MGMT 3123 Organizational Behavior

Disciplines that influence OB

- social psychology - cognitive psychology - i/o psychology - economics - sociology - statistics - political science

The "g" factor

- verbal - quantitative - reasoning - perceptual - spatial

Are women breaking the glass ceiling?

- women are breaking through but barriers & differences remain. Advancements: educational attainment, seats on boards of directors, leadership positions in education institutions. Barriers & gaps: continuing pay gap, pay gap for female MBA graduates, gender discrimination.

Objective Goals

-Best for jobs with clear and readily measured outcomes -Measure what matters, not just what can be measured -Ex: Sales Quotas, Production Rates, Error Rates

Success

= Motivation + Ability

Job Enrichment

A motivational strategy that emphasizes motivating the worker through the job itself. - using the five items in the job characteristics model to create more satisfaction.

Ethicality Rule

Allocations must be compatible with fundamental moral and ethical values

Perceptual Ability

The capacity to perceive, understand, and recall patterns of information

Idiosyncratic Deals (i-deals)

The employment deals individuals negotiate for themselves, taking myriad forms from flexible schedules to career development - drives employee intrinsic motivation

Affective Commitment

a desire to remain a member of an organization due to an emotional attachment to, and involvement with, that organization. - you stay because you want to. (emotion)

Reasoning Ability

a diverse set of abilities associated with sensing and solving problems using insight, rules, and logic

Standard Deviation

a measure of variability that describes an average distance of every score from the mean

Mean

average (add up the numbers, divide by the number of numbers)

Scientific Management

conducts a business by standards established by facts or truths gained through systematic observation, experiment or reasoning. plus: increases efficiency & productivity negative: encourages repetitive jobs, may lead to dissatisfaction, stress.

Consistency Rule

consistency across people and time

Communication

conveys info in a professional, straightforward manner both verbally, non verbally & in writing.

Casual Inferences

establishing that one variable really does cause another. requires establishing three things: - the two variables are correlated - the presumed cause precedes the presumed effect in time - no alternative explanation exists for the correlation

Employee Engagement

extent to which employees give their all to their workroles. these contribute: - organizational level factors - person factors - environmental characteristics

Effects of GMA on performance & commitment

general mental ability has a strong positive effect on task performance, depends on complexity of job. general cognitive ability has no effect on affective commitment, continuance commitment, or normative.

Objective Data

measure what is actually present.

Behavioral Observation Scale (BOS)

measures behavior against levels of performance & also measures the frequency with which behaviors occur.

Correctability rule

opportunities exist to modify and reverse decisions

General Mental Ability (GMA)

or cognitive abilities, mental abilities.

Adaptive Task Performance

or more commonly "adaptability," involves employee responses to task demands that are novel, unusual, or, at the very least, unpredictable. - avoiding a stalled vehicle in the road

The Path to Action

our stories create our emotions, we create our stories. 1. see or hear - what story might you tell yourself? 2. tell a story - how would this make you feel? 3. feel - how might you act? 4. act

Sources of Self-Efficacy

past accomplishments, vicarious experiences, verbal persuasion, emotional cues > analysis of task requirements, assessment of personal & situational resources > self-efficacy

The Reinforcement Theory

proposes that behavior is the function of its consequences, an individual develops a behavior after performing certain actions. Schedules of Reinforcement: -continuous reinforcement: what compels an individual to repeat a certain behavior. -partial reinforcement: only reinforced at certain intervals or ratios of time.

Psychometer Abilities

refers to the capability to manipulate and control objects.

Ability

relatively stable capabilities people have to perform a set of activities. - relatively stable - function of genes & the environment

Job Characteristics Model

skill variety, task identity, task significance > meaningfulness of work autonomy > responsibility for outcomes feedback > knowledge of results lead to: high internal work satisfaction, high growth satisfaction, high general job satisfaction, high work effectiveness.

Extroversion

smaller positive effect on job performance. those higher in agreeableness are more likely to seek new opportunities.

Imposed Consequences

steps people purposely take in an effort to punish or bribe others to influence their behavior. - require authority or power

Content Validity

subjective assessment of how closely a tests content matches what you are trying to measure.

Stamina

the ability of a person's lungs and circulatory system to work efficiently while he or she is engaging in prolonged physical activity

Flexibility

the ability to bend, stretch, twist, or reach

Oral Expression

the ability to communicate ideas by speaking

Dynamic Strength

the ability to exert force for a prolonged period of time without becoming overly fatigued and giving out

Static Strength

the ability to lift, push, or pull very heavy objects using the hands, arms, legs, shoulders, or back.

Correlation

the degree of relationship between two variables. used for prediction, range from -1 to +1

Organizational Commitment

the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization. leads to greater employee retention & motivation in organizational goals.

Creative Task Performance

the degree to which individuals develop ideas or physical outcomes that are both novel and useful

Range

the difference between the highest and lowest scores in a distribution

Median

the middle score in a distribution; half the scores are above it and half are below it

Diversity

the multitude of individual differences and similarities that exist among people

Coordination

the quality of physical movement.

test-retest reliability

using the same test on two occasions to measure consistency

Managerial Applications to Attributions

- managerial tendency to attribute behavior to internal causes may lead to managers taking inappropriate actions. - an employees attributions for his or her own performance have dramatic effects on subsequent motivation, performance, & personal attitudes.

