BU288 Midterm #1

Hypothesis

formal statement of the expected relationship between two variables

Variables

Measure that can take on two or more values

Hypothesis stemming from equity theory

The less fair people perceive their pay to be (independent), the more likely they will be to quit their jobs (dependent)

Independent Variable

predictor or cause of variation in a dependent variable (predictor)

Dependent Variable

variable that will vary as a result of changes in the independent variable (outcome)

Moderating Variable

variable that affects the nature of the relationship between an independent and a dependent variable such that the relationship depends on the level of moderating variable, "only when"

Mediating Variable

variable that intervenes or explains the relationship between independent and dependent, (food to better performance, mediator would be reason for this is you have more energy)

Measures of Variables

observationalization, reliability, validity

Observationalization

with job satisfaction, operationalizations would be sick days (count them in a year)

Reliability

index of the consistency of a research subject's responses (person should respond roughly the same way to each question)

Clear Data Pattern

reliable, not valid

Validity

index of the extent to which a measure truly reflects what it is supposed to measure (good measure of perceived pay fairness should not be influenced by employees' feelings of fairness about other workplace factors such as supervision)

If a measure is to be valid ...

it must also be reliable

Convergent Validity

measure of job satisfaction should be highly correlated to other measures of job satisfaction

Discriminant Validity

measure of job satisfaction should not be strongly related to measures of job performance (weak relationship between measures of different variables)

Internal Validity

extent to which a researcher can be confident that changes in a DV are due to the IV

External Validity

extent to which the results of a study generalize to other samples and settings (greater with large random samples)

3 Kinds of Research Techniques/Design

observation, correlation, experimentation

Correlation

X relates to Y, they both go up, but we don't know what one causes which (does not equal causation)

Experimentation

Can draw a causal conclusion, manipulated one thing which lead to another

Observational Research Techniques (ORT)

most straightforward ways of finding out about behaviour in organizations and how we develop common-sense views

First Step of ORT

Researcher approaches organization setting with training concerning the nature of human behaviour and a particular set of questions

Second Step of ORT

Behavioural scientist will attempt to keep a careful ongoing record of the events they observe

Final Step of ORT

Behavioural scientist is well informed of the dangers of influencing the behaviour of those under observation and is trained to draw reasonable conclusions

Participant Observational (ORT)

the researcher becomes a functioning member of the organizational unit they are studying to conduct research - (potential for secrecy)

Direct Observation (ORT)

the researcher observes organizational behaviour without participation in the activity being observed (trying to learn sushi, you watch a master chef)

Why choose direct observation?

May choose this because there are many situations in which the intro of a new person into existing setting would severely disrupt and change the nature of activities (participant observation)

Advantages of Observational Research

depth, breadth, richness, realism

Disadvantages of Observational Research

lack of control, hawthorne effect, small number of cases

Correlational Research

attempts to measure variables precisely and examine relationships among these variables without introducing change into the research setting

Examples of Correlational Research

surveys, interviews, existing data

Correlational Range

-1 to 1, .5 scattered a little, .2 hardly any pattern

Perfect Correlation

When X goes up by 1, Y goes up by 1

Causation

x leads to y, causes x

Causality

does this mean her soft fur causes gentleness

Reverse Causality

maybe her gentleness causes her fur to be soft

Third Variable

maybe her breed causes soft skin and gentleness

Temporality

X comes before Y, no association

Contingency

Nothing other than X causes Y, Y doesn't occur unless X happens

Experimental Design

IV is manipulated or changed under controlled conditions and the consequence (DV) of this manipulation for some other variable is measured

Cross-Sectional Design

when both independent and dependent variables are measured at the same time (Study of employees willingness to serve as mentors to newer organizational members - Focus was relationship between gender (independent) and willingness to mentor (dependent))

Longitudinal Design

dependent and independent variable measured at separate times (study over the relationship between socialization tactics and newcomer adjustment)

Labratory Experiment

involves the use of a contrived situation in which the task/setting, and/or participants are in some way artificial

Field Experiment

takes place in a natural setting such as an organization

Control Group

group of research participants who have not been exposed to the experimental treatment (required for rigorous experiments)

Random Assignment

examination of participants to experimental and control conditions, randomly chosen to be a part of a treatment

Threats to Internal Validity

sampling, testing (priming), instrumentation, maturation, history

Sampling

Experimental members selected differ from those in the control group in some way that influences the results of an experiment

Testing (priming)

Process of completing a survey might sensitize participants to the study and influence responses to same questions after experiment

