Organizational Behavior And Management Exam 1

Chapters 1-5

Organizational Behavior

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

Human Resources Management

Focuses on “Nuts n Bolts” AKA exactly how to implement the principals of OB in the organization.

Strategic Management

Focuses on Corporate tactics and industry characteristics that affect an organization’s profitability.

Social Psychology

involved in OB studies of satisfaction, emotions, and team processes.

Sociology

Involved in OB studies of team characteristics, and organizational structure

Anthropology

Involved in OB studies of organizational culture

Economics

Involved in understanding motivation, learning, and decision making in OB.

Structural and Organizational Psychology

Involved in understanding job performance and individual characteristics

Individual Outcomes

Job Performance and Organizational Commitment

Primary outcomes of interest to OB researchers

Individual mechanisms

Job satisfaction, Stress, Motivation, (Trust, Justice & Ethics), and (Learning & decision making).

Directly affect job performance and organizational commitment.

Organizational Mechanisms

Organizational Culture and Organizational Structure

Organizational factors that influence individual mechanisms such as satisfaction, motivation, stress etc.

Group Mechanisms

Leadership styles & behaviors, Leadership power & negotiation, Teams: processes & communication, Teams: Characteristics and Diversity

Study of teams in OB and people working in groups

Individual Characteristics

Ability, Personality & cultural Values

Traits and tendencies of how people act and what they are good at and not good at.

factors that feed into individual mechanisms

Resource Based View

What makes resources capable of creating long term profits for the firm?

Includes financial (equity, revenue, etc) and physical (buildings, machines, technology) resources.

Also includes resources related to organizational behavior (knowledge, ability & wisdom of the workforce and image, culture & goodwill of organization)

Talented and motivated employees are both rare and inimitable

What Makes a Resource valuable?

Rare

Impossible to Imitate / Inimitable (History, numerous small decisions, socially complex resources)

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The Rule of One Eighth

Usually OB is not something typically associated with gaining a profit so on usually only around 12% of organizations will successfully make profits by putting people first. 50% won’t try, 25% won’t persist, half of those will succeed.

Method of experience

People hold firmly to some belief because it “just stands to reason”- it seems obvious or self evident.

Method Of intuition

People hold firmly to some belief because it feels right to believe so.

Method of Authority

People hold firmly to some belief because some respected official, agency, or source has said it is so.

Scientific Method

People accept some belief because scientific studies have tended to replicate that result using a series of samples, settings, and methods.

Theory > Hypotheses > Data > Verification

Correlation Interpretations

r= The statistical relationship between two variables

\-1= Perfect negative

0= no relationship at all

1= perfect positive

In OB research

A r= .5 is considered “strong”, a .10 is weak, .3 is moderate . However even weak correlations can be important if they predict costly behaviors such as theft or ethical violations (Ex: smoking and lung cancer r=.08)

Strength determined from the compactness of the scatterplot

Casual Inferences

Establishing that one variable really does cause another

Requires three factors: 1) that the variables are correlated 2) the presumed cause precedes the presumed effect in time 3) No alternative explanation exists for the correlation.

Meta-analysis

Takes all of the correlations found in studies of a particular relationship and calculates a weighted (based on sample size) average.

Performed for correlation between social recognition and job performance r=.21 n=96 organizations.

Forms foundation for evidence based management

Evidence-based management

Perspective that argues scientific findings should form the foundation for management education, much as they do for medical education.

Uses analytics as a tool for management

Theory

Collection of assertions, both verbal and symbolic, that specifies how and why variables are related, as well as the conditions in which they should (or shouldn’t be) related.

Job Performance

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

Task Performance

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

**Three Categories**

1) Routine task performance> employee response to normal tasks

2) Adaptive task performance> employee response to unpredictable tasks

3) Creative task performance> degree to which individuals develop ideas or physical outcomes that are both novel and useful.

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Job Analysis

Method of Identifying task performance behaviors and come up with a standard to rank or grade job performance.

1) Generate a list of activities and responsibilities involved in the job. Backed by research.

2)Each activity is rated by “subject matter experts” by importance and frequency. Performers or managers of the job are SME

3) The highest rated activities in terms of importance and frequency are retained and used to define task performance.

Citizenship Behavior

Voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the workplace/environment.

