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Core Self-evaluations
Core self-evaluations (CSE) represent a stable personality trait which encompasses an individual's subconscious, fundamental evaluations about themselves, their own abilities and their own control. People who have high core self-evaluations will think positively of themselves and be confident in their own abilities. Conversely, people with low core self-evaluations will have a negative appraisal of themselves and will lack confidence. The concept of core self-evaluations was first examined by Judge, Locke, and Durham (1997)The concept of core evaluation was first identified by clinical psychologist Edith Packer and presented in her lecture "Understanding the Subconscious" in 1984. https://www.amazon.com/dp/B00ENAPR3S/ and involves four personality dimensions: locus of control, neuroticism, generalized self-efficacy, and self-esteem. The trait developed as a dispositional predictor of job satisfaction, but has expanded to predict a variety of other outcomes. Core self-evaluation ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Locus Of Control
Locus of control is the degree to which people believe that they, as opposed to external forces (beyond their influence), have control over the outcome of events in their lives. The concept was developed by Julian Rotter, Julian B. Rotter in 1954, and has since become an aspect of personality psychology. A person's "wiktionary:locus, locus" (plural "loci", Latin for "place" or "location") is conceptualized as internal (a belief that one can control one's own life) or external (a belief that life is controlled by outside factors which the person cannot influence, or that chance or Destiny, fate controls their lives). Individuals with a strong internal locus of control believe events in their life are primarily a result of their own actions: for example, when receiving exam results, people with an internal locus of control tend to praise or blame themselves and their abilities. People with a strong external locus of control tend to praise or blame external factors such as the teach ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Socioeconomic Status
Socioeconomic status (SES) is an economic and sociological combined total measure of a person's work experience and of an individual's or family's economic access to resources and social position in relation to others. When analyzing a family's SES, the household income, earners' education, and occupation are examined, as well as combined income, whereas for an individual's SES only their own attributes are assessed. Recently, research has revealed a lesser recognized attribute of SES as perceived financial stress, as it defines the "balance between income and necessary expenses". Perceived financial stress can be tested by deciphering whether a person at the end of each month has more than enough, just enough, or not enough money or resources. However, SES is more commonly used to depict an economic difference in society as a whole. Socioeconomic status is typically broken into three levels (high, middle, and low) to describe the three places a family or an individual may fal ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Job Performance
Job performance assesses whether a person performs a job well. Job performance, studied academically as part of industrial and organizational psychology, also forms a part of human resources management. Performance is an important criterion for organizational outcomes and success. John P. Campbell describes job performance as an individual-level variable, or something a single person does. This differentiates it from more encompassing constructs such as organizational performance or national performance, which are higher-level variables. Features There are several key features to Campbell's conceptualization of job performance which help clarify what job performance means. Outcomes First, Campbell defines performance as behavior, which is something done by an employee. This concept differentiates performance from outcomes. Outcomes result partially from an individual's performance, but they are also the result of other influences. In other words, there are more factors that de ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Positive Affectivity
Positive affectivity (PA) is a human characteristic that describes how much people experience positive affects (sensations, emotions, sentiments); and as a consequence how they interact with others and with their surroundings. People with high positive affectivity are typically enthusiastic, energetic, confident, active, and alert. Research has linked positive affectivity with an increase in longevity, better sleep, and a decrease in stress hormones. People with a high positive affectivity have healthier coping styles, more positive self-qualities, and are more goal oriented. Positive affectivity also promotes an open-minded attitude, sociability, and helpfulness. Those having low levels of positive affectivity (and high levels of ''negative'' affectivity) are characterized by sadness, lethargy, distress, and un-pleasurable engagement (see negative affectivity). Low levels of positive affect are correlated with social anxiety and depression, due to decreased levels of dopamine. ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Negative Affectivity
Negative affectivity (NA), or negative affect, is a personality variable that involves the experience of negative emotions and poor self-concept. Negative affectivity subsumes a variety of negative emotions, including anger, contempt, disgust, guilt, fear, and nervousness. Low negative affectivity is characterized by frequent states of calmness and serenity, along with states of confidence, activeness, and great enthusiasm. Individuals differ in negative emotional reactivity.Tellegen, A. (1985). Structures of mood and personality and their relevance to assessing anxiety, with an emphasis on self-report. In A. H. Tuma & J. D. Maser (Eds.), Anxiety and the Anxiety disorders, (pp. 681-706), Hilssdale, NJ: Erlbaum. Trait negative affectivity roughly corresponds to the dominant personality factor of anxiety/neuroticism that is found within the Big Five personality traits as emotional stability. The Big Five are characterized as openness, conscientiousness, extraversion, agreeableness, a ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Illusion Of Control
