MGMT 5920S

Organizational behavior

A field of study devoted to understanding, explaining, and improving the attitudes and behaviors of individuals and groups in organizations.

Disciplines of OB

Social psychology, economics, anthropology, political science, industrial and organizational psychology.

Human resource management

The best way to structure training programs to promote employee learning.

Strategic management

Focus on the actual product of the organization and how the firm is positioned in the industry.

Macro level of OB

Study of organizations' behavior, reputation, and celebrity.

Meso level of OB

Behavior study of work groups and team emotions.

Micro level of OB

Study of individuals within organizations.

International OB

Focus on cross-cultural differences and how recent research accounts for cultural variations.

Why care about OB?

Research in practice and the solutions it yields for managers and profitability.

Rule of one eighth

Only a small fraction of organizations truly understand and implement OB principles.

Individual outcomes in OB

Includes job performance and organizational commitment.

Individual mechanisms

Describes how variables (x) influence outcomes (y) in individuals.

Job performance

Regarded as a behavior that contributes to organizational goal accomplishment.

Good performer

Exhibits both task performance and citizenship behavior.

Routine

Well-known responses to predictable demands.

Adaptability

Employee response to novel, unusual, or unpredictable task demands.

Creativity

The degree to which individuals develop new and useful ideas or outcomes.

Citizenship behaviors

Voluntary activities that contribute positively to the organization.

Interpersonal citizenship behaviors

Voluntary behaviors that enhance interactions among coworkers.

Organizational citizenship behaviors

Voluntary behaviors that contribute to the overall organization.

360 degree feedback

Collects feedback from all around an employee for evaluation.

BARS

Behaviorally Anchored Rating Scales, a rubric for employee performance.

Forced ranking

A performance appraisal method where employees are ranked against each other.

Social networking systems

Use of social media to evaluate employee job performance.

Property deviance

Behaviors that harm the organization's assets.

Production deviance

Behaviors that reduce work efficiency and output.

Hidden costs of employee turnover

Includes decreased morale and lost productivity.

Burnout

The state of emotional, physical, and mental exhaustion.

Organizational commitment

An employee's desire to remain a member of an organization.

Affective commitment

Desire to stay based on emotional attachment to the organization.

Continuance commitment

Desire to stay because of the costs associated with leaving.

Normative commitment

Desire to stay because of a sense of obligation.

Withdrawal behavior

Actions that provide escape from the work environment.

Diversity of the workforce

Implications of diverse social networks within organizations.

Job satisfaction

A pleasurable emotional state resulting from job appraisal.

Value percent theory

Job satisfaction depends on the perception of job values being met.

Dissatisfaction formula

Dissatisfaction = (Vwant - Vhave) x (Vimportance).

Facets of job satisfaction

Includes pay, promotion, supervision, coworkers, and the work itself.

Job characteristics theory

Jobs are more enjoyable when tasks are challenging and fulfilling.

Core rewarding characteristics

Variety, identity, significance, autonomy, and feedback.

Emotional labor

The need to manage emotions to successfully complete job duties.

Emotional contagion

The phenomenon where one person can 'catch' the emotions of another.

Moods

States of feelings that are mild in intensity and last for extended periods.

Emotions

Intense feelings clearly caused by specific events or individuals.

Feedback (job characteristics)

Clear information about job performance provided by tasks.

Citizens (in employee roles)

Employees highly committed to voluntary activities.

Apathetic employees

Employees who exert the minimum effort needed to retain their job.

Stars (employee type)

Role models who actively engage in improvement efforts.

Lone wolves (employee type)

Motivated by personal goals, not for the company's benefit.

Exit (reaction to dissatisfaction)

Active and destructive response to job dissatisfaction.

Voice (reaction to dissatisfaction)

Active and constructive response to job dissatisfaction.

Neglect (reaction to dissatisfaction)

Destructive, passive response to job dissatisfaction.