MGMT 311 Binghamton Final

Resource Value

rare and inimitable

inimitable

history, small decisions, socially complex

methods of knowing

experience, intuition, authority, science

theory

assertions that connect variables under conditions

meta-analysis

average of multiple findings

Causation

correlation, temporal precedence, elimination of alternatives

behaviors correlated w/ job performance

task performance, citizenship behavior, counterproductive behavior

Job analysis step 1

find job requirements

job analysis step 2

rate requirements on frequency and importance

job analysis step 3

use the top rated tasks/requirements to define task performance

organizational citizenship behavior

voice, civic virtue, boosterism

interpersonal citizenship behavior

help, courtesy, sportsmanship

Minor organizational counterproductive behavior

production deviance (wasting resources, substance abuse)

serious organizational counterproductive behavior

property deviance (sabatoge, theft)

minor interpersonal counterproductive behavior

political deviance (gossip, incivility)

major interpersonal counterproductive behavior

personal aggression (harassment, abuse)

knowledge work

cognitive, fluid, dynamic

service work

high citizenship, low counterproductivity

Management by Objectives (MBO)

performance management using set goals and if they have been reached

behaviorally anchored rating scale (BARS)

performance management using ratings based on behaviors

360-degree feedback

performance management where feedback is gathered from all parties (bosses, peers, etc..)

forced ranking

performance management, c'mon man its a ranking w/ peers that your forced to be in

social networking system

performance management that connects you with those you may know for interaction

when withdrawal behavior goes up

commitment goes down

affective commitment

desire to be a part of something because of an emotional connection

normative commitment

desire to be a part of something because of a feeling of obligation (ex: i hated being a camp counselor but felt bad leaving my campers behind)

continuance obligation

awareness of the costs associated with leaving an organization, opportunity costs

exit

leaving when there is a negative work event

voice

stating your issues when there is a negative work event

loyalty

moving passed and remaining committed after a negative work event

neglect

distancing yourself from and putting less effort into tasks after a negative work event

independent, compensatory, progression withdrawal

moderately-strong correlated withdrawal forms, independent progresses into compensatory

neglect psychological withdrawal

neglect, daydreaming, looking busy, cyberloafing, moonlighting (multiple jobs at once), socializing

exit physical withdrawal

tardy, missed meetings, quitting, long breaks, absenteeism

withdrawal progression

lateness to absenteeism, absenteeism to quitting

star workers

high commitment, high performance

lone wolf workers

low commitment, high performance, sigma alpha male

apathetic workers

low commitment, low performance

citizen workers

high commitment, low performance

commitment trends, demographics

increasing diversity, older workforce, increasing immigrant worker population

commitment trends, relationships

psychological contracts, transactional contracts, relational contracts

relational contract

employee x employer, emotional commitment

transactional contract

employee x employer, task/obligation specific commitment

psychological contract

employee x employer, informal expectations commitment

commitment initiatives

rewards, job security, improved work conditions, minimizing political impact

work values

pay, promotion, supervision, coworkers, work itself, altruism, status, environment

value perception theory

your job is satisfying when it supplies what you value

value perception formula

(value wanted - value you have) * value importance

pay correlation with value

weak, .2

promotion correlation with value

moderately strong, .4

supervision correlation with value

strong, .5

coworker correlation with value

strong, .5

work itself correlation with value

very strong, .7

job characteristics theory

challenging and fulfilling jobs are better, VISAF

V in VISAF

variety of work

I in VISAF

identity of your place in the workforce

S in VISAF

significance of the work you do

A in VISAF

autonomy of your work

F in VISAF

feedback

transactional theory of stress

primary appraisal (asses if you are experiencing stress), secondary appraisal (how will you cope with the stress)

Hinderance stressor definition

stressors that prevent you from doing a task or accomplishing something

challenge stressor definition

stressors that make existing work harder

Hinderance, work stressors

role ambiguity, daily hassles, work overload

hinderance, nonwork stressors

work-family conflict, negative life events, financial uncertainty

challenge, work stressors

time pressure, work complexity, work responsibility

challenge, nonwork stressors

family time demands, personal development, positive life events

behavioral coping, problem focused

working harder, seeking assistance, acquiring additional resources

behavioral coping, emotion focused

engaging in alternative activities, seeking support, venting anger

cognitive coping, problem focused

strategizing, self-motivation, changing priorities

cognitive coping, emotion focused

Avoiding, distancing, and ignoring

Looking for the positive in the negative

Reappraising

3 types of strain

physiological, psychological, behavioral

physiological strain

illness from stress, high blood pressure, etc..

psychological strain

anxiety, irritability, forgetfulness, etc..

behavioral strain

substance abuse, compulsive behaviors, teeth grinding, etc..

instrumental social support

stress reduction, practical support from others

emotional social support

stress reduction, emotion-based support from others

stress management step 1

find source of stressors

stress management step 2

reduce hinderance stressors, improve work-life balance, provide resources, reduce strains

expectancy theory

motivated when effort leads to performance leads to reward leads to value

self efficacy

shapes expectancy theory, built on past experiences, verbal persuasion, and emotional cues

expectancy theory is hindered by....

no budget to provide outcomes, policies that reward non-performance related behavior like attendance, delays in providing outcomes

goal setting theory

specific, challenging goals motivate workers

equity theory

workers are motivated by seeing the input:output ratio of other workers

psychological empowerment when....

meaningfulness, self-determination, competence, and impact of work

correlation between motivation and performance

.5, strong

correlation between motivation and commitment

.3, moderately strong

improving motivation of employees

socialization, realistic job previews, orientations, mentoring

trust

the willingness to be vulnerable with an authority

risk of trust

actually becoming vulnerable to an authority

justice

perceived fairness of an authority's decisions

ethics

how much a behavior aligns with generally accepted moral norms

disposition based trust

trust based on your own personality and how trusting you are in others

cognition based trust

trust based on another's characteristics being benevolent, having integrity, etc..

affect based trust definition

trust rooted in an emotional connection

which type of trust supplements the others?

affect-based trust (not the definition)

distributive justice

perceived fairness on how rewards and consequences are allocated (distributed)

procedural justice

perceived fairness of process used to determine outcomes (procedures)

interpersonal justice

perceived fairness of treatment of all employees

informational justice

perceived fairness of information distribution. EX: only letting one person know the exact questions that would be on a final

moral intensity, magnitude

how much potential harm would a decision cause to others