Instrumentation

If different measures are used at different times, then changes in participants scores might be due to difference in measures

History

Events that occur during the experiment and can explain changes for the dependent variable

Maturation

Natural changes in participants that are due to passage in time (job experience)

Hawthorne Effect

refers to a favourable response of participants in an organizational experiment to a factor other than the independent variable that is formally being manipulated (research subjects tend to change their behaviour because they know they are being studied)

Organizational Behaviour

refers to the attitudes and behaviours of individuals and groups in organizations

Goals of OB

Predicting the behaviour of others, explain events in organizations

Management

defined as the art of getting things accomplished in organizations through others (understand the reasons for high-quality service, ethical behavior, or anything else, we can often take sensible actions to manage it)

Organizations

social inventions for accomplishing common goals through group effort

Social Inventions

means that their essential characteristic is the coordinated presence of people, not necessarily things

HR Management

refers to programs, practices, and systems to acquire, develop, and retain employees

Evidence-Based Management

involves translating principles based on the best scientific evidence into organizational practices (OB as a science)

What managers rely on

knowledge from school, long-standing traditions, experience patterns, methods

Classical Viewpoint

Tended to to advocate a very high degree of specialization of labour and very high degree of coordinations

Scientific Management

Fred Taylor's system for using research to determine the optimum degree of specialization and standardization of work tasks

Contingency Approach

Recognizes that there is no one best way to manage; rather, an appropriate style depends on the demands of the situation

Scientific Method

theory, hypothesis, data, verification

Informational Roles

monitor, disseminator, spokesperson

Monitor

Managers can scan the internal and external environments of the firm to follow current performance to keep themselves informed of new ideas and trends

Disseminator

Managers send info on both facts and preferences to others

Spokesperson

Sending messages into the organizations external environment

Interpersonal Roles

figurehead, leadership, liason

Figurehead

Managers serves as symbols of their organization rather than as active decisions makers

Leadership

Managers select, mentor, reward, and discipline employees

Liason

Managers maintain horizontal contacts inside and outside the organizations (includes discussion a project with someone in another department)

Decisional Roles

entrepreneur, disturbance handler, resource allocator, negotiator

Entrepreneur

Managers turn problems and opportunities into plans for improved changes

Disturbance Handler

Managers deal with problems stemming from employee conflicts and address them

Resource Allocator

Managers decide how to deploy time, money, personnel, and other critical resources

Negotiator

Managers conduct organizations with other orgs or individuals

Managerial Activities

routine communication, traditional management, networking, HR management

6 Contemporary Management Concerns

DEI, employee health and well-being, workplace spirituality and organizational care, talent management and employee engagement, alternative work arrangements, corporate social responsibility

Self-Efficacy

refers to one's confidence to take on and put in effort to succeed at challenging tasks

Optimism

involves explaining positive events in terms of personal and permanent causes and negative events in terms of external and situation-specific causes

Resilience

ability to bounce back

Personality

relatively stable set of psychological characteristics that influences the way an individual interacts with their personal style of dealing with the world

Dispositional Approach

focuses on individual dispositions and personality (believes that the person's personality predicts their behaviours)

Situational Approach

shifting attention to factors in the work environment that might predict and explain organizational behavior (the environment predicts how someone thinks or feels)

Interactionist Approach

says that OB is a function of both dispositions and the situations (both disposition and situation matter)

Trait Activation Theory

Personality leads to certain behaviours only when the situation makes the need for that personality salient

Weak Situation

Roles are loosely defined, few rules and weak reinforcement, personality is strong in weak situations

Strong Situation

Roles, rules and contingencies are more defined, personality is weak in strong situations, not steep at all

Types of Personality

variables by which people qualitatively differ

Dimensions of Personality

attributes that all people possess to varying degrees

5 Factor Model of Personality (CANOE)

extraversion, neuroticism, agreeableness, conscientiousness, openness to experience

Extraversion

Extent to which a person is outgoing versus shy

Neuroticism

The degree to which a person has appropriate emotional control (high emotional stability = low neuroticism)

Agreeableness

Extent to which a person is friendly and approachable

Conscientiousness

Degree to which a personal is responsible and achievement oriented

Openness To Experience

Extent to which a person thinks flexibly and is receptive to new ideas

Self-Monitoring

Extent to which people observe and regulate how they

appear and behave in social settings and relationships

Positive Affectivity

People who are high on this experience positive emotions and moods like joy and excitement and view the world, including themselves and other people in a positive light