BUAD 304 Midterm + Questions

Rational Decision Making Assumptions

- Best solution - Objective and complete information - Honest evaluation of all alternatives - Abundant time and resources - People willing to support and implement decisions

Distributive Negotiation

- Competitive exercise (win-lose) - Single issue - Limited "pie" divided between parties - What I want - How can I capture value for myself

Integrating

- Complex issues - Need commitment from other to implement

Compromising

- Goals mutually exclusive - Equal power

Herbert Simon's Normative Model: Bounded rationality

- We are bounded or restricted by a variety of constraints when making decisions (e.g., limited capacity to process information, lack of information, etc.) - Cannot evaluate all potential alternatives, thereby causing us to "satisfice" not optimize

Determinants of Intention

1. Attitude toward the behavior 2. Subjective norm 3. Perceived behavioral control

Two ways of thinking/deciding

1. Automatic, instinctive and emotional mode (mental shortcuts) 2. Slow, logical, deliberate (identifies when intuition is wrong and emotions are clouding are judgement)

Ways to reduce cognitive dissonance

1. Change attitude or behavior 2. Belittle importance of the inconsistent behavior 3. Find consonant elements that outweigh dissonant ones

Cognitive biases in decision making

1. Confirmation bias 2. Overconfidence bias 3. Anchoring bias 4. Hindsight bias 5. Framing bias 6. Escalation of commitment 7. Availability bias 8. Representative bias

Examples of organizational citizenship behavior

1. Constructive statements about the department. 2. Expression of personal interest in the work of others. 3. Suggestions for improvement or training new people. 4. Respect for the spirit as well as the letter of housekeeping rules. 5. Care for organizational property, and punctuality and attendance well beyond the standard or enforceable levels.

Rational Decision Making

1. Identify the problem or opportunity 2. Generate alternative solutions 3. Evaluate alternatives and select a solution 4. Implement and evaluate the solution chosen

2 bipolar values

1. Openness to change vs. conservative 2. Self-transcendent (concern for others) vs. self-enhancement (concern for self)

Overcoming barriers

Active listening, Clear & timely feedback, know self, choose the right medium

Personality

Combination of physical, behavioral, and mental traits that give us our unique identity. 37 - 42% from genes, rest from environment

4 Recent Theories of Motivation

Equity Theory Expectancy Theory Goal Setting Theory Job Enrichment Theory

True or False: Job satisfaction and performance are moderately related.

True

Which of the following contributes least to employee engagement in North America?

career opportunities the organization's reputation recognition pay - Correct communication

Judgementmental heuristics

cognitive shortcuts

Individual behavior that is discretionary and not part of a formal reward system and promotes the effective performance of the firm is called ___ ___ ___.

organizational citizenship behavior

If an employee values achievement and an employer rewards people for accomplishing goals, the employee is more likely to experience:

organizational commitment

The extent to which employees believe their organization values their contributions and genuinely cares about about their well-being is:

perceived organizational support

The idea that we are motivated by the norm or reciprocity is the basic premise of

perceived organizational support

In a workplace setting, attitudes are ___ related to performance and ___ related to absenteeism and turnover.

positively negatively

Sidoni reading!!!

wtf

Managers track the 4 key workplace attitudes because they:

1. Represent important outcomes managers are working to enhance 2. Link to other outcomes managers will want to improve

Feelings related to employee engagement:

1. Urgency 2. Being focused 3. Intensity 4. Enthusiasm

Carlos works at Tyner Construction Company as an assistant project manager. His manager assured him that if his projects came in on time and under budget, he would be promoted within a year. At nine months, Carlo is promoted to project manager. This is an example of A. met expectations. B. need fulfillment. C. equity. D. value attainment. E. dispositional components.

A

You value achievement and your employer rewards people for accomplishing goals, so you are very committed to the company. _____ fit is the consistency between personal and company values. A. Person-culture B. Person-behavioral C. Employee-employer D. Values-attitude fit E. Intrinsic-extrinsic

A

_____ is defined by order, self-restriction, preservation of the past, and resistance to change. A. Conservation B. Security C. Conformity D. Traditionalism E. Stability

A

A person's perception about the terms and conditions of a reciprocal exchange between him or herself and another is called:

A psychological contract

VIA Institute Character Survey

Aspects of self that are morally valued. Measures 6 virtues, includes 24 positive character strengths

Situational Fit of Conflict-Handling Styles

Avoiding, Obliging, Dominating, Integrating, Compromising

Letitia reports to work at Apex Inc. This is her first day. Human resources tells Letitia to report to a conference room so that she can review the company's mission statement and policies, go over her job description, and learn about the technology systems in use. This type of experience is an ______ program. A. incoming B. onboarding C. involvement D. introductory E. engagement

B

Low job satisfaction and low employee engagement can lead to A. lower employee turnover. B. low task performance. C. increased task performance. D. increased commitment. E. improved communication.

B

Mason is highly satisfied with his job. He receives consistently strong evaluations and volunteers to train new employees. Mason exhibits positive job performance and A. community involvement. B. organizational citizenship behaviors. C. genetic components. D. withdrawal cognitions. E. personal motivation.

B

The components of attitudes include A. values, beliefs, and emotions. B. affective, cognitive, and behavioral. C. personal and workplace. D. perceived and real. E. public and personal.

