Organizational Behaviour

organizational behaviour (OB)

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

similarity attraction approach

• more applicable to suraface level conceptions of diversity

• Fault lines -

Two factors of OB

Job Performance & Organizational Commitment

Influences of OB

individual characteristics and mechanisms

relational mechanisms

organizational mechanisms

bureaucracy

An organizational form that emphasizes the control and coordination of its members through a strict chain of command, formal rules and procedures, high specialization, and centralized decision making

Correlations and their meaning

Measured on a scale of 0 to 1.

.10 weak

.30 moderate

.50 strong

Job Performance

the value of the set of employee behaviours that contribute, either positively or negatively, to organizational goal accomplishment.

Task performance, Citizenship Behaviour

Counterproductive behaviour

Task performance

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

Adaptive task performance

adaptability and unpredictability that comes with unique responses to unusual demands

Creative task performance

Novel and useful ideas/ physical outocomes

Rule of One-Eighth

The belief that at best one-eighth, or 12 percent, of organizations wil actua ly do what is required to build profits by putting people first

socialy complex resources

Resources created by people, such as culture, teamwork, trust, and reputation

job analysis

the tool that is used to identify important tasks and the necessary behaviuiours to effectively coimmplete those tasks.

Citizenship behaviour

Voluntary behaviours that “contribute to org goals by improving the context in which work takes place"

Organizational vs Interpersonal

organizational citizenship behaviours

Directed to improving, supporting/being loyyal to, and defending the organization

• Voice: Speaking up to suggest changes to improve organization or help it avoid problems

• Civic virtue: attends volunteary meetings, stay up to date

• boosterism: positively represents the organization in public.

interpersonal citizenship behaviours

directed to fellow employees

• helping: busy colleagies

• courtesy: sharing info, keeping people in the loop

• sportsmanship: positive attitude, don’t complain

Counter productive behaviour

Behaviours that intentionally hinder organizational goal accomplishment

Organizational counterproductive behaviour

Production deviance - reducing org efficiency

• wasting resources

• substance abuse

& property deviance - behaviour harming the org’s assets/possessions

• sabtage

• theft

Interpersonal counterproductive behaviour

Political deviance - disadvantaging others

• gossiping

• incivility

Personal aggression - hostile verbal or physical actions to other employees

• Harassment

• abuse

BARS

Behavioral anchored rating scales

• provides in-depth analysis

• indicates ways to improve

• low subjectivity

difficult to develop and upkeep, low generalizability

ranking/forced ranking

ranking in list for best performers and highest qualifiers are included

• easy to develop

not always accurante

• subjective and biased feedback

• bad performance can be still be good enough, puts a priority on not being last.

management by objectives

general quantitative measurement of success

• easy to link to org strategies

• minimizes subjectivity

• easy to monitor

cons

• can cause neglect of other parts of job

• doesn’t provide feedback

• may not be motivating

Organizational commitment

is defined as the desire on the part of an employee to remain a member of the organization.

Organizational commitment influences whether an employee stays a member of the organization (is retained) or leaves to pursue another job (turns over)

withdrawal behaviour

set of actions that employees perform to avoid the work situation—behaviours that may eventually culminate in quitting the organization

psycological vs physical

affective commitment,

defined as a desire to remain a member of an organization due to an emotional attachment to, and involvement with, that organization.

continuance commitment,

defined as a desire to remain a member of an organization because of an awareness of the costs associated with leaving it

normative commitment,

defined as a desire to remain a member of an organization due to a feeling of obligation. In this case, you stay because you ought to

commitment can

be directed to different groups

come in multicple combinations ]

wildly difer in relationship with outcomes

erosion model

employees with fewer bonds will most likely quit the organization

social influence model

employees who have links to people who leave are more likely to leave themselves

psychological withdrawl

neglect, daydreaming, socializing, looking busy

physical withdrawal

being late, long breaks, absenteeism, quiting

Four primary responses to negative events at work

remove yourself

change the circumstances

grin and bear it

go through the motions

neglect can sometimes even more costly than exit

identification

degree to which a person defines themselves with the organization

overidentification

when too much of the individual’s indentity overlaps with the job

job satisfaction

defined as a pleasurable emotional state resulting from the appraisal of one’s job or job experiences.

