I/OP Chapter 8
🇬🇧
In Inglés
In Inglés
Practique preguntas conocidas
Manténgase al día con sus preguntas pendientes
Completa 5 preguntas para habilitar la práctica
Exámenes
Examen: pon a prueba tus habilidades
Pon a prueba tus habilidades en el modo de examen
Aprenda nuevas preguntas
Modos dinámicos
InteligenteMezcla inteligente de todos los modos
PersonalizadoUtilice la configuración para ponderar los modos dinámicos
Modo manual [beta]
El propietario del curso no ha habilitado el modo manual
Modos específicos
Aprende con fichas
Completa la oración
Escuchar y deletrearOrtografía: escribe lo que escuchas
elección múltipleModo de elección múltiple
Expresión oralResponde con voz
Expresión oral y comprensión auditivaPractica la pronunciación
EscrituraModo de solo escritura
I/OP Chapter 8 - Marcador
I/OP Chapter 8 - Detalles
Niveles:
Preguntas:
49 preguntas
| 🇬🇧 | 🇬🇧 |
| Behaviors that are not part of an employee's job but which make the organization a better place to work. | Organizational citizenship behavior |
| Employees will be motivated to perform at levels consistent with their levels of self-esteem | Korman; consistency theory |
| A person's overall feeling about himself | Chronic self esteem |
| Person's feeling about himself in a particular situation | Situational self-esteem |
| How a person feels about himself on the basis of the expectations of others | Socially influenced self-esteem |
| They are given insights into their strengths | Self-esteem workshops |
| Participants learn that they are emotionally and physically strong enough to be successful and to meet challenges. | Outdoor experiential training |
| Idea that people behave in ways consistent with their self-image. performance self-expectation. | Self-fulfilling prophecy |
| Idea that if people believe that something is true, they will act In a manner consistent with that belief | Pygmalion effect |
| When negative expectations of an individual cause a decrease in that individual's performance | Golem effect |
| Work motivation In the absence of such external factors as pays promotion and coworkers | Intrinsic motivation |
| Work motivation that arises from such non personal factors as pays, coworkers and opportunities for advancement | Extrinsic motivation |
| Measure of an individual's orientation toward intrinsic versus extrinsic motivation | Work preference inventory |
| Motivated by jobs that are challenging and over which they have some control | Needs for achievement |
| Motivated by jobs in which and they can work with and help other people | Need for affiliation |
| Method of recruitment in which job applicants are told both the positive and the negative aspects of the job | Realistic job preview |
| Employees would be motivated by and satisfied with their jobs of any given print in time if certain needs were met | Maslow's Hierarchy of needs |
| Theory based on the idea that employees will be satisfied with jobs that satisfy their needs. | Needs theory |
| Describes 3 levels of satisfaction : existence, relatedness and growth ; a person can skip levels | ERG theory (aldefer) |
| Postulating that there are 2 factors involved in job satisfaction: hygiene factors and motivators | Two-factor theory (herzberg) |
| Method of increasing performance in which employees are given specific performance goals to aim for. | Goal setting |
| Type of learning based on the idea that humans learn to behave in ways that will result in favorable outcomes and learn not to behave in ways that result in unfavorable outcomes | Operant conditioning |
| A rank-ordered list of reinforces of an individual | Reinforcement hierarchy |
| Motivation technique using such methods as personal attention, signs of approval and expression and appreciation | Social recognition |
| System in which employees are paid on the basis of how much they individually produce - commission and piecework | Pay for performance/ earnings at risk (EAR) |
| Cost-of-living / automatic annual increases | Step-increases |
| Employees are given the option of buying stock in the future at the price of the stock when the options were granted | Stock options |
| Motivation is a function of expectancy, instrumentality and valence | Expectancy theory |
| Perceived relationship between the amount of effort an employee puts in and the resulting outcome | Expectancy |
| Extent to which the outcome of a worker's performance, if noticed results in a particular consequence | Instrumentatlity |