io 9

27問 • 1年前

valerie

通報

問題一覧

(internal/external) force that drives an employee to perform well.

motivation

determine whether a worker can do the job

ability & skill

Four individual differences

personality, self-esteem, intrinsic motivation, needs for achievement and power

- predictor of work & academic performance, and (OCB)

conscientiousness

associated with salary and setting high goals

stability

- correlated with the number of promotions received

extraversion

behaviors that are not part of an employee’s job but which make the organization a better place to work (e.g., helping others, staying late).

organizational citizenship behaviors (OCBs)

extent to which a person views him or herself as valuable and worthy.

self-esteem

Korman’s theory that employees will be motivated to perform at levels consistent with their levels of self-esteem.

consistency theory

positive or negative way in which a person views himself or herself as a whole.

chronic self-esteem

positive or negative way in which a person views him or herself in a particular situation.

situational self-esteem

positive or negative way in which a person views him or herself based on the expectations of others.

socially influenced self-esteem

idea that people behave in ways consistent with their self-image.

self-fulfilling prophecy

when high self-expectations result in higher levels of performance

Galatea effect

idea that if people believe that something is true, they will act in a manner consistent with that belief

pygmalion effect

when negative expectations of an individual cause a decrease in that individual’s performance.

golem effect

work motivation in the absence of such external factors as pay, promotion, and coworkers.

intrinsic motivation

work motivation that arises from such nonpersonal factors as pay, coworkers, and opportunities for advancement.

extrinsic motivation

a measure of an individual’s orientation toward intrinsic versus extrinsic motivation.

work preference inventory

from which theory is need for achievement and power

trait theory

extent to which a person desires to be successful. ● motivated by jobs that are challenging and which they have some control

need for achievement

extent to which a person desires to be around other people (to help).

need for affiliation

extent to which a person desires to be in control of other people.

need for power

theory that employees can be motivated by monitoring their own progress toward the goals they set and adjusting their behavior to reach those goals. ● ability to select, set, and modify goals

self-regulation

success from a given task increases self-esteem

Experience with Success

communicate confidence in an employee

supervisor behavior

3 to increase self-esteem

self-esteem workshops, experience with success, supervisor behavior

AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders

valerie · 100問 · 2年前

AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders

100問 • 2年前

valerie

AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders

valerie · 100問 · 2年前

AB PSY CHAPTER 7: Eating and Sleep-Wake Disorders

100問 • 2年前

valerie

AB PSY CHAP 4 ANXIETY

valerie · 71問 · 2年前

AB PSY CHAP 4 ANXIETY

ITC PERSON-CENTERED

ITC PERSON-CENTERED

itc

itc

io 2

io 2

psy ass 3

psy ass 3

C3 PSYASS

C3 PSYASS

io 5

io 5

psyass 4

psyass 4

psyass 5

psyass 5

psyass 6&7

psyass 6&7

psyass 6&7 pt2

psyass 6&7 pt2

io 7

io 7

io 6

io 6

io 8

io 8

io 9.2

io 9.2

io 10

io 10

DMH 1

DMH 1

io 10.2

io 10.2

io 11

io 11

DMH 2

DMH 2

io 11.2

io 11.2

io 12

io 12

psyass 11

psyass 11

io 13

io 13

io 13.2

io 13.2

io 14

io 14

14.2

14.2

PFA

PFA

AUDIT 1

AUDIT 1

audit 2

audit 2

audit 3

audit 3

問題一覧

(internal/external) force that drives an employee to perform well.

motivation

determine whether a worker can do the job

ability & skill

Four individual differences

personality, self-esteem, intrinsic motivation, needs for achievement and power

- predictor of work & academic performance, and (OCB)

conscientiousness

associated with salary and setting high goals

stability

- correlated with the number of promotions received

extraversion

behaviors that are not part of an employee’s job but which make the organization a better place to work (e.g., helping others, staying late).

organizational citizenship behaviors (OCBs)

extent to which a person views him or herself as valuable and worthy.

self-esteem

Korman’s theory that employees will be motivated to perform at levels consistent with their levels of self-esteem.

consistency theory

positive or negative way in which a person views himself or herself as a whole.

chronic self-esteem

positive or negative way in which a person views him or herself in a particular situation.

situational self-esteem

positive or negative way in which a person views him or herself based on the expectations of others.

socially influenced self-esteem

idea that people behave in ways consistent with their self-image.

self-fulfilling prophecy

when high self-expectations result in higher levels of performance

Galatea effect

idea that if people believe that something is true, they will act in a manner consistent with that belief

pygmalion effect

when negative expectations of an individual cause a decrease in that individual’s performance.

golem effect

work motivation in the absence of such external factors as pay, promotion, and coworkers.

intrinsic motivation

work motivation that arises from such nonpersonal factors as pay, coworkers, and opportunities for advancement.

extrinsic motivation

a measure of an individual’s orientation toward intrinsic versus extrinsic motivation.

work preference inventory

from which theory is need for achievement and power

trait theory

extent to which a person desires to be successful. ● motivated by jobs that are challenging and which they have some control

need for achievement

extent to which a person desires to be around other people (to help).

need for affiliation

extent to which a person desires to be in control of other people.

need for power

theory that employees can be motivated by monitoring their own progress toward the goals they set and adjusting their behavior to reach those goals. ● ability to select, set, and modify goals

self-regulation

success from a given task increases self-esteem

Experience with Success

communicate confidence in an employee

supervisor behavior

3 to increase self-esteem

self-esteem workshops, experience with success, supervisor behavior