MGMT 311 Exam 1 w/ Gio Scaringi (BU)

Organizational Behavior

Organizational Behavior

Field of study understanding, explaining, and improving attitudes and behaviors of individuals and groups in organizations

Resources are valuable when…

Rare and/or inmitable

Rule of One-Eighth

• Half of organizations believe the connection between how they manage people and the profits they earn

• Half of those organizations won’t make only a single change to solve their problems (since it requires a more comprehensive and systematic approach)

• Half of those organizations, only half will persist long enough to derive economic benefits

  One-Eighth see the connection, make comprehensive changes, and stick with them long enough to see profit increase

Methods of Knowing

How we garner knowledge about organizational behavior

• Experience

• Intuition

• Authority

• Science

Theory

Collection of verbal and symbolic assertions specifying how & why variables are related + conditions in which they should/n’t be related

Correlation Strength

Scatterplot compactness = Stronger correlation

Scientific Testing begins with…

Theory

Meta-Analysis

Correlations from multiple studies averaged together

Proving causation requires…

• Correlation (95%+)

• Temporal Precedence

• Elimination of alternative explanations

Task Performance

Behaviors directly involved in transforming resources into goods/services an organization produces

• Routine Task Performance

• Adaptive Task Performance

• Creative Task Performance

Job Analysis

• Determines requirements associated with specific job

• Rates tasks on frequency and importance

• Uses most frequent + important tasks to define task performance

Job Performance

Value of set of employee behaviors that contribute (positively or negatively) to organizational goal accomplishment

Citizenship Behavior

Voluntary activities possibly rewarding but ultimately contributing to the organization by improving the quality of the setting where work occurs

Organizational Behavior Includes…

• Voice:

• Civic Virtue

• Boosterism

• Helping

• Courtesy

• Sportsmanship

Voice - Organizational Behavior

Speaking up + offering constructive suggestions → Improves unit or organizational functioning by addressing problems

Civic Virtue - Organizational Behavior

Participating in company operations at deeper-than-normal level

Boosterism - Organizational Behavior

Representing the organization positively out of the office

Helping - Organizational Behavior

Assisting new coworkers or those with heavy workloads

Courtesy - Organizational Behavior

Keeping coworkers informed about matters relevant to them

Sportsmanship - Organizational Behavior

Maintaining positive attitude with coworkers

Counterproductive Behavior

Negative behaviors harming organization

• Production Deviance (Wasting resources, Substance abuse)

• Property Deviance (Sabotage, Theft)

• Political Deviance (Gossiping, Incivility)

• Personal Aggression (Harassment, Abuse)

Organizational Commitment

Employee’s desire to remain member of organization; out of want, need, or obligation

Organizational Commitment and Employee Withdrawal

Inverse Relationship → Low Withdrawal = High Commitment

Affective Commitment

Desire of employee to remain member of organization due to emotional attachment and involvement with the organization; Affective → Emotional Attachment

Continuance Commitment

Desire of employee to remain member of organization due to awareness of cost of leaving; Continuance → Costs

Normative Commitment

Desire of employee to remain member of organization due too feeling obligation

Withdrawal

Set of actions employees perform to avoid work situation…

• Independent forms

• Compensatory forms

• Progression

(Moderate-to-strong correlations between each)

Withdrawal Statistic

49% of employee time spent not working (“coffee breaks, late starts, early departures, personal, and other forms of withdrawal”)

Psychological Withdrawal (neglecting job)

• Neglect

• Daydreaming

• Looking Busy

• Cyberloafing

• Socializing

• Moonlighting

Physical Withdrawal (Exit)

• Exit

• Tardiness

• Missing Meetings

• Quitting

• Long Breaks

• Absenteeism

Exit

Ending/restricting organizational membership

Voice

Constructive response where individuals attempt to improve situation

Loyalty

Passive response where employees remain supportive while hoping for improvements

Neglect

Reduced interest + effort in job

Common employee responses to negative work events

• Exit

• Voice

• Loyalty

• Neglect

Commitment Initiatives

Means of fostering (perceived or real) organizational support by…

• Improving rewards

• Protecting job security

• Improving work conditions

• Minimizing impact of politics

Job Satisfaction

Pleasurable emotional state from appraisal of one’s job or job experiences;

