affect life satisfaction? |
| -Through attitude surveys such as the Job Descriptive Index which assess pay, job supervisor, coworker satisfaction, and as well as overall satisfaction. -Check compensation levels of competitors and asses programs while revising its system | What steps can organizations take to assess and manage job satisfaction? |
| The intensity of a tendency to perform in a particular manner is dependent on the intensity of an expectation that the performance will be followed by a definite outcome and on the appeal of the outcome to the individual. 1. Expectancy- effort is believed to result in performance 2. Instrumentality- performance is believed to result in outcomes 3. Valence- outcomes are anticipated to be valuable | What is expectancy theory, and what are the three beliefs that help determine how work effort is directed? |
| Goal Setting Theory: Views goals as the primary drivers of the intensity and persistence of effort Goals become strong drivers of motivation and performance when they are difficult and specific. Specific and difficult goals affect performance by increasing self-set goals and task strategies. Those effects occur more frequently when employees are given feedback, tasks are not too complex, and goal commitment is high. | What is goal setting theory? What two qualities make goals strong predictors of task performance? How and when do those effects occur? |
| Rewards are equitable when a person's ratio of outcomes to inputs matches those of some relevant comparison other. A sense of inequity triggers equity distress. Under-rewarded inequity typically results in lower levels of motivation or higher levels of counterproductive behavior. Overreward inequity typically results in cognitive distortion, in which inputs are reevaluated in a more positive light. -Employees create a "mental ledger" of the outcomes (or rewards) they get from their job duties | What does it mean for rewards to be “equitable,” and how are perceptions of equity determined? How do employees respond when they feel a sense of inequity? |
| A form of motivation derived from the belief that one's work tasks are contributing to some larger purpose Fostered by four beliefs: 1. Meaningfulness 2. Self-Determination 3. Competence 4. Impact | What is psychological empowerment? What four beliefs help create a sense of empowerment among employees? |
| Motivation has a strong positive relationship with job performance and a moderate positive relationship with organizational commitment. Of all the energetic forces subsumed by motivation, self-efficacy/competence has the strongest relationship with performance. | How does motivation affect job performance and organizational commitment? |
| -disposition-based trust -cognition-based trust -affect-based trust | In what three sources can trust be rooted? |
| 1. Ability 2. Benevolence (the degree to which authority wants to do good for trustor), 3. Integrity | What dimensions can be used to describe the trustworthiness of an authority? |
| -moral awareness -moral judgement -moral intent -ethical behavior | What is the four-component model of ethical decision making? |
| -Moderate positive relationship with job performance -Strong positive relationship with organizational commitment. | How does trust affect job performance and organizational commitment? |
| By emphasizing corporate social responsibility, a perspective that acknowledges that the responsibilities of a business encompass the economic, legal, ethical, and citizenship expectations of society. | What steps can organizations take to become more trustworthy? |
| Employees gain both: 1.explicit- easily communicated and available to everyone. 2. tacit- something employees can learn only through experience. | What types of knowledge can employees gain as they learn and build expertise? |
| Employees learn new knowledge through reinforcement and observation of others. That learning also depends on whether the employees are learning-oriented or performance-oriented. | What are the methods by which employees learn in organizations? |
| Employees are less able to translate their learning into accurate decisions when they struggle with limited information, faulty perceptions, faulty attributions, and escalation of commitment. | What decision-making problems can prevent employees from translating their learning into accurate decisions? |
| -moderate positive relationship with job performance -weak positive relationship with organizational commitment | How does learning affect job performance and organizational commitment? |
| Through various forms of training, companies can give employees more knowledge and a wider array of experiences that they can use to make decisions. | What steps can organizations take to foster learning? |