Organizational Behavior Test 1 Prof Wagner

Internal Dimensions

age, race, ethnicity, gender, physical, ability, and sexual orientation.

Environmental Characteristics

all the elements outside ourselves that influence what we do, how we do it, and the ultimate results of our actions. (Ties in with person factors for distinction in OB.)

Positive Practices

amplifying or escalating effect on positive outcomes, and can also buffer or reduce the impact of negative events and stressors by enhancing what is called psychological capital.

Job Satisfaction

an affective response towards various facets of one's job.

Affirmative Action

an artificial intervention aimed at giving management a chance to correct an imbalance, an injustice, a mistake, or outright discrimination that occurred in the past.

Intrinsic Motivation

an individual is turned onto one's work because of the positive internal feelings that are generated by doing well.

Withdrawal Cognitions

an individual's overall thoughts and feelings about quitting

Stereotype

an individual's set of beliefs about the characteristics or attributes of a group.

Organizational Behavior

an interdisciplinary field drawn from many disciplines

Flexible Differences

attitudes and emotions that change over time, from situation to situation, and can be altered more easily

Access-and-legitimacy perspective of managing diversity

based on recognition that the firm's markets and constituencies are culturally diverse

Kelley's Model of Attribution

behavior can be attributed to either internal factors within a person or to external factors within the environment

Thorndike's "Law of Effect"

behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear.

Meaningfulness

belonging to and serving something that you believe is bigger than yourself.

Turnover

beneficial when it involves a low-performing employee, but losing a good employee can be costly.

Contingency Approach

calls for using OB concepts and tools when situationally appropriate, instead of trying to rely on "one best way".

Inputs

classified using the person-environment distinction

Processes and Outcomes

classified using the three levels of OB- individual, group, and organization

Ajzen's Theory of planned behavior

commonly used to explain the relationship between attitudes and behavior

Evaluating

comparing performance measures to expectations or goals.

Emotions

complex, relatively brief responses aimed at a particular target, such as a person, information, experiences, event or nonevent.

Ethics

concerned with behavior-right versus wrong, good versus bad, and the many shades of gray in between.

Self-Efficacy

confidence in your ability to do something.

Long-term Memory

consists of separate but connected categories: event, sematic, or person memory.

McClelland's Acquired Needs Theory

contends that people differ in the extent to which they possess needs for achievement, affiliation, and power.

Consistency

decided by judging if the individual's performance on a given task is consistent over time.

Step 1 in PM

define performance expectations and set goals.

Onboarding Program

designed to help employees integrate, assimilate, and transition to new jobs and can help to avoid voluntary turnover.

Distinctiveness

determined by comparing a person's behavior on one task with his or her behavior on other tasks.

Locus of Control

differences in how much personal responsibility individuals take for their behavior and its consequences.

Idiosyncratic Deals (I-Deals)

employees and individual managers jointly discuss the type of tasks employees complete at work.

Bottom-Up Approach to Job Design

employees proactively change or redesign their own jobs, their by boosting their own motivation and engagement.

Diversity Climate

employees' aggregate perceptions about an organization's diversity-related formal structure characteristics and informal values.

Managing Diversity

enables people to perform up to their maximum potential.

Total Rewards

encompass not only compensation and benefits, but also personal and professional growth opportunities and a motivating work environment that includes recognition, job design, and work-life balance.

Extrinsic Rewards

financial, material, and social rewards that come from the environment.

Process Theories of Motivation

focus on explaining the process by which internal factors and environmental characteristics influence employee motivation

Content Theories (of motivation)

focus on identifying internal factors such as needs and satisfaction that energize employee motivation.

Employee engagement

harnessing of organization members' selves to their work roles; in engagement people employ and express themselves physically, cognitively, and emotionally during role performance.

Perceived Stress

has a strong, negative relationship with job satisfaction.

Integrative Framework for Understanding and Applying OB

helps people understand and apply OB knowledge and tools and improve their problem solving.

Positivity Effect

how all living systems are attracted toward giving life, positive energy and away from life depleting, negative energy.