Based on how one thinks and feels about their job

Commonly Assessed Work Values

• Pay (high & secure)

• Promotions (frequent and performance-based)

• Supervision (good relations + praise for good work)

• Coworkers (enjoyable + responsible)

• The work itself (uses skills, freedom, independence, creativity, intellectual stimulation, sense of achievement)

• Altruism (Helping others; morality)

• Status (Prestige, power, fame)

• Environment ( Comfort, safety)

Value-Percept Theory

Job satisfaction depends on whether you perceive that your job supplies things you value

Work Values & correlation to Job Satisfaction (highest to lowest)

1. Work itself

2. Coworkers

3. Supervision

4. Promotions

5. Pay

Job Characteristics Theory

Jobs are more enjoying when work tasks are challenging and fulfilling

VISAF

5 Core job characteristics influencing job satisfaction

• Variety

• Identity

• Significance

• Autonomy

• Feedback

Positive Emotions

• Joy - Great pleasure

• Pride - Enhancement of identity from taking credit for achievement

• Relief - When distressing conditions change for the better

• Hope - Fearing the worst but wanting better

• Love - Desiring or participating in affection

• Compassion - Being moved by another’s situations

Joy

Feeling of great pleasure

Pride

Enhancement of identity by taking credit for achievement

Relief

Felt when distressing condition changes for the better

Hope

Fearing the worst but wanting better

Love

Desiring or participating in affection

Compassion

Being moved by another’s situation

Negative Emotions

• Anger - Demeaning offense against me and mine

• Anxiety - Facing uncertain/vague threat

• Fear - Facing immediate and concrete danger

• Guilt - Having broken a moral code

• Shame - Failing to live up to one’s ideal self

• Sadness - Having experienced irreversible loss

• Envy - Wanting what another has

• Disgust - Revulsion by something offensive

Anger

Demeaning offense against me and mine

Anxiety

Facing uncertain or vague threat

Fear

Facing immediate and concrete danger

Guilt

Having broken moral code

Shame

Failing to live up to ideal self

Sadness

Experiencing irreversible loss

Envy

Wanting what another has

Disgust

Revulsion by something offensive

Life Satisfaction

Degree of happiness people feel with their lives

Job Satisfaction is one of the strongest predictors of this

Stress

Psychological response to demands with stakes that tax or exceed a person’s capacity or resources

Stressors - Work

Hindrance:

• Role Conflict

• Role ambiguity

• Role Overload

• Daily Hassles

Challenge:

• Time Pressure

• Work Complexity

• Work Responsibility

Stressors - Work Hindrances

• Role Conflict

• Role Ambiguity

• Role Overload

• Daily Hassles

Stressors - Work Challenges

• Time Pressure

• Work Complexity

• Work Responsibility

Stressors - Nonwork

Hindrance:

• Work-Family Conflict

• Negative Life Events

• Financial Uncertainty

Challenge:

• Family Time demands

• Personal Developments

• Positive Life Events

Stressors - Nonwork Hindrances

• Work-family conflict

• Negative life events

• Financial uncertainty

Stressors - Nonwork Challenges

• Family time demands

• Personal development

• Positive life events

Transactional Theory of Stress

Primary Appraisal: Is this stressful?

Secondary Appraisal: How can I cope?

Coping

Behaviors + thoughts used to manage stressful demands; also emotions associated with those demands

Strain

Negative consequences of stress

• Physiological Strains

• Psychological Strains

• Behavioral Strains

Physiological Strains

• Illness

• Health Issues

[Note: These strains are the physical impacts stress has on people]

Psychological Strains

• Anxiety

• Depression

[Note: These strains are the emotional impacts of stress]

Behavioral Strains

• Substance (alcohol + drugs) abuse

• Overeating

[Note: These strains refer to (negative) actions inspired by stress]