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Creativity and Positive Affect: Is High Creativity Dependent on an
Creativity and Positive Affect: Is High Creativity Dependent on an

Affect and psychological magnification: Denvations from Tomkins
Affect and psychological magnification: Denvations from Tomkins

... This study tested derivations from Tomkins' script theory by asking college students (17 men, 16 women) to generate plots for television dramatic programs dealing with human emotions. Plots involving "social" affects of joy and shame elicited more interpersonal themes than did the "nonsocial" affect ...
Ethan Frome
Ethan Frome

... 2. Maslow assumes that some needs are more important than others and must be satisfied before the other needs can serve as motivators. For example, physiological needs must be satisfied before safety needs are activated, safety needs must be satisfied before social needs are activated, and so on. 3. ...
Kreitner
Kreitner

... employees 2. Those receiving the feedback see it as irrelevant to their work. 3. Feedback information is provided too late to do any good. 4. People receiving feedback believe it relates to matters beyond their control. 5. Employees complain about wasting too much time collecting and recording feedb ...
BA 361 lecture ch8
BA 361 lecture ch8

... Motivation causes people to focus on a desired end-result or goal Motivation fuels the persistence needed to exhibit sustained effort on a task ...
BA 352 lecture ch8
BA 352 lecture ch8

... Motivation causes people to focus on a desired end-result or goal Motivation fuels the persistence needed to exhibit sustained effort on a task ...
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... individuals will be motivated to perform the modeled behavior if positives incentives or consequences are got or provided. Behaviors that are positively reinforced will be given more attention by the individual, learned better and performed ...
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... • OB Mod has been used by a number of org. to improve productivity, to reduce errors, absenteeism…and so on. • Problem with behaviorism – Assume that people’s inner-most thoughts and feelings in response to the environment are irrelevant. – research showing that thoughts and feelings immediately fol ...
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...  Credits the lottery with significantly reducing the company’s absent ...
Organization Structure: Strategic and Tactical
Organization Structure: Strategic and Tactical

... Henry A. Murray, Maslow, Herzberg, DeCharms, Deci etc. These theories sought to understand intrinsic and extrinsic motivators. DeCharms and Leci stated that if the pay does not have a strong relationship to the work performed, behaviors demonstrated and results achieved, the compensation can act as ...
Motivation
Motivation

... 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. ...
A Scientist-Practitioner Approach Jex, SM & Britt TW (2014)
A Scientist-Practitioner Approach Jex, SM & Britt TW (2014)

... • Violence studied as outgrowth of factors in the physical and organizational environment, and individual characteristics • Mistreatment can be varied and appears to lead to depression, anxiety, and decreased job satisfaction among other employees • Causes of mistreatment are not well understood, bu ...
Organizational Behavior 10e - Stephen P. Robbins
Organizational Behavior 10e - Stephen P. Robbins

... individuals, groups, and structure have on behavior within an organization.  OB focuses on improving productivity, employee job satisfaction, citizenship behavior and reducing absenteeism and turnover.  OB uses systematic study to improve predictions of behavior.  OB recognizes and helps managers ...
OB-09 Emotions & Values
OB-09 Emotions & Values

... Usually stable for days or longer ...
1

Affective events theory

Affective events theory (AET) is a model developed by organizational psychologists Howard M. Weiss (Purdue University) and Russell Cropanzano (University of Colorado) to explain how emotions and moods influence job performance and job satisfaction. The model explains the linkages between employees' internal influences (e.g., cognitions, emotions, mental states) and their reactions to incidents that occur in their work environment that affect their performance, organizational commitment, and job satisfaction. The theory proposes that affective work behaviors are explained by employee mood and emotions, while cognitive-based behaviors are the best predictors of job satisfaction. The theory proposes that positive-inducing (e.g., uplifts) as well as negative-inducing (e.g., hassles) emotional incidents at work are distinguishable and have a significant psychological impact upon workers' job satisfaction. This results in lasting internal (e.g., cognition, emotions, mental states) and external affective reactions exhibited through job performance, job satisfaction, and organizational commitment.Alternatively, some research suggests that job satisfaction mediates the relationship between various antecedent variables such as dispositions, workplace events, job characteristics, job opportunities, and employee behavior exhibited while on the job (e.g., organizational citizenship behaviors, counter-productive work behaviors, and job withdrawal). To that end, when workers experience uplifts (e.g., completing a goal, receiving an award) or hassles (e.g., dealing with a difficult client, reacting to an updated deadline), their intention to continue or quit depends upon the emotions, moods, and thoughts associated with the satisfaction they derive from their jobs.Other research has demonstrated that the relationship between job satisfaction and turnover is fully mediated by intention to quit; workers who report low job satisfaction are likely to engage in planned quitting. However, this relationship does not account for employees who report high job satisfaction, but quit unexpectedly. Although extrinsic rewards, such as better job offers outside their current organization, may influence their decisions, employees' personality factors may also impact their decisions to exit early from otherwise ideal jobs under ideal working conditions.Recipients often refer to specific events in exit interviews when voluntarily leaving their current jobs. Minor events with subtle emotional effects also have a cumulative impact on job satisfaction, particularly when they occur acutely with high frequency. For example, perceived stressful events at work are often positively associated with high job strain on the day that they occur and negatively associated with strain the day after, resulting in an accumulation of perceived job-related stress over time. This is consistent with the general understanding in vocational psychology that job satisfaction is a distal, long-term outcome that is mediated by perceived job stress.
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