OB midterm

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organizational behaviour

the study of what people think, feel, and do in and around organizations

\-employee behaviours, decisions, perceptions, emotional responses

\-examines how teams and individuals relate to each other and to people in other organizations

\-how we interact with external environment

organization

groups of people who work interdependently toward some purpose

\-collective entities and collective purpose

\-employees interacting in an organized way

\-requires communication, collaboration, and coordination

anchors of OB knowledge

1. systematic research anchor
2. practical orientation anchor
3. multidisciplinary anchor
4. contingency anchor
5. multiple levels of analysis anchor

systematic research anchor

involves forming research questions, systematically collecting data, and testing hypotheses against that data

\-supports evidence-based management

evidence based management

the practice of making decisions and taking actions. based on research evidence

practical orientation anchor

involves developing theories that are actually useful in practice and become a valuable asset for improving an organizations effectiveness

multidisciplinary anchor

recommends that the field should welcome theories and knowledge from other disciplines, not just from its own isolated research

\-use info from psychology, sociology, communications, marketing, and information systems

contingency anchor

states that the effect of one variable on another variable often depends on the characteristics of the situation or people involved

\-a single outcome or solution rarely exists

\-a particular action may have different consequences under different conditions

multiple levels of analysis anchor

recognizes that what goes on in organizations can be placed into 3 levels of analysis: individual, team, and organization

\-most variables are understood best by thinking of them from all three levels of analysis

inclusive workplace

a workplace that values people of all identities and allows them to be fully themselves while contributing to the organization

\-individual: feel psychologically safe, engaged, valued, authentic, listened to, respected

\-team: gives diverse groups voice through formal structures and everyday processes

surface level diversity

the observable demographic or physiological differences in people, such as their race, ethnicity, gender, age, and physical abilities

deep level diversity

differences in the psychological characteristics of employees, including personalities, beliefs, values, and attitudes

\-revealed when employees have conflicting perceptions and attitudes and when they form like-minded social groups

diversity pros

\-more creative and make better decisions in complex situations

\-different knowledge and skills

\-more representative

\-better team performance

diversity cons

\-take longer to perform effectively together

\-numerous complications

\-harder to communicate and coordinate

work life integration

the extent to which people are effectively engaged in their various work and non-work roles and have a low degree of role conflict across those life domains

work life strategy

\-integrate two or more roles

\-flexible work scheduling

\-ensure work and non-work roles are aligned with your personal characteristics

\-engage in ‘boundary management’ across roles

remote work

occurs when employees are temporarily or indefinitely assigned to a clients workplace

remote work pros

\-employees can connect easily with coworkers, clients, and the company

\-experience better work-life integration

\-higher productivity

\-less commuting expenses

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remote work cons

\-social isolation

\-receive less word-of-mouth information

\-teams can suffer from lower cohesion

\-weaker company culture

direct employment

full-time, permanent jobs

\-assumes continuous employment, usually with expectations of a career advancement and organization’s investment in the employee’s skills

indirect employment

occurs when people work for an employment agency and are temporarily assigned or indefinitely ‘leased’ to client firms

MARS model

four elements - motivation, ability, role perceptions, and situational factors - that affect all voluntary workplace behaviours and performance

\-linked to task performance, organizational citizenship behaviours, counterproductive work behaviours, joining and staying with the organization, and maintaining work attendance

task performance

refers to the individual’s voluntary goal-directed behaviours that contribute to organizational objectives

\-3 types: proficient, adaptive, and proactive

proficient task performance

refers to performing the work efficiently and accurately

\-involves accomplishing the assigned work at or above the expected standards of quality, quantity, and other indicators of effectiveness

adaptive task performance

refers to how well employees modify their thoughts and behaviour to align with and support a new or changing work process or work setting

\-about how well employees respond to change in the workplace and in their job duties

proactive task performance

refers to how well employees take the initiative to anticipate and introduce new work patterns that benefit the organization

\-these behaviours bring up change in oneself, coworkers, and the workplace to achieve what is perceived to be a better future for the organization

organizational citizenship behaviours (OCBs)

various forms of cooperation and helpfulness to others that support the organization’s social and psychological context

\-some are directed towards individuals, some are directed toward the organization

\-can have significant effect on individual, team, and organizational effectiveness

\-can have negative consequences

counterproductive work behaviours (CWBs)

voluntary behaviours that have the potential to directly or indirectly harm the organization or its stakeholders

\-wide array of intentional or unintentional behaviours

\-can seriously harm an organization’s effectiveness

presenteeism

showing up for work when unwell, injured, preoccupied by personal problems, or faced with dangerous conditions getting to work