Barriers to Diversity

inaccurate stereotypes and prejudice, ethnocentrism, a negative diversity climate, an unsupportive and hostile working environment, difficulty balancing career and family issues, fears of reverse discrimination, diversity not being seen as an organizational priority, the need to revamp the organization's performance appraisal and reward system, and resistance to change.

Structural Level in OB (another distinction in OB concepts)

individual, group, and organizational levels

Feedback

information about individual or collective performance shared with those in a position to improve the situation.

Soft Skills

interpersonal skills and personal attributes related to our human ineractions

Encoding and Simplification

interpreting or translating raw information into mental representations, which are then assigned to cognitive categories.

Ethical Dilemmas

involve situations with two choices, neither of which resolves the situation in an ethically acceptable manner.

Consensus

involves a comparison of an individual's behavior with that of his or her peers.

Virtuous Leadership

is focused on helping individuals, groups, and organizations to elevate, enrich, and flourish.

Operant Behavior

is learned when one "operates on" the environment to produce desired consequences.

Satisfaction via Dispositional/Genetic Perspective

job satisfaction is partly a function of both personal traits and genetic factors.

Pay-For-Performance Incentives

link at least some portion of one's pay directly to results or accomplishments.

Top-Down Approaches

managers change employee's tasks with the intent of increasing motivation and productivity

Monitoring Performance

measuring, tracking, or otherwise verifying progress and ultimate performance

Goal Setting

motivates by focusing one's attention, regulating one's effort, motivating one to persist, and encouraging the development of task strategies and action plans.

Maslow's Need Hierarchy Theory

motivation is a function of five basic needs: physiological, safety, love, esteem, and self-actualization.

Unethical Behavior

negatively affects not only the offending employees but also their coworkers and employers.

The Norm of Reciprocity

obliges us to return the favorable treatment when someone treats us well.

Whistleblowing

often creates a particuarly challenging type of ethical dilemma since there can be negative ramifications for blowing the whistle on the unethical actions of others at work.

Felt Emotions vs Displayed Emotions

one may not match the other.

Key Work Attitudes

organizational commitment, employee engagement, perceived organizational support, and job satisfaction

Attribution Theory

people attempt to infer causes for their own and other's observed behavior

Internal Locus of Control

people believe they control the events and consequences that affect their lives.

Optimists

people who view their successes as due to their personal, permanent, and pervasive causes, and negative events to external, temporal, and situation-specific ones.

Step 2 PM

performance monitoring and evaluation

External Dimensions

personal characteristics that can be changed, such as religion, income, and marital status.

Prosocial Behaviors

positive act performed without expecting anything in return.

Need Fulfillment Models

propose that satisfaction is determined by the extent to which the characteristics of a job allow an individual to fulfill his or her needs.

Herzberg's Motivator-Hygiene Theory

proposes separate and distinct clusters of factors associated with job satisfaction and dissatisfaction

Step 4 in PM

provide consequences by administering rewards and punishment.

Individual differences

refers to a broad category used to collective describe the vast number of attributes that describe people.

Performance Management (PM)

refers to a set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations.

Job Design

refers to any set of activities that involve the alteration of jobs with the intent of improving employees' job experiences and their on-the-job productivity.

Fundamental Attribution Bias

reflects one's tendency to attribute another person's behavior to his or her personal characteristics rather than to situational factors

Organizational Commitment

reflects the extent to which an individual identifies with an organization and is committed to its goals.

Continuous Reinforcement Schedule

reinforces every instance of the target behavior.

Core Self-Evaluations

represent a broad personality trait comprised of four narrower individual personality traits: 1) genralized self-efficacy, 2) self-esteem, 3) locus of control, and 4) emotional stability.

Psychological Contracts

represent an individual's perception abou the terms and conditions of a reciprocal exchange between himself/herself and another party.

Attitudes

represent our feelings or opinions about people, places, and objects, and range from positive to negative.

Person Factors (a fundamental distinction in OB concepts)

represent the infinite number of characteristics that give employees their unique identities

Met Expectations

represent what individuals expect to receive from a job and what they actually do receive from a job.

Intelligence

represents a person's capacity for constructive thinking, reasoning, and problem solving.

