Acronyms Chapter 2

Question 1

Leadership Traits

Answer 1

EISI

1. Admitting Error
2. Good Interpersonal Skills
3. Emotional Stability and Composure
4. Intellectual Breadth

Question 2

Eysenck Hierarchical Model of Personality

Answer 2

1. Extraversion v/s Introversion
2. Neuroticism v/s Emotional Stability
   Model of Personality
3. Psychoticism – aggressive / impulsive behaviour

Question 3

Big Five / Five Factor Model (FFM)

Answer 3

OCEAN / CANOE

1. Openness to experience – curious v/s cautious
2. Conscientiousness – organised v/s careless
3. Extraversion – outgoing v/s reserved
4. Agreeableness – friendly v/s hostile
5. Neuroticism – nervous v/s stable

Question 4

Kolb’s Lewinian Experiential Learning Model

Answer 4

COCA

1. Concrete EXPERIENCES
2. Observation and REFLECTION
3. Formation of abstract CONCEPTS & generalizations
4. ACTIVE EXPERIMENTATION – testing implications of concepts in new situations

Question 5

Honey and Mumford’s LSQ – Learning Styles Questionnaire

Answer 5

PART

1. Pragmatists – learn by putting what they have learnt into practice
2. Activists – learn by doing
3. Reflectors – learn by observing and reflecting on what happened
4. Theorists – learn by understanding the theory, models and concepts behind the actions

Question 6

Knowledge at Workplace

Answer 6

KSA

1. KNOWLEDGE
2. SKILLS
3. ABILITIES / ATTITUDES

Question 7

Garavan’s Multi-Level Model of SHRD – Strategic Human Resource Development

Answer 7

VICE

1. Job VALUE and Uniqueness – the importance with which the organisation views particular jobs
2. INTERNAL Context – interaction with internal / organizational environment
3. CONTEXT – interaction between L&D and external (STEEPLE) environment
4. Professional EXPECTATIONS – individual’s expectations of how their talent will be used

Question 8

Bushe and Marshak’s OD – Organisational Development

Answer 8

PC MOLDER

1. Consultants are PART of the PROCESS, not apart from the process
2. Creating CHANGE requires CHANGING CONVERSATIONS
3. Organisations are MEANING-MAKING systems
4. Groups and organizations are inherently self-ORGANIZING
5. LANGUAGE matters
6. Increase DIFFERENTIATION between participative inquiry and engagement before seeking coherence
7. Transformational Change is more EMERGENT than planned
8. REALITY and RELATIONSHIPS are socially constructed

Question 9

Cooperrider and Srivastava’s Appreciative Inquiry (AI) 4-D Model

Answer 9

4D

1. Discovery – the best of what is
2. Dream – what could be
3. Design – what should be
4. Destiny – what will be

Question 10

Frustration-induced Behaviours

Answer 10

FRAW

1. Fixation
2. Regression
3. Aggression
4. Withdrawal

Question 11

Factors influencing an individual’s response to Frustration

Answer 11

PP BAM

1. Level of POTENCY of need
2. PERSONALITY characteristics
3. Perceived nature of BLOCKING agent
4. Degree of ATTACHMENT to the goal
5. Strength of MOTIVATION

Question 12

McClelland’s 3 Themes of Motivation using TAT – Thematic Apperception Test

Answer 12

AAP

1. nAch – need for ACHIEVEMENT
2. nAff – need for AFFILIATION
3. nPow – need for POWER and CONTROL OVER OTHERS

Question 13

Alderfer’s Theory based on Maslow’s Hierarchy of Needs

Answer 13

ERG

1. EXISTENCE Needs – safety, physiological, survival needs (most concrete and easily verifiable)
2. RELATEDNESS Needs – social, esteem, affiliation needs (less concrete as dependent on relationships)
3. GROWTH Needs – self-esteem and self-actualization needs (least concrete and unique to each individual)

Question 14

Herzberg’s Two Factor Hygiene Theory

Answer 14

HM

1. Hygiene Factors (linked to dissatisfaction) – working conditions, interpersonal relationships, supervision, company and policy administration, job security, salary
2. Motivators (linked to increased motivation) – achievement, recognition, the work itself, responsibility, advancement

Question 15

Vroom’s Expectancy Theory

Answer 15

VIVE

1. Valence – individual’s preference for attaining (or not) a particular outcome
2. Instrumentality – an individual’s perception as to whether an interim outcome will lead to the achievement of a more important outcome
3. Value – the satisfaction that an outcome provides to the individual
   a. First Level – performance-related, i.e. performing well for its own sake
   b. Second Level – need-related, i.e. performing for the reward
4. Expectancy – individual’s certainty that a particular outcome will result from a particular action

Question 16

Porter and Lawler Model

Answer 16

EPS

1. Effort – the effort than an individual gives to the task based on reward value and perception of effort-reward
2. Performance – level of performance which is determined by the individual’s abilities and traits
3. Satisfaction – depends on level of reward (extrinsic + intrinsic) achieved

Question 17

Locke’s Goal Setting Theory

Answer 17

CSP

1. CHALLENGING GOALS are more motivational than easy goals
2. SPECIFIC GOALS guide behaviour and lead to higher performance than easy goals
3. PARTICIPATION IN GOAL SETTING and level of individual commitment to goals will dictate motivation to put in effort

Question 18

5 Dimensions of Job Satisfaction

Answer 18

ISCOE

1. INDIVIDUAL factors
2. SOCIAL factors
3. CULTURAL factors
4. ORGANISATIONAL factors
5. ENVIRONMENTAL factors (macro and task environments)

Question 19

Hackman and Oldham’s JOB CHARACTERISTICS MODEL

Answer 19

STT*AF

MPS (Motivational Potential Score) = ((Skill Variety + Task Identity + Task Significance)/3) * Autonomy * Feedback