Motivation
This psychologist proposed a "hierarchy of needs," suggesting that lower-level needs like physiological requirements must be met before higher-level needs like self-actualisation.
Abraham Maslow
These traditional theories of leadership argue that leaders are "born, not made" and possess inherent traits that make them effective.
Universalist theories (such as Great Person theory)
This term describes the tendency for individuals to put in less effort when working in a group compared to when they are working alone.
Social loafing
This phenomenon, first observed in a factory setting, suggests that workers increase their productivity simply because they know they are being observed by researchers.
The Hawthorne effect
This psychometric tool is one of the most popular ways to measure job satisfaction and uses five scales: work, pay, promotion, supervision, and co-workers.
Job Descriptive Index (JDI)
This cognitive theory suggests that motivation is a result of three factors: Valence, Instrumentality, and Expectancy.
Vroom's VIE Theory
James Scouller identified three levels of leadership: the public level, the private level, and the...
Personal level
Tuckman and Jensen identified these five stages of group development; name at least three.
Forming, Storming, Norming, Performing, and Adjourning
This type of shiftwork involves a pattern where an employee changes their work hours frequently, such as moving from days to nights every few days.
Rapid rotation
Herzberg’s Two-Factor theory distinguishes between "motivational factors" and these factors, which do not cause satisfaction but prevent dissatisfaction.
Hygiene factors
Landry et al. (2019) used this theory to investigate how cash rewards impact an employee’s feelings of competence, autonomy, and relatedness.
Self-Determination Theory
The key study by Cuadrado et al. (2008) investigated the relationship between these two factors in the context of access to managerial positions.
Gender and leadership styles
Claypoole and Szalma (2019) conducted research to see how this modern workplace tool affected an employee’s sustained attention and concentration levels.
Electronic Performance Monitoring (EPM)
Swat's 1997 study focused on monitoring accidents in...
Industrial factories/plants; textile plant in Poland
Giacalone and Rosenfeld (1987) conducted an investigation to understand the specific reasons why employees engage in...
Employee sabotage
McClelland’s Achievement Motivation theory identifies these three specific needs that motivate worker behaviour.
Needs for Achievement, Affiliation, and Power
Kelley (1988) identified five followership styles based on two dimensions; name two of these followership styles.
sheep, yes-people, alienated followers, pragmatic followers, or effective/star followers
The study by Claypoole and Szalma utilized this psychological concept, which suggests that the presence of others (or an "implied" presence via monitoring) can improve performance on simple tasks.
Social facilitation
This behavioral technique, which uses rewards for safe behaviour, was studied by Fox et al. as a way to reduce accidents at work.
Token economy
Walton proposed eight conditions for "Quality of Working Life" (QWL); name two of these conditions.
Adequate and fair compensation, safe and healthy working conditions, opportunity to use and develop human capacities, future opportunity for continued growth and security, social integration in the work organisation, constitutionalism in the work organisation, work and the total life space, or social relevance of work life
According to Latham and Locke, for a goal to be effective, it should follow these five "SMART" principles.
Specific, Measurable, Attainable, Relevant, and Time-bound
Heifetz identified these six principles for leaders to use when meeting "adaptive challenges" in an organisation. Name three.
"get on the balcony," identify the adaptive challenge, regulate distress, maintain disciplined attention, give the work back to the people, and protect voices from below
Belbin identified this many distinct "team roles" that are necessary for a group to be successful.
Nine
Human errors at work are often categorized into these four types: errors of omission, commission, sequencing, and...
Errors of timing
This model explains employee behaviour by combining two variables: absenteeism and organisational commitment.
Blau and Boal model