\-tend to be less productive and may reduce productivity of coworkers

\-most common among employees with low job security

personality

the relatively enduring pattern of thoughts, emotions, and behaviours that characterize a person, along with the psychological processes behind those characteristics

nature

our genetic or hereditary origins, the genes we inherit from our parents

nurture

our socialization, life experiences, and other forms of interaction with the environment

\-personality changes all throughout our lives, stabilizing at thirty, can still occur later in life

executive function

part of the brain that monitors and regulates goal-directed behaviour to keep it consistent with our self-concept

\-increasing clarity anchors our behaviour

\-self-view becomes clearer with age

5 factor model

the five broad dimensions representing most personality traits: conscientiousness, neuroticism, openness to experience, agreeableness, and extraversion

conscientiousness

characterizes people who are organizes, dependable, goal-focused, thorough, disciplined, methodical, and industrious

\-low people are careless, disorganized, and less thorough

\-best predictor of proficient task performance

\-weak predictor of adaptive and proactive performance

agreeableness

describes people who are trusting, helpful, good-natured, considerate, tolerant, selfless, generous, and flexible

\-low people are uncooperative and intolerant of others needs, suspicious, and self-focused

\-positively associated with OCBs and negatively associated with CWBs

neuroticism

people who tend to be anxious, insecure, self-conscious, depressed, and temperamental

\-low people are poised, secure, calm, and have high emotional stability

\-low neuroticism is great predictor of adaptive performance

openness to experience

people who are imaginative, creative, unconventional, curious, nonconforming, autonomous, and aesthetically perceptive

\-low people are resistant to change, not open to new ideas, and fixed in their ways

\-great predictor of adaptive and proficient task performance

\-weak predictor of proficient task performance

extraversion

people who are outgoing, talkative, energetic, sociable, and assertive

\-introverts are quiet, cautious, less interactive

\-2nd best predictor of proficient task performance

values

relatively stable evaluative beliefs that guide a person’s preferences for outcome or courses of action in a variety of situations

\-perceptions of what is good or bad, right or wrong

\-tell us what we ‘ought’ to do, serve as moral compass

values congruence

how similar a person’s values hierarchy is to the values hierarchy of the organization or any other entity

\-when higher, employees are more satisfied, loyal, and use OCBs

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individualism

a cross-cultural value describing the degree to which people in a culture emphasize independence and personal uniqueness

collectivism

the degree to which people in a culture emphasize duty to groups which they belong and to group harmony

uncertainty avoidance

the degree to which people tolerate ambiguity or feel threatened by ambiguity and uncertainty

\-people high on this value structures situations in which rules and decision making are clearly documented

achievement nurturing orientation

the degree to which people in a culture emphasize competitive versus cooperative relations with other people

\-high: assertiveness, competitiveness, materialism

power distance

the degree to which people in a culture accept unequal distribution of power in a society

self concept

an individual’s self-beliefs and self-evaluations

\-complexity, consistency, and clarity

complexity

refers to the number of distinct and important roles or identities that people perceive about themselves

self expansion

people motivated to increase their complexity as they seek out new opportunities and social connections

consistency

the degree to which a person’s identities require similar attributes

\-exists when the individual’s personal attributes are compatible with their various self views and self views are compatible with each other

clarity

the degree to which a person’s self concept os clear, confidently defined, and stable

\-increases with age

self enhancement

a person’s inherent motivation to have a positive self-concept (and to have others perceive them favourably), such as being competent, attractive, lucky, ethical, and important

\-individuals rate themselves above average, don’t have fundamental attribution error

self verification

a person’s inherent motivation to confirm and maintain their existing self-concept

\-includes seeking feedback that isn’t necessarily flattering

self evaluation

defined by 3 elements: self-esteem, self-efficacy, and locus of control

self esteem

the extent to which people like, respect, and are satisfied with themselves

\-people have different degrees of self-esteem for their various roles

self efficacy

refers to a person’s belief that they can successfully complete a task

\-an individuals perception regarding the MARS model in a specific situation

\-often task-specific

locus of control

a person’s general beliefs about the amount of control they have over personal life events

\-people with internal locus of control think that events are caused by their personal characteristics and vice versa

social identity theory

people define themselves by the groups to which they belong or have an emotional attachment

\-a complex combination of many memberships arranged in a hierarchy of importance

stereotyping

the perceptual process in which we assign characteristics to an identifiable group and then automatically transfer those features to anyone we believe is a member of that group

\-categorization, homogenization, differentiation

stereotype threat

a condition whereby members of a group are so concerned about the negative stereotype assigned to their group that they end up displaying the stereotype trait they’re trying to avoid

attribution process

the perceptual process of deciding whether an observed behaviour or event is caused largely by internal or external factors