Employee Motivation

represents a psychological process that arouses our interest in doing something, and it directs and guides our behavior.

Organizational Citizenship Behavior

represents individual behavior that is discretionary, not directly or specifically recognized by the formal reward system, and that in the aggregate promotes the affective functioning of the organization.

Self-serving Bias

represents one's tendency to take greater personal responsibility for success than for failure.

Motivation

represents psychological processes that underlie the direction, intensity, and persistence of behavior or thought

Extrinsic Motivation

results from the potential or actual receipt of extrinsic reward such as recognition, money, or a promotion.

Step 3 in PM

reviewing the performance through feedback and coaching.

Satisfaction According to the Equity Model

satisfaction is a function of how fairly an individual is treated at work.

Salient Stimuli

something that stands out from its context and that people pay attention to.

Fixed Differences

stable over time and across situations, and include intelligence, cognitive abilities and personality.

Negative Reinforcement

strengthens behavior by contingently withdrawing something displeasing.

Positive Deviance

successful performance that dramatically exceeds expectations in the positive direction.

Hard Skills

techinical expertise and knowledge to do a particular task or job function, such as financial analysis, accounting, or operations.

Emotional Intelligence

the ability to monitor one's own and other's feelings and motions, to discriminate among them, and to use this information to guide one's thinking and actions.

Practical Intelligence

the ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to, shape, and select environments.

Social Support

the amount of perceived helpfulness derived from social relationships.

Mindfulness

the awareness that comes from paying attention on purpose, in the present moment, and nonjudgmentally to the unfolding of experience moment by moment.

Resilience

the capacity to bounce back from adversity and to sustain oneself in the face of the demands of positive events.

Personality

the combination of stable physical and mental characteristics that give an individual his or her identity.

Well-Being

the combined impact of five elements - positive emotions, engagement, relationships, meaning, and achievement (aka PERMA).

Job involvement

the extent to which an employee is personally engaged in his or her work role.

Flourishing

the extent to which our lives contain PERMA.

Perceived Organizational Support

the extent which employees believe their organization values their contributions and genuinely cares about their well-being.

Organizational Values

the ideals taht are supported, shared, and endorsed by the organization as a whole.

Diversity

the multitude of individual differences and similarities that exist among people.

Job Crafting

the physical and cognitive changes individuals make in the task or relational boundaries of their work.

Organizational Practices

the procedures, policies, practices, routines, and rules that organizations use to get things done.

Attention

the process of becoming consciously aware of something or someone.

Positive Reinforcement

the process of strengthening a behavior by contingently presenting something desirable.

Punishment

the process of weakening behavior through either the contingent presentation of something displeasing or the contingent withdrawal of something desirable.

Human Capital

the productive potential of an individual's knowledge, skills, and experiences.

Social Capital

the productive potential resulting from relationships, goodwill, trust, and cooperative effort.

Vroom's Expectancy Theory

the strength of a tendency to act in a certain way depends on the strength of an expectancy that the act will be followed by a given consequence and on the value or attractiveness of that consequence to the individual.

Positive OB

the study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today's workplace.

Value Attainment

the underlying idea is that satisfaction results from the perception that a job allows for fulfillment of an individual important work values.

Extinction

the weakening of behavior by ignoring it or making sure it is not reinforced.

Waypower

there can be seen one or more ways to achieve one's goals, even when faced with adversity.

Willpower

there is a goal and the determination to achieve it.

Self-determination Theory

three innate needs must be satisfied for people to flourish: the need for competence, need for autonomy, and the need for relatedness.

Counterproductive Work Behaviors

types of behavior that harm employees, the organization as a whole, or organizational stakeholders such as customers and shareholders.

Conscious Capitalism

when a firm practices positive ob throughout every aspect of their organizations.

Equity Theory

when an individual's ratio of perceived outputs to inputs is equal to the ratio of a relevant other.

Cognitive Dissonance

when attitudes or beliefs are incompatible with ones behavior

Positive Psychological Capital

when people have high levels of hope, efficacy, resilience, and optimism (aka HERO).

