BADM 3740 - Weeks 1 and 2 Flashcards

Job Performance

The intersect set of behaviors that contribute to organizational goal accomplishment

High Job Performance

High levels of task performance and organizational citizenship behavior with minimal counterproductive work behavior

Task Performance (TP)

Behaviors directly involved in transforming organizational resources into organizational products or services; the tasks a particular role is expected to perform

Routine Task Performance

Well-known responses to demands that occur in a normal, routine, or predictable way

Ex. Routine maintenance of a site

Adaptive Task Performance

Responses to task demands that are novel, unusual, or unpredictable

Ex. Servicing breakdowns

Creative Task Performance

The degree to which individuals develop ideas or physical outcomes that are both novel and useful

Job Analysis

The process of identifying and determining in detail the particular job duties and requirements and the relative importance of those duties for a given job

Organizational Citizenship Behavior (OCB)

Workplace/voluntary activities that are not explicitly part of one’s required tasks and may or may not be rewarded, but contribute to the organization by improving the quality of the work environment

Interpersonal OCBS

Helping, courtesy, and sportsmanship

Helping

Assisting coworkers who have heavy workloads, helping them with personal matters, and showing new employees the ropes

Courtesy

Keeping coworkers informed about matters relevant to them and not keeping relevant facts or events secret

Sportsmanship

Keeping a good attitude with coworkers even when they have done something annoying or when the unit is going through tough times

Organizational OCBs

Voice, civic virtue, and boosterism

Voice

Speaking up and offering constructive suggestions for change

Civic Virtue

Participating in the company’s operations at a deeper-than-normal level, such as attending voluntary meetings, reading organizational announcements, and keeping up with business news affecting the company

Boosterism

Representing the organization in a positive way when out in public, away from the office, or away from work

Counterproductive Work Behaviors

(CWB)

Employee behaviors that hinder organizational goal accomplishment

Dimensions of CWB

CWB can be interpersonal or organizational; ranges from minor violations to SERIOUS WORKPLACE OFFENSES

Property Deviance

CWB involving sabotage or theft

Production Deviance

CWB involving wasting resources or substance abuse

Political Deviance

CWB involving gossiping or incivility

Personal Aggression

CWB involving harassment or abuse

Organizational Commitment

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

Affective Commitment

A desire to remain in an organization because of emotional attachment to or involvement in that organization; you stay because you WANT TO.

Continuance Commitment

A desire to remain in an organization because of awareness of the costs associated with leaving; you stay because you NEED TO.

Normative Commitment

A desire to remain in an organization because of a feeling of obligation; you stay because you OUGHT TO.

Erosion Model (Johns, 2001)

Employees with fewer bonds will be most likely to exit the organization

Social Influence Model (Turner, 1991)

Employees who have direct linkages with people who leave become more likely to leave themselves

Stars

Employees with high organizational commitment and high task performance

Citizens

Employees with high organizational commitment and low task performance

Lone Wolves

Employees with low organizational commitment and high TP

Apathetics

Employees with low organizational commitment and low TP

Exit-Voice-Loyalty-Neglect Framework

A framework describing possible employee responses to negative events or situations where things are not going well at work

Exit

Ending or restricting organizational membership

Voice

A constructive response in which individuals attempt to improve the situation

Loyalty

A passive response in which the employee remains supportive while hoping for improvement

Neglect

A response in which interest and effort in the job are reduced

Performance Management

How organizations assess and evaluate employee performance and commitment

Management by Objectives (MBO)

A performance evaluation system that evaluates people based on organizational values and pre-established goals

MBO Process

Set goals, develop action plans, review progress, and evaluate overall performance

Behaviorally Anchored Rating Scales (BARS)

A performance evaluation tool based on behavioral descriptions of required job competencies; BARS looks directly at job behaviors

BARS Limitations

Some behaviors may not be reflected; it can be time-consuming, difficult, expensive, high-maintenance, and demanding for managers

360-Degree Feedback

Performance evaluation system that includes performance information from anyone that has had firsthand experience with an employee (subordinates, peers, and customers)

Forced Ranking Systems

A performance management system that ranks employees relative to one another

Personality

The structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior

Origin of the Word Personality

Comes from the latin word persona, meaning a theatrical mask worn by performers to project different roles or disguise their identities

Personality at the Individual Level

Personality shapes strengths and preferences and influences job performance and organization commitment

