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86 Cards in this Set
- Front
- Back
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organizational behaviour |
a field of study that investigates the impact that individuals groups and structure have on behaviour within organizations |
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what does OB look at? |
consistencies - not everyone is the same but there are fundamental consistencies in how all people behave |
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what do consistencies help OB with |
predicting behaviour |
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what type of approach does OB take? |
contingency - considers behaviour in context, behaviour usually depends on the situation |
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what can knowledge of OB improve |
organizational effectiveness - employee commitment and well being - committed and happy employees work better |
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what are challenges at the individual level |
1. individual differences and personality 2. job satisfaction 3. emotion at work 4. motivation 5. ethical behaviour and decision making |
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what are challenges at the group level |
working with others - conflict - influence - power dynamics - team decisions work place diversity |
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what are the challenges at the organizational level |
effective change management improving employee production effective leadership helping employees with work life balance creating a positive work environment |
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Personality |
relatively stable pattern of behaviour and consistent internal states that explains how an individual tends to react and interact with others |
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hexaco/big 5 |
1. extraversion 2. openess to experience 3. emotionality/neuroticism 4. conscientiousness 5. agreeableness 6. honesty/humiilty |
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Extraversion: |
assertive, talkative, sociable, expressive |
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openess to experience |
creative, flexible, curious, imaginative, intellectual |
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emotionality/neuroticism |
-anxious, easily stressed |
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conscientiousness |
organized, responsible, dependable, persistent |
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agreeableness |
good natured, cooperative, trusting, warm |
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honesty humility |
sincere, honest, loyal, modest |
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Conscientiousness at work |
performance leadership and longevity academic success less likely to be deviant |
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openness to experience at work |
leadership and adaptability |
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agreeableness at work |
performance in service jobs less likely to be deviant |
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extraversion at the work place |
- performance in sales and managerial - team performance and leadership: except when members are proactive because extraverts make them feel discouraged -happiness |
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emotionality/neuroticism |
-threshold amount needed for adequate performance -strongest link to job satisfaction -lower levels of stress - less likely to be deviant |
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honesty and humility at work |
less likely to be deviant positively related to job performance -strongly linked to ethical leadership |
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core self evaluation |
the degree to which people like themselves and see themselves as capable - among the strongest predictor of job satisfaction and performance |
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what are the 4 factors of core self evaluation |
1. self esteem 2. self efficiency 3. locus of control 4. emotional stability |
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narcissism |
a person who has a grandiose sense of self importance, requires excessive admiration, has sense of entitlement and is arrogant |
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self-monitoring |
the ability to pay attention to the external environment and respond accordingly |
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proactive personality |
ability to identify opportunities show initiative take action and persevere until meaningful change occurs |
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what yields stronger performance evaluations |
when a employee is pro social |
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type A personality |
- moves, eats, walks rapidly -impatient -multitasks -dislikes leisure time -competitive -measures success in terms of things aquired |
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type b personality |
-rarely suffers from an urgency of time -doesnt need to display or discuss achievements -plays for fun and relaxation not to win -can relax without guilt |
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perception |
the process by which individuals organize and interpret their sensory impressions |
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why is perception important |
- all behaviour based on our perceptions of reality not on reality itself -influences judgements attitudes and behaviors |
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factors that influence perception |
1. the perceiver 2. the target 3. the situation |
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the perceiver |
attitudes, motives, interests, past experiences expectations, personality |
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the target |
motion, size, sound, proximity, novelty |
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the situation |
work, social setting, time, relationships |
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attribution theory |
explains how we determine the causes of behaviours and events. to see if a behaviour is internal or external |
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3 factors to determine if behaviour is externally or internally caused |
1. distinctiveness - does the person act similarly across different situations
2. consensus- do others behave the same way in the same situation 3. consistency - does the person behave the same way over time |
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fundamental attribution error |
the tendency to underestimate external factors and overestimate internal factors when making judgments about others behaviour |
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self-serving bias |
the tendency to attribute ones own success to internal factors while putting the blame on our failures to external factors |
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selective attention |
people have a limited capacity to process information
- people selective interpret what they see based on their interests, background, experience and attitudes |
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halo effect |
drawing a general impression about an individual based on a single characteristic |
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projection |
attributing ones own characteristics to other people we assume people behave the same way we do |
