MGMT 363 Exam 1

Organizational Behavior

Study of understanding, explaining, and improving the attitudes and behaviors of individuals and groups in organizations

2 Individual Outcomes

Job performance and Organizational commitment

Job peformance

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

organizational commitment

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

Employees 2 primary goals

Perform jobs well and remain a member of an organization they respect.

Managers primary goals for employees

Maximize their job performance and ensure they stay at firm for an extended period of time.

5 Individual Mechanisms

Job satisfaction, Stress, Motivation, Trust justice ethics, Learning and decision making

job satisfaction

Resulting from the appraisal of one’s job or job experiences. It represents how a person feels and thinks about their job

Stress

The psychological response to demands when there is something at stake for the individual, and where coping with these demands would tax or exceed the individual's capacity or resources

Motivation

the energetic forces that drive employees work ethic

Trust Justice Ethics

the degree to which employees feel their company does business with fairness, honesty and integrity

Learning and decision making

how employees gain knowledge and how they use that knowledge to make accurate judgements

2 Individual Characteristics

-Personality and Cultural Values

-Ability

Personality and Cultural Values

traits and tendencies that describe how people act

Ability

Cognitive abilities, emotional skills, and physical abilities that employees bring to a job

4 Group Mechanisms

Team characteristics and diversity

Team processes and communication

Leader power and negotiations

Leader styles and behaviors

Team characteristics and diversity

How teams are formed, staffed, and composed, and how team members rely on each other

Team processes and communication

How teams behave, including their coordinator, conflict, and cohesion

Leader power and negotiations

How individuals attain authority over others

Leader styles and behaviors

Specific actions that leaders take to influence others at work

2 Organizational Mechanisms

Organizational structure

Organization culture

Organization culture

"the way things are" in the organization. Shared knowledge about the values and beliefs that shape employee attitudes and behaviors

Organizational structure

How units within the firm link to and communicate with other units

1/8th Rule

1/2 of orgs acknowledge a connection between how people are managed and profits

1/2 of them try to make a "magic" single change to fix their problems

1/2 of the firms that actually make comprehensive changes actually stick with it

12.5% actually do whats required to build profits by putting people first

4 Ways we "know" things

Method of experience

Method of intuition

Method of authority

Method of science

Method of experience

Theory that people hold firmly to some belief because it is consistent with their own experience and observations

Method of intuition

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

Method of authority

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

Method of science

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

Scientific Method

Theory--->Hypothesis--->Data--->Verification->

Theory

collection of assertions-both verbal and symbolic-that specify why variables are related, as well as the conditions in which they should (and should not) be related.

Hypothesis

Written predictions that specify relationships between variables

Correlation

The statistical relationship between two variables. Abbreviated r, it can be positive or negative and range from 0 (no statistical relationship) to 1 (a perfect statistical relationship).

Casual inferences

The establishment that one variable does cause another, based on covariation, temporal precedence, and the elimination of alternative explanations.

How do you prove causality

1.) 2 variable are correlated 2.) the presumes cause precedes the presumes effect in time 3.) no alternative explanation exists for the correlation

Meta-analysis

A method that combines the results of multiple scientific studies by essentially calculating a weighted average correlation across studies (with larger studies receiving more weight).

3 dimensions of job performance

Task performance,

Citizenship Behavior,

Counterproductive behavior

Task performance

Employee behaviors directly involved in the transformation of organizational resources into the goods or services

3 types of task performance

1. Routine

2. Adaptive

3. Creative

Routine Task behavior

Well-known or habitual responses by employees to predictable task demands

Adaptive task performance

Thoughtful responses by an employee to unique or unusual task demands

creative task performance

The degree to which individuals develop ideas or physical outcomes that are both novel and useful.

Job analysis

A process by which an organization determines requirements of specific jobs (Task performance)

Occupational Information Network (O*NET)

An online database containing job tasks, behaviors, required knowledge, skills, and abilities

Citizenship behavior

Voluntary employee behaviors that contribute to organizational goals by improving the context in which work takes place

Organizational citizenship behavior

Going beyond normal expectations to improve operations of the organization, as well as defending the organization and being loyal to it.

Voice

civic virtue

boosterism

Voice

When an employee speaks up to offer constructive suggestions for change, often in reaction to a negative work event

interpersonal citizenship behavior

Going beyond normal job expectations to assist, support, and develop coworkers and colleagues

Helping

courtesy

sportsmanship

Civic virtue

Participation in company operations at a deeper-than-normal level through voluntary meetings, readings, and keeping up with news that affects the company

Boosterism

Positively representing the organization when in public.

Helping

Assisting coworkers who have heavy workloads, aiding them with personal matters, and showing new employees the ropes

Courtesy

Sharing important information with coworkers.