The illusion of control is the tendency for people to overestimate their ability to control events. It was named by U.S. psychologist Ellen Langer and is thought to influence gambling behavior and belief in the paranormal. Along with illusory superiority and optimism bias, the illusion of control is one of the positive illusions. Definition The illusion of control is the tendency for people to overestimate their ability to control events, for example, when someone feels a sense of control over outcomes that they demonstrably do not influence. The illusion might arise because a person lacks direct introspective insight into whether they are in control of events. This has been called the introspection illusion. Instead, they may judge their degree of control by a process which is often unreliable. As a result, they see themselves as responsible for events to which there is little or no causal link. For example, in one study, college students were in a virtual reality setting to t ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Overconfidence Effect
The overconfidence effect is a well-established bias in which a person's subjective ''confidence'' in his or her judgments is reliably greater than the objective ''accuracy'' of those judgments, especially when confidence is relatively high. Overconfidence is one example of a miscalibration of subjective probabilities. Throughout the research literature, overconfidence has been defined in three distinct ways: (1) ''overestimation'' of one's actual performance; (2) ''overplacement'' of one's performance relative to others; and (3) ''overprecision'' in expressing unwarranted certainty in the accuracy of one's beliefs. The most common way in which overconfidence has been studied is by asking people how confident they are of specific beliefs they hold or answers they provide. The data show that confidence systematically exceeds accuracy, implying people are more sure that they are correct than they deserve to be. If human confidence had perfect calibration, judgments with 100% confide ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Social Desirability Bias
In social science research, social-desirability bias is a type of response bias that is the tendency of survey respondents to answer questions in a manner that will be viewed favorably by others. It can take the form of over-reporting "good behavior" or under-reporting "bad", or undesirable behavior. The tendency poses a serious problem with conducting research with self-reports. This bias interferes with the interpretation of average tendencies as well as individual differences. Topics subject to social-desirability bias Topics where socially desirable responding (SDR) is of special concern are self-reports of abilities, personality, sexual behavior, and drug use. When confronted with the question "How often do you masturbate?," for example, respondents may be pressured by the societal taboo against masturbation, and either under-report the frequency or avoid answering the question. Therefore, the mean rates of masturbation derived from self-report surveys are likely to be sever ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Personnel Selection
Personnel selection is the methodical process used to hire (or, less commonly, promote) individuals. Although the term can apply to all aspects of the process (recruitment, selection, hiring, onboarding, acculturation, etc.) the most common meaning focuses on the selection of workers. In this respect, selected prospects are separated from rejected applicants with the intention of choosing the person who will be the most successful and make the most valuable contributions to the organization.Muchinsky, P. (2012). ''Psychology Applied to Work'', (10th ed.). Summerfield, N klu C: Hypergraphic Press. Its effect on the group is discerned when the selected accomplish their desired impact to the group, through achievement or tenure. The procedure of selection takes after strategy to gather data around a person so as to figure out whether that individual ought to be utilized. The strategies used must be in compliance with the various laws in respect to work force selection. Overview The p ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Performance Management
Performance management (PM) is the process of ensuring that a set of activities and outputs meets an organization's goals in an effective and efficient manner. Performance management can focus on the performance of a whole organization, a department, an employee, or the processes in place to manage particular tasks. Performance management standards are generally organized and disseminated by senior leadership at an organization and by task owners, and may include specifying tasks and outcomes of a job, providing timely feedback and coaching, comparing employees' actual performance and behaviors with desired performance and behaviors, instituting rewards, etc. It is necessary to outline the role of each individual in the organization in terms of functions and responsibilities to ensure that performance management is successful. Application Performance management principles are used most often in the workplace and can be applied wherever people interact with their environments ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Leader–member Exchange Theory
The leader–member exchange (LMX) theory is a relationship-based approach to leadership that focuses on the two-way ( dyadic) relationship between leaders and followers. The latest version (2016) of leader–member exchange theory of leadership development explains the growth of vertical dyadic workplace influence and team performance in terms of selection and self-selection of informal apprenticeships in leadership. It suggests that leaders select the best and make offers and members of the team accept or not. Apprentices who complete the program develop strong emotional attachments with their mentor-teacher. This is reflected in their descriptions by both of their relationship as one of mutual respect for competence, trust in character and benevolence toward each other. Those who complete the apprenticeship training are more collaborative, helpful to all team members, more deeply engaged in team activities and contribute more to team health and prosperity. This is seen as a w ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
