MGM 101 STUDY GUIDE EXAM 2025GRADED A+
QUESTIONS WITH 100%
Forms of employee Behaviours - - Employee behaviour
- Performance Behaviours
- Organizational Citizenship
- Counterproductive Behaviour
Employee Behaviours - the pattern of actions by the members of an organization that directly or
indirectly influence the organization's effectiveness
Performance Behaviours - behaviours that are directly related to the job
Organizational citizenship - Provides positive benefits to the organization in indirect ways (someone
working overtime to show trainees how to do the job)
Counterproductive Behaviours - Hurts the orgniazatgonal's performance
Absenteesim - when an employee is continuously absent from the job
Tardiness - when an employee is always late
Individual differences - physical, psychological, and emotional attributes that vary from one person to
another
Personality - set of psychological attributes that differentiates one person from another
Agreeableness - ability to get along with others
Conscientiousness - the care a person gives to organization and thoughtfulness of others;
dependability
,Emotional stability - the extent to which people feel secure and unworried and how likely they are to
experience negative emotions under pressure
Extraversion - person's comfort level with relationships
Openness - refer to how well people are open to listen to ideas
Emotional intelligence EI (Emotional quotient EQ) - involves understanding emotions, managing
emotions to serve goals, empathizing with others, and effectively handling relationships with others
Locus of control - extent to which people believe that their behaviour has a real effect on what
happens to them
Internal locus of control - believe that they control what will happen to them
External locus of control - believe that fate or luck controls what happens to them
Self-efficacy - person's belief about their capabilities to perform a task
Authoritarianism - extent to which a person believes that power and status difference are
appropriate within social systems such as organizations
Machiavellianism - refer to behaviour that is designed to gain power and control
Self-esteem - extent to which a person believes that they are a worthwhile and deserving individual
Risk propensity - degree to which a person is willing to take chances and make risky decisions
Attitudes - our belief and feelings about specific ideas, situations, or other people
Cognition - the knowledge a person has about someone or something
, Cognitive dissonance - occurs when two sets of perceptions are contradictory or when people
behave in a way that is inconsistent with their attitudes
Job satisfaction - reflects the extent to which people have positive attitudes toward their jobs
Organizational commitment - reflects an individuals's identification with the organization and its
mission
Psychological contract - set of expectations held by an employee concerning what they will
contribute to an organization and what the organization will provide the employee
the person-job fit - extent to which a person's contributions and the organization's inducements
(incentives) match one another
Motivation - set of forces that cause people to behave in certain ways
Extrinsic motivation - when a worker does a task to get a reward from someone else
Intrinsic motivation - occurs when the worker does a task because that task if inherently satisfying,
enjoyable, or meaningful to the person
Classical theory of motivation - theory suggesting that money is the sole motivator for workers
Hawthorne effect - tendency for worker's productivity to increase when they feel they are getting
special attention from management
Theory X - people are forced to be productive because they are naturally lazy, irresponsible and
uncooperative
Theory Y - people are naturally energetic, growth oriented, self-motivated, and interested in being
productive
Hierarchy of human needs model - theory of motivation describing five levels of human needs and
arguing that basic needs must be fulfilled before people work to satisfy higher-level needs
QUESTIONS WITH 100%
Forms of employee Behaviours - - Employee behaviour
- Performance Behaviours
- Organizational Citizenship
- Counterproductive Behaviour
Employee Behaviours - the pattern of actions by the members of an organization that directly or
indirectly influence the organization's effectiveness
Performance Behaviours - behaviours that are directly related to the job
Organizational citizenship - Provides positive benefits to the organization in indirect ways (someone
working overtime to show trainees how to do the job)
Counterproductive Behaviours - Hurts the orgniazatgonal's performance
Absenteesim - when an employee is continuously absent from the job
Tardiness - when an employee is always late
Individual differences - physical, psychological, and emotional attributes that vary from one person to
another
Personality - set of psychological attributes that differentiates one person from another
Agreeableness - ability to get along with others
Conscientiousness - the care a person gives to organization and thoughtfulness of others;
dependability
,Emotional stability - the extent to which people feel secure and unworried and how likely they are to
experience negative emotions under pressure
Extraversion - person's comfort level with relationships
Openness - refer to how well people are open to listen to ideas
Emotional intelligence EI (Emotional quotient EQ) - involves understanding emotions, managing
emotions to serve goals, empathizing with others, and effectively handling relationships with others
Locus of control - extent to which people believe that their behaviour has a real effect on what
happens to them
Internal locus of control - believe that they control what will happen to them
External locus of control - believe that fate or luck controls what happens to them
Self-efficacy - person's belief about their capabilities to perform a task
Authoritarianism - extent to which a person believes that power and status difference are
appropriate within social systems such as organizations
Machiavellianism - refer to behaviour that is designed to gain power and control
Self-esteem - extent to which a person believes that they are a worthwhile and deserving individual
Risk propensity - degree to which a person is willing to take chances and make risky decisions
Attitudes - our belief and feelings about specific ideas, situations, or other people
Cognition - the knowledge a person has about someone or something
, Cognitive dissonance - occurs when two sets of perceptions are contradictory or when people
behave in a way that is inconsistent with their attitudes
Job satisfaction - reflects the extent to which people have positive attitudes toward their jobs
Organizational commitment - reflects an individuals's identification with the organization and its
mission
Psychological contract - set of expectations held by an employee concerning what they will
contribute to an organization and what the organization will provide the employee
the person-job fit - extent to which a person's contributions and the organization's inducements
(incentives) match one another
Motivation - set of forces that cause people to behave in certain ways
Extrinsic motivation - when a worker does a task to get a reward from someone else
Intrinsic motivation - occurs when the worker does a task because that task if inherently satisfying,
enjoyable, or meaningful to the person
Classical theory of motivation - theory suggesting that money is the sole motivator for workers
Hawthorne effect - tendency for worker's productivity to increase when they feel they are getting
special attention from management
Theory X - people are forced to be productive because they are naturally lazy, irresponsible and
uncooperative
Theory Y - people are naturally energetic, growth oriented, self-motivated, and interested in being
productive
Hierarchy of human needs model - theory of motivation describing five levels of human needs and
arguing that basic needs must be fulfilled before people work to satisfy higher-level needs