Personality at the Group/Team Level

Personality factors influence how people connect and get along with one another

Personality at the Organizational Level

Personality Influences recruiting and staffing and helps shape organizational culture, which can affect probability and success

Type A/Type B Personality

A personality taxonomy that categorizes individuals into Type A (higher stress levels) and Type B (lower stress levels) patterns

Myers-Briggs Type Indicator (MBTI)

A personality taxonomy based on four preference dimensions: Extraversion/Introversion, Intuition/Sensing, Thinking/Feeling, and Judging/Perceiving

Intuition (MBTI)

Preference for brainstorming possibilities, seeing the big picture, and exploring creative or new approaches

Sensing (MBTI)

Preference for known facts, concrete parameters, and approaches that have worked successfully in the past

Thinking (MBTI)

Preference for focusing on object facts and logistics when making decisions

Feeling (MBTI)

Preference for emphasizing people’s feelings and the potential impact on morale

Judging (MBTI)

Preference for making decisions relatively quickly and achieving closure, such as finishing projects by deadlines

Perceiving (MBTI)

Preference for keeping options open, adapting as you go, and gathering more information before deciding

Big Five Personality Traits

Remembered with OCEAN: Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism

Openness

Being curious, imaginative, creative, complex, and sophisticated; not significantly related other overall job performance; important for success in FLUID AND DYNAMIC jobs requiring adaptive or creative TP

Conscientiousness

Being dependable, organized, reliable, ambitious, hardworking, persevering; BIGGEST influence on job performance and organizational commitment

Extraversion

Talkative, passionate, bold, dominant, and assertive; HIGHER POSITIVE AFFECTIVITY

Agreeableness

Warm, cooperative, helpful, and reluctant to react to conflict with criticism or threats; focuses more on GETTING ALONG than getting ahead; not a predictor of JP; linked with OCB

Neuroticism

Nervous, moody, emotional insecure, and jealous; NEGATIVELY related to job performance; HOSTILE, ANNOYED EASILY, and NERVOUS; NEGATIVE AFFECTIVITY

Nature and Nurture Debate

Personality is influenced by both nature and nurture, their effects act in combination; DIFFICULT to separate their individual effects on personality

Cultural Values

Shared beliefs about values that should be instilled and about how a person should behave; affects EXPRESSION OF PERSONALITY TRAITS

Socialization and Personality Expression

The way people are socialized can override the expression of some aspects of their innate personality

Hofstede Dimensions

Cultural-value dimensions used to compare cultures

Organizational Behavior (OB)

the study of how and why people think, feel, and act in organizational settings. OB focuses on understanding and managing people at work and can also apply to teams and groups

Purpose of OB

To better understand how people behave in organizations and how organizations influence human behavior so people can become more effective employees, managers, team members, and leaders

OB as a Social Science

OB is a social science in which researchers try to understand how people and organizations operate in order to help them become more efficient, effective, purpose, healthy, sustainable, and successful

Why OB matters

Understanding OB helps explain how and why individuals and organizations behave the way they do and can make someone a more effective employee, manager, and leader regardless of industry or career

Application of OB Principles

They apply not only to formal workplaces but also more broadly to different team and group settings

Organization

A collection of people and materials brought together to accomplish purposes that could not be achieved through the efforts of individuals working alone

Purpose of an organization

They bring people and resources together to accomplish goals that individuals working alone could not achieve

Organizational Purposes

To accomplish organizational purposes, people behave in certain ways within organizations, and organizations behave in certain ways in the world

Organizational Behavior and Organizational Purposes

OB studies what people do within organizations and what organizations do in the world to accomplish their stated purposes

Organizations and Employee Well-Being

Workplaces can affect employees’ physical and mental well-being in both positive and negative ways

Workplace Well-Being

Workplaces can be designed to support employees by showing them that they matter, that their work matters, and that they have the resources and support necessary to flourish

Individual Level of OB Analysis

Focuses on characteristics, thoughts, feelings, and behaviors of individual employees. Topics include perception, decision-making, emotions, stress, personality, job satisfaction, and motivation

Team Level of Analysis

Examines behavior and interactions among people working together; topics include GROUPS, TEAMS, LEADERSHIP, CONFLICT, NEGOTIATION, AND NETWORKING

Organizational Level of Analysis

Examines characteristics and processes of organizations as a whole; topics include diversity, trust, ethics, justice, organizational structures, and organizational culture