MPW Textbook Summary
MPW Textbook Summary
2.1 Diversity
2.2 Discrimination
2.5 Ability
3.1 Attitudes
Attitudes: Evaluative statements/ judgments concerning object, people or event (favourable/ unfavourable)
“I like my job”
Attitude-behaviour relationship is likely to be much stronger if attitude refers to something with which a pearson
has direct experience.
= how active = how much do u feel that you're = how much do u identify with
= how much u identify making an impact goals and values of company
= performance is important to = how much autonomy
self-worth
= Does the company care about my well-being = how engaged are the employees when doing their
job
Fair rewards, voice in decisions, supportive = how enthusiastics are the employees
supervisors
3.4 Job Satisfaction
4.1 Personality
Personality (Gordon Allport)
- The dynamic organisation within the individual of those psychophysical systems that determine his
unique adjustments to his environment
Measuring personality
1. Self-report surveys
- May result in respondent lying to have good impression
2. Observer-rating
- Co-worker or another observer does an independent assessment of personality, with or without
subject’s knowledge
- Asked to monitor my colleague behaviour to see if she slacks off
Personality determinants
Heredity
- Biological, physiological and inherent psychological makeup
Personality traits
1. Extraversion
2. Emotional stability
3. Agreeableness
4. Conscientiousness
5. Openness
Flourish best
1. Interact F2F with others
2. Situation has minimal rules
(improvisation)
3. Emotional involvement is
irrelevant
Situation strength theory – Theory indicating that way personality translates into behaviour depends on
strength of situation
- Strong situation vs “Anything goes”
1. Clarity
2. Consistency
3. Constraints
4. Consequences
Trait Activation Theory – Some situation or events activate a “trait” more often than others
4.5 Values
Values
- Specific mode of conduct or end-state existence is personally or socially preferable to opposite mode of
conduct
- Ranking individual values in terms of intensity = obtain personal value system
Terminal Values
- Desirable end-states of existence
- Eventual goals we wanna achieve
Instrumental values
- Preferable values we should have to achieve that goal
Person-organisation fit
- People are attract to and selected by organisations that match their values and leave when theres no
compatibility
Hofstede
- Power distance
- Individualism
- Collectivism
- Masculinity
- Femininity
- Uncertainty avoidance
- Long-term orientation
- Short-term orientation
Chapter 5: Perception and Individual Decision Making
Attribution theory
1. Distinctiveness
2. Consensus
3. Consistency
Self-serving bias
- Attribute success to yourself and put blame on others
Bounded Rationality
- Making decisions by constructing simplified models that extract the essential features problems and
does not capture all complexity
Risk aversion
- We prefer moderate gain than risker outcome
Positivity offset
- At 0 input, nothing much going on, most individuals experience mildly positive moods
- Employees complain about poor working conditions but in survey, the findings say they are positive
mood 70% of time
1. Physical 1. Formal
- Skiing with friends - Attending meeting
2. Informal 2. Sedentary
- party - Watching tv/ game with friends
3. Epicurean
- Eating with friends
Affect Intensity
- Differences between how every individual experience their emotions
- Some experience positive and negative emotions very strongly
Illusory correlation
- Tendency for people to associate 2 events when in reality, they don’t have connection
Felt emotions
- Actual emotion
Displayed emotions
- Emotions that are required and displayed in work setting
Emotional Dissonance
- Inconsistency between feeling and emotions they project
Positive people
- Use rule of thumb/ heuristic in decision making
- Enhance creativity and problem solving
Depressed people
- More critical + weigh all options
- Take extended time to process information
Negotiation
- Negative emotion can be effective
- Individual who do poorly in negotiation experience negative emotions + develope negative perceptions
of counterpart + less cooperative in future negotiation
2-factor theory
1. Hygiene
- Quality of supervision, pay, policies, working conditions, relationships to others
- When adequate = people will be satisfied nor dissatisfied
2. Motivation
- Related to work itself
- Promotion, personal growth opp, recognition, responsibility
Managers have a high need for power and low need for affiliation!!
Self-Determination theory
- People do like doing things that are obligation even if they once used to enjoy
- Autonomy, competence and positive connections
Self-Concordance
- How strongly people’s reasons are for pursuing goals that are consistent with interest and core values
Self-efficacy theory
- “I believe i can perform a task”
- Social cognitive
- To improve, according to Albert Bandura,
1. Enactive mastery (u gaining experience)
2. Vicarious modelling (seeing others do)
3. Verbal persuasion
4. Arousal
Reinforcement Theory
Job designs:
- Elements of a job
Job characteristics model:
- Model that proposes that any job can be described in terms of five core job dimensions:
- skill variety, task identity, task significance, autonomy, and feedback.
Task identity
- Making chair = wood, build, finish the piece = high task identity
- Making leg of chair solely = low task identity
Task significance
- How impactful your job affects people?
1. Job rotation
2. Job enrichment
- Herzberg theory of motivation hygiene
3. Relational Job Design
- Employees can see the difference they are making
Punctuated-Equilibrium Model
- Set of phases that temporary groups go through that involves transitions between inertia and activity
Role Perception: how u think u should act (formed from surrounding and stimuli around us)
Fault Lines:
- Divisions that split groups into 2 or more subgroups based on differences (sex, race, age…)
Groupthink
- Pressurising to conform to norm instead of looking for alternatives!
Chapter 10: Understanding Work Teams
10.1 Why Have Teams Become So Popular?
1. Selecting
2. Training
3. Rewarding
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