organizational behavior exam 1

organizational behavior

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

primary outcomes in organizational behaviors are…

job performance and organizational commitment

does organizational behavior matter?

effective management of organizational behavior can help a company become more profitable because good people are a valuable resource

resource based view

rare and inimitable resources help firms maintain competitive advantages

inimitable

not able to be copied

reasons for being inimitable

history, numerous small decisions, socially complex resources

rule of 1/8

the belief that at best 1/8 of organizations will actually do what is required to build profits by putting people first

meta analysis

a method that combines the results of multiple scientific studies by creating a average correlation across studies

what factors affect the 2 primary organizational behavior outcomes

1. job satisfaction

2. stress

3. motivation

4. trust, justice, and ethics

5. learning and decision making

job performance

employee behaviors that contribute either positively or negatively to the accomplishment of organizational goals

3 components of job performance

1. task performance

2. citizenship behavior

3. counterproductive behavior

task performance

employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces. (explicit obligations an employee must complete to get paid)

routine task performance

well known responses by employees to predictable task demands

adaptive task performance

responses to unusual task demands

creative task performance

developing ideas or physical products that are novel and useful

job analysis

a process used to identify relevant job behaviors

occupational information network (ONET)

an online database that provides job descriptions for most jobs

citizenship behavior

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

forms on interpersonal citizenship behavior

1. helping: assisting coworkers

2. sportsmanship: maintaining a positive attitude with coworkers through good and bad times

3. courtesy: sharing important information with coworkers and keeping everyone in the loop

forms of organizational citizenship behavior

1. voice: offering supportive ideas for change

2. civic virtue: participating in company activities at a deeper than normal level

3. boosterism: positively representing the organization when in public

counterproductive behavior

employee behaviors that intentionally hinder organizational goal accomplishment

property deviance

behaviors that harm the organizations assets and possessions

1. sabatoge

2. theft

production deviance

intentionally reducing efficiency of work output

1. wasting resources

2. substance abuse

political deviance

behaviors that intentionally disadvantage others

1. gossiping

2. incivillity

personal aggression

hostile verbal and physical actions directed toward other employees

1. harassment

2. abuse

prosocial counterprodutive behavior

behaviors that are intended to benefit others or the organization but violate norms, rules, polices, or laws and could potentially harm the organization

trends affecting job performance

1. knowledge work

2. service work

3. gig work

management by objectives (MBO)

bases employee evaluations on whether specific performance goals have been met. employees have input into this

behaviorally anchored rating scales (BARS)

uses examples of critical incidents to evaluate an employees job performance behaviors directly. feedback helps an employee improve overtime

360 degree feedback

a performance evaluation system that uses ratings provided by supervisors, coworkers, subordinates, customers, and the employees themselves. this is a more balanced and comprehensive examination of performance

forced ranking

managers rank subordinates relative to one another plaicing them in one of 3 categories. the top 20%, the middle 70%, or the bottom 10%

social performance management

the use of a social media platform for performance management, using ongoing communication among managers and employees for recognition, sharing of goals, progress, and constructive feedback. this provides more timely performance updates

organizational commitment

an employees desire to remain a member of an organization

withdrawal behavior

employee actions that are intended to avoid work situations

affective commitment

you stay because you want to (emotion based)

continuance commitment

you stay because you need to (cost based)

normative commitment

you stay because you ought to (obligation based)

social influence model

employees with a direct linkage to coworkers who leave are more likely to leave themselves

embeddedness

an employees connection to and sense of fit in the organization and community

withdrawal

a set of actions that employees perform to avoid the work situation

reactions to negative events

1. exit

2. voice

3. loyalty

4. neglect

exit

someone becomes absent often from work or voluntarily leaves the organization

voice

when an employee speaks up to offer constructive suggestions for change

loyalty

someone publicly supports the situation but privately hopes for improvement

neglect

someone’s interest and effort in work declines

stars

employees with high commitment levels and high task performance

citizens

employees with high commitment levels and low task performance

lone wolves

employees with low commitment levels and high task performance

apathetic

employees with low commitment levels and low task performance

psychological withdrawal

mentally escaping the work environment

forms of psychological withdrawl

1. daydreaming

2. socializing

3. looking busy

4. moonlighting

5. cyberloading

physical withdrawl

a physical escape from the work environment

forms of physical withdrawl

1. tardiness

2. long breaks

3. missing meetings

4. absenteeism

5. quitting

commitment iniciatives

1. employees are more committed when employers are committed to them

2. perceived organizational support

job satisfaction

a pleasurable emotional state resulting from the appraisal of ones job or job experiences. how you think and feel about your job

