MGMT 300 Midterm

Louise K UW

Organizational Behavior

The field of study dedicated to understanding, explaining, and improving the attitudes and behaviors of individuals and groups in organizations to maximize job performance and organizational commitment

Theory

A collection of assertions that specify how and why variables are related, as well as the conditions in which they should (and should not) be related

Hypothesis

A proposed explanation made on the basis of limited evidence as a starting point for further investigation

Correlation

• Perfect positive relationship: 1

• Perfect Negative relationship: -1

• More compact = stronger correlation; less compact = weaker correlation

The Rule of 1/8

• ½ of organizations don’t believe the connection between how they manage their people and profits they earn

• ½ of organizations who do see the connections will try to make a single change and do not realize that this requires a more comprehensive system

• of the organizations that make comprehensive changes, ½ will persist their practices long enough to actually derive economic benefits

Human Resource Management

Takes the theories and principles studied in OB and explores the “nuts-and-bolts” applications of those principles in organizations.

Strategic Management

Focuses on the corporate tactics and industry characteristics that affect an organization’s profitability

Methods of Knowledge

Methods of experience, method of intuition, method of authority, method of science

Job Performance

The value of the set of behaviors that contribute, either positively or negatively, to organizational goal accomplishment

Task Performance

The behaviors directly involved in transforming organizational resources into the goods or services an organization produces (i.e the behaviors included in one’s job description)

Citizenship Behavior

Voluntary activities that may or may not be rewarded but that contribute to the organization by improving the quality of the setting where work occurs

Counterproductive Behavior

Employee behaviors that intentionally hinder organizational goal accomplishment

Types of Performance Management

1. MBO: performance goals

2. Behaviorally Anchored Rating Scales: job performance behaviors

3. 360 degree feedback: feedback from multiple people directly involved

4. forced ranking: ranking employees into top 20, the vital 70, bottom 10

5. social networking systems: anonymous ranking

Routine Task Performance

well-known responses to demands that occur in a normal, routine, or otherwise predictable way

Adaptive Task Performance

involves employee responses to task demands that are novel, unusual, or, at the very least, unpredictable.

Creative Task Performance

Refers to the degree to which individuals develop ideas or physical outcomes that are both novel and useful.

Boosterism

means representing the organization in a positive way when out in public, away from the office, and away from work.

Knowledge Work

Cognitive work, applying theoretical and analytical knowledge acquired through education and continuous learning

Service Work

Work that provides nontangible goods to customers through direct electronic, verbal, or physical interaction

Job Satisfaction

A pleasurable emotional state resulting from the appraisal of one’s job or experience

Value-Percept Theory

Does your job provide what you value? (Dissatisfaction = (Vwant-Vhave) * Vimportance

Job Characteristics theory

Jobs are more intrinsically enjoyable when work tasks are challenging and fulfilling

Five Core Characteristics

Variety, Identity, Significance, Autonomy, Feedback

Affective Events Theory

Specific Workplace Events trigger affective reactions during the day which influence work attitudes and behaviors

Organizational commitment

desire to remain a member of an organization

affective commitment

emotional attachment to an organization

continuance commitment

staying due to perceived cost of leaving

normative commitment

staying because of obligation

withdrawal behavior

actions employees take to avoid work

Social influence model

If you have linkage with leavers, you will leave as well

Stars

High Task Performance, High Organizational Commitment

Citizens

Low Task Performance, High Organizational Commitment

Lone Wolves

High Task performance, low organizational commitment

Apathetics

low task performance, low organizational commitment

psychological withdrawal

mental escape from work

physical withdrawal

physical escape from work