B

The president of American Systems announces that all employees will be going on a trip to San Francisco. Some employees like the idea and some don't. According to the _________ component of attitudes, these evaluations reflect the feelings of the employees. A. behavioral B. affective C. cognitive D. normative E. intellectual

B

Trevor is an overachiever. His brother calls him ambitious and power hungry. Trevor exemplifies the _______ dimension. A. self-transcendence B. self-enhancement C. self-awareness D. self-management E. self-leadership

B

Which of the following is not a factor in contributing to employee engagement? A. high levels of conscientiousness B. high levels of stress C. charismatic managers D. recognition E. motivating jobs

B

___________ are the key links between ___________ in Ajzen's Theory of Planned Behavior. A. Attitudes; intentions and planned behavior B. Intentions; attitudes and planned behavior C. Norms; intentions and planned behavior D. Intentions; norms and attitudes E. Perceived behaviors; intentions and planned behavior

B

Overconfidence bias

Believing our judgement is better or more reliable than it actually is

According to research, the relationship between job performance and job satisfaction is best summarized by which of the following statements? A. Higher levels of job satisfaction lead to higher job performance. B. Higher levels of job performance lead to higher job satisfaction. C. Both variables indirectly influence each other. D. These variables are both caused by personality factors. E. There is no relationship between job performance and job satisfaction.

C

Angela works for a company that does not provide good health benefits or career opportunities. Her _____ is most likely to be negative. A. OCB B. CWB C. POS D. TPB E. OB

C

Elaine often volunteers to help others when they run into problems with their projects. She is very positive, always on time, and never calls in sick. Exhibiting ________ is likely to create positive impressions among Elaine's colleagues and manager. A. TPB B. CWB C. OCB D. POS E. OB

C

Maria focuses on community volunteerism, while Anna focuses on getting a promotion at work. _____ are represented by Maria's and Anna's focuses. A. Personal attitudes B. Workplace attitudes C. Endpoints of one of the dimensions of values D. Cognitions E. Behaviors

C

Research shows that when an organization breaches a psychological contract, A. employees are likely to be less committed and satisfied, but their performance and intentions to quit are not affected. B. employees are likely to be less committed and satisfied, without their performance being affect, but they are also more likely to quit. C. employees are likely to be less committed and satisfied and more likely to quit, and their performance is likely to be lower. D. employees are likely to be less committed and satisfied and have lower job performance, but are not more likely to quit. E. this has no effect on employee satisfaction, commitment, intentions to quit, or job performance.

C

Organizations can promote desired behaviors and not CWB's by:

Designing jobs that increase satisfaction Defining desired behaviors Motivating desired behaviors

The fact that at work some coworkers remain satisfied in situations where others always seem dissatisfied is the idea behind:

Disposition/Genetic Components

Examples of Counterproductive work behavior

Drug and alcohol abuse Destroying firm property Theft Bullying Gossiping

Carla will graduate from her business program next month. She is happiest in jobs where she doesn't know what will be waiting for her when she gets to work, and she excels at problem solving. Carla needs a career that involves A. security. B. benevolence. C. tradition. D. power. E. stimulation.

E

Chris, a manager, knows that one of his employees values achievement and power. Chris should assign the employee to a job that includes A. high social value. B. high security. C. high self-direction. D. high conformity. E. high influence over others

E

Janice creates advertising slogans for the advertising firm that employs her. She works with beliefs, perceptions, and informal obligations about what she is entitled to receive in return for what she provides to the organization. A(n) ________ represents Janice's beliefs. A. high level of emotional labor B. employment contract C. high normative commitment D. high affective commitment E. psychological contract

E

Which of the following is not a key workplace attitude that managers should track? A. job satisfaction B. employee engagement C. perceived organizational support D. organizational commitment E. turnover

E

Tanya believes that people should be kind to each other. She notices that Ellie is picking on a new employee, Michele. Tanya asks Ellie to stop bullying Michele, but Ellie's behavior doesn't change. Tanya confronts Ellie and a heated argument ensues, after which Tanya suggests that Ellie transfer to another department. In this case, Tanya's ________ are different from her values. A. intentions B. abstract ideals C. personal beliefs D. personal goals E. cognitions

C

One of the top five drivers of employee engagement for organizations in North America is pay.

FALSE

The idea that satisfaction results from the perception that a job allows for fulfillment of an individual's important values is called "met expectations."

FALSE

The two basic dimensions of Schwartz's value theory are self-enhancement/self-transcendence and ethical/unethical.

FALSE

There is only one model of the causes of job satisfaction.

FALSE

Turnover is always bad for organizations.

FALSE

Attitudes

Feelings or opinions about people, places, & objects Guide our intent to behave toward people, places, and objects Difficult to change

____ is when an organization gives employees flexible work hours that allow people to come and go at different times as long as they work the normal number of hours.

Flextime

Negotiation

Give-and-take decision-making process involving two or more parties with different preferences

Goal Setting Theory

Goal specificity Goal difficulty/challenge Feedback of results

Measurable positive outcomes that occur when firms pas attention to input of values as a person factor.

Higher retention rate Increased employee engagement Better customer satisfaction Low turnover

_________ is the psychological process that arouses our interest in doing something. A. Involvement B. Engagement C. Motivation D. Citizenship E. Commitment

C

Analytical decision making

Careful, slow, lots of info (high tolerance for ambiguity, values technical concerns)

___ ___ has a positive association with behavioral outcomes like job performance and OCB.

Job satisfaction

Things that stress is positively related to.

Job satisfaction Employee engagement Perceived organizational support Organizational commitment

Herbert Simon's Normative Model: Satisficing

Choose a solution that meets some minimum qualifications and thus is good enough. Leads to satisfactory, but not optimal, solutions

24. ______ is defined by restraint of actions, inclinations, and impulses likely to upset or harm others and violate social expectations or norms. A. Benevolence B. Security C. Tradition D. Conformity E. Universalism

D

Dawn is at the playground with her four-year-old daughter. The father of another child is yelling and cursing at him. Dawn decides to tell the father to stop the verbal abuse or leave the playground, or she will call the authorities. Dawn's behavior reflects the _______ component of her attitude. A. intellectual B. affective C. cognitive D. behavioral E. value

D

Discretionary individual behavior that promotes the effective functioning of the organization is called organizational citizenship behavior. ______ is an example of OCB. A. Expressing criticism of management decisions B. Focusing on your job and letting other people handle their projects C. Allowing new staff to learn about the company on their own D. Respecting the spirit as well as the letter of housekeeping rules E. Usually attending staff meetings on time

D

Job satisfaction across the United States has gone up, according to a national survey conducted by the Society for Human Resource Management. The top three facets of satisfaction include A. feeling safe at work, having good relationships with coworkers, and substantial vacation time. B. solid health care, having good relationships with coworkers, and a clear career path. C. opportunities for advancement, good pay, and having a good relationship with an immediate supervisor. D. feeling safe at work, good pay, and good benefits. E. feeling safe at work, having good relationships with coworkers, and having a good relationship with an immediate supervisor.

