Podcast
Questions and Answers
Motivation is an external force that drives a person to engage in specific behaviors.
Motivation is an external force that drives a person to engage in specific behaviors.
True
Persistence is not an element of motivation.
Persistence is not an element of motivation.
False
Learned capabilities diminish over time when not in use.
Learned capabilities diminish over time when not in use.
True
Aptitudes are abilities that individuals can develop through practice alone.
Aptitudes are abilities that individuals can develop through practice alone.
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Competencies only refer to the skills an individual possesses.
Competencies only refer to the skills an individual possesses.
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Providing training is a strategy to enhance employee competencies.
Providing training is a strategy to enhance employee competencies.
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Employee role perceptions do not influence job performance.
Employee role perceptions do not influence job performance.
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Situational factors are always within an employee's control.
Situational factors are always within an employee's control.
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The ideal situation in organizations is to have employees whose values are perfectly congruent with the organization's values.
The ideal situation in organizations is to have employees whose values are perfectly congruent with the organization's values.
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Egalitarianism is one of three types of ethical principles.
Egalitarianism is one of three types of ethical principles.
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Utilitarianism judges morality by the means to attaining consequences rather than their outcomes.
Utilitarianism judges morality by the means to attaining consequences rather than their outcomes.
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Moral intensity refers to the difficulty associated with making certain decisions.
Moral intensity refers to the difficulty associated with making certain decisions.
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Research indicates that people almost always make ethical decisions even when under pressure to make unethical decisions.
Research indicates that people almost always make ethical decisions even when under pressure to make unethical decisions.
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Some managerial issues involve no moral intensity.
Some managerial issues involve no moral intensity.
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Mindfulness increases moral sensitivity.
Mindfulness increases moral sensitivity.
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Cultures with high collectivism must also have low individualism.
Cultures with high collectivism must also have low individualism.
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Uncertainty avoidance is the degree to which people tolerate ambiguity and feel threatened by uncertainty.
Uncertainty avoidance is the degree to which people tolerate ambiguity and feel threatened by uncertainty.
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There is evidence to show that English and French Canadian values are diverging.
There is evidence to show that English and French Canadian values are diverging.
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Power distance refers to the physical proximity that is comfortably tolerated between subordinates and their supervisors.
Power distance refers to the physical proximity that is comfortably tolerated between subordinates and their supervisors.
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Morally sensitive people tend to have more empathy and knowledge about the situation.
Morally sensitive people tend to have more empathy and knowledge about the situation.
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The most effective way organizations can support ethical conduct is to have a set of shared values that reinforce ethical conduct.
The most effective way organizations can support ethical conduct is to have a set of shared values that reinforce ethical conduct.
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Organizations with First Nations founders and leaders tend to have high collectivism and low power distance values.
Organizations with First Nations founders and leaders tend to have high collectivism and low power distance values.
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While there may be many varieties of individual behaviors, most can be organized into six categories.
While there may be many varieties of individual behaviors, most can be organized into six categories.
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Task performance refers to behaviors not related to organizational objectives.
Task performance refers to behaviors not related to organizational objectives.
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Employees are more likely to engage in organizational citizenship behaviors if these are outlined in their formal job duties.
Employees are more likely to engage in organizational citizenship behaviors if these are outlined in their formal job duties.
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Dark-side workplace behaviors are known as counterfeit citizenship work behaviors.
Dark-side workplace behaviors are known as counterfeit citizenship work behaviors.
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Research has shown that absenteeism is often caused by situational factors.
Research has shown that absenteeism is often caused by situational factors.
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Personality traits are less evident in situations where social norms and reward systems constrain behavior.
Personality traits are less evident in situations where social norms and reward systems constrain behavior.
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Conscientiousness is a poor predictor of job performance in most job groups.
Conscientiousness is a poor predictor of job performance in most job groups.
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The five-factor model, known as the 'Big Five', consists of five personality dimensions.
The five-factor model, known as the 'Big Five', consists of five personality dimensions.
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Agreeableness, extraversion, and neuroticism are three of the 'Big Five' personality dimensions.
Agreeableness, extraversion, and neuroticism are three of the 'Big Five' personality dimensions.
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The Myers-Briggs Type Indicator measures the 'Big Five' personality dimensions.