**Organizational**: helping the organization: **Voice, civic Virtue, Boosterism**

**Interpersonal:** Helping the work environment, coworkers, etc. :**Helping, Courtesy. Sportsmanship**

Counterproductive Behavior

intentional\*\*\* employee behaviors that hinder organizational goal accomplishment.

Property Deviance

Serious and Organizational counterproductive behaviors that harm the organization’s assets and Possessions. (Ex: sabotage, theft)

Production Deviance

Minor and organizational counterproductive behaviors

Wasting resources, Substance abuse

Political Deviance

Minor and interpersonal counterproductive behaviors (ex: gossiping and incivility)

Intentionally disadvantage other individuals.

Personal Aggression

Serious interpersonal counterproductive behaviors, hostile verbal and physical actions directed towards other employees.

(ex: Harassment, bullying, and Abuse)

Prosocial counterproductive errors

Counterproductive behaviors intended to improve the environment or group without purely selfish motivations.

Knowledge Work

Jobs that require cognitive work, theoretical and analytical thinking aquired through education and continuous learning. Outgrew physical jobs in the 1990’s.

ex: accountant

Service Work

Work that Provides non-tangible goods to customers through direct electronic, verbal, or physical interaction.

ex: retail, food service, customer service

Gig Work

Jobs that have a temporary nature or involve freelance work.

Ex: Ubering, deliveries, renting property, providing care, providing home services, dog walking, etc)

Management by Objectives MBO

A management philosophy that bases an employees evaluations on whether the employee achieves specific performance goals.

Employee and manager meet and mutually agree upon a set of accomplishables and a time period.

Behaviorally Anchored Rating Scales BARS

Directly assesses job performance behaviors with example behaviors on a scale such as (Excellent> very good> okay> average> below average> poor> unacceptable)

360-degree feedback

Employees receive feedback from subordinates, peers, customers combined into a report. Supervisors ratings are prominent in the report.

Forced Ranking

Managers forced to rank all of their subordinates and the rankings were used to place employees into the top 20%, middle 70% and bottom 10%.

“Rank and yank’ aka stack ranking

Not really all that relevant any more

Social Performance Management

Organizations using a social media like program to allow employees to ask questions about their own performance and others can provide feedback.

*keep an eye out for the future they may begin to grow in popularity*

Organizational Commitment

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

Three types

negative relationship with withdrawal behavior

Withdrawal behavior

Set of actions that employees perform to avoid the work situation-may lead to quitting.

Negative relationship with organizational commitment

Effective commitment

Desire to remain a member of an organization because you **want** to. Ex: Friends, rewarding work, nice environment.

Continuance Commitment

The desire to stay a member of an organization because of the costs associated with leaving. Ex: Benefits, money, upcoming promotions/perks.

Normative Commitment

The desire to remain a member of a company because you feel an obligation, you **ought** to. Ex: Guilt about Investment of employers

Focus of commitment

The various things that can inspire a desire to remain a member of an organization.

Erosion Model

Employees with fewer bonds will be most likely to quit the organization. Less connections to the masses means ya get more easily swept away.

Social Influence Model

Employees who have direct linkages with leavers will become more likely to leave. People are more likely to leave if their connections leave.

embeddedness

Employees links to their organization and community, their sense of fit with their organization and community, their sense of fit with their organization and community, and what they would sacrifice with a hob change.

Exit

Ending or restricting membership of an organization as a Active, destructive response to negative events at work.

Voice

Active, constructive response to negative events at work in which individuals attempt to work out the situation.

loyalty

passive, constructive “grin and bear it” response to negative events at work

Neglect

Passive, destructive response to negative events at work in which interest and effort in the job decline.

Stars

Employees with high organizational commitment and high task performance. Superstars!!!

Citizens

Employees with high citizenship and low task performance. All for the company but underperform.

Lone wolves

Employees with low citizenship and high task performance. For me but not the company

Apathetics

Employees with low organizational commitment and low task performance. Minimum effort

psychological withdrawal

Actions that provide a mental escape from the work environment

(filling the minimum requirement of attendance but not doing work activities)

Daydreaming, looking busy, cyber loafing, socializing, moonlighting

Physical Withdrawal

consists of actions that provide a physical escape, whether short term or long term, from the work environment.

tardiness, long breaks, missing meetings, absenteeism

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

Argues that the various withdrawal behaviors negatively correlate with one another, doing one means you’re less likely to do another.

