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HBP chapter 4
| Question | Answer |
|---|---|
| Advising response | When the listener offers a solution to the speaker |
| Amotivation | Absence of motivation |
| Assertiveness | Form of communication which aims at maintaining a balance between one's needs and the others' needs |
| Autonomy | The degree to which a job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out |
| Belonging needs | Affection, belongingness, acceptance and friendship |
| Disowned communication | Communication where the speaker does not take responsibility ("we think, they think") |
| Distributive justice | Perceived fairness of the amount and allocation of rewards among individuals |
| Esteem needs | Internal factors such as self-respect, autonomy, and achievement and external factors such as status, recognition and attention |
| Extinction | Absence of any consequence after a behavior that leads to a disappearance of the behavior |
| Extrinsic motivation | Motivation to do something for other outcomes than the purpose of the job. |
| Feedback | The degree to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his or her performance |
| Goal-setting theory | A theory that says that specific and difficult goals with feedback leads to higher performance |
| Interactional justice | The perceived degree to which an individual is treated with dignity, concern and respect |
| Interpreting response | When the listener tries to analyze the speaker's message |
| Intrinsic motivation | Motivation to do something fot its own sake |
| Job characteristic theory | A theory that proposes that any job can be described in terms of five core dimensions: skill variety, task identity, task significance, autonomy and feedback |
| Maslow theory | The hierarchy of five needs- physiological, safety, belonging (or social), esteem, and self-actualization- in which , as each need is substantially satisfied, the next need becomes dominant |
| McClelland theory | A theory that states achievement, power and affiliation are three important needs that help explain motivation |
| Need for achievement | The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed |
| Need for affiliation | The desire for friendly and close interpersonal relationships |
| Need for autonomy | The need to be causal agents of one's own life and act in harmony with one's integrated self |
| Need for competence | The need to experience mastery and to reach goals |
| Need for power | The need to make others behave in a way in which they would not have behaved otherwise |
| Need for relatedness | The need to interact, be connected to, and experience caring for others |
| Negative reinforcers | Removal of a negative consequence that increases the behavior |
| Organizational justice | An overall perception of what is fair in the workplace, composed of distributive, procedural and interactional justice |
| Owned communication | Communication where the speaker takes the responsibility for his/her statements ("I think") |
| Person-oriented communication | Communication that targets the person as a whole |
| Physiological needs | Includes hunger, thirst, sex and other bodily needs |
| Positive reinforcers | Presentation of a positive consequence that increases the behavior |
| Probing response | When the listener asks questions in order to have more information or invites the speaker to elaborate on the message |
| Problem-oriented communication | Communication that targets the problem behavior |
| Procedural justice | The perceived fairness of the process used to determine the distribution of rewards |
| Punishment | Consequence delivered to a person that decreases the behavior |
| Reinforcement | Consequence delivered to a person that increases the behavior |
| Reinforcement theory | A theory that says that behavior is a function of its consequences |
| Safety needs | Security and protection from physical and psychological harm |
| Self-actualization | Drive to become what we are capable of becoming; includes growth, achieving our potential, and self-fulfillment |
| Self-determination theory | A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation |
| Social reinforcers | Interactions between people that increase behavior or performance |
| Supporting response | Expression of care, concern, affection and interest |
| Tangible reinforcers | Any economically valuable object or activity that is presented contingent on a behavior and that results in an increase in the frequency of the behavior |
| Task identity | The degree to which a job requires completion of a whole and identifiable piece of work |
| Task significance | The degree to which a job has substantial impact on the lives or work of other people |
| Task variety/skill variety | The degree to which a job requires a variety of different activities |
| Understanding response | When the listener tries to understand the speaker's message by actively listening (paraphrasing, asking for clarification) |
| Variable pay | Pay that is partly dependent on the performance of the person |
| Work-related reinforcers | Allowance to have more responsibilites or different activities and that results in an increase in the frequency of the behavior |
| Variable ratio of reinforcement | Roulette at the casino |
| Variable interval of reinforcement | Pop quizz |
| Fixed ratio of reinforcement | fidelity card for buying sandwiches: after 10, 1 offered |
| Fixed interval | Monthly quiz |
| SMART GOAL | Specific, Measurable, Attainable, Relevant, Time Bound |
| Interleaved practice | Working on multiple skills in parallel. |
| Elaborative interrogation | Strategy to help you remember meaningful information. The idea behind the strategy is that relevant prior knowledge is not always readily activated when you are trying to learn new information, and sometimes help is needed to make the right connections. |
| Temporal discounting | Tendency of people to discount rewards as they approach a temporal horizon in the future or the past (i.e., become so distant in time that they cease to be valuable or to have additive effects). |
Created by:
abbenard
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