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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.