The Myers-Briggs Type Indicator measures the 'Big Five' personality dimensions.
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Values are stable, long-lasting beliefs about what is important in a variety of situations.
Values are stable, long-lasting beliefs about what is important in a variety of situations.
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One influence on the values-behavior link is personality.
One influence on the values-behavior link is personality.
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Research indicates that values incongruence is fairly uncommon.
Research indicates that values incongruence is fairly uncommon.
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Neuroticism, extraversion, and openness are the three dimensions of the 'Big Five' personality traits.
Neuroticism, extraversion, and openness are the three dimensions of the 'Big Five' personality traits.
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Study Notes
Motivation, Ability, Role Perceptions, and Situational Factors (MARS Model)
- Motivation is an internal force driving specific behaviors.
- Persistence is a component of motivation.
- Learned capabilities are acquired skills and knowledge, which can diminish without use.
- Aptitudes are natural talents that facilitate faster learning and better performance in tasks.
- Competencies encompass an individual's understanding of job requirements.
- Ability is a significant but not necessarily the most important factor influencing individual behavior. (Per the MARS model, motivations and role perceptions and situation matter)
Person-Job Matching Strategies
- Matching existing competencies with job requirements is a key strategy.
- Training is a method to enhance employee competencies.
- Role clarity and meaningful feedback improve employee role perception.
- Situational factors encompass aspects outside the employee's direct control.
Work-Related Behaviors
- Work behaviors can be grouped into categories: task performance, organizational citizenship behaviors, counterproductive work behaviors, and joining the organization.
- Task performance involves goal-oriented behaviors aligned with organizational objectives.
- Organizational citizenship behaviors are discretionary actions beneficial to the organization (e.g., team cooperation).
- Counterproductive work behaviors (CWBs) are actions against organizational interests (e.g., theft, absenteeism).
Absenteeism & Performance
- Absenteeism can be influenced by situational factors (e.g., sick leave policies).
- Motivation to attend work is influenced by sick leave policies.
Personality
- Personality is a stable pattern of behaviors and internal states.
- Personality traits are more pronounced in situations where external factors limit behaviors.
- Personality is generally shaped over a lifetime from a combination of factors.
- The Big Five personality dimensions (openness, conscientiousness, extraversion, agreeableness, neuroticism) represent key clusters of traits.
- Conscientiousness is often a strong predictor of job performance.
- Personality influences coping with stress.
- Agreeableness describes individuals who are outgoing, talkative, and assertive.
Myers-Briggs Type Indicator (MBTI)
- MBTI measures personality types based on Jungian concepts.
- MBTI assesses preferences related to perception and decision-making.
- Judging types prefer order and quick problem-solving.
Values
- Values are enduring beliefs about what's important.
- Schwartz's values model includes dimensions such as openness to change and conservation.
- Situation significantly affects the value-behavior relationship.
- Personal values influence workplace behavior.
- Values incongruence between employees and organizations is common.
- Aligning corporate values with societal values can boost employee retention.
Ethics
- Ethical principles involve values regarding what's morally right. These can be categorized by different principles like: utilitarianism, distributive justice, individual rights.
- Utilitarianism focuses on maximizing overall good for a majority of people.
- Distributive justice focuses on fair treatment.
- Individual rights focus on the rights of every individual.
- Moral sensitivity is a measure of ethical difficulty in a particular situation.
- Moral intensity assesses the ethical implications of a decision.
- Mindfulness and ethical codes of conduct can help support ethical decision-making.
Cross-Cultural Values
- Cross-cultural values vary in aspects such as individualism, collectivism, power distance, uncertainty avoidance, and achievement orientation.
- High individualism correlates with low power distance.
- Cultural values differ across populations.
- Diverse cultural values should be considered in understanding workplace behavior.
- Research indicates that variations exist in values across nations.
Answers to True/False Questions (Individual, specific responses):
- Note:* The following answers are direct responses to the specific questions, not generalizations or elaborations. These are provided for convenient lookup.
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Description
Explore the dynamics of motivation, ability, and role perceptions through the MARS model. Understand how these factors influence work-related behaviors and develop effective person-job matching strategies. This quiz will help you grasp the essential components that drive employee performance and job satisfaction.
