PSYC 455 lalala

definition of OB

field of study to understand, explain, and ultimately improve the behavior and attitudes of individuals and groups in organizations

fundamental questions in OB

what makes people good at their job? (job performance), what makes people stay with their organization? (job commitment)

true experiment

control group, manipulated group, random assignment, more internal validity (research is more trustworthy to establish a cause and effect)

quasi assignment

no random assignment, more external valdity (research more applicable to generalization/real world phenomena)

reliability

tool measurements are consistent

validity

tool measures what you want it to measure

3 components of job performance + what they are

task performance (behaviors are required +), citizenship behavior (not explicitly required +), counterproductive behavior (not explicitly required -)

3 components of TASK performance + what they are

routine: responses to normal or usual demands

adaptive: responses to novel or unusual demands

creative: degree to which employee develops ideas or physical outcomes that are useful

2 general types of citizenship behavior

interpersonal: sportsmanship, helping, courtesy

organizational: voice, civic virtue, boosterism

4 general types of counterproductive behavior

organizational: wasting resources(m), theft/sabotage (s)

interpersonal: gossip (m), harassment (s)

minor

serious

these are all voluntary

relationship of tp, cwb, citizenship behavior

tp+citizenship-cwb

what is the BARS assessment

behavior based performance evaluation

ex:

bar 1 for nurse—> impatient, rude

bar 5 for nurse—> patient, shows sympathy

what is the 360 feedback?

result based evaluation with feedback from people who have firsthand experience with the employee including peers, subordinates, and customers

what is organizational commitment and the three types?

an employee’s desire to remain a member of an organization

affective: emotional attachment to organization

normal: perceived obligation to stay with org

continuance: need to stay with org

erosion model

people with less connections tend to quit

social influence model

employees who have direct linkages to leavers are more likely to leave

withdrawal behavior and the two types

passive

psychological: mental escape, daydreaming, socializing

physical: physical avoidance of work, quitting, tardiness, long breaks

4 types of employees related to org Commitment and job Performance

stars: high c, high p

lone wolves: low c, high p

corporate citizens: high c, low p

apathetics: low c, low p

progressional model (withdrawal)

once engaging in a withdrawal behavior, more likely to commit more

definition of job satisfaction

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

value percept theory

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

dissatisfaction: (want-have) x (important)

drives of overall job satisfaction and which is the strongest driver

work itself is the strongest driver

job characteristics

VISAF

variety

identity

significance

autonomy

feedback

stressor, stress, strain framework

explains how stressors lead to stress which can lead to strain

transactional stress theory

primary appraisal process: “is it stressful?”

a model that describes how people appraise stressful situations and respond to them

secondary appraisal process: “what should I do?”

hindrance and challenge stressors

some stress is good, challenge stressor that is difficult yet attainable

too much stress —> overwhelmed

types of work hindrance

role conflict, role ambiguity, role overload, daily hassles

types of work challenges

time pressure, work complexity, work responsibility

types of nonwork hindrances

work family conflicts, negative life events, unfinancial certainty

types of nonwork challenges

family time demands, personal development, positive life events

yerkes dodsons law

peak performance is achieved when people experience a moderate level of pressure

types of strains

physiological: immune system

psychological: burnout, emotional disorders

behavior: aggressive behavior, substance misuse

definition of motivation

set of energetic forces that initiate work related effort and determine its direction, intensity, and persistence

internal and external forces for motivation

internal: sense of purpose, confidence, self efficacy

external: incentives, goal

maslow’s hierarchy of needs

physiological needs, safety needs, love and belonging, self esteem, self actualization

hertzberg’s two factor theory

hygiene (basic factors) decrease dissatisfaction: salary, supervision

motivation increase worker productivity: recognition and achievement

mcclland’s theory of needs

theory that people are primarily motivated by 3 needs

need for achievement: desire to excel

need for affliction: desire for positive relationships

need for power: desire to influence others, etc

expectancy theory

expectancy: belief that effort will lead to performance

instrumentality: performance will lead to an outcome

valence: outcome will lead to a valuable reward

self efficacy and how to enhance self efficacy

self efficacy is the belief that a person has capabilities needed to execute behaviors required for task success

how to increase: past accomplish, emotional cues, verbal persuasion, vicarious experiences: whether you observed/discussed with others who have performed such task

factors that will hinder instrumentality

can be hindered by characteristics of poor methods of performance evaluation such as things that reward attendance rather than performance

money as a motivator

extrinsic motivator, better motivator for quantity based jobs

goal setting theory

challenging yet attainable goals will motivate people

equity theory

overrewarded, balanced, nonrewarded

3 dimensions of trust

dispositional: human nature, “we already like this person” or “i cant trust people”

cognitive: rational assessment of the authority’s trustworthiness. ability, benevolence, integrity

affective: feelings about trustor

4 types of justice

distributional: perceived fairness of decision making outcomes

procedural: perceived fairness of decision making processes

interpersonal: perceived fairness of treatment received

informational: perceived fairness of communications provided to employees

smart goal

part of goal setting theory,

specific

measurable

attainable

result-oriented: focus on the outcomes

target dates: provides a deadline