BMAL 500 - Quiz 1 - Ch.1&2

OVERVALUING OUTCOMES

- We give a pass to unethical behavior if the outcome is desirable

OPENNESS TO CHANGE

-Independence of thought, action, and feelings of readiness for change (stimulation, self-direction)

CONTRIBUTORS TO EMPLOYEE ENGAGEMENT:

. Person Factors .Situation Factors

WHAT CAN I DO ABOUT UNETHICAL PRACTICES

. Recognize that it's business and treated that way. Unethical issues are business . Accept that confronting ethical concerns as part of your job, my job . Challenge the rationale of the unethical issue . Use your lack of authority or lower status as an asset : Consider explaining the long-term consequences to the person who conducted behavior . Suggest solutions; not complains

EMPLOYEE ENGAGEMENT Identified as for feelings:

. Urgency . Focus . Intensity . Enthusiasm

Common COMMON SENCE three weaknesses:

1) Overreliance on hindsight 2) Lack of rigor 3) Lack of Objectivity

To change behavior, we should look at intentions and ways we might modify them by working orn the three general motives.

1. Attitude toward the behavior: Degree to which a person has a favorable or unfavorable evaluation of the behavior in question. 2. Subjective norm: Social factor representing the perceived social pressure for or against the behavior. 3. Perceived behavioral control: Perceived issues or difficulty of performing the behavior, assume to reflect past experience in anticipated obstacles.

WE CAN REDUCE COGNITIVE DISSONANCE IN THREE WAYS

1. Change attitude or behavior or both. 2. Belittle the importance of the inconsistent behavior. 3. Find consonant elements that way dissident ones.

3-STEP PROBLEM SOLVING

1. Define the problem 2. Identify potential causes using OB concept/theories 3. Make recommendations and take action

TRACK FOUR KEY WORKPLACE ATTITUDES:

1. Organizational commitment 2. Employee engagement 3. Perceived organizational support 4. Job satisfaction

COMMITMENT

A force that binds an individual to a course of action of relevance to one or more targets

Equity Theory

A motivation theory that proposes that perceptions of fairness directly affect worker motivation.

ACCOUNTING/FINANCIAL PERFORMANCE

A positive outcome from high job satisfaction

CUSTOMER SERVICE/SATISFACTION

A positive outcome from job satisfaction spillover effect is the credit. Spill over occurs when attitude in one part of our lives influence to another

THREE COMPONENTS OF ATTITUDE

AFFECTIVE COMPONENT COGNITIVE COMPONENT BEHAVIORAL COMPONENT

VALUES

Abstract ideas that guide with our thinking and behavior across all situations

How does organizational level affect job satisfaction

Accounting/financial performance Customer service/satisfaction

INTERPERSONAL SKILLS

Active listening Positive attitudes Effective communications

JOB SATISFACTION

Affective or emotional response toward various facets of your job.

AFFECTIVE COMPONENT

An attitude contains our feelings or emotions about a given object or situation. " FEEL"

COGNITIVE COMPONENT

An attitude reflects our beliefs or ideas about an object or situation. "I BELIEVE"

Job satisfaction has three correlate groupings

Attitudes Behavior Organizational Level

PERSONAL ATTRIBUTES

Attitudes Personality Teamwork Leadership

SCHWARTZ VALUE THEORY

Broad values motivate our behavior across any context. Two opposing bipolar dimensions: the first being self transcendence vs. self-enhancement; the seconded being openness to change vs. conformity

SELF-TRANSCENDENCE

Concern for the welfare of others (universalism, benevolence)

Motivations

Feelings or ideas that cause us to act toward a goal - conscious and unconscious A psychological process that arouses are interested in doing something, and it directs and guides our behavior.

CONCEIVED GOALS-

GOALS- We set goals and incentives to promote a desired behavior but they encourage a negative one

ETHICS

Guide to your behavior by identifying right wrong and the many shades of gray in between

Counterproductive work behavior:

Harms other employees, the organization as a whole and or organizational stakeholders such as customers and shareholders.