Progression model of withdrawal

Argues that the various withdrawal behaviors are positively correlated, doing one will lead to doing others more often.

The most scientific support of the three models of withdrawal.

Psychological contracts

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

transactional contracts

A narrow set of monetary obligations between employee and employer

relational contracts

Open ended and subjective obligations, employee owes loyalty and willingness to excel, the organization owes stability.

Perceived organizational support

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

Higher levels of this fosters higher organizational commitment

Job satisfaction

a pleasurable emotional state resulting from the appraisal of one’s job or job experiences. How you **feel and think** about your job.

Strong positive effect on organizational commitment and moderate positive effect on job performance

values

The things that people consciously or subconsciously want to seek or attain.

Value-Percept Theory

Job satisfaction depends on whether you perceive that yout job supplies the things that you value.

Dissatisfaction=(Vwant-Vhave) x (Vimportance)

Types of satisfaction

Pay, Promotion, Supervision, Coworker, work tasks in value-percept theory

how employees evaluate current job satisfaction

Critical psychological states

Make work satisfying

1) meaningfulness of work

2) responsibility for outcomes

3) knowledge of results

Job Characteristics Theory

Central characteristics of intrinsically satisfying jobs and what kind of tasks foster them. Uses VISAF theory

Variety, Identity, Significance, Autonomy, Feedback

VISAF AKA characteristics of tasks that create satisfaction in employees used in job characteristics theory

Knowledge & skill and Growth need strength

Moderators of job characteristics theory

Mood

States of feeling that are often mild in intensity, last for an extended period of time, and are not explicitly directed at or caused by anything.

Categorized in two ways (two axises)

1) pleasantness

2) activation

Affective Events theory

Events in the workplace that trigger emotions with a specific reason for the emotion.

Ex: I’m feeling upset *at my boss*

Some jobs are considered emotional labor, and affective events need to be managed.

Emotions

Short, intense states of feelings that are breif but clearly directed at and caused by someone/something

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Emotional contagion

Employees can “transmit” emotions between each other through interactions and exchanges.

Life satisfaction

The degree to which employees feel a sense of happiness with their lives.

One of it’s strongest predictor’s is job satisfaction

Job descriptive Index JDI

The most widely administered job satisfaction survey, simple and straightforward

Companions with the job in general JIG scale survey.

Results should be fed back to employees so they feel involved and become a catalyst for some changes

Alternatives to focus groups, interviews, and attitude surveys

Autonomy

The degree to which a job allows individual freedom and discretion regarding how the work is to be done

Job enrichment

When job duties and responsibilities are expanded to provide increased levels of core job characteristics

Stress

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

Stressors

The experiences/demands that cause people to experience stress.

Strains

Negative consequences that occur when demands tax or exceed a persons capacity or resources

Transactional theory of stress

Explains how stressors are perceived and appraised as well as how people respond to those perceptions and appraisals.

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Primary Appraisal

First evaluation of the significance & meaning of the stressor they’re confronting

Non Work Hindrance Stressors

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Three types of “external” (to work) stressors that stop you from being able to complete work

1) work family conflicts

2)Negative Life Events

3) financial uncertainty

Non work Challenge Stressors

Three types of challenges considered to be external from work challenges level of stress felt at job

1) Family time demands

2) Personal development

3) Positive life events (ex: wedding, etc)

Secondary Appraisal

When people appraise a stressful demand they ask themselves “*what should I do?”, “What can I do?”*

Coping

Behaviors and thoughts that people use to manage the stressful demands and the emotions associated with them.

Categorized in two ways

1) Behavioral V. Cognitive

2) Problem-focused V. Emotion-Focused

Psychological strains

Depression, anxiety, irritability, forgetfulness, inability to think clearly, reduced confidence, burnout

Behavioral Strains

Alcohol/ drug use, teeth grinding, compulsive behaviors, overeating

Physiological Strains

Illness, high blood pressure, coronary artery disease, headaches, back pain, stomachaches

Type A behavior pattern

People with a strong sense of time urgency, who tend to be impatient, hard-driving, competitive, controlling, aggressive/hostile.

impacted differently and more intensely by stressors, stress and strains.

Recovery

The degree to which energies used for coping with work demands replenished from a period of rest or relief from work, the second factor that influences the stress process.

Social support

Third factor that affects the way people manage stress,

Two categories

1) emotional support

2) instrumental support