ch1 jobn satsitcation

Pleasurable emotional state from job appraisal.

Job satisfaction depends on perceived job value.

Overall satisfaction with the job assessed.

Dissatisfaction calculated by (Vwant-Vhave) x (Vimportance).

Jobs are enjoyable when tasks are fulfilling.

Diversity of activities and skills in a job.

Completing a job with a clear beginning and end.

Job's perceived importance and impact on stakeholders.

Worker's freedom in planning and executing tasks.

Information provided about job performance.

States influenced by core job characteristics.

Derived from skill variety, task identity, significance.

Worker's autonomy in their job role.

Understanding performance outcomes from feedback.

Leads to better performance, motivation, and attitudes.

Negative outcomes like absenteeism and turnover.

Mild feelings lasting longer, not directed at causes.

Intense feelings lasting minutes, directed at causes.

Workplace events influence emotional reactions and behaviors.

Activities like socials and gyms enhance workplace mood.

Managing emotions to fulfill job duties successfully.

One's emotions trigger similar feelings in others.

Contentment derived from the nature of the work.

Contentment with the support from supervisors.

Contentment with relationships among coworkers.

Contentment with salary and financial compensation.

Contentment with opportunities for career advancement.

The process of shaping behavior by controlling the consequences of the behavior.

Factors that can influence behavior in the context of reinforcement.

A method of encouraging a behavior by providing a desirable consequence.

A consequence that decreases the likelihood of a behavior being repeated.

The process of reducing a behavior by withdrawing reinforcement.

The removal of an aversive stimulus to increase a behavior.

The process by which individuals organize and interpret their environment.

Perceiver, Target, Situation.

The focus of an individual on achieving specific goals.

The process by which individuals acquire knowledge or skills.

A goal orientation focused on demonstrating ability.

A goal orientation focused on avoiding the demonstration of inability.

Ways in which individuals acquire knowledge, including reinforcement and observation.

The process of generating and choosing from a set of alternatives to solve a problem.

Decisions that are routine and based on established guidelines.

Decisions made in response to unfamiliar problems.

A decision-making approach based on gut feelings.

A structured approach to decision making that involves systematic analysis.

A decision-making model that involves selecting the first solution that satisfies minimal decision criteria.

The combination of satisfying and sufficing in decision making.

A common reason for making bad decisions.

A common reason for making bad decisions.

A common reason for making bad decisions.

We have a tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors.

Individuals attribute their own successes to internal factors.

Perception of a relationship where none exists.

Tendency to overestimate one's own abilities.

Tendency to fixate on initial information, as a starting point, and failing to adequately adjust for subsequent information.

The tendency to make different decisions, based on how a question or situation is phrased.

The tendency to assess the likelihood of an event by comparing it to a similar event and assuming it will be similar.

the tendency to weigh recent events MORE than earlier events

the tendency to judge the same probability of an unlikely event as lower when the probability is presented in a form of a ratio of smaller numbers

a type of selective perception where we seek out information that reaffirms past choices or preconceptions, and we discount information that contradicts past judgments

tendency to base judgments on information that is readily available

tendency to stay with a decision, even when there is clear evidence that it's wrong

tendency to believe, falsely, that one has/could have accurately predicted the outcome of an event, after that outcome is actually known

our reaction to a person is influenced by other persons we have recently encountered

judging someone on the basis of our perception of the group to which he or she belongs

personal filtering of what we see and hear, based on our personal likes, interests, and expectations

drawing a general impression on the basis of a single characteristic

the practice of unfairly treating a person or group of people due to bias

The structures and propensities inside a person that explain his or her characteristic patterns of thought, emotion, and behavior.

Five general dimensions that cluster around personality traits.

A mnemonic acronym for the Big Five Dimensions of Personality: Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism.

Curious, creative, seeking novelty, imaginative, complex, refined, sophisticated.

Responsible, organized, dependable, persistent, goal directed, reliable, ambitious, hardworking, persevering.

Emotionally expressive, talkative, sociable, passionate, assertive, bold, dominant, have positive affectivity.

Kind, cooperative, sympathetic, helpful, courteous, warm, trustworthy.

Anxious, sad, irritable, nervous, moody, emotional, insecure, jealous, unstable.

The debate regarding whether personality traits are determined by genetics (nature) or environment (nurture).

Research that studies identical twins reared apart to separate nature and nurture effects.

A personality assessment based on Carl Jung's work, reflecting preferences for gathering information, decision making, and planning.

Includes team building, identifying job preferences, career development, management training, and organization development.

Shared beliefs about desirable end states or modes of conduct in a given culture.

A framework for understanding cultural differences across countries.

A research program that examines the relationship between culture and leadership.

The degree of inequality that exists - and is accepted - among people with and without power.

The extent to which members of a culture feel threatened by ambiguous situations.

The degree to which organizational and societal institutional practices encourage and reward collective distribution of resources.

The degree to which individuals express pride, loyalty, and cohesiveness in their organizations or families.

The degree to which a culture minimizes gender role differences and promotes gender equality.

The degree to which individuals are assertive, confrontational, and aggressive in their relationships with others.

The extent to which a culture encourages and rewards future-oriented behaviors such as planning and investing in the future.

The degree to which a culture encourages and rewards group members for performance improvement and excellence.

The degree to which a culture encourages and rewards individuals for being fair, altruistic, generous, and kind to others.