INCREASE EMPLOYEE COMMITMENT: three general best practices:

Hire people who is personal values aligned with the organization Make sure that management does not break psychological contracts Treat employees fairly and foster trust between manager and employee

.Situation Factors

Job characteristics Leadership Organizational climate Stressors

The four behaviors that affect job satisfaction are

Job performance Organizational citizenship behavior (CB) Counterproductive work behavior (CWB) Turnover

Turn over:

Job satisfaction has a mild Lee strong negative relationship with turnover. The more satisfied the employers with this job in theory reduces the amount of turnover

DISPOSITION/GENETIC Components

Job satisfaction is a function of both personal traits and genetic factors Has stronger relationships with intrinsic aspects of a job versus extrinsic aspects

WORKPLACE APPLICATION OF SCHWARTZ

Managers can better supervise workers by using Schwartz's model to understand their values and motivation

Job performance:

Moderately related to satisfaction Indirectly influence each other

The four attitudes that affect job satisfaction are

Motivation Job involvement Withdrawal cognition Perceived stress

Models of job satisfaction:

Need fulfillment, met expectations, values attainment, equity, disposition /genetic components

ADDITION CAUSES of unethical behavior

Personal motivation to perform Pressure from supervisor to achieve unrealistic goals/outcomes Reward system that honor unethical behavior Employees perception of little consequence for crossing line

Needs:

Physiological or psychological deficiencies that arouse behavior Managers need to learn about employees needs if they want to increase the employees job satisfaction

DYNAMICS OF VALUES

Positive employee attitudes and motivation our greatest when the work environment is consistent with employee values.

Need fulfillment

Propose that satisfaction is determined by the extent to which the characteristics of a job allow an individual to fill his needs.

Value attainment:

Satisfaction results from the perception that a job allows for for filament of an individual's important values

PROBLEM SOLVING

Systematic process for closing these gaps

Met expectations:

The difference between when an individual expects to receive from a job versus what he actually receives

Job involvement:

The extent to which an individual is personally engaged in his duties

EMPLOYEE ENGAGEMENT

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

Withdrawal cognition:

The individual's overall thoughts and feelings about quitting

Perceived stressors:

The level of stress the individual employee feels he is under

BEHAVIORAL COMPONENT

The way we intend or expect to act toward someone or something. "I INTEND"

SLIPPERY SLOPE

We are less able to see others unethical behavior when it develops gradually overtime

INDIRECT BLINDNESS

We hold others less accountable for unethical behavior when it's carried out through third parties

MOTIVATED BLINDNESS

We overlook the unethical behavior of another when it is in our interest to remain ignorant

WORKPLACE ATTITUDE

and outcome of various OB related processes, including leadership. Reserved for attitudes have resulted from the interaction of various individual, group,

CAUSES OF UNETHICAL BEHAVIOR

conceive goals Motivated blindness . Indirect blindness Slippery slope Overvaluing outcomes

ORGANIZATIONAL BEHAVIOR

describes an interdisciplinary field dedicated to understanding and managing people at work

PROBLEM

difference or gap between an actual in a desert and a desired state or outcome

Organizational citizenship behavior

employee behaviors that exceed work-role requirements Individual behavior that is discretionary, not directly explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization.

SOFT SKILLS

human interactions and include interpersonal skills and personal attributes not job specific Portable skill

PSYCHOLOGICAL CONTRACTS

individuals perception about the reciprocal exchange between him and another party

Common sence

is a liability and is used because of laziness.

Drivers of commitment:

o Personality o Meaningfulness of work being done o Organizational climate o Organizational culture

. Person Factors

o Personality o Positive psychological capital o Human and social capital

ATTITUDES

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

CONSERVATION

order, so for striction, preservation of the past, resistance to change (conformity, tradition, security)

FLEXTIME

policy of giving employees flexible work hours so they can come and go at different times as long as they work a set number of hours.

ORGANIZATIONAL COMMITMENT

reflects the extent to which an individual identifies with an organization and commits to its goals. Display two outcomes:

PERCEIVED ORGANIZATIONAL SUPPORT (POS)

reflects the extent to which employees believe their organization values their contributions and genuinely cares about their well-being. . People are willing to work hard and commit to the organizations when they believe the company truly cares about their best interest. Motivated by the norm of reciprocity: return the favor when treated well

PORTABLE SKILLS

relevant in every job and level and throughout your career, personal attributes and interpersonal skill sets

COGNITIVE DISSONANCE

represents the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions (ideas, beliefs, values, or emotions).

ETHICAL DILEMMAS

situations with two choices neither of which resolve the situation ethically acceptable manner

HARD SKILLs-

technical expertise and knowledge required to perform task

SCHWARTZ stresses

that is the relative importance we give to these two dimensions of opposing values that drives our behavior.

SELF-ENHANCEMENT

the pursuit of one's own interests And relative success and dominance over others (power, achievement)

DETERMINATION OF INTENTION:

three key general motives predict or at least inference intention and behavior.

CONTINGENCY APPROACH

using the OB concepts and tools that best suit the situation, instead of trying to rely on "one best way" or "common sense"