Motivation concerns the direction, intensity, and persistence of
initiation of effort.
Content Theories describe basic needs and their
satisfaction, and how this affects motivation.
Maslow's Hierarchy of Needs ranks needs from
physiological, over security, love, and self-esteem, to self-
actualisation.
Context Theories describe the environment, and how this
affects motivation.
The Self-Determination Theory describes the influence
of autonomy, competence, and relatedness on motivation and
ultimately on performance and persistence.
The Job Characteristics Model describes the influence
of task variety and task significance on meaningfulness, of
autonomy on responsibility, and of feedback on insight.
Ultimately, they impact motivation, performance, and
satisfaction.
The Expectancy Theory describes how individual effort
impacts individual performance, and thus organisational rewards,
ultimately fulfilling personal goals. The focus can be on
Expectancy (Effort - Performance), Instrumentality (Performance -
Rewards), or Valence (Rewards - Goals).
Attitudes concern the beliefs, reactions, and actions regarding a
certain object.
The Theory of Planned Behaviour describes how attitudes,
norms, and behavioural control impact the behavioural intention,
and ultimately the behaviour.
The Cognitive Dissonance Theory describes an imbalance
between cognition, affect, and behaviour, meaning that beliefs
conflict with the actual behaviour. Thus either the behaviour or
the attitude has to change to resolve the conflict.
ALternatievly, just continue lying to yourself.
Personality is composed of the physical, behavioural, and mental
characteristics.
The Big Five dimensions are openness, conscientiousness,
extraversion, agreeableness, and emotional stability.
The dark triad includes narcissism, machiavellianism, and
psychopathy.
Diversity Management concerns methods to include the
marginalised, to encourage their contribution and broaden insight
in change.
The Compliance Model describes managing discrimination and
fairness through legal means.
The Business Model describes managing access and legitimacy
, through business means.
The Value-Based Model describes managing learning and
effectiveness through ethical means.
The Inclusion-Exclusion Model describes how the level of
acknowledgement and belonging shape individual integration in a
group. They lead to differentiation, exclusion, inclusion, or
assimilation.
Perception concerns a subjective reality, which organises and
interprets information to give it meaning.
Perceptual Grouping describes grouping of information based
on continuity, closure, proximity, or similarity.
Selective Attention describes filtered or biased perception,
leading to incorrect conclusions.
The Halo Effect describes the connection of unrelated
characteristics.
The Contrast Effect describes the contrasting of
compared characteristics.
The attribution Theory describes the internal and external
attribution among people - consensus, across tasks -
distinctiveness, or over time - consistency.
The Fundamental Attribution Error describes the
tendency to attribute to people rather than situations.
The Self-Serving Bias describes the tendency to
internally attribute success and externally attribute failure.
Decision-Making
The Rational Decision-Making Model describes the process
beginning with a problem, which is then solved through programmed
or non-programmed decisions. In the non-programmed approach,
problem criteria are determined, possible options are evaluated
and then implemented, to be re-evaluated in retrospective.
Bounded Rationality describes the conflict of optimisation
and satisfaction of solutions due to their availability,
familiarity, and visibility.
Heuristics
Anchoring describes the fixation on unadjusted, initial
information.
Availability describes the judgement based on readily
available information.
Confirmation describes the biased search of information
confirming beliefs.
Escalation of Commitment describes the further
advancement solely to continue past investment.
Hindsight describes the trust in predictability from
retrospective.
Overconfidence describes the overestimation of
initiation of effort.
Content Theories describe basic needs and their
satisfaction, and how this affects motivation.
Maslow's Hierarchy of Needs ranks needs from
physiological, over security, love, and self-esteem, to self-
actualisation.
Context Theories describe the environment, and how this
affects motivation.
The Self-Determination Theory describes the influence
of autonomy, competence, and relatedness on motivation and
ultimately on performance and persistence.
The Job Characteristics Model describes the influence
of task variety and task significance on meaningfulness, of
autonomy on responsibility, and of feedback on insight.
Ultimately, they impact motivation, performance, and
satisfaction.
The Expectancy Theory describes how individual effort
impacts individual performance, and thus organisational rewards,
ultimately fulfilling personal goals. The focus can be on
Expectancy (Effort - Performance), Instrumentality (Performance -
Rewards), or Valence (Rewards - Goals).
Attitudes concern the beliefs, reactions, and actions regarding a
certain object.
The Theory of Planned Behaviour describes how attitudes,
norms, and behavioural control impact the behavioural intention,
and ultimately the behaviour.
The Cognitive Dissonance Theory describes an imbalance
between cognition, affect, and behaviour, meaning that beliefs
conflict with the actual behaviour. Thus either the behaviour or
the attitude has to change to resolve the conflict.
ALternatievly, just continue lying to yourself.
Personality is composed of the physical, behavioural, and mental
characteristics.
The Big Five dimensions are openness, conscientiousness,
extraversion, agreeableness, and emotional stability.
The dark triad includes narcissism, machiavellianism, and
psychopathy.
Diversity Management concerns methods to include the
marginalised, to encourage their contribution and broaden insight
in change.
The Compliance Model describes managing discrimination and
fairness through legal means.
The Business Model describes managing access and legitimacy
, through business means.
The Value-Based Model describes managing learning and
effectiveness through ethical means.
The Inclusion-Exclusion Model describes how the level of
acknowledgement and belonging shape individual integration in a
group. They lead to differentiation, exclusion, inclusion, or
assimilation.
Perception concerns a subjective reality, which organises and
interprets information to give it meaning.
Perceptual Grouping describes grouping of information based
on continuity, closure, proximity, or similarity.
Selective Attention describes filtered or biased perception,
leading to incorrect conclusions.
The Halo Effect describes the connection of unrelated
characteristics.
The Contrast Effect describes the contrasting of
compared characteristics.
The attribution Theory describes the internal and external
attribution among people - consensus, across tasks -
distinctiveness, or over time - consistency.
The Fundamental Attribution Error describes the
tendency to attribute to people rather than situations.
The Self-Serving Bias describes the tendency to
internally attribute success and externally attribute failure.
Decision-Making
The Rational Decision-Making Model describes the process
beginning with a problem, which is then solved through programmed
or non-programmed decisions. In the non-programmed approach,
problem criteria are determined, possible options are evaluated
and then implemented, to be re-evaluated in retrospective.
Bounded Rationality describes the conflict of optimisation
and satisfaction of solutions due to their availability,
familiarity, and visibility.
Heuristics
Anchoring describes the fixation on unadjusted, initial
information.
Availability describes the judgement based on readily
available information.
Confirmation describes the biased search of information
confirming beliefs.
Escalation of Commitment describes the further
advancement solely to continue past investment.
Hindsight describes the trust in predictability from
retrospective.
Overconfidence describes the overestimation of
