UW MGMT 300 MIDTERM

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.

Rule of ⅛

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

Correlation

describes the statistical relationship between two variables. Correlations can be positive or negative and range from −1 (a perfect negative relationship) to 0 (no relationship at all) to 1 (a perfect positive relationship).

Job Performance

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

Task Performance

refers to employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces.

Routine Task Performance

involves 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

Citizenship behavior

voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting or context in which work takes place

Interpersonal citizenship behavior

behaviors that benefit coworkers and colleagues and involve assisting, supporting, and developing other organizational members in a way that goes beyond normal job expectations

Organizational citizenship behavior

behaviors benefit the larger organization by supporting and defending the company, working to improve its operations, and being especially loyal to it.

Counterproductive behavior

intentional employee behaviors that hinder organizational goal accomplishment

Knowledge work

creating, applying, and manipulating information to solve complex problems, requiring thinking and expertise

Service work

involves providing direct assistance or performing tasks for customers, often with tangible outputs like processing applications, ranging from high-skill to routine

Management by objective (MBO)

management philosophy that bases an employee’s evaluations on whether the employee achieves specific performance goals.

Behaviorally anchored rating scales (BARS)

measure performance by directly assessing job performance behaviors

Forced Ranking

Managers were required to rank all of their subordinates, and the rankings were used to place employees in one of three categories

Social performance management

using apps and social media to seek and give feedback

Organizational commitment

defined as the desire on the part of an employee to remain a member of the organization

Withdrawal behaviors

a set of actions that employees perform to avoid the work situation—behaviors that may eventually culminate in quitting the organization

Erosion model

suggests that employees with fewer bonds will be most likely to quit the organization

Social influence model

suggests that employees who have direct linkages with “leavers” will themselves become more likely to leave

Affective commitment

you stay in the company because you are emotionally invested in it

Continuance commitment

you stay in the company because of the costs incurred if you leave

Normative commitment

you stay in the company because you ought to

Embeddedness

summarizes employees’ links to their organization and community, their sense of fit with their organization and community, and what they would have to sacrifice for a job chang

Stars

high organizational commitment, high task performance

Lone wolves

low organizational commitment, high task performance

Apathetics

low organizational commitment, low task performance

Citizens

high organizational commitment, low task performance

Psychological Withdrawal

consists of actions that provide a mental escape from the work environment

Physical Withdrawal

consists of actions that provide a physical escape from the work environment

Independent forms model of withdrawal

various withdrawal behaviors are uncorrelated with one another, occur for different reasons, and fulfill different needs on the part of employees

Compensatory forms model of withdrawal

idea is that any form of withdrawal can compensate for, or neutralize, a sense of dissatisfaction, which makes the other forms unnecessary

Progression model

various withdrawal behaviors are positively correlated

Psychological contracts

reflect employees’ beliefs about what they owe the organization and what the organization owes them.

Transactional contracts

based on a narrow set of specific monetary obligations (e.g., the employee owes attendance and protection of proprietary information; the organization owes pay and advancement opportunities).

Perceived organizational support

reflects the degree to which employees believe that the organization values their contributions and cares about their well-being

Job satisfaction

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

Value-percept theory

describes the central characteristics of intrinsically satisfying jobs, attempts to answer that question → Job satisfaction depends on whether you perceive that your job supplies things that you value

Job characteristics theory

variety, identity (degree to which the job requires completing a whole, identifiable, piece of work from beginning to end with a visible outcome), significance, autonomy, feedback

Mood

states of feeling that are often mild in intensity, last for an extended period of time, not explicitly caused by anything

Affective events theory

workplace events can generate affective reactions—reactions that then can go on to influence work attitudes and behaviors

Emotions

states of feeling that are often intense, last for only a few minutes, and are clearly directed at (and caused by) someone or some circumstance.

Stress

psychological response to demands that possess certain stakes for the person and that tax or exceed the person’s capacity or resources

Stressors

demands that cause people to experience stres

Strains

The negative consequences that occur when demands tax or exceed a person’s capacity or resources

Transactional Theory of Stress

stress isn't just the event itself, but the dynamic interaction (transaction) between a person and their environment, focusing on cognitive appraisals and coping mechanisms, where stress occurs when demands outweigh perceived resources, involving primary appraisal (is it a threat?) and secondary appraisal (can I cope?), leading to coping strategies like problem-focused or emotion-focused efforts.

Hindrance stressors

stressful demands that people tend to perceive as hindering their progress toward personal accomplishments or goal attainment.

Challenge stressors

stressful demands that people tend to perceive as opportunities for learning, growth, and achievement.

Instrumental support

help people receive that can be used to address the stressful demand directly.

Emotional support

support refers to the help people receive in addressing the emotional distress that accompanies stressful demands

Motivation

set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence

Expectancy theory

cognitive process that employees go through to make choices among different voluntary responses.

Self-efficacy

defined as the belief that a person has the capabilities needed to execute the behaviors required for task success.

Instrumentality

belief that successful performance will result in some outcome(

Valence

reflects the anticipated value of the outcomes associated with performance

Psychological empowerment

reflects an energy rooted in the belief that work tasks contribute to some larger purpose

Meaningfulness

captures the value of a work goal or purpose, relative to a person’s own ideals and passions

Trust

defined as the willingness to be vulnerable to a trustee based on positive expectations about the trustee’s actions and intentions.

Justice

reflects the perceived fairness of an authority’s decision making

Ethics

reflects the degree to which the behaviors of an authority are in accordance with generally accepted moral norms

Interpersonal justice

reflects the perceived fairness of the treatment received by employees from authorities

Information justice

reflects the perceived fairness of the communications provided to employees from authorities

Whistle-blowing

occurs when former or current employees expose illegal or immoral actions by their organization

Four-component model

ethical behaviors result from a multistage sequence beginning with moral awareness, continuing on to moral judgment, then to moral intent, and ultimately to ethical behavior.

Corporate social responsibility

responsibilities of a business encompass the economic, legal, ethical, and citizenship expectations of society.

The Big Five

Those five personality dimensions include conscientiousness, agreeableness, neuroticism, openness to experience, and extraversion.

Locus of control

reflects whether people attribute the causes of events to themselves or to the external environment

Myers-Briggs Type Indicator

This instrument was originally created to test a theory of psychological types advanced by the noted psychologist Carl Jung. The MBTI evaluates individuals on the basis of four types of preferences

Culture

shared values, beliefs, motives, identities, and interpretations that result from common experiences of members of a society and are transmitted across generations

Ability

refers to the relatively stable capabilities people have to perform a particular range of different but related activities

Cognitive ability

capabilities related to the acquisition and application of knowledge in problem solving

Hofstede’s taxonomy of cultural values

includes individualism–collectivism, power distance, uncertainty avoidance, masculinity–femininity, short-term vs. long-term orientation, and indulgence vs. restraint. More recent research by Project GLOBE has replicated many of those dimensions and added five other means to distinguish among cultures