BUAD 309 mistry

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Spaced Repetition

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Practice Test



63 Terms
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Latin word for "movement," a set of energetic force that originates both within and outside of an employee
Self-efficacy best practice
Belief that a person has the capabilities needed to execute the behaviors required for task success
Past accomplishments
The degree to which they have succeeded or failed in similar sorts of tasks in the past
Vicarious experiences
Taking into account observations and discussions with credible others who have performed such tasks
Verbal persuasion
Credible coworkers and leaders persuade employees that they can "get the job done"
Emotional cues
Feeling of fear and anxiety create doubts about task accomplishment, whereas pride and enthusiasm can bolster confidence levels
Persistence and Intensity
How hard and for how long will you work, explained by three best practices
Goal setting best practice
Views goals as drivers of the intensity and persistence of effort
The objective or aim of an action and typically refer to attaining a specific standard of proficiency, often within a specified time limit
Self-set goals
The internalized goals that people use to monitor their own task progress
Task strategies
Learning plans and problem-solving approaches used to achieve successful performance
Task feedback
Updates to the employees on their progress toward goal attainment
Task complexity
The extent to which a leader has tried, hopefully successfully, to simplify the information and actions involved in a task and how much the task changes
Task goal commitment
The degree to which a person accepts a goal and is determined to try to reach it.
Tying goal achievement to the receipt of monetary or non monetary rewards
Publicizing the goal to significant others and coworkers to create some social pressure to attain it
Providing supportive supervision to aid employees if they struggle to attain the goal
Setting the specific proficiency level and due date for a goal so that the employee feels a sense of ownership over the goal
Providing the resources needed to attain the goal and remove any constraints that could hold back task efforts
Equity best practice
Acknowledges that motivation doesn't just depend on your own beliefs and circumstances, but also on what happens to other people
Performance, skills and abilities, education, training, and seniority
Status symbols, satisfying supervision, workplace perks, intrinsic rewards
Equity distress
Tension within a person that can only be alleviated by restoring balance to the ratios
A sense of choice in the initiation and continuation of work tasks
Piece rate
Pay a specific rate for each unit produced, each unit sold, or each service provided
Merit Pay
Offer an increase to base salary in accordance with performance evaluation ratings
Individual bonuses
Offer a bonus for meeting individual goals
Offer tangible awards to recognize achievement
Offer a bonus for meeting unit goals
Respect rule
Pertains to whether authorities treat fellow employees in a civil, dignified, and sincere manner
Propriety rule
Reflects whether authorities refrain from making improper or offensive remarks
Justification rule
Mandates that authorities explain decision-making procedures and outcomes in a comprehensive and reasonable manner
Truthfulness rule
Requires that those communications be honest and candid
Growth mindset
Enjoy working on new kinds of tasks, even if they fail during their early experiences
Fixed mindset
People tend to work mainly on tasks at which they're already good at
Selective perception
The tendency for people to see their environment only as it affects them and as it is consistent with their expectations
Projection bias
The false assumption people tend to make when it comes to other people, believing others think, feel, and act the same way they do
Representativeness bias
The tendency to assess the likelihood of an event by comparing it to an existing prototype (think stereotype) that already exists in our minds
Escalation of commitment
The decision to continue to follow a failing course of action
Fundamental attribution error
Argues that people have a tendency to judge others' behavior
Demonstrates people's social reputations and the way they are perceived by others
Recurring regularities or trends in people's responses to their environment
Dependable, organized, reliable, hardworking
Accomplishment striving
A strong desire to accomplish task-related goals as a means of expressing personality
Warm, kind, cooperative, helpful, sympathetic
Talkative, sociable, assertive, bold, and dominant
Status striving
A strong desire for power and influence in a social structure
Spatial ability
Having a good understanding in your environment (ex. Pilots)
Perceptual ability
Being able to understand and recall patterns of information (ex. Musicians, police officers)
4 Emotional abilities
Self awareness, other awareness, emotional regulation, use of emotions
Emotional regulation
Being able to recover quickly from emotional experiences
Use of emotions
The ability to improve being successful at whatever by strategically harnessing and channeling emotions
Cognitive ability
Strong predictor of job performance, particularly task performance
General cognitive ability
Maximum performance, reflecting performance in brief, special circumstances that demand one's best effort
The degree to which rules and procedures are used to standardize behaviors and decisions in an organization
Centralization of authority
Refers to where decisions are formally made in organizations
Spans of control
How many employees each member in the organization has responsibility for
Business environment
Consists of its customers, competitors, suppliers, distributors, and other factors external to the firm
Corporate strategy
An organization's objectives and goals
Size of the firm
As organizations become larger, they need to become more mechanistic in nature
(occurs in 3 stages) employees learn the social knowledge that enables them to understand and adapt to the organization's culture
Anticipatory stage
Happens prior to an employee spending even one second on the job
Understanding and adaptation
final stage where newcomers have learned the way things happen within an organization and who to go in order to make things happen