E

Mark marches to the beat of his own drummer, while Simon plans on following in his father's footsteps. Mark is open to change, while Simon embraces A. conformity. B. traditionalism. C. power. D. benevolence. E. conservation.

E

Representativeness Bias

Estimate the probability of an event's occurrence based on our impressions about similar occurrences

Communication

Exchange of information between sender & receiver (one-way or two-way) (includes verbal and nonverbal)

Expectancy Theory

Expectancy: Belief that effort will lead to good performance Instrumentality: Belief that good performance will lead to outcomes Valence: How much person values those outcomes Effort to perform = Expectancy x Instrumentality x Valence (Effort -> Perform -> Outcome = Subjective Probabilities)

Personal Power (Person's Characteristics)

Expert Power and Referent Power

According to the Ajzen model, someone's intention to engage in a particular behavior is necessarily a strong predictor of that behavior.

FALSE

Managers should attempt to reduce the negative effects of stress by improving job satisfaction and by encouraging employees to take work home.

FALSE

The components of engagement are urgency, being focused, intensity, and job satisfaction

FALSE

Motivation

How much effort is put forth to achieve organizational goals (direction, intensity, and persistence)

Power as dependence

Importance Scarcity Non-substitutability

Job Enrichment Theory

Increases the degree of responsibility you have over the way you do your job. Involves job enlargement (expanding the range of tasks you do) and job empowerment (being given greater freedom & autonomy

Cons of rational decision making

- Conditions for optimization hard to meet, given cost, time and resource constraints - We are rarely rational when making complex decisions because we have focused attention (see only a subset of perceivable info and have little awareness that we are missing anything)

Communication Barriers

- Filtering (from sender) - Selective Perception (from receiver) - Information overload - Differences between sender and receiver (functional task orientation, language, culture, gender, age)

Integrative Negotiation

- Problem-solving exercise (win-win) - Considers multiple issues - Expand pie for each of us - What each of us wants - How can we create value for each of us

Pros of rational decision making

- Quality of decision likely enhanced - Greater transparency - Greater responsibility

Dominating

- Speedy decision needed - Unpopular course of action

Avoiding Conflict-Handling style

- Trivial issues - Potential cost of confronting conflict outstrips benefits

Peter works for HR Associates. He is asked to present a report on the importance of organizational commitment and explain how managers can increase employees' organizational commitment. Create an outline for Peter's presentation.

1. Organizational commitment reflects the extent to which an individual identifies with an organization and commits to its goals. 2. Organizational commitment exists to the degree that a person's values generally match the values that undergird a company's organizational culture. 3. Three general best practices and approaches are: " Hire people whose personal values align with the organization's values. " Make sure that management does not breach its psychological contracts. " Explicitly and conscientiously enhance the level of trust throughout the organization.

The three components that influence overall attitudes are ___, ___, and ___.

1. The affective component 2. The cognitive component 3. The behavioral component

Ways to increase POS

1. Treat employees fairly 2. Avoid political behavior 3. Provide job security 4. Give people more autonomy 5. Reduce stressors in the work environment 6. Eliminate abusive supervision

Job dimension in the JDI tool developed at Cornell University

1. Work 2. Pay 3. Promotions 4. Coworkers 5. Supervision

30. Values represent beliefs that influence behaviors _____________; attitudes relate to behavior __________. A. across all situations; toward specific targets B. toward specific targets; across all situations C. across all situations; toward people D. toward specific objects; toward specific people E. toward specific people; toward specific objects

A

As demonstrated by research, ___________ is positively related to organizational citizenship behavior. A. higher performance ratings and lower organizational costs B. higher performance ratings and higher turnover C. lower customer satisfaction and lower turnover D. higher absenteeism and turnover E. lower efficiency and higher customer satisfaction

A

Emotional intelligence

Ability to monitor your own emotions and those of others, understand them, and behave effectively (personal and social competence)

What are values

Abstract ideals (what's good and bad), guide thinking and behavior, relatively stable across time and most situations

Group Decision Making

Advantages - Greater pool of knowledge - Different approaches to a problem - Greater commitment to a decision - Better understanding of decision rationale - More visible role modeling Disadvantages - Social pressure - A few dominant participants - Goal displacement - "Groupthink"

Hindsight bias

Knowledge of an outcome influences our belief about the probability that we could have predicted the outcome earlier

The 2 Early Theories of Motivation

Learning Theory and Cognitive Need Theory

Power

Potential ability to influence others so they do things they would not do otherwise

Decision Making

Process for identifying and choosing alternative solutions that lead to a desired state of affairs

Learning Theory

Reinforcement & Punishment drive motivation: Principles - Law of Effect: Behavior a function of its consequences - Positive Reinforcement & Punishment - Shaping Applications - Lotteries to Reduce Absenteeism - Well Pay vs Sick Pay - Employee Recognition Programs

Personal attitudes affect behavior via intentions.

TRUE

Characteristics related to OCB.

