which type of justice refers to the process used to decide who gets what outcomes?
high distributive plus high procedural
which combination of procedural and distriutive justice leads to happiness
high distributive plus high procedural and low distributive plus low procedural
which two combinations of procedural and distributive justice lead to positive self - esteem?
what are the three things organizations should do to have high procedural justice? Tell people the procedure, give voice, and avoid playing favorites...answer is read
merit/equity, equality, need
what are the three norms for distributing outcomes fairly?
which psychological principle is the IAT based on?
which part of the IPO model do the 4 common problems with teams fit into?
a motivational theory consisting of three parts; valence, instrumentality, and expectancy
preference for a particular outcome
what other results are likely to come from getting the outcome?
how likely you are to be able to get the outcome
v x e
equation where ________= motivation
goal setting theory
a motivational theory using goals to direct attention, mobilize effort, increasepersistance, and motivate the person to develop strategies for goal attainment.
goals should be specific, measurable, achievable, relevant, and time-bound
motivational theory that suggests that individuals look at their world in terms of comparative inputs and outcomes. Individuals compare their inputs and outcomes with others by developing an input/outcome ratio
the training, effort, skills, and abilities that employees bring to or invest in their work
the compensation, satisfaction, and other benefits employees derive from their work.
ratio that results when employees compare their inputs and outcomes to those others todetermine if they are being treated equitably
system in which a reward is presented every time a correct response occurs
system in which only a portion of correct response are rewarded
maslows need theory
theory that proposed that all humans have a basic set of needs and that these needs express theselves over the life span of the individual as internal pushes or drives. Identified five basic needs sets: physiological, security, love or social, esteem, and self actualization.
the attitude an employee has toward their job
the extent to which the employee wants to remain with the organization, cares about the organization, and is willing to exert effort on its behalf
the extent to which an employee believes they must remian with the organization due to the time, expense, and effort that they have already put into it or the difficulty they wouldhave in finding another job
the extent to which an employee feels obligated to the organization and, as a result of this obligation, must remain with the company
describes the fit between an employee/person to the organization
what is the correlation between job satisfaction and task performance
empathy box technique
technique used as the idea of understanding where someone is coming from. Goal is to assess how they sit it from their perspective.
perceived fairness of the distributions of outcomes to organizational members
perceived fairness of process or procedure by which ratings are assigned or rewards are distributed
having the possibility of challenging, influence, or expressing objection to the process or outcome. Happens in Procedural justice.
the sensitivity with which employees are treated and the extent to which employees feel respected by the employer.
low distributive plus low procedural equals........
overall positive or negative evaluations of a concept that is stored in memory
team problem..reduced performance that occurs when team members expend their energies in different directions or fail to synchronize/coordinate their work. Can fix by improving communication and developing shared mental models
shared mental model
an organized way for the team memebrs to think about how the team works
lack of cohesion
team problem....degree to which team members desire to remain in the team and are committed to team goals. Cohesive teams have stability, pride, feelings of unity, and satisfaction, and norms
when people slack off in a group relative to how hard they would work alone. Belieft that indivdiual contribution is not known or important. Combat by discussing how individuals benefit from team success.
when members' desire fro agreement overrides their motivation to appraise alternative courses realistically.
IPO variables - organizational context, task characteristics, team composition
IPO variables - norms, decision making, communication, coordination, cohesion
IPO variables....productivity/performance, member satisfaction, and innovation
forming storming norming performing adjourning
what are the 5 stages of team development
study of the characteristis of individuals who become leaders, examining the basis on which they were elected, appointed, or simply accepted.
study of which behaviors on the part of a leader led to an outcome valued by the group or organization
the individual ina group viven the task of directing task relevant group activities or in the absence of a deisgnated leader, carrying the primary responsibility for performing these functions in the group
followers change their behaviors as a function the the leader's effort.
leader changes follower's behavior, resulting in both leader and follower feeling satisfied and effective.
Great man theory
developed by historians who examined the life of a respected leader for clues leading to the person's greatness: often focused on galvanizing experience or an admirable trait that a leader possesses to a singular degree.
proposed that leaders adopt diff. behaviors with individual subordinates: the particular behavior pattern of the elader develops over time and depends to a large extent upon the quality of the leader - subordinate relationship
describes the behavior of inspirational political leaders who transform their followers by appealing to nobler motives such as justice, morality, and peace
component of transformational leadership...display conviction; emphasize trust, commitment, a purpose; awareness of ethical consequences
component of transformational leadership...articulate an appealing vision, high standards, optimistic and enthusiastic, provide encouragement
component...question old assupmtions, values, beliefs, stimulate new ways of doing things; encourage; expression of new ideas
component....deal with others as individuals; listen
5th component of transformational leadership...and controversial
a personal attribute of a leader that hypnotizes followers and compels them to identify with and attempt to emulate the leader.
leaders who followers how they can meet their personal goals by adopting a particular behavor pattern; the leader develops social contracts with followers in which certain behaviors will be rewarded.
full range leadership
transformational, contingent reward, active management by exception, passive management by exception, and laissez faire. Best is transformational and worst is laissez faire.