Sportsmanship

Maintaining a positive attitude with coworkers through good and bad times

Counterproductive behavior

Employee behaviors that intentionally hinder organizational goal accomplishment

Organizational Counterproductive behavior

Minor:

Production deviance

- wasting resources

- substance abuse

Serious:

Property deviance

-Sabotage

- Theft

Interpersonal counterproductive behavior

Minor:

Political deviance

-gossiping

-incivility

Major:

Personal aggression

- harassment

- abuse

4 ways to manage performance

-Management by objective (MBO)

-Behaviorally anchored rating scales (BARS)

-360-degree feedback

-Forced ranking

Management by objective (MBO)

A management philosophy that bases employee evaluations on whether specific performance goals have been met

Behaviorally anchored rating scales (BARS)

Use of examples of critical incidents (short descriptions of effective and ineffective behaviors) to evaluate an employee's job performance behaviors directly

360-degree feedback

A performance evaluation system that uses ratings provided by supervisors, coworkers, subordinates, customers, and the employees themselves

Forced ranking

A performance management system in which managers rank subordinates relative to one another

Top 20

The vital 70

Bottom 10

Withdraw behavior

Employee actions that are intended to avoid work situations

affective commitment

An employee's desire to remain a member of an organization due to a feeling of emotional attachment

WANT to stay

If you left you'd feel sad

Continuance commitment

An employee's desire to remain a member of an organization due to an awareness of the costs of leaving

NEED to stay

If you left you'd feel anxious

normative commitment

An employee's desire to remain a member of an organization due to a feeling of obligation

Ought to stay

If you left you'd feel guilty

Erosion Model

A model that suggests that employees with fewer bonds with coworkers are most likely to quit the organization

Typically relating to affective

Embeddedness

An employee's connection to and sense of fit in the organization and community

Typically relating to Continuance

Stars

High org commitment High performance

Lone wolve

low org commitment

high performance

Citizen

high org commitment

low performance

apathetic

low org commitment

low performance

EVLN Model

Exit(active)-leave or spend less time at work

Voice(active)-offer constructive suggestions for change

Loyalty(passive)- publicly support event privately hope for improvement

Neglect(passive)-interest and effort in job decline

Psychological withdraw (Neglect)

Mentally escaping the work environment

-Daydreaming

-Socializing

-Looking busy

-cyberloafing

-Moonlighting

Cyberloafing

using internet for personal enjoyment

Moonlighting

Using company time/resources to accomplish something other than job duties

Physical Withdraw (Exit)

A physical escape from the work environment

-Tardiness

-Long breaks

-Missing meetings

-Absenteeism

-Quitting

Independent forms model

A model that predicts that the various withdrawal behaviors are uncorrelated; engaging in one type of withdrawal has little bearing on engaging in other types

Key word INDEPENDENT

Compensatory forms model

A model indicating that the various withdrawal behaviors are negatively correlated; engaging in one type of withdrawal makes one less likely to engage in other types

EX: because I just socialize at work I don't need to be absent all the time

Progression model (most scientifically supported)

A model indicating that the various withdrawal behaviors are positively correlated; engaging in one type of withdrawal makes one more likely to engage in other types

EX: because I cyberloaf it doesn't even matter if I skip a day

Downsizing (involuntary turnover)

-Usually doesn't work

-Reduces org commitment

-more challenging to retain valued employees

Psychological contracts

Employee beliefs about what employees owe the organization and what the organization owes them

Relational or Transactional

Transactional contract

focus on a narrow set of specific monetary obligations

Ex: employee owes attendance and discretion, org owes pay and advancement opportunities

Relational contracts

focus on a broad set of open-ended and subjective obligations

Ex: employee owes loyalty and effort, org owes job security and support

How can orgs improve commitment?

Increase perceived org support

perceptions of support strongly correlated to org commitment

Value-Percept Theory

A theory that argues that job satisfaction depends on whether the employee perceives that their job supplies those things that they value

5 components of value percept theory

-Pay satisfaction (.22)

-Promotion satisfaction (.38)

-Supervision satisfaction (.52)

-Coworker satisfaction (.51)

-Satisfaction with the work itself (.70 most important)

Job Characteristics Theory

five core characteristics (variety, identity, significance, autonomy, and feedback) combine to result in high levels of satisfaction with the work itself

Variety

The degree to which a job requires different activities and skills

Identity

The degree to which a job offers completion of a whole, identifiable piece of work

Significance

The degree to which a job really matters and impacts society as a whole

Autonomy

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

Feedback

the degree to which the job itself provides information about how well the job holder is doing.

Meaningfulness of work

A psychological state reflecting one's feelings about work tasks, goals, and purposes, and the degree to which they contribute to society and fulfill one's ideals and passions

Responsibility for outcomes

A psychological state indicating the degree to which employees feel they are key drivers of the quality of work output

Knowledge of results

A psychological state indicating the extent to which employees are aware of how well or how poorly they are doing.

2 moderators in Job Characteristics theory

-Knowledge and skill

-Growth need strength

do employees have strong needs for personal accomplishment or self-development

Moods

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

Pleasantness- good vs bad

Activation- how/when active and inactive

Emotions

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

emotional contagion

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

Emotional labor

When employees manage their emotions to complete their job duties successfully.