They promote the firms' productivity They are voluntary

___ are abstract ideals that guide one's thinking and behavior across all situations.

Values

Cognitive Dissonance

When our attitudes conflict with each other or with our behavior, it causes distress. We seek to reduce distress by changing attitude and/or behavior Much easier to change attitude than behavior (via rationalization and self-justification)

Coercive power

ability to punish

Positive employee ___ and ___ are greatest when the work environment is consistent with employee values.

attitudes motivation

Legitimate power

authority from one's position (positive vs. negative)

Making sure that management does not ___ its psychological contracts is a good way to increase employees commitment.

breach

People who grew up during the Great Depression are likely to value security and conservation and thus dislike ___ or the use of credit cards.

debt

Effective performance management practices can lead to higher ___ ___.

employee engagement

Gallup has estimated that when employees are highly ___, it can achieve 12% higher customer satisfaction and loyalty ratings.

engaged

Expert power

expertise, skills & knowledge

The concept of equity ties directly to how ___ a person is treated at work.

fairly

Referent Power

identification with person

The term ___ ___ reflects the extent to which a person likes his or her job.

job satisfaction

There are four attitude and four behavior components fount to correlate with ____ ____.

job satisfaction

management can use ____ to boost job satisfaction ___

Need fulfillment- Understand and meet employee needs Met expectations- Meet expectations of employees about what they will receive from jobs Value Attainment- Structure the job and its rewards to match employee values Equity- Monitor employees' perceptions of fairness Disposition- Hire employees with an appropriate disposition

Element and its bipolar dimension

Openness to Change: Stimulation Self-direction Conservation: Tradition Security

How do Organizations Achieve Fit?

Selection: Assessment tests, interviews Socialization: Bootcamps, Training, Coaching & Counseling

Escalation of Commitment (sunk cost error)

Stick to an ineffective course of action even when it is unlikely the bad situation can be reversed

True or False: Values and attitudes are generally in harmony

True

Reward power

ability to provide positive benefit

Personal values represent global beliefs while personal ___ are more specific to a situation, person or object.

attitudes

Behavior that harms other employees, the organization as a whole or organizational stakeholders such as customers and shareholders is called:

counterproductive work behavior

Role modeling desired behaviors in an effective way to increase the subjective ___ about doing high quality work.

norm

Studies show that by improving job satisfaction, managers at the business unit level can affect a variety of important organizational level outcomes such as:

turnover customer satisfaction productivity

Behavioral

warmth, verbal info, social interactive (low tolerance for ambiguity, values social concerns)

An individual's overall thoughts and feelings about quitting are called ___ ___.

withdrawal cognitions

True or False: Managers should try to increase negative effects of stress by decreasing job satisfaction.

False

Performance

Motivation x Ability x Opportunity

Describe the need fulfillment models of job satisfaction. Discuss research support for these models.

Need fulfillment models propose that satisfaction is determined by the extent to which the characteristics of a job allow an individual to fulfill her or his needs. Needs are physiological or psychological deficiencies that arouse behavior. All of us have different needs, which means that managers need to learn about employees' needs if they want to increase job satisfaction. Research generally supports the conclusion that need fulfillment is correlated with job satisfaction.

Scarcity

People are wired to want what is scarce

Confirmation bias

Selectively gather information that supports our beliefs and discounts information that does not

Conflict

When one party "perceives" that its interests are being opposed or negatively affected by another party

____ attitudes are an outcome of OB-related processes including leadership.

Workplace

Wanderlust Tech Group creates new video games. The staff consists of young, tech-savvy college graduates. Over 80 percent of employees in this close-knit company are recognized "gamers." They have fun together in and out of work. Recently, management has noticed increased turnover and teams have missed several project deadlines. The company changed its hiring criteria about eight months ago to include values associated with self-transcendence and conservation. Human Resources feels that these traits are consistent with the company's vision and goals. A recent employee attitude survey showed that younger employees prefer to work in autonomous teams in which they have more latitude over how the work gets done. While management likes the value of autonomy, it believes that teams need a team leader. The survey further showed that employees desire more recognition and more career paths. The company is relatively small and there are not many managerial positions that can be used for promotions. Results confirmed high levels of employee commitment and perceived organizational support. Some of the more tenured employees have become disgruntled about the salaries paid to new hires. New hires are making only a few thousand dollars a year less than more experienced people. The company feels that it's progressive policy about telecommuting allows employees to work from home and should allay any complaints about pay. Using the 3-Step Problem-Solving Approach, describe how management can address these issues.

Wanderlust hires young graduates who love excitement, need stimulation and are self-directed. Of course, there is a normal amount of turnover in first jobs within a year or so. But that hasn't been the case here in the past. Using the Organizing Framework: Step 1. Define the problem: Is it attitudes toward work? Well-being/flourishing? Step 2. Identify the causes: Consider changes in personal values and attitudes. What about the situation factors? Step 3. Make recommendations: How can management change the attitudes and maintain staff?

Public opinion polls and surveys are methods used to measure workplace ___ since they can predict likely behavior in the workplace and in society.

attitudes

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

attitudes

Ajzen and Fishbein consider intentions as the key link between ___ and planned ___.

attitudes behavior

You are unlikely to say anything to someone smoking in the nonsmoking section of a restaurant if you have no intention of confronting the smoker. Your intention reflects the __________ component of your attitude toward people smoking in restaurants.

behavioral - Correct intellectual cognitive normative affective

The psychological discomfort a person experiences when simultaneously holding two or more conflicting ideas beliefs, values or emotions is called ___ ___.

cognitive dissonance

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

commitment

Individuals committed to an organization tend to display a:

continuation of employment with the firm

Directive

efficient, logical, practical (high tolerance for ambiguity, values technical concerns)

Kahn described "the harnessing of organization members selves to their work roles" as:

employee engagement

Communication and recognition represent two of the five factors that drive employee ___.

