O/b Test 1

Front 1

job performance

Back 1

subset of employee behavior that is relevant to a company's goals

- not consequences or results -- strictly behavior

- can be difficult to distinguish this

Front 2

job analysis

Back 2

identifies important behaviors, necessary skills, and abilities that job involves

used to create measurement tools for conducting performance analysis

Front 3

steps in job analysis

Back 3

1. identify key job dimensions
2. identify 2-3 critical behaviors,which result in a list of 10-15 behaviors that describe job performance

Front 4

evaluating performance measures

Back 4

reliability

construct validity

specificity

strategic congruence

Front 5

reliability

Back 5

degree to which measure is free of random error

Front 6

inter-rater reliabilty

Back 6

do multi. judges agree on employee performance levels?

Front 7

construct validity

Back 7

degree to which measure asseses relevant aspects of job performance

more dimenstions of performance considered = less deficiency

less "noise" w/in measure = less contamination

Front 8

specificity

Back 8

degree tow which measure gives specific guidelines for:
- behavioral expectations
- behavior that needs improvement

Front 9

strategic congruence

Back 9

does the measure reinforce types of behaviors that support company goals

Front 10

task performance

Back 10

quality, speed, efficiency, and innovation w/ which job duties are filled

Front 11

citizenship performance

Back 11

not included w/in list of job duties; not in reward system or part of rules but contributes to overall affectiveness
ex: mentoring a less experienced employee

- Organ (1988): paper mill example

ex: altruism, generalized compliance, courtesy, civic virtue, etc.

Front 12

counterproductive behaviors

Back 12

harm organizational goal achievement; contrary to company's legitimate interests

key features: intentional, viewed from company perspective, legitimate interests

ex: theft, destruction of property, misuse of information, unsafe behavior, poor work quality, alcohol and drug use, inappropriate physical or verbal actions

possible general behavior patterns (r is greater than .5)

good citizens consistently refrain from C/P behavior (r=-.5)

not clear with high or low performers

Front 13

social learning

Back 13

learning from observing other people's behavior, and the consequences of it

Front 14

operant conditioning

Back 14

reinforcement

positive: consequence that increases or maintains future probability of a behavior

negative: removal of consequence increases or maintains prob. of future behavior

Front 15

operant conditioning

Back 15

punishment: consequence decreases frequency or future prob. of behavior

extinction: no consequence; decreases prob. of unwanted behavior

-- pos. reinforcement and extinction = most effective

Front 16

job satisfaction

Back 16

pleasurable emotional state resulting from appraisal of job or job experiences
- based on cognition and affect
- measured with self-report

-- extrinsic factors: things you need and value
-- intrinsic factors: enjoyment of the job itself; how you actually feel when doing the work

Front 17

value percept theory

Back 17

dissatisfaction = (Vwant - Vhave) * Vimportance

- pay
- promotions
- supervisor
- coworker
- work itself

-- strongest correlation with work itself, supervisor, coworkers

Front 18

job characteristics model

Back 18

jobs are intrinsically enjoyable when work tasks are challenging and fulfilling

five core characteristics combine to make jobs more enjoyable: Variety, Identity, Significance, Autonomy, Feedback -- strongly correlated (r=+.5)

Front 19

life satisfaction

Back 19

strongly correlated with job satisfaction (r=.45); job spills over into everyday life
- Ellul (1964)

Front 20

job satisfaction and disposition/genetics

Back 20

identical twins reared apart had similar satisfaction levels
measures of childhood disposition and job satisfaction are correlated up to 4 yrs. later
30% variation in job satisfaction is due to dispositional or genetic factors
"negative affectivity": whether someone has a negative outlook on life

Front 21

mood

Back 21

some people have a tendency to be in a bad mood but job tasks and en;vironment can also affect mood; satisfaction can wax and wane based on mood

Front 22

job satisfaction importance

Back 22

high correlation b/t organizational commitment and job satisfaction

medium correlation b/t job satisfaction and job performance

Front 23

organizational commitment

Back 23

desire to remain part of a company

Meyer and Allen (1997):
- affective
- normative
- continuance

Front 24

affective commitment

Back 24

desire to remain a member of company b/c of emotional attachment or identification with company; staying out of WANT

best kind

Front 25

continuance commitment

Back 25

desire to remain with company b/c of awareness of costs of leaving; staying out of NEED

