3 unit analysis for Organizational Behavior
Organizational mechanisms-culture and structure
Group mechanisms-leadership: styles and behaviors; leadership: power & negotiations; teams: processes & communication; teams: characteristics &
diversity
Individual characteristics-ability; personality & cultural values
Two primary outcomes-job performance and organizational commitment
3 components of job performance
Task performance-set of obligations that are assigned to an employee in order to receive pay
Citizenship behavior-positive employee activities that contribute to the improvement of the work place
Counterproductive behavior-employee behavior that intentionally hinders the accomplishment of goals
Examples of Citizenship behavior-helping, sportsmanship, civic virtue
Examples of counterproductive behavior-theft, personal aggression, production deviances
Counterproductive behavior has a strong negative correlation w citizenship behavior, but in only weakly related to task performance.
Tools to manage task performance-MBO (Mgmt by Objective), 360 feedback, social networking systems
3 types of Organizational Commitment
Affective commitment-Staying because you want to
Continuous commitment-Staying because you need to
Normative commitment-Staying because you ought to
4 primary responses to negative events at work
Exit, voice, loyalty, neglect
Psychological Withdrawal behaviors- daydreaming, cyber-loafing, looking busy, socializing
Physical Withdrawal behaviors-tardiness, absenteeism, quitting, missed meetings
Satisfied employees are happy, loyal, productive employees.
How to measure job satisfaction: single global rating (one question/one answer); summation score (many questions/one average)
Facets of Job Satisfaction: pay, promotion, supervision, coworkers, satisfaction with the work itself
5 core job dimensions in Job Characteristic Theory: Variety, identity, significance, autonomy, feedback
Emotional Labor-employees expression of organizationally desired emotions during interpersonal transactions at work.
Emotional Contagion-one person can catch or be infected by the emotions of others.
Stress is defined as the psychological response to demands that possess certain stakes for the person and that exceed the person’s capacity or resources.
Stressors-the demands that cause people to experience stress
Strains-Negative consequences that occur when demands exceed a person’s capacity or resources
4 main stressors
Work hindrance-role conflict, role ambiguity, role overload
Work challenge-time pressure, work complexity, work responsibility
Non-work hindrance- work/family conflict, financial uncertainty
Non-work challenge-family-time demands, positive life events
People with high levels of challenge stressor have higher levels of task performance. People with high levels of challenge stressors have high levels of affective and
normative commitment.
Expectancy theory-describes the cognitive process that employees go through to make choices among different voluntary responses.
3 beliefs that determine how work effort is directed:
Expectancy-hi level effort is equal to successful performance
Instrumentality-successful performance is equal to positive outcome
Valence-value expected outcomes associate with performance
Goal setting theory-goals are the primary driver of efforts; Qualities that make goals strong indicators of task performance: feedback, task complexity, goal
commitment.
Fundamental attribution error-people have the tendency to judge other’s behaviors due to internal factor
Self-serving bias-attribute our own failures to external factors and our own successes to internal factors
Escalation of Commitment-staying with a decision even though all indications are that it is wrong
Attribution Theory-
Consensus-did others do the same thing?
Distinctiveness-do people act differently in other situations?
Consistency-does this person do this all the time?