engagement

If management wants to improve employee retention through motivation, it can provide___ and implement policies that underscore the value of staying at the firm.

information

There are four attitude and four behavior components found to correlate with ___ ___.

job satisfaction

According to Schwartz's Theory, firms can reduce turnover by:

matching employee values with values that comprise the organizational culture

Information flowing throughout an organization is said to affect ___.

motivation

The positive outcomes of job satisfaction include:

motivation job involvement

Shalon Schwartz believed that values are ___, meaning that they represent broad goals that apply contexts.

motivational

______ programs help employees to integrate, assimilate, and transition to new jobs.

ncoming Onboarding - Correct Involvement Sink-or-swim Engagement

A challenge for managers is that all employees have different ___ to be fulfilled.

needs

Conscientiousness is considered a ___ ___ which aids in employee engagement at work.

person factor

According to Ajzen, someone's intention to engage in a given behavior is a strong ___ of that behavior.

predictor

Environmental characteristics that cause stress are called

stressors

When employers allow employees to do all or some of their work from home using technology and internet tools to send work electronically from home to office and vise versa, this is called:

telecommuting

Groupthink

- High cohesiveness and conformity to group decision - Fail to test reality or consider alternative decisions

Obliging

- Other more powerful - Issue more important to other

USC-CT

- Uncover the various potential problems vis-a-vis business goal - Select the most critical problem(s) - Create a multitude of potential solutions - Choose the solution(s) with the potential to be the most effective - Translate your solution(s) into an effective implementation plan

Monica leads a team of six people hired to implement a new onboarding technology at High Systems & Co. Everyone has their assignment, but Stephen (who is in charge of researching and updating company policies) who has been lax in submitting his information. This delay can jeopardize the due date. Using Ajzen's model of planned change, explain how Monica can better manage Stephen.

Ajzen developed and refined a model depicted in Figure 2.3 focusing on intentions as the key link between attitudes and planned behavior. Managers may be able to influence behavioral change by doing or saying things that affect the three determinants of employees' intentions to exhibit a specific behavior: attitude toward the behavior, subjective norms, and perceived behavioral control. In the workplace, one of the simplest levers managers can use to change behavior is information. Monica can try to create a positive attitude toward contributing high-quality work. She can explain the importance of the project deadline to everyone, and how it can impact Stephen personally. She can ensure that all other team members are doing their job. And she can ask Stephen about any obstacles getting in the way of high-quality work and discuss solutions for overcoming them.

Counterproductive work behavior (CWB) harms other employees, the organization as a whole, and/or organizational stakeholders such as customers and shareholders. Which of the following is an example of CWB? A. constantly arriving late for meetings B. gossiping about a co-worker C. presenting poor financial results at the quarterly meeting D. checking social media at work E. putting lunch with a friend on your expense account

C

Juliet often takes office supplies home for her personal use. This is an example of A. OCB. B. COW. C. CWB. D. POS. E. EEG.

C

Which of the following is not a suggestion for managers who want to reduce voluntary turnover? A. Foster employee engagement. B. Create effective orientation programs. C. Reward all employees equally. D. Hire people who "fit" the organization's culture. E. Provide clear expectations of the job.

C

Kiki is a manager of a small boutique gift store. She only has two employees, Tim and Sandra. Tim is a part-time student and is happy with the amount of work he has at the store. Sandra works full-time, but seems to be less interested and increasingly remote at work. Kiki asks Sandra if anything is wrong, and Sandra says she is bored and thinking of leaving. Kiki knows that Sandra paints as a hobby and suggests that she might want to take over the store and window displays. Sandra is really excited about the opportunity. This is an example of a manager who is A. focusing on customer service. B. motivated to move up in the organization. C. addressing the employee's stress levels. D. enhancing the employee's job satisfaction. E. confronting an employee about her problems.

D

Anchoring bias

Decision makers influenced by first information they receive, even if it's irrelevant (ex: if you first see a T-shirt that costs $1,200 - then see a second one that costs $100 - you're prone to see the second shirt as cheap.)

PWCB is a large management consulting firm, created as a result of the merger of two smaller companies. The corporate culture was different in both of the original companies. Despite addressing this difference, turnover is higher than expected and productivity is lower than anticipated. What can management do to address employee engagement?

Employee engagement is defined as "the harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance." Gallup estimates that when an organization's employees are highly engaged, it can achieve 12 percent higher customer satisfaction/loyalty, 18 percent more productivity, and 12 percent greater profitability. One way to increase employee engagement is to make sure that the inputs in the Organizing Framework are positively oriented. Organizations do this by measuring, tracking, and responding to surveys of employee engagement. Then, management can address some of the more significant issues.

Framing bias

Interpret alternatives differently based on the manner in which a question is posed or framed (90% lean vs 10% fat)

Conceptual decision making

Intuitive, broad, and long-term perspective (high tolerance for ambiguity, values social concerns)

The energy industry is under pressure from increased government regulations and environmental agency scrutiny. As a result, Sampson Coal Co. has suffered financial setbacks and reduced benefits and hours. Sampson Coal Co. suffers from low productivity, a high absence rate, pilfering, and increased turnover. Management sends out an employee satisfaction survey, but receives few responses (even though the survey is anonymous). What is the overall state of job satisfaction at Sampson? What steps can management take?

Job satisfaction essentially reflects the extent to which an individual likes his or her job. Formally defined, job satisfaction is an affective or emotional response toward various facets of one's job. A person can be relatively satisfied with one aspect of her or his job and dissatisfied with one or more other aspects. Because employees didn't respond to the survey, management can start with "listening sessions" to enhance engagement. Then consider: 1. How can you get a higher survey response? (A raffle? Free coffee? Time to answer the survey at work?) 2. Can you address the big picture concerns (for example, worry about the future of the coal industry), as well as company-specific concerns? 3. Address the concerns in terms of (1) need fulfillment, (2) met expectations, and (3) equity. 4. Management can also commit to sending updates on their plans to protect workers.

