Term
|
Definition
|
Reflects relatively permanent changes in an employee's knowledge or skill that result from experience.
|
|
|
Term
|
Definition
|
Refers to the process of generating and choosing from a set of alternatives to solve a problem.
|
|
|
Term
|
Definition
|
Knowledge and skills that distinguish experts from novices and less experience people.
|
|
|
Term
|
Definition
|
kind of information you are likely to think about when you picture someone sitting down at a desk to learn.
|
|
|
Term
|
Definition
|
What employees can typically learn only through experience.
|
|
|
Term
|
Definition
|
% of knowledge contained in organizations that occurs in tacit form.
|
|
|
Term
| Contingencies of reinforcement |
|
Definition
|
Four specific consequences typically used by organizations to modify employee behavior.
|
|
|
Term
|
Definition
|
Positive outcome follows a desired behavior.
|
|
|
Term
|
Definition
|
Occurs when an unwanted outcome is removed following a desired behavior.
|
|
|
Term
|
Definition
|
Occurs when an unwanted outcome follows an unwanted behavior.
|
|
|
Term
|
Definition
|
Occurs when there is the removal of a consequence following an unwanted behavior.
|
|
|
Term
| Schedules of reinforcement |
|
Definition
|
Timing of when the contingencies are applied.
|
|
|
Term
|
Definition
|
Simplest sched. of reinf. and happens when a specific conseq. follows each and every occurrence of a desired behaviour.
|
|
|
Term
|
Definition
|
The single most common form of reinforcement sched. Workers are rewarded after a certain amount of time, and the lengths of time b/w reinf. periods stays the same.
|
|
|
Term
|
Definition
|
Designed to reinf. behaviour at more random points in time.
|
|
|
Term
|
Definition
|
Reinforce behaviours after a certain number of them have been exhibited.
|
|
|
Term
|
Definition
|
Reward people after a varying number of exhibited behaviors.
|
|
|
Term
|
Definition
|
Argues that people in organizations have the ability to learn through the observation of others.
|
|
|
Term
|
Definition
|
When employees observe the actions of others, learn from what they observe, and then repeat the observed behavior.
|
|
|
Term
|
Definition
|
Where building competence is deemed more important than demonstrating competence.
|
|
|
Term
| Performance-prove Orientation |
|
Definition
|
Focus on demonstrating their competence so that others can think favourably of them.
|
|
|
Term
| Performance-avoid Orientation |
|
Definition
|
Focus on demonstrating their competence so that others will not think poorly of them.
|
|
|
Term
|
Definition
|
Decisions that become somewhat automatic because a person's knowledge allows him to recognize and identify a situation and the course of action that needs to be taken.
|
|
|
Term
|
Definition
|
Emotionally charged judgments that arise through quick, nonconscious, and holistic associations.
|
|
|
Term
|
Definition
|
When a situation arises that is new, complex and not recognized it call for a...
|
|
|
Term
| Rational decision-making model |
|
Definition
|
Offers a step-by-step approach to making decisions that maximize outcomes by examining all available outcomes.
|
|
|
Term
|
Definition
|
Notion that decision makers simply do not have the ability or resources to process all available information and alternatives to make an optimal decision.
|
|
|
Term
|
Definition
|
Results when decision makers select the first acceptable alternative considered.
|
|
|
Term
|
Definition
|
Tendency for people to see their environment only as it affects them and as it is consistent with their expectations.
|
|
|
Term
|
Definition
|
The belief that others think, feel, and act the same way they do.
|
|
|
Term
|
Definition
|
Holds that people identify themselves by the groups to which they belong and perceive and judge others by their group memberships.
|
|
|
Term
|
Definition
|
When assumptions are made about others on the basis of their membership in a social group.
|
|
|
Term
|
Definition
|
Simple, efficient, rules of thumb that allow us to make decisions more easily.
|
|
|
Term
|
Definition
|
Tendency for people to base their judgments on information that is easier to recall.
|
|
|
Term
| Fundamental attribution error |
|
Definition
|
Argues that people have a tendency to judge others' behaviors as due to internal factors.
|
|
|
Term
|
Definition
|
Occurs when we attribute our own failures to external factors and our own successes to internal factors.
|
|
|
Term
|
Definition
|
Did others act the same way under similar situations?
|
|
|
Term
|
Definition
|
Does this person tend to act differently in other circumstances?
|
|
|
Term
|
Definition
|
Does this person always do this when performing this task?
|
|
|
Term
|
Definition
|
Refers to the decision to continue to follow a failing course of action.
|
|
|
Term
|
Definition
|
Correlation between learning and job performance (task performance)
|
|
|
Term
|
Definition
|
Correlation between learning and organizational commitment (affective commitment)
|
|
|
Term
|
Definition
|
Systematic effort by organizations to facilitate the learning of job-related knowledge and behavior.
|
|
|
Term
|
Definition
|
Occurs between older more experienced workers and younger employees.
|
|
|
Term
|
Definition
|
Groups of employees who work together and learn from one another by collaborating over an extended period of time.
|
|
|
Term
|
Definition
|
occurs when the knowledge, skills, and behaviours used on the job are maintained by the learner once training ends and generalized to the workplace once the learner returns to the job.
|
|
|
Term
|
Definition
|
An environment that can support the use of new skills.
|
|
|