value percept theory

job satisfaction depends on whether you perceive that your job supplies the things you value

value

things that people consciously or unconsciously want to seek or attain

job characteristics theory

jobs are more enjoyable when work tasks are challenging and fulfilling

critical psychological states

meaningfulness of the work, responsibility for outcomes, and knowledge of results

variety

different skills, diverse set of tasks

identity

do something from start to finish, can see the end product

significance

affects a lot of people, even beyond the organization, contributes to a better society

autonomy

discretion, freedom to do the work, use ones own judgment

feedback (job satisfaction)

doing the work shows how well ones doing. it is easy to know how well one is doing from performing the job

moods

states of feeling that are mild in intensity, last for an extended period of time, and are not directed at anything

affective events theory

a theory that describes how workplace events can generate emotional reactions that impact work behaviors

emotions

intense feelings, often lasting for a short time, that are clearly directed at someone or some circumstance

emotional labor

when employees manage their emotions to complete their job duties successfully

emotional contagion

the idea that emotions can be transferred from one person to another

job satisfaction correlation with job performance

job satisfaction is moderately correlated with task performance. satisfied employees do a better job of fulfilling the duties described in their job description

job satisfaction correlation with citizenship behavior

job satisfaction is moderately correlated with citizenship behavior. satisfied employees engage in more frequent extra behaviors to help their coworkers and their organization

job satisfaction correlation with counter productive behavior

job satisfaction has a moderately negative correlation with counterproductive behavior. satisfied employees engage in fewer intentionally destructive actions that could harm the work place

job satisfaction with organizational commitment

satisfied employees are more likely to want to stay with the organization and feel an obligation to remain with the organization

job satisfaction and continuance commitment

job satisfaction is uncorrelated with continuance commitment because it does not create a cost based need to remain with the organization

life satisfaction

the degree to which employees feel a sense of happiness with their lives in general

what steps can organizations take to assess and manage job satisfaction

they can assess and manage job satisfaction using attitude surveys such as the job descriptive index (JDI) which assess pay, promotion, supervision, coworker satisfaction, and satisfaction with the job itself

flow

a total immersion in the task at hand, with individuals sometimes losing
track of the time that’s passed.

motivation

a set of energetic forces that determines the direction, intensity, and persistence of an employees work effort

expectancy theory

People will choose certain behaviors over others with the expectation of a certain
outcome.

employees are motivated in they believe 3 things

● That effort will result in performance.
● That performance will result in outcomes.
● That those outcomes will be valuable.

expectancy

if i exert a lot of effort will i perform well

instumentality

if i perform well will i recieve outcomes

valance

will the outcomes be satisfying

self efficacy

the belief that a person has the capabilities needed to perform the behaviors required on some task

what are the sources of self efficacy

• past accomplishments

• vicarious experiences

• verbal persuasion

• emotional cues

needs

groupings or clusters of outcomes viewed as having critical psychological or physiological consequences

extrinsic motivation

desire to put forth work effort due to some contingency that depnds on task performance

intrinsic motivation

desire to put forth work effort due to the sense that task performance serves as its own reward

the meaning of money

the idea that money can have a symbolic value in addition to economic value

goal setting theory

a theory that views goals a the primary driver of the intensity and persistence of effort

which goals strech employees to perform at their max while staying in their boundaries

specific and difficult

smart goals

specific

measurable

attainable

relevant

time based

feedback

progress updates on work goals

task complexity

the degree to which the information and actions needed to complete a task are complicated

goal commitment

the degree to which a person accepts a goal and is determined to reach it

strategies for fostering goal commitment

1. rewards

2. publicity

3. support

4. participation

5. resources

equity theory

a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships.

• based on input, comparisons, outputs

when is motivation maximized based on equity theory

Motivation is maximized when an employee’s ratio of “outcomes” to “inputs” matches those of some “comparison other”

under rewarded inequity

• grow your outcomes by talking to your boss or by stealing from your company

• shrink your inputs by lowering the persistency or intensity of your efforts

over rewarded inequity

• shrink your outcomes

• grow your inputs through more high quality work or some cognitive distortion