job satisfaction’s influence

high job satisfaction experience positive feelings when they think about their duties or take part in task activities. Employees with low job satisfaction experience negative feelings when they think about their duties or take part in task activities

Value precept theory

old and weird but analyses where your values lie and how satisfied one is

How much you want

how much you have of that facet

how important that facet is to you

facet dissatisfaction calculation

want - have x importance

overall dissatisfaction

sum of all (want minus have) x importance for all facets

Correlation between satisfaction facets and overall job satisfaction

work itself is the biggest

• pay is the most moderate

Core job characteristics

Skill variety

• simple and repetitive vs complex and high level

task identity

• complete a final product, or just a part

task significance

• importance for impact on others

autonomy

• independence freedom

feedback

• constructive criticism,/ how do you know you’ve done well

critical psycological states

meaningfulness of work

• does my work matter

  • variety, identity, significance

sense of responsibility

• did I really do that? do i have autonomy

knowledge of results of work

• how’d I do

  • FEEDBACK

moderators for job characteristics

knowledge and skill

• if I don’t have this do I have autonomy

growth need strength

• am I growing is there variation

imporoving job characteristics

job rotation - incereases variety, and more significance when employees find trheir calling

job enrichment

• enrichment efforts can heighten work accuracy and customer satisfaction, though training and labour costs tend to rise as a result of such changes

job crafting

• where they shape, mould, and redefine their jobs in a proactive way.

mood and emotions

Both can influence job satisfaction

does satisfaction predict performance

task: yes

citizenship: moderate relation

Counterproductive: moderate with satisfaction

job satisfaction predicts

commitment/absenteeism/turnover

• life satisfaction

w3eek 3: Personality

refers to the structures and propensities inside people that explain their typical patterns of thought, emotion, and behaviour

• impacts how people are seen by the public

• thoughts, emotion, and behaviour

Cultural values

are defined as shared beliefs about desirable end states or modes of conduct in a given culture.

• traditional, informal, assertive etc

Traits

are defined as recurring regularities or trends in people’s responses to their environment.

• responsible

ability

Refers to the relatively stable capabilities people have to perform a particular range of different but related activities.

• differs from skills as they slowly change over time when repeated.

Big 5 factors of personality

Conscientiousness

agreeableness

neuroticism

openness to exercise

extraversion

Conscientiousness

people who are dependable, organized, reliable, ambitious, hard working, and persevering

accomplishment striving

Conscientious employees prioritize accomplishment striving, which reflects a strong desire to accomplish task-related goals as a means of expressing personality

Agreeableness

Agreeable people are warm, kind, cooperative, sympathetic, helpful, and courteous.

communion striving

• beneficial in some aspects but not in others

Agreeable people prioritize communion striving, which reflects a strong desire to obtain acceptance in personal relationships as a means of expressing personality.

extroversion

Extraverted people are talkative, sociable, passionate, assertive, bold, and dominant\

• easiest to judge in zero a cquaintance situations—situations in which two people have only just met.

Status striving

which reflects extroverts’ strong desire to obtain power and influence within a social structure as a means of expressing personality

positive affectivity

extraverted employees tend to be high in what is called positive affectivity—a dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elation

Neuroticism

Neurotic people are nervous, moody, emotional, insecure, and jealous.

• low neurotism is better

• have a internal locus of control

  • whatever happens happens to them by fate

negative affectivity

Neuroticism is synonymous with negative a ffectivity—a dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance

Openess to experience

Open people are curious, imaginative, creative, complex, refined, and sophisticated.