Front 26

normative commitment

Back 26

staying with company b/c or moral obligation; staying b/c you OUGHT to

Front 27

sources of commitment

Back 27

common reasons:
- career
- top mgrs.
- dept.
- manager
- work group

commitment also increases over time

Front 28

withdrawal

Back 28

behavior characterized by avoiding or escaping working environment by means of coping with a dissatisfying situation

psych. withdrawal: daydreaming, appearing busy, cyberloafing, moonlighting

phys. withdrawal: tardiness, long breaks, absenteeism, retiring early, quitting

Front 29

compensatory model

Back 29

engaging in one form of withdrawal increases dissatisfaction, which leads to other forms being less necessary

negative correlation among various forms of withdrawal

less accepted model

Front 30

progression model

Back 30

withdrawal goes from milder forms to more serious ones, and usually results in separation

positive correlation among various forms of withdrawal

more accepted model
forms of withdrawal are almost always moderately positively correlated

best way to deal: fight it in its early stages

Front 31

turnover is costly

Back 31

replacement costs = over $10,000 for 50% of jobs, and over $30,000 for top 20% of jobs

or 1.5*salary + benefits
or 3-5*salary + benefits for execs.

Front 32

exit

Back 32

physical withdrawal in the form of voluntary separation form company

Front 33

voice

Back 33

constructive attempt to improve situation by speaking out about problem

Front 34

loyalty

Back 34

employee stands by, hoping that problem will improve

Front 35

neglect

Back 35

psych withdrawal (ex: moonlighting, daydreaming, neglecting tasks)

Front 36

star worker

Back 36

high task performance, high commitment

voices in response to dissatisfaction

Front 37

citizen

Back 37

low task performance, high commitment

loyalty in response to dissatisfaction

Front 38

lone wolf worker

Back 38

high task performance, low commitment

exits in response to dissatisfaction

Front 39

apathetic worker

Back 39

low task performance, low commitment

neglects work in repsonse to dissatisfaction

Front 40

thinking like a scientist

Back 40

cycle:
theory --> hypothesis --> data --> verification

Front 41

theory phase

Back 41

theory: collection of assertions that specify how, why, and when variables are related

building theories:
introspection
observation
in-depth interviews

Front 42

hypothesis phase

Back 42

takes theory and makes it into specific predictions that can be tested with data

Front 43

data phase

Back 43

takes hypothesis and finds way of measuring variables within it

O/B usually uses scales, behavioral observation, and org. records

hypothesis can be tested using tools such as correlation

Front 44

reliability

Back 44

degree to which measurement is free of random error -- therefore more precise

reliability can be increased by doing many measurements
- random errors tend to balance out
- the more consistent the measurements, the more precise the instrument

Front 45

self-report scales

Back 45

multiple similar questions are usually asked to increase reliability

Front 46

construct validity

Back 46

degree to which measure measures what it is meant to assess

Front 47

correlation

Back 47

perfect pos. relationship = 1
perfect neg. relationship = -1

strength is judged by compactness of scatterplot; more compact = better correlation

measure of variance; measure of dispersion, indication that differences exist

Front 48

causal interference

Back 48

notion that change in one variable causes change in another; correlation does not = causality

to make causal interference there must be:
- covariation
- temporal precedence
- elimination of alt. explainations

Front 49

covariation

Back 49

change in one var. is accompanied by change in another

ex: study harder for test (change in motivation), do better on test (change in grade)

Front 50

threats to internal validity

Back 50

reasons that causal interference may be incorrect:
- ambiguous temp. precedence (A before B?)
- selection ( do groups differ?)
- history (did some event occur for only one group?)
- regression (sports illustrated curse)
- attrition (did individuals drop out?)
- testing (hawthorne effect)
- instrumentation (different tests?)

Front 51

organization behavior

Back 51

field of study that intends to explain, understand, and improve behavior in companies

good O/B practices maximizes job performance and commitment

Front 52

O/B and quantitive studies

Back 52

we look at companies that have been recognized for commitment to employees to see if these practices have created a strategic competitve advantage

- Fortune's 100 best

Front 53

why O/B matters

Back 53

Barney (1999): matter is if can add value to firm

Front 54

why does O/B add value?

Back 54

resource adds value if:
- rare
- inimitable (importance of history, small decisions, and complex resources)

good O/B practices are the things above

Front 55

Huselid (1995)

Back 55

968 firms responded to questions about O/B practices; one s/d of improvement in their repsonses was assoscaited with less turnover, and greater sales and stock price per employee

Front 56

Wellbourne and Andrews (1996)

Back 56

studied survival of firms who initiated IPOs in 1988; studied mission statements and org. docs.; discovered that 60% of firms still existed and firms with good O/B practices had a 19% higher survival rate

Front 57

Pfeffer and Veiga (1999)

Back 57

O/B practices must be improved on a systematic basis; changing one thing rarely helps; all most be changed; long-term process

Front 58

rule of 1/8

Back 58

1/2 of all companies wont believe their is connection b/t the way they treat workers and their profits

of the 1/2 that realize the connection, 1/2 of those will not make the whole systematic change necessary

of the 1/2 that do make the changes, only half of those will carry them out long enough for their O/B practices to truly be effective

overall, only 1/8 effectively use O/B