Four Step Process

1) Categorizing people into groups 2) infer that all people within a particular group possess the same traits or characteristics 3) we form expectations of others and interpret their behavior 4) stereotypes maintained by a) overestimating the frequency of stereotypic behaviors, b) incorrectly explaining expected and unexpected behaviors, and c) differentiating minority individuals from oneself.

Intrinsic Rewards

(aka psychic rewards) are self-granted.

Perceptual Errors that Hinder Performance Management

- halo - leniency - central tendency - recency effects - contrast effects.

Three Approaches to Job Design

1 ) top-down approaches 2) bottom-up approaches 3) idiosyncratic deals (i-deals)

Two Key Inhibitors of Mindfulness

1) Attentional Deficit 2) Attentional Hyperactivity

Skinner's Two Types of Behavior

1) Respondant 2) Operant

3-Stop Approach for Applying OB Concepts

1) define the problem 2) identify the OB concepts or theories that can be used to solve the problem 3) make recommendations

Components of Organizational Justice

1) distributive justice 2) procedural justice 3) interactional justice

The Process Theories of Motivation

1) equity/justice theory 2) Vroom's expectancy theory 3) goal setting

Two Types of Goals

1) performance goals (target a specific end-result) 2) learning goals (strive to enhance knowledge or skill)

Four Steps in Implementing a Goal Setting Program

1) setting goals 2) promoting goal commitment 3) providing support and feedback 4) creating action plans

Two Components of Hope

1) waypower 2) willpower

How to improve "luck"

1. Be active and involved 2. Listen to your hunches about luck 3. expect to be lucky no matter how bad the situation 4. Turn your bad luck into good fortune

Proactive Personality

An action-oriented person who shows initiative and perseveres to change things.

Emotion Display Norms

Dictate which types of emotions are expected and appropriate for their members to show.

Big Five personality dimensions

Extraversion, agreeablenes, conscientiousness, emotional stability, and openness to experience.

Organizational Dimensions

Factors such as seniority, job title, and work location.

Multiple Intelligences

Gardner's eight intelligences include linguistic, logical-mathematical, musical, bodily-kinesthetic, spatial, interpersonal, intrapersonal, and naturalist intelligence.

360-Degree Feedback System

Individuals compare perceptions of their own performance with behaviorally specific performance information from their manager, subordinates, and peers.

External Locus of Control

Individuals tend to attribute outcomes to environmental causes.

Emotional Stability

Individuals with high levels tend to be relaxed, secure, unworried, and less likely to experience negative emotions under pressure, while those with low levels are prone to anxiety and tend to view the world negatively.

Four Layers of Diversity

Personality, internal, external, and organizational dimensions

Intermittent Reinforcement Schedule

Reinforce some but not all instances of the target behavior.

Five Principle Top-Down Approaches to Job Design

Scientific Management, job enlargement, job rotation, job enrichment, and the job characteristics model

SMART Goals

Specific Measurable Attainable Results Oriented Time Bound

Respondant Behavior

Unlearned reflexes or stimulus response connections

Self-esteem

a belief about one's own self worth based on an overall self-evaluation.

Perception

a cognitive process that allows us to interpret and understand our surroundings

Coaching

a customized process between two or more people with the intent of enhancing learning and motivating change, can translate feedback into change.

Deliberate Practice

a demanding, repetitive, and assisted program to improve one's performance.

Problem

a difference between an actual and a desired situation

Mcgregor's Theory Y

a modern and positive set of assumptions about people at work: that they are self-engaged, committed, responsible, and creative.

Self-efficacy

a person's belief about his or her chances of successfully accomplishing a specific task.

Schema

a person's mental picture or summary of a particular event or type of stimulus.

Mcgregor's Theory X

a pessimistic view of employees: that they dislike work, must be monitored, and can only be motivated with rewards and punishment.

Personality

a stable set of characteristics that is responsible for a person's identity.

Problem Solving

a systematic process of closing the gap between an actual and a desired situation.

Personality Testing

a widely used way of making employment decisions, but may not be a valid predictor of job performance.

Values

abstract ideas that guide one's thinking and behavior across all situations.

3 Components of Attitude

affective, cognitive, and behavioral