• the traits associated with openness are beneficial in some jobs but not others. As a result, openness is not related to job performance across all occupations

Personality benefits in job life

predicts performance

influences how we react to feedback

can be used in tests to determine cohesion

Personality reveals itself in

weak situations

• few rules or excpectations

physical ability

strength, stamina, flexibility.

• bfoq

  • bona fide occupational qualification: the ability for employers to hire based off of physical traits

cognitive ability

G - general cognitive ability

• verbal

• quantitative

• reasoning

• spatial

• perceptual

verbal ability

Oral and writen comprehension

relevant in police, fire, and ambulance dispatchers/ clinical psychologists

quantitative ability

mathematical reasoning

• treasurers, financial managers, mathematical technicatians

reasoning ability

problem sensitivity

• when there’s a problem

deductive reasoning

• general rules to specific problems

inductive reasoning

• generating conclusions from information

originality

• developing new ideas

• useful for surgeons, judges, designers

spatial ability

spatial orientation

• knowing where one is in their environment

visualization

• imaginging how something will look after it has been rearranged

• pilots, photographers, boat captains

perceptual ability

speed and flexiubility

• making sense of information and patterns

perceptual speed

• comparing information or objects with memory of information or objects

• musicians, firefighters

emotional ability

ability to undestand and use emotions

• seperate from cognitive and physical

• increasingly popular in organizations

4 components of EQ

Self awareness

other awareness

emotional regulation

use of emotions to achieve a goal

other awareness

the appraisal and recognition of emotion in others

week 4: Stress

a response to demands that depletes a person’s capacities or resources

stressors

demands that trigger stress responses

strains

negative effects when stress overwhelms resources

Hinderance stressors definitions

Demands that are perceived as hindering progress towards accomplishment or goal attainment – can lead to negative emotions & outcomes

HINDERANCE Stressor examples

role conflict

• different understanding of what the job entails

role ambiguity

• vague role

role overload

• the amount of roles someone holds inhibits their ability to do all effectively

daily hassles

• minor day-to day tasks that hinder work productivity

Challenge stressors

demands that are perceived as opportunities for learning, growth, and achievement - can lead to positive emotions and outcomes

• time pressure

  • amount of time you have is not enough

• work complexity

  • complexity of the job is too high for the employee

• work responsibility

  • obligations a person has to others

nonwork hindrance stressors

• work to family conflict

• negative life events

• financial uncertainty

nonwork challenge stressors

family time demands

personal development

positive life events

differential reactivity

primary apprasial

• events are not interpereted the same.

• neuroticism and type A people react negatively to stressors

• personaliuty affects differentialk expossure

coping mechanisms

secondary apprailsal

• what should I do, what can I do

• based on behavioral cognitive, problem focused and emotion focused responses

behaviorial coping

a physical choice to either work more effectively through the stress to complete it or to completely avoid the stress by delaying it.

cognitive coping

psycological decision on either being proactive or procrastinating by thing of ways to accomplish work more effectively

problem focused coping

refers to behaviours and cognitions intended to manage the stressful situtation itself.

• focusing on proactivity

emotion focused coping

ways in which people manage emotions throughout a stressful situation

• using avoidance/ distancing behaviours

• vs strategy to reappraise the demand to make it less stressful

strain leads to

burnout, emotional, mental, physical exhaustion

How would you help an organization affect workplace stress?

Attempt to reduce stressors/attempt to help with coping

• Attempt to change primary appraisals

• Attempt to manage strains

Week 6: motivation

a set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence.

motivation affects what

Direction

Intensity

Persistance

MOtivatiion direction

what are you going to do right now

motivation intensity

how hard will you work on it

persistance effor of motivation

how long are you going to work on it.

Motivation’s theories

provide impact for managers to change employee behaviour

• different people are motivated by different things/ multiple things

goal setting theory

Specific,

Measurable,

achievable,

results-based,

time sensitive

Expectancy theory

describes the cognitive process that employees go through to make choices among different voluntary responses

Instrumentality

represents the belief that successful performance will result in some outcome(s).

• instrumental motivates people to get a certain outcome.