\-involves forming beliefs about the causes of behaviour or events

\-distinctiveness, consistency, and consensus

self serving bias

the tendency to attribute our favourable outcomes to internal factors and our failures to external factors

\-occurs mainly due to self-enhancement

fundamental attribution error

the tendency to overemphasize internal causes of another person’s behaviour and to discount or ignore external causes of their behaviour

self fulfilling prophecy

the perceptual process in which our expectations about another person cause that person to act more consistently with those expectations

positive organizational behaviour

a perspective of OB that focuses on building positive qualities and traits within individuals or institutions as opposed to focusing on what is wrong with them

halo effect

occurs when our general impression of a person, usually based on one prominent characteristic, distorts our perception of other characteristics of that person

false consensus effect

occurs when people overestimate the extent to which others have similar beliefs or behaviours to their own

recency effect

occurs when the most recent information dominates our perceptions

\-most common when people make a decision involving complex information

primacy effect

our tendency to rely on the first information we receive about people to quickly form an opinion of them

contact hypothesis

a theory stating that the more we interact with someone, the less prejudiced or perceptually biased we will be against that person

emotions

physiological, behavioural, and psychological episodes experienced toward an object, person, or event that create a state of readiness

attitudes

the cluster of beliefs, assessed feelings, and behavioural intentions toward a person, object, or event (attitude object)

\-beliefs, feelings, behavioural intentions

beliefs

established perceptions about the attitude object, what you believe to be true

feelings

your conscious positive or negative evaluations of the attitude object

behavioural intentions

your motivation to engage in a particular behaviour regarding the attitude object

cognitive dissonance

occurs when people perceive that their beliefs, feelings, and behaviour are incongruent with each other

\-to reduce, change beliefs and feelings, amplify or discover additional problems with alternatives, and emphasizing how other decisions have been frugal

emotional intelligence

1. awareness of own emotions
2. management of own emotions
3. awareness of others’ emotions
4. management of others’ emotions

affective organizational commitment

an individuals emotional attachment to, involvement in, and identification with an organization

\-employee is motivated by internal self-concept and value alignment

continuance commitment

a calculative attachment to the organization, occurs when the employee faces significant social or economic sacrifice if they were to leave

norm of reciprocity

a natural human motivation to support, contribute, and otherwise ‘pay back’ the organization because it has invested in and supported the employee

general adaptation syndrome

a model of the stress experience, consisting of 3 stages: alarm reaction, resistance, and exhaustion

alarm reaction

occurs when a threat or challenge activates the physiological stress responses

\-energy level and coping effectiveness decrease in response to initial shock

resistance stage

activates various biochemical, psychological, and behavioural mechanisms that give more energy and engage coping mechanisms

job burnout

occurs when people experience emotional exhaustion, cynicism, and reduced feelings of personal accomplishment

stressors

any environmental conditions that place a physical or emotional demand on a person

\-organizational constraints, interpersonal conflict, work overload, low task control

motivation

the forces within a person that affect the direction, intensity, and persistence of their effort for a voluntary behaviour

direction

refers to what people are focused on achieving; the goal or outcome toward which they steer their effort

intensity

the amount of physical, cognitive, and emotional energy expended at a given moment to achieve a task or other objective

persistence

refers to how long people sustain their effort as they move toward their goal

employee engagement

a person’s emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals

\-predicts employee and work unit performance

drives (primary needs)

hardwired characteristics of the brain that attempt to keep us in balance by correcting deficiencies

\-produce emotions that energize us to act on our environment

\-universal and innate

needs

goal-directed forces that people experience

\-motivational forces of emotions channelled toward specific goals and associated behaviours to correct deficiencies or imbalances

expectancy theory

a motivation theory based on the idea that work effort is directed toward behaviours that people believe will lead to desired outcomes

e to p expectancy

the individual’s perception that their effort will result in a specific level of performance

p to o expectancy

the perceived probability that a specific behaviour or performance level will lead to a specific outcome

outcome valences

the anticipated satisfaction or dissatisfaction that an individual feels toward an outcome

\-ranges from negative to positive

SMARTER goals

specific, measurable, achievable, relevant, time-framed, exciting, reviewed

effective feedback

specific, relevant, timely, credible, sufficiently frequent

strengths-based coaching

a positive approach to feedback that maximizes employees’ potential by focusing on their strengths rather than weaknesses

\-describe areas of work where they excel or demonstrate potential

distributive justice

the perception that appropriate decision criteria (rules) have been applied to calculate how various benefits and burdens are distributed