MGMT 5920S

Chapter 1

Organizational behavior: a field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations

Disciplines: social psychology, economics, anthropology, political science, industrial and organizational psychology

OB: theory based, how is is learning and job performance related

Human resource management: what  is the best way to structure training programs to promote employee learning

Strategic management: focus on actual product of organization, how firm is positioned in industry

Macro level: organizations behavior, reputation, celebrity 

Meso level: behavior study of work groups, team emotions

Micro level: study of individuals 

OB internationally: cross-cultural differences, common, most recent research in OB should account differences exist across cultures

Why care about OB: 

Reason 1: Research in practice

Reason 2: Research yields solutions for managers and bottom line profitability 

Why does everyone not do OB: Rule of one eighth 

Individuals outcomes: job performance and organizational commitment 

Individuals mechanisms: how the x is going to the y

Individuals mechanisms affect the individual outcomes: job satisfaction, stress, motivation, trust justice and ethics, learning and decision making

Individual characteristics: characteristics, factors that are brought into the job

How to prove OB matters: first build a conceptual argument, research evidence

Methods of gathering research evidence: method of experience, method of intuition, method of authority, method of science

Scientific method: theory, hypothesis, data, verification, replication

Workplace ostracism: belief you are getting ignored by others

Sources of random error: interview distractions, tests with poorly worded questions, surveys with ambiguous items 

Validity: the degree to which a measure assess what it is meant to asses 

Confidence interval: CI = r + (1.50 x 1/SQRT(n))

Chapter 2

Job performance: regarded as a behavior not a result 

Job performance: the value of the set of employee behaviors that contribute, either positively or negatively to organizational goal accomplishment 

Good performer: task performance, citizenship behavior

Routine: well known responses to demands that occur in a normal, routine or otherwise predictable way

Adaptability: employee responds to task demands that are novel, unusual or unpredictable 

Creativity: degree to which individuals develop ideas or physical outcomes that are both new and useful

Citizenship behaviors: voluntary activities that may or may not be rewards but that contribute to the organization by improving the quality of the setting where work occurs

Category 1: interpersonal citizenship behaviors 

Category 2: organizational citizenship behaviors

360 degree feedback: this is the best choice and it is collecting feedback from everyone around you

BARS: a rubric

Forced ranking: rank and yank or dead mans curve, jack Welch's vitality curve 

Social networking systems: social media to evaluate employee job performance 

Property deviance: behaviors that harm the organization’s assets

Production deviance: focuses specifically on reducing efficiency of work, output and its directed against the organization 

Chapter 3

What are some hidden costs of employee turnover: decreased morale and lost productivity 

Burnout: employers want you around 50% committed because they do not want you to burnout

Organizational commitment: A desire on the part of an employee to remain a member of an organization

Affective Commitment: Desire to stay based off an emotional attachment to the organization, loyal

Continuance commitment: Desire to stay because of the costs of leaving

Normative commitment: Desire to stay because you feel obligated, stay because you ought to

Negative scenarios:

1. Exit: Active, destructive

2. Voice: Active constructive

3. Loyalty: Passive, constructive 

4. Neglect: Destructive, passive

Four types of employees

1. Stars: role models, easy to spot (VOICE)

2. Citizens: Highly committed in voluntary activities (LOYALTY)

3. Lone wolves: Motivated to achieve work goals for themselves, not for the company (EXIT)

4. Apathetic: exert minimum level needed to keep their job (NEGLECT)

Withdraw behavior

1. Psychological behavior: actions that provide a mental escape from the work environment 

2. Physical withdraw: actions that provide physical escape 

Withdrawal behavior common: 50 percent 

Diversity of the workforce: social network implications of diversity

Psychological confront:

1. Transactional control 

   1. Do the job we pay you

2. Relational contracts

   1. Be loyal and we will train you to improve your skills 

Chapter 4

Job satisfaction: A pleasurable emotional state resulting from the appraisal of one's job or job experience

Rare job satisfaction: decreasing satisfaction from 61% to 45% 

Increased satisfaction: pay or work environment

Values: things that people consciously or subconsciously want to seek or attain supplies the things you value 

Value percent theory: job satisfaction depends on whether you perceive that your job supplies the things you value 

Dissatisfaction: (Vwant-Vhave) x (Vimportance)

Facets: pay, promotion, supervision, coworkers, work itself 

Altruism and status are not facets

1. Pay satisfaction

   1. Employees feelings about their pay 

2. Promotion satisfaction

   1. Employees feelings about the company’s promotion policies and their execution 

3. Supervisor satisfaction

   1. Employees feelings about their boss

4. Coworker satisfaction

   1. Employees feelings about their fellow employees

5. Satisfaction with work itself

   1. Employees feelings about their actual work

   2. Most influential 

Job characteristics theory: jobs are more enjoyable when work tasks are more challenging and fulfilling 

Core rewarding characteristics: variety, identity, significances, autonomy, feedback

Variety: degree to which the job requires a number of different activities that involve a number of different skills and talent

Identity: degree to which the job requires completing a whole, identifiable, piece of work form beginning to end with visible outcome

Significance: degree to which the job has a substantial impact on the lives of other people

Autonomy: Degree to which a job performs freedom, independence, and discretion to the individual performing the work

Feedback: Degree to which carrying out activities required by the job provides employees with clear information about how well there performing 

Moods: state of feelings that are often mild in intensity, last for extended period of time

Emotions: intense and clearly caused by someone or something 

Emotional labor: the need to manage emotions to complete job duties successfully

Emotional Contagion: one person can catch or be infected by the emotions of another person