Organizational Behavior Midterm

Job performance and Organizational commitment

the 2 individual outcomes most important to employees and managers

Organizational Behavior

a field of study dedicated to understanding, explaining, and improving human behavior in organizations

Hawthorne Effect

people aren’t tools and should be treated as humans (Ex. getting rid of lighting in a factory compelled employees to work harder)

Inimitable

a trait that is important because people create history and wisdom over time, socially complex resources, and lots of small decisions

Rare and Inimitable

resources are valuable when they are both:

Rule of 1/8

Only 1/8 of organizations will make comprehensive changes to their culture for long enough that it results in economic benefits

data

the benefits of the methods of knowledge are that scientists don’t care about beliefs, they verify with 

behavior, consequences

Performance is ____ not the ______ of behavior

Deficient

unmeasured but important

Contaminant

what is measured but unimportant, can lead to wrong incentive

Behaviorally Anchored Rating Scales (BARS)

a performance appraisal method that combines quantitative ratings with qualitative behavioral examples (like what we do in our group projects)

Forced Ranking (Rank and Yank)

Jack Welch’s 20-70-10 Vitality Curve, fire the bottom, develop the middle, reward the top

task performance

the stuff on the job descriptio

routine

task performance that are every day and normal

adaptive

task performance that are responses to unpredictable demands

creative

task performance where you can develop new and useful ideas

civic virtue

organizational citizenship behavior that is participating in the company’s operations at a deeper-than-normal level by attending voluntary meetings and functions

voice

organizational citizenship behavior that involves speaking up and offering constructive suggestions for change

boosterism

organizational citizenship behavior that represents the organization in a positive way when out in public 

helping

interpersonal citizenship behavior that includes assisting coworkers who have heavy workloads and helping new employees

courtesy

interpersonal citizenship behavior that includes keeping coworkers informed about matters that are relevant to them

sportsmanship

interpersonal citizenship behavior that includes maintaining a good attitude with coworkers even when they’ve done something annoying

property deviance (serious and organizational)

purposefully harming the company’s assets and possessions (sabotage and theft)

production deviance (minor and organizational)

counterproductive behavior that reduces efficiency of work output (wasting resources and substance abuse)

political deviance (minor and interpersonal)

counterproductive behavior that is intentionally disadvantaging others (gossiping and incivility)

personal aggression (serious and interpersonal)

hostile verbal and physical actions (harassment and abuse)

affective commitment

desire on the part of the employee to remain a member because they want to, sadness if they left

continuance commitment

desire of the employee to remain a member of an organization because of an awareness of the costs associated with leaving (restricted stock, raise if you stay 3 years, etc.)

normative commitment

desire of an employee to remain a member of the organization because of a feeling of obligation (ex. the org has trained and invested in me)

psychological withdrawal (neglect)

daydreaming, socializing, looking busy, cyberloafing, moonlighting

physical withdrawal (exit)

tardiness, missing meetings, quitting, long breaks, absenteeism

stars, voice

high OC, high TP, type of employee and strategy

citizens, loyalty

low TP, high OC, employee type and strategy

lone wolves, exit

low OC, high TP, type and strategy

apathetics, neglect

low OC, low TP, type and strategy

cognition, affect

job satisfaction is a pleasurable emotional state resulting from the appraisal of ones job, based on ____ and ____

value-percept theory

job satisfaction depends on whether you perceive that your job supplies the things that you value (Vwant-Vhave) x Vimportance

work itself, coworkers, supervision

key elements for job to be engaging

variety

the degree to which you get to do different things within your job

identity

the degree to which your job allows you to say you did that and see the outcome

significance

degree to which the job affects other people’s lives

autonomy

degree to which the job allows you the freedom to choose how you do it

feedback

degree to which the worker has knowledge of results (how am i doing, Carrie)

stress

a psychological response to demands where there is something at stake and where coping with the demands taxes or exceeds a person’s resources

stressors

the demands

strains

the negative physical and emotional consequences of stress

hindrance

stressors that hinder progress towards goals

challenge

stressors that are perceived as opportunities for learning and growth

work hindrance

role conflict, role ambiguity, role overload, and daily hassles

work challenge

time pressure, work complexity, work responsibility

nonwork hindrance

work family conflict, negative life events, financial uncertainty, political uncertainty

nonwork challenge

family time demands, personal development, positive life events

yerkes-dodson law

stress (x) and performance (y), a middle level of stress is best for optimal performance

cognitive, behavioral, problem-focused, emotion-focused

methods and focus of coping - different dimensions

PB

“get moving NOW”

PC

“Hang on a sec, I’m thinking”

EB

“hey mom, I need to VENT!”

EC

“oh look, a rainbow!”

expectancy theory

motivation is fostered when the employee believes 3 things: expectancy (can i do it), instrumentality (will it matter), and valence (will it matter to me)

specific, difficult

in order to motivate, goals must be ____ and _____

equity theory

motivation is maximized when an employees ratio of inputs to outputs matches those of a comparison other

trust propensity

a general expectation that people will be truthful, how trusting you are naturally

disposition based trust

based on trust propensity

cognition based trust

based on ability, benevolence, and integrity

affect based trust

based on emotion fondness or admiration for the authority

justice

perceived fairness of an authority’s decision making

moral awareness, moral judgement, moral intent, ethical behavior

4 components of ethics when in difficult decisions