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contrast effects |
a persons evaluation is affected by comparisons with other individuals recently encountered |
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stereotyping |
judging someone based on the basis of your perception of the group to which that person belongs |
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predjudice |
unfounded dislike for a person or group based on their belonging to a stereotyped group |
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social identity theory |
1. a persons sense of who she is based on group membership 2. people seek to belong to a positive group relative to others 3. sterotypes, prejudice, and biases negative serve to put people into more negative "out groups" |
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how can we reduce the bias q |
1. increase awareness of your bias 2. make processes as objective as possible 3. evaluate the presence of bias 4. expose yourself to environments that challenge stereotypes |
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Attitudes |
evaluative statements either positive or negative about objects, people or events |
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2 most important work attitudes |
1. job satisfaction 2. organizational commitment |
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job satisfaction |
an individuals general attitude toward his or her job |
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sources of job satisfaction |
1. the work 2. pay and promotion opportunities 3. supervisors and coworkers |
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Active and constructive expression of dissatisfaction |
voice complaints and suggestions |
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constructive and passive expression of dissatisfaction |
loyalty sticking it out |
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passive and destructive expression of dissatisfaction |
neglect long breaks and calling in sick |
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active and destructive expression of dissatisfaction |
exit quitting |
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organizational commitment |
a state in which an employee identifies with a particular organization and its goals |
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affective commitment |
attachment to and identification with the organization "i love my company" |
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normative commitment |
percieved obligation to stay within the organization "i should stay with my company" |
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continuance commitment |
perception that leaving would be too costly " i need to stay with my company" |
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reasons employees commit |
1. they are proud of the company's aspirations and accomplishments and share its values 2. they know what each person is expected to do and how performance is measured why it matters 3. autonomy at work 4. recognized for the quality of individual performance 5. have fun and enjoy the supportive and highly interactive environments |
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motivation |
internal and external factors that lead an individual to engage in goal directed behaviour |
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intensity |
how hard a person tries |
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direction |
where effort is channeled |
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persistance |
how long effort is maintained |
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intrinsic motivators
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an internal desire to do something because of interest, challenge, and personal satisfaction |
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extrinsic motivators |
comes from the outside the person and includes such things as pay bonuses and other tangible rewards |
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needs theories |
individuals have needs that when satisfied will result in motivation - motivation hygiene |
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process theories |
helps us understand the ways in which people can be motivated - expentancy theory, goal setting theory |
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motivation hygiene theory |
sources of satisfaction are different from sources of dissatisfaction - not on one continuum but two |
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sources of dissatisfaction (hygiene factors) |
extrinsic factors poor working conditions company policies bad supervisor not getting along with peers unfair benefits and pay |
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sources of satisfaction |
intrinsic factors achievement recognition challenge responsibility advancement |
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expectancy theory |
motivation depends on whether effort will lead to good performance and if good performance will lead to a given outcome and whether that outcome is attractive |
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goal setting theory |
specific and difficult goals lead to higher performance |
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goals |
direct attention regulate effort increase persistance encourages people to develop strategies and action plans |
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what do SMART goals need to be |
Specific Measurable Attainable Results oriented/ Relevant Time bound |
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Equity theory |
individuals compare their job inputs and outcomes with referent others -employees attempt to eliminate any inequities |
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responses to inequity |
- change inputs - change outcomes - adjust perceptions of self - choose a different referent - leave the field |
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motivating employees |
1. recognition 2. pay programs and incentives 3. job design |
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employee recognition |
use multiple sources of recognition |
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variable pay programs |
base a portion of employee pay on individual or group or organizational performance |
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individual incentives |
1. piece rate pay plans - employees are paid a fixed sum for each unit of production completed 2. bonuses - one- time rewards for defined work rather than ongoing entitlements |
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group incentives |
1. gain sharing - employees indentify ways to improve productivity |
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organizational incentives |
profit sharing plans - distribute compensation based on a formula designed around a company's profitability employee stock ownership plans - employees acquire stock as a part of their benefits |
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rewarding the wrong things |
1. organizations don't look at the big picture 2. management focuses on short term results 3. rewards the wrong thing ... long hours = burn out |
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job characteristic model |
a variety of factors contribute to motivating work 1. skill variety. 2. task identity 3. task significance 4. autonomy 5. feedback = 1. meanfulness 2. accountability 3. knowledge of results = 1. work motivation 2. performance 3. job satisfaction 4. lower absenteeism/ turnover |
