Organizational Behavior Exam 1

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organizational behavior

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the field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organization

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human resource management

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takes the theories and principles studied in OB and explores the "nuts and bolts" applications of those principles in organizations

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strategic management

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focuses on the product choices and industry characteristics that affect an organization's 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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rule of 1/8

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half of organizations don't believe the connection between how they manage their people and the profits they earn, half try to make a single change to solve all their problems, half won't persist long enough to actually derive economic benefits

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few absolutes

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contingency factors (z) that make the main relationship between two variables change i.e. the relationship may hold for one condition but not another

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Four ways of knowing things

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Experience, intuition, authority, science

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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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a collection of assertions - both verbal and symbolic - that specifies how and why variables are related, as well as the conditions under which they should (and should not) be related

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hypotheses

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written predictions that specify relationships between variables

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mediator

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variable that explains the relationship between an independent variable and a dependent variable

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moderator

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variable that influences the strength of a relationship between an independent and a dependent variable

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correlation (r)

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describes the statistical relationship between two variables, range from +/- 1

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meta-analysis

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takes all of the correlations found in studies of a particular relationship and calculates a weighted average

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evidence based management (EBM)

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the use of scientific findings to inform management education and practice

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job performance

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the value of the set of employees behaviors that contribute, either positively or negatively, to organizational goal accomplishment

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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 responses to demands that occur in normal, routine, or otherwise predictable way

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adaptive task performance (adaptability)

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employee responses to task demands that are novel, unusual, or at the very least unpredictable

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creative task performance

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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 list of all the activities involved in a job is generated, items rated high in terms of importance and frequency are retained and used to define task performance

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Occupational Information Network (O*NET)

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online database that includes the characteristics of most jobs in terms of tasks, behaviors, and the required knowledge, skills, and abilities

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citizenship behavior

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

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interpersonal citizenship behavior

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behaviors that benefit coworkers and colleagues and involve assisting, supporting, and developing other organizational members in a way that goes beyond normal job expectations

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helping

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i.e. assisting coworkers who have heavy loads

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courtesy

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i.e. keeping coworkers informed about the matters that are relevant to them

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sportsmanship

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i.e. maintaining a good attitude with coworkers, even when they've done something annoying

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organizational citizenship behaviors

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behaviors that benefit the larger organization by supporting and defending the company, working to improve its operations, and being especially loyal to it

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voice

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speaking up and offering constructive suggestions for change

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civic virtue

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requires participating in the companies operations at a deeper than normal level

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boosterism

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representing the organization in a positive way when out in public, away from the office, and away from work

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counterproductive behaviors

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employee behaviors that intentionally hinder organizational goal accomplishment

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property deviance

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behaviors that harm the organization's assets and possessions

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production deviance

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directed against the organization but focuses specifically on reducing the efficiency of output

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political deviance

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the behaviors that intentionally disadvantage other individuals rather than the larger organization

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personal aggression

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hostile verbal and physical actions directed toward other employees

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sabotage

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the purposeful destruction of physical equipment, organizational processes, or company products

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theft

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another form of property deviance that involves stealing of resources, equipment, etc

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wasting resources

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when employees use too many materials or too much time to do 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 - compromises efficiency

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gossiping

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having casual conversations about other people in which the facts are not confirmed as true - undermines morale

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incivility

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

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harassment

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employees are subjected to unwanted physical contact or verbal remarks from a colleague

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abuse

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when an employee is assaulted or endangered in such a way that physical and psychological injuries may occur

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management by objectives (MBO)

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management philosophy that bases an employee's evaluations on whether the employee achieves specific performance goals

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behaviorally anchored rating scales (BARS)

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assess performance by directly assessing job performance behaviors

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360 degree feedback

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collecting performance information not just from the supervisor but from anyone else who might have firsthand knowledge about the employee's performance behaviors - best suited to improving or employee talent

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Forced ranking

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evaluation based on where employee falls in the curve, top 20, vital 70, or bottom 10

