Hm 365

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Organizational Behavior

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A field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and group organizations

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Human Resource Management

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Takes theories and principles studied in OB and explores the "nuts and bolts" application of those principles in organizations

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Strategic Management

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Focuses on the product choices and industry charateristics that affect an organizations profitability

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Resource-based View

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A model that argues that rare and inimitable resources help firms maintain competitive advantage

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Inimitable

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Cannot be imitated or copied

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History

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A collective pool of experience, wisdom, and knowledge created by people that benefits the organization

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Numerous Small Decision

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People making decisions every day that are invisible to competitors

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Socially Complex resources

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Culture, Teamwork, trust, and reputation. The source of competitive advantage is known, but the method of replicating the advantage is unclear

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Rule of the One-Eighth

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The belief the best one-eighth or 12% of organizations will actually do what is required to build profits by putting people first

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Method of experience

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People hold firmly to some belief because it is consistent with their own experience and observations

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Method of Intuition

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

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Method of Authority

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

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Method of Science

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

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Theory

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

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Hypothese

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Written predictions that specify relationships between variables

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Correlation

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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)

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Casual Inference

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

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Meta-analysis

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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)

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Evidence based Management

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A perspective that argues that scientific findings should form the foundation for management education

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Helping

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Assisting coworkers who have heavy workloads, aiding them with personal matters, and showing new employees the ropes when they are first on the job

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Job performance

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

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Task Performance

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Employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces

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Routine Task performance

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Well known or habitual responses by employees to predictable task demands

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adaptive task performance

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Thoughtful responses by an employee to unique or unusual task demands

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Creative Task Performance

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

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job analysis

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a process by which an organization determines requirements of specific jobs

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Occupational Information Network (O*NET)

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

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Citizenship Behavior

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

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interpersonal citizenship

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

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Courtesy

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Sharing important information with coworkers

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Sportsmanship

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Maintaining a positive attitude with coworkers through good and bad times

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Organizational Citizenship

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

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voice

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

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civic virtue

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

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Boosterism

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Positively representing the organization when in public

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Counterproductive behavior

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Employee behaviors that intentionally hinder organizational goal accomplishmant

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Property deviance

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Behaviors that harm the organizations assets and possesions

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Sabotage

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Purposeful destruction of equipment, organizational processes, or company products

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Theft

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Stealing company products or equipment from the organization

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360-degree feedback

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

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production deviance

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Intentionally reducing organizational efficiency of work output

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Wasting resources

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Using too many materials or too much time to do too little work

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Substance abuse

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The abuse of drugs or alcohol before coming to work or while on the job

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political deviance

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behaviors that intentionally disadvantage other individuals

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gossiping

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casual conversations about other people in which that facts are not confirmed or true

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incivility

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communication that is rude, impolite, discourteous, and lacking in good manners

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personal aggression

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hostile verbal and physical actions directed toward other employees

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harassment

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unwanted physical contact or verbal remarks from a colleague

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abuse

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employees assault or endangerment from which physical and psychological injuries may occur

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knowledge work

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jobs that primarily involve cognitive activity versus physical activity

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service work

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providing a service that involves direct verbal or physical interactions with customers

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management by objectives (MBO)

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

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behaviorally anchored rating scales

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use of examples of critical incidents to evaluate an employees job performance behaviors directly

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forced ranking

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

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Organizational Commitment

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The desire on the part of an employee to remain a member of the organization

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Withdrawal behavior

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Set of actions that employees perform to avoid the work situation-- behaviors that may eventually culminate in quitting the organization

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Affective Commitment

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a desire to remain a member of the organization due to an emotional attachment to the company (you want to)

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Continuance commitment

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deisre to remain a member of the organization because of the awareness of the cost associated with leaving it (you need to)

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Normative commitment

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desire to remain at the organization due to a feeling of obligation (you ought to)

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focus of commitment

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the various people, places, and things that can inspire to remain a member of the organization

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Erosion Model

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suggests that employees with fewer bonds will most likely quit the organization

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Social influence model

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suggests that employees who have direct linkages to "leavers: will themselves become more likely to leave

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embeddedness

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summarizes employees' links to their organization and community , their sense of fit with the organization, and what they would have to sacrifice for a job change

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exit

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active, destructive response by which the individual either ends or restricts organizational membership

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loyalty

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passive, constructive response that maintains public support for the situation while the individual privately hopes for improvement

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neglect

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passive, destructive response in which interest and effort in the job declines

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Stars

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possess high commitment and high performance and are held up as role models for other employees

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Citizens

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high commitment and low taks performance but perform voluntary "extra-role" activities that are needed to make the org. function smoothly

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lone wolves

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low levels of commitment and low levels of task performance and are motivated to achieve work goals for themselves

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apathetics

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low levels of commitment and task performance and do the minimum level of effort for the company

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psychological withdrawal

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actions that provide mental escape from work

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Daydreaming

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appear to be working but are distracted by random thoughts

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Socializing

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verbal chatting about network topICS

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Looking busy

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intentional desire on the part of employees to look like they're working

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moonlighting

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they use work time to accomplish other assignments for another job

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cyberloafing

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internet, email, and instant messaging for personal enjoyment

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physical withdrawal

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actions that provide physical escape

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tardiness

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arriving to work late

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long breaks

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long-than-normal lunches to escape from work

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missing meetings

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employees neglect important work functions while away from the office

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absenteeism

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employees miss an entire day of work

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quitting

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voluntarily leaving the organization

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independent forms model

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of withdrawal, which argues that the various withdrawal behaviors are uncorrelated with one another

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compensatory form model

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the various withdrawal behaviors negatively correlate with one another

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progression model

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behaviors positively correlate with one another

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Psychological contracts

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reflects employees beliefs about what they owe to the organization and what the organization owes them

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transactional contracts

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based on narrow set of specific monetary obligations

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Relational contracts

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are based on a broader set of open-ended and subjective obligations

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perceived organizational support

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reflects the degree to which employees believe that the organization values their contributions and cares about their well-being

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Job satisfaction

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pleasurable emotional state resulting from the appraisal of one's job or job experience

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Values

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things people consciously and subconsciously want to seek or attain

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Value-percept Theory

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

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Pay satisfaction

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employees feelings about their pay, including whether its as much as they deserve, secure, and adequate for both normal expenses

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promotion satisfaction

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employees feeling about the companys promotion policies and their execution, including whether promotions are frequent, fair, and based on ability

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supervision satisfaction

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reflects employees feelings about their boss, including whether the boss is competent polite, and a good communicator

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coworker satisfaction

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employees feelings about their follow employees, including whether coworkers are smart, responsible, helpful, fun and interesting

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satisfaction with the work itself

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reflects employees feelings about their actual work tasks, including whether those tasks are challenging, interesting, respected

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meaningfulness of work

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reflects the degree to which work tasks are viewed as something that "counts" in the employees system of philosophies

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responsibility for outcomes

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captures the degree to which employees feel that they're key drivers of the quality of the unit's work

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knowledge results

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reflects the extent to which employees know how well or poorly they're doing

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job characteristics theory

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describes the central characteristics of intrinsically satisfying jobs, attempts to answer this question

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variety

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degree to which the job requires a number of different activities that involve the number of different skills and talents

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identity

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

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significance

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degree to which the job has a substantial impact on the lives of other people, particularly people in the world at large

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Autonomy

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degree to which the job provides freedom, independence, and discretion to the individual performing the work

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feedback

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carrying out the activities required by the job provides employees with clear information about how well they're performing