Types of Formal Power (Position in Firm)

Legitimate power, Coercive power, and Reward Power

Why is it important for managers to pay attention to workplace attitudes? In your personal experience, is there one attitude that is more important than others? Describe the attitude and provide an example.

Managers should track a limited number of workplace attitudes to gauge how the organization is doing. Savvy managers will track four key workplace attitudes: organizational commitment, employee engagement, perceived organizational support, and job satisfaction. That is because these attitudinal measures serve a dual purpose. First, they represent important outcomes that managers may be working to enhance directly. Second, they link to other significant outcomes that managers will want to improve where possible.

Programs that help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics are referred to as ___ programs.

Onboarding

Big Five Model of Personality

Openness to Experience Conscientiousness Emotional stability Agreeableness Extroversion

Equity Theory

Outcomes (pay, promotions, etc.) Inputs (effort, skills, experience, knowledge, etc.) Assess ratio of outcomes/inputs relative to ratio of comparative others Inequity: Under-rewarded Inequity: Over-rewarded

Authority

People defer to experts, so symbols of expertise lead to influence

Social proof

People do what others do

Reciprocity

People feel need to return gifts & favors

Commitment & consistency

People feel pressure to conform to past commitments & behaviors that are active, voluntary & public

Liking

People influenced by those they like (who are like them; who praise them)

Normative/Intuition Decision Making Pros and Cons

Pros: Useful when a quick decision required. Good when resources are limited, difficult, or costly to acquire Cons: Susceptible to bias, may be difficult to gain acceptance

Explain Schwartz's model of values. Identify two of your own values. Are these values adjacent, farther apart or opposing? Describe a situation that you faced and how your resolution reflects these values.

Schwartz proposed that broad values motivate our behavior across any context. He categorized these values into two opposing or bipolar dimensions, as outlined in Table 2.1. The first dimension ranges from concern for the welfare of others (which Schwartz calls self-transcendence) to pursuit of one's own interests (self-enhancement). The second dimension ranges from self-directed independence (which Schwartz calls openness to change) to conformity (conservation). Schwartz stressed that it is the relative importance we give to these two dimensions of opposing values that drives our behavior. For example, if you value achievement (self-enhancement) over universalism (self-transcendence), you will spend your evening studying hard to get an A in this class rather than attending a meeting about fighting climate change.

Viola works as a paralegal for a successful personal injury firm. The firm is now advertising on television, and she is asked to handle the research for three partners. Viola suggests that they hire an additional paralegal, but the partners want to wait until the next year. Viola is experiencing headaches on a daily basis. She can't sleep at night, worrying about how she's going to get her work down. Viola is beginning to think that she needs to find a new job. The partners want to keep Viola with the firm. Analyze this situation and make recommendations to the partners.

Stress has negative effects on many different OB-related outcomes. For instance, stress is positively related to absenteeism, turnover, coronary heart disease, and viral infections. As expected, perceived stress has a strong, negative relationship to job satisfaction. Perceived stress also was found to be negatively associated with employee engagement. Managers should attempt to reduce the negative effects of stress by improving job satisfaction and by encouraging employees to detach from work during off-job time (i.e., stop thinking about work, and "don't take it home with you").

Availability Bias

Tendency to base decisions on information readily available in memory (More crimes reported in news, assume you have higher chances of being a victim)

Losing a good employee to turnover is bad because:

The loss of valuable human capital. The high cost of replacing a good employee. There is a loss of social capital.

Describe the met expectations models of job satisfaction. Provide a specific example of needs that are met and of those that are not met.

These models propose that satisfaction results from how well expectations are met. Met expectations represent the difference between what an individual expects to receive from a job, such as good pay and promotional opportunities, and what the individual actually receives. When expectations are greater than what is received, a person will be dissatisfied. In contrast, this model predicts that an individual will be satisfied when he or she attains outcomes above and beyond expectations. Research strongly supports the conclusion that met expectations are significantly related to job satisfaction.

Discuss what research has found about the relationship between job performance and job satisfaction.

This is more complicated than it might first appear. OB experts have identified at least eight ways in which these variables are related. The dominant theories are either that satisfaction causes performance or performance causes satisfaction. A team of researchers recently attempted to resolve this controversy, and made two key findings: (1) Job satisfaction and performance were moderately related. This is an important finding because it supports the belief that employee job satisfaction is a key workplace attitude which managers should consider when attempting to increase employees' job performance. (2) The relationship is complex. It is not that one directly influences the other or vice versa. Rather, researchers now believe that both variables indirectly influence each other through a host of personal factors and environmental characteristics.

Describe the dispositional/genetic models of job satisfaction. Discuss the research support for these models. Now, think about your own personal traits and genetic factors. What are your two strongest traits? How do these traits correlate to activities that you find satisfying?

This model posits that job satisfaction remains partly a function of both personal traits and genetic factors. Although few studies have tested these propositions in depth, a review of existing literature reveals a more nuanced understanding. Dispositional factors were significantly associated with only selected aspects of job satisfaction. Dispositions had stronger relationships with intrinsic aspects of a job (e.g., having autonomy) than with extrinsic aspects of work (e.g., receipt of rewards). Genetic factors also were found to significantly predict life satisfaction, well-being, and general job satisfaction. Overall, researchers estimate that 30 percent of an individual's job satisfaction is associated with dispositional and genetic components.

True or False: Perceptions of organizational support can be either positive or negative.

True

Cognitive Need Theory

Unfulfilled need drives motivation: Lower-Order Needs: Physiological, safety, etc. Higher-Order Needs: Social, esteem, self-actualization, etc. Extrinsic Needs: Satisfied externally from the environment (pay, promotion, recognition, etc.) Intrinsic Needs: Satisfied internally from self (self-praise, positive feelings from doing well, etc.)