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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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a set of actions that employees perform to avoid the work situation - behaviors that may eventually culminate in quitting the organization, inversely related to organizational commitment

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affective commitment

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desire to remain a member of an organization due to an emotional attachment to, and involvement with, that organization

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continuance commitment

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desire to remain a member of an organization because of the awareness of the costs associated with leaving it

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normative commitment

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desire to remain a member of an organization due to a feeling of obligation

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focus of commitment

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

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ways of responding to negative events

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exit-voice-loyalty-neglect

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exit

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

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voice

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active, constructive response in which individuals attempt to improve the situation

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loyalty

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

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neglect

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

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psychological withdrawal

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actions that provide a mental escape from the work environment

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daydreaming

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when an employee appears to be working but is actually distracted by random thoughts or concerns

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socializing

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verbal chatting about non-work topics that goes on in cubicles and offices or at the mailbox or vending machines

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looking busy

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intentional desire on the part of the employee to look like he or she is working, even when not performing work tasks

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moonlighting

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using work time and resources to complete something other than their job duties, such as assignments for another job

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cyberloafing

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using internet, e-mail,and instant messaging access for their personal enjoyment rather than work duties

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physical withdrawal

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actions that provide a physical escape, whether short term or long term from the work environment

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tardiness

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the tendency to arrive late at work or leave work early

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"long" breaks

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longer than normal lunches, soda breaks, coffee breaks, and so forth that provide a physical 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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when employees miss an entire day of work

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quitting

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voluntarily leaving the organization

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80/20 rule

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do non work related items 20% of the time

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independent forms model

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the various withdrawal behaviors are uncorrelated with one another, occur for different reasons, and fulfill different needs on the part of employees

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compensatory forms model

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the various withdrawal behaviors negatively correlate with one another - that doing one means you're less likely to do another

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progression model

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the various withdrawal behaviors are positively correlated, one behavior leads to another

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job satisfaction

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pleasurable emotional state resulting from the appraisal of one's job or job experiences; based on cognition and affect

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values

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things that people consciously or subconsciously want to seek or attain

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value-percept theory

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

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pay satisfaction

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employees' feelings about their pay, including whether it is as much as they deserve, secure, and adequate for both normal expenses and luxury

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promotion satisfaction

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employees' feelings about the company's 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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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 fellow employees, including whether coworkers are smart, responsible, helpful, fun, and interesting as opposed to lazy, gossipy, unpleasant, and boring

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satisfaction with the work itself

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employees' feelings about their actual work tasks, including whether those tasks are challenging, interesting, respected, and make use of key skills rather than being dull, repetitive, and uncomfortable

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job characteristics theory

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jobs are more intrinsically enjoyable when work tasks are challenging and fulfilling

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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 employee's system of philosophies and beliefs

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responsibility for outcomes

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

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knowledge of results

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reflects the extent to which employees know how well (or how poorly) they are doing

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variety

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degree to which the job requires a number of different activities that involve a 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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degree to which carrying out the activities required by the job provides the worker with clear information about how well he or she is performing

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growth need strength

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captures whether employees have strong needs for personal accomplishment or developing themselves beyond where they currently are

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job characteristic moderators

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knowledge and skill and growth need strength

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moods

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states of feeling that are often mild in intensity, last for an extended period of time, and are not explicitly directed at or cause by anything

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emotions

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states of feeling that are often intense, last for only a few minutes, and are clearly directed at (and caused by) someone or some circumstances

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affective events theory

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specific events trigger discrete emotions during the course of the work day

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emotional labor

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need to manage emotions to complete job duties successfully

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felt emotions

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an individuals actual emotions

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displayed emotions

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emotions that are organizationally required and considered appropriate in a given job

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surface acting

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displaying appropriately but not feeling those emotions internally

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deep acting

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changing internal feelings to match display rules - very stressful

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emotional contagion

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one person can "catch" or "be infected by" the emotions of another person

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socially complex resources

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culture, teamwork, trust and reputation

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erosion model

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suggests employees with fewer bonds will be most likely to quit the organization

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social influence model

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

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embeddedness

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