Personal Values

Variously Broad Global

Personal Attitudes

Via Intentions Specific Targeted

To achieve ___ ___, managers should structure work and its associated rewards to reinforce employees' values.

employee satisfaction

A survey of Yahoo employees showed that 66% of 637 people surveyed in 2013 preferred more ___ work schedules.

flexible

Roger, a manager, knows that one of his employees values conformity and tradition. Roger should assign the employee to a job that includes

high social value. high security. high respect, commitment, and acceptance. Correct high control over others. high influence over others.

The difference between what an individual expects to receive from a job and what he or she actually receives is called ___ ___.

met expectations

___ attitudes relate to behavior directed toward specific objects, persons, or situations.

personal

Samuel values his tradition and conformity. Not surprisingly, family time is very important to him. His employer, Stillman & Sons, expects him to work on holidays. Stillman & Sons and Samuel do not share the values of A. conservation. B. self-direction. C. self-transcendence. D. openness to change. E. self-enhancement.

A

In Schwartz's Basic Value model, those values that are in opposing directions from the ___ of the circle conflict with each other.

center

Schwartz's second bipolar dimension includes openness to ___ and ___.

change conservation

Schwartz's model suggests that A. values may conflict with each other. B. values are important, but have no direct effect on motivation. C. values are unstable. D. we are always aware of our values and how they influence us. E. values are formed when we are in our early adulthood.

A

When Harry has a perceived conflict with a co-worker, he will send them e-mails that are taunting or insulting. This is an example of

OCB. COW. CWB. - Correct POS. EEG.

` ________ is the extent to which an individual identifies with an organization and commits to its goals.

Perceived organizational support Organizational commitment - Correct Organizational satisfaction Job involvement Job satisfaction

. In Schwartz's model, conformity and tradition are in the same wedge, but conformity is seen as less extreme than tradition.

TRUE

Based on Schwartz's Value Theory, if you value achievement over universalism, you will spend your evening working hard on your term paper so that you can get a good grade, rather than volunteering at the soup kitchen.

TRUE

Johan believes that saving the earth is our most important responsibility. He will be strongly committed to an employer who issues hybrid cars to all sales people, emphasizes recycling, and supports volunteerism to clean up the local river.

TRUE

The basic idea of POS is that people are willing to work hard and commit to their organizations when they believe that the organization truly cares about their best interests.

TRUE

The first step in combating bullying is to document the event in writing, particularly if the bully is your boss.

TRUE

A manager should use Schwartz's model to understand employees and assign them tasks that are consistent with their values.

True

Attitudes have three components: affective, cognitive, and behavioral.

True

Cognitive dissonance is the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions.

True

Job satisfaction is not a unitary concept; a person may be satisfied with one aspect of his or her job and dissatisfied with one or more other aspects.

True

Research has found that some aspects of an individual's disposition are significantly associated with some aspects of job satisfaction, such as having autonomy or receipt of rewards.

True

Personal attitudes affect _______ via ______.

behavior; values behavior; intentions - Correct values; behavior values; intentions values; cognitions

Donna works as a project manager for a major consumer products firm. She works with beliefs, perceptions, and informal obligations about what she is entitled to receive in return for what she provides to the organization. Janice's beliefs represent a(n)

high level of emotional labor. employment contract. high normative commitment. high affective commitment. psychological contract. CORRECT

The _____ model suggests that managers should monitor employees' perceptions of fairness.

met expectations need fulfillment equity - Correct value attainment dispositional components

The ___ ___ represents an employee's beliefs about what he or she is entitled to receive in return for what he or she provides the organization.

psychological contract

Eleanor wants to be sure that the final team project in a senior capstone course is of top quality. Jerome, another team member, just wants to get it done quickly. Using Alzen's model, what can Eleanor do to try and encourage Jerome to work hard? A. Create a positive attitude. B. Use emotional blackmail. C. Show behavioral intent. D. Express emotional dissonance. E. Enforce cognitive dissonance

A

Jane hates the idea of child labor. She works for a company that claims that it doesn't employ children. However, news reports accuse the company of employing young children overseas. ______ is the psychological discomfort that Jane is experiencing since she heard this news. A. Cognitive dissonance B. Emotional labor C. Behavioral intention D. Emotional dissonance E. Intelligence disunity

A

Jason is working at Sushow Motors. The position, as originally described, involved conducting research with customers. Instead, Jason is answering phones and filing. He's very unhappy and thinks he should find another job. This thought process is A. withdrawal cognitions. B. employee review. C. perceived stress. D. organizational behavior. E. job dissatisfaction.

A

Lennie loves her job at Vail Corporation. She is even a community ambassador. Lennie exhibits all of the following qualities except A. pessimism. B. urgency. C. focus. D. intensity. E. enthusiasm.

A

The head of ABC Company announces that the company is going to start a weekend project teaching self-defense techniques to underprivileged kids in the neighborhood. Thomas decides to register for the project, as he is a trained kickboxer. This action of Thomas reflects the __________ component of his attitude. A. behavioral B. affective C. cognitive D. normative E. intellectual

A

The idea of perceived organizational support is that if treated well, employees are motivated by A. the norm of reciprocity. B. cognitive dissonance. C. met expectations. D. the psychological contract. E. dispositional factors.

A

The two basic dimensions of Schwartz's model of values are A. self-enhancement/self-transcendence and openness to change/conservation. B. strengths/weaknesses and opportunities/threats. C. personal attitudes/work attitudes and cognitions/behaviors. D. commitment/engagement and satisfaction/dissatisfaction. E. involved/engaged and motivated/not motivated

A

As a senior student representative on the ethics advisory board of your university, you feel strongly that cheating on college exams is unethical. You never cheated on any exam. However, this semester your best friend was desperate for your help, and you allowed him to take a quick "peek" at your answer sheet. Since then, you feel uncomfortable every time you think of the situation. Which of the following concepts best explains your psychological discomfort? A. job detachment B. cognitive dissonance C. emotional labor D. emotional dissonance E. affective detachment

B

Genevieve is a very religious person who does volunteer work for her church on weekends. When it came to selecting who would chair the United Fund drive for the department, her manager immediately thought of her and asked her to serve. The manager's action reflects the __________ model of job satisfaction. A. dispositional components B. value attainment C. met expectations D. need fulfillment E. equity

B

In some cases, coworkers or friends remain satisfied in situations where others always seem dissatisfied. This is a reflection of the _____ model. A. need fulfillment B. dispositional/genetic C. value attainment D. equity E. met expectation

B

Kim lives and works in a small town, even though she prefers life in a bigger city. She is quite dissatisfied with her current job and is thinking of leaving the organization. She is worried, however, about her ability to find other employment that pays as well as her current job. Additionally, she is concerned about finding another organization that offers college tuition reimbursement. Based on this information, Kim is experiencing A. inequity. B. withdrawal cognitions. C. emotional detachment. D. affective dissonance. E. unmet expectations.

B

______ is an individual's overall thoughts and feelings about quitting. A. Withdrawal attitudes B. Withdrawal cognitions C. Withdrawal values D. Cognitive dissonance E. Psychological dissonance

B

______ is one element that allows employees to balance their work lives and family lives. A. Flextime B. Telecommuting C. Stress management D. Job involvement E. Cognitive dissonance

B

______ is the extent to which an individual identifies with an organization and commits to its goals. A. Perceived organizational support B. Organizational commitment C. Organizational satisfaction D. Job involvement E. Job satisfaction

B

________ is the harnessing of organization members' selves to their work roles. A. Employee involvement B. Employee engagement C. Organization commitment D. Job satisfaction E. Organizational citizenship behavior

B

_________ are both elements of hedonism. A. Achievement and stimulation B. Self-enhancement and openness to change C. Self-transcendence and openness to change D. Stimulation and self-direction E. Stimulation and power

B

Horatio loves extreme sports and works as white-water rafting instructor. This reflects the values in the ____________ dimension of Schwartz's model. A. conservation B. self-enhancement C. openness to change D. self-transcendence E. hedonism

C

The idea underlying the __________ model is that satisfaction is tied to how fairly an individual is treated at work. A. met expectations B. need fulfillment C. equity D. value attainment E. dispositional components

C

Tony believes that cell phone use-even in restaurants-helps people manage their busy lives. Tony's belief reflects the __________ component of his attitude. A. behavioral B. objective C. cognitive D. normative E. affective

C

Waco Company monitors employees' perceptions of fairness by quarterly surveys and occasional focus groups. Management is following the _____ model. A. met expectations B. need fulfillment C. equity D. value attainment E. dispositional components

C

When Daniel's daughter got seriously ill, his boss Kyle and fellow employees went to the HR department and arranged to donate some of their sick leave to him so he could spend more time with his family. Daniel is most likely to be experiencing A. job satisfaction. B. OCB C. POS D. engagement. E. value attainment.

C

Which of the following is not one of the predominant models of the causes of job satisfaction? A. Value attainment B. Dispositional factors C. Cognitive dissonance D. Equity E. Met expectations

C

Claire works for Content Consultants. She telecommutes and has great flexibility in her work schedule. In return, Content Consultants expects to have satisfied clients who hire them again. Claire receives consistently high evaluations. Despite that, the company now wants her to work out of the main office. Claire feels that Content Consultants has breached a(n) A. employee engagement. B. job involvement. C. organizational citizenship behavior. D. psychological contract. E. cognitive expectation.

D

The _________ model suggests that managers should structure the work environment and rewards to match employees. A. met expectations B. need fulfillment C. equity D. value attainment E. dispositional components

D

The self-transcendence part of Schwartz's model is composed of A. self-direction and stimulation. B. security and conformity. C. power and achievement. D. universalism and benevolence. E. achievement and hedonism

D

________ are physiological or psychological deficiencies that arouse behavior. A. Attitudes B. Values C. Cognitions D. Needs E. Expectations

D

_________ is the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions. A. perceived stress B. counterproductive work behavior C. psychological dissonance D. cognitive dissonance E. affective discomfort

D

Luis has just learned that Brian, who has less experience and who does less work, receives a higher salary. Since learning this, Luis has been very unhappy and has started to look for another job. What model of job satisfaction best explains Luis's reactions? A. dispositional components B. value attainment C. met expectations D. need fulfillment E. equity

E

Sally doesn't complain to a man smoking in the nonsmoking section of a restaurant because it doesn't bother her. This lack of irritation reflects the ______ component of her attitude. She is neutral toward people smoking in restaurants. A. behavioral B. intellectual C. cognitive D. normative E. affective

E

Stress can have positive effects on certain OB-related outcomes. For instance, it is negatively related to absenteeism because people feel they have to work harder to meet management expectations.

FALSE

A manager who displays independence of thought, action, and feelings is demonstrating Schwartz's value of conservation.

False

Job involvement represents the extent to which an individual is personally involved with his or her work role. This has nothing to do with job satisfaction.

False

Job satisfaction has a negative association with OCB and a positive relationship with CWB.

False

Organizational commitment exists to the degree that the person is satisfied with his or her job.

False

Values tend to vary across generations because they are influenced by events in childhood and youth. For example, some parents lived through the Depression, and this experience led them to be risk takers in terms of their investments.

False

Schwartz's model suggests that

values are unstable. values are important but have no direct effect on motivation. values may conflict with each other. - Correct we are always aware of our values and how they influence us. values are formed when we are in our early adulthood.