Auditory Attention

being able to focus on a single sound in the presence of many other sounds.

Sensory Abilities

capabilities associated with vision and hearing: near & far vision - ability to see things close & at a distance or in low light contexts (night vision). visual color discrimination & depth perception - ability to perceive colors & judge relative distances between things accurately.

Equity Theory of Motivation

focuses on determining whether the distribution of resources is fair to both relational partners. my ratio: what am i getting out of my job / what am i putting into my job? others ratio: what are others getting out of their jobs / what are others putting into their jobs? results: equity = i am satisfied, i see myself as faring comparably to others negative equity = im dissatisfied, i see myself worse than others. positive equity = am i satisfied? i see myself as faring better than others.

Benefits of OCB

for the individual: - improved job satisfaction - improved performance ratings - reduced intention to quit, or be absent - lower turnover for the organization - higher productivity, efficiency - lower costs - improved customer satisfaction & unit level satisfaction - lower turnover

Self Esteem

general belief about your self-worth, relatively stable across your lifetime, but can be improved. apply self to goals important to you.

Explosive Strength

happens when the person exerts short bursts of energy to move him- or herself or an object.

_____ is a key input to positivity from person factors.

mindfulness

Mode

most often displayed

Job Rotation

moving employees from one specialized job to another advantages: engagement & motivation increased, increased worker flexibility, increased employee knowledge & abilities.

How can OB influence your life?

personal attributes: - attitude - leadership - personality - teamwork interpersonal skills - active listening - positive attitudes - effective communication

Conscientiousness

the care a person gives to organization and thoughtfulness of others; dependability - strongest effect on job performance.

Personality

the combination of stable physical, behavioral, & mental characteristics that give individuals their unique identities.

Focus of Commitment

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

Successful people have one thing in common.....

their lives are goal oriented

Organizational Behavior

understanding and managing people in the workplace.

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

values

Business Rationale for Diversity

-Managing diversity gives an organization the ability to GROW AND MAINTAIN a business in an increasingly competitive marketplace -An ACCESS-LEGITIMACY PERSPECTIVE on diversity is based in recognition that the organization's markets and constituencies are culturally diverse

How Stereotypes are Formed & Maintained

1. Categorization 2. Inferences 3. Expectations 4. Maintenance *accurate information & motivation are needed to reduce the use of stereotypes.

Sources of Feedback

1. Others - peers, supervisors, lower level employees, outsiders 2. Task - may provide a steady stream of feedback about how well or poorly one is doing 3. Self - self serving bias may contaminate this source

Which of the following types of performance measurement is more reliable, valid, and provides more useful feedback to employees? A. behaviorally anchored rating scales. B. graphic rating scales. C. forced distribution scales.

A.

_______ are the statistical measurements of populations and their qualities (such as age, race, gender, or income) over time. A. Demographics B. Personal habits C. Traits D. Affirmative actions

A. Demographics

"Men have a more difficult time empathizing with others." This statement is: A. True B. False

B. False

What kind of goal is best for jobs that are dynamic, but in which nearer-term activities and milestones can be defined? A. behavioral B. objective C. task D. learning

C. task

Managers can improve employee satisfaction with the feedback process by: A. keeping the feedback session short and concentrating on only the positive. B. holding the feedback session in the employee's office. C. letting the employee voice his/her opinion and discuss performance goals.

C.

Which of the following rater errors is made when people give higher evaluation to individuals who they consider akin to themselves? A. Selective B. Distributional C. Halo D. Similar-to-me

D. similar-to-me

Personal Attitudes

Encompass our feelings or opinions about people, places, and objects compromised of 3 components: 1. affective - feelings 2. cognitive - beliefs 3. behavioral - intentions

Schedules of Reinforcement

Fixed Ratio (FR) Variable Ratio (VR) Fixed Interval (FI) Variable Interval (VI)

Managerial Implications of Person Perception

Hiring - implicit cognitions may lead to biased decisions - biased decisions are avoided by training, structured interviews Performance Appraisals - faulty perceptions about performance leads to inaccurate appraisals & erode morale. - faulty perceptions are reduced by use of objective measures, training. Leadership - employees evaluations of leaders effectiveness are influenced by their schemata of good & poor leaders.

Bias Suppression Rule

Personal self interest and blind allegiance to narrow preconceptions should be prevented

Problems with Punishment

Punished behavior is not forgotten. Increased aggression. Creates fear. Does not necessarily guide toward desired behavior. Punishment teaches how to avoid it.

Normative Commitment

a desire to remain a member of an organization due to a feeling of obligation. - you stay because you ought to. (obligation)

Core Self-Evaluations (CSEs)

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

Self-Efficacy

belief about your chances of successfully accomplishing a specific task. sources = prior experience, behavior models, persuasion from others, assessment of physical/emotional state.

Natural Consequences

both the good and bad things that occur as a natural result of peoples current choices. - require no authority or power

Accuracy Rule

decisions should be based on accurate information.

Strength

degree to which the body is capable for exerting force.

Locus of Control

describes how much personal responsibilities someone takes for their behavior & its consequences. external: things happen to me, i blame others for my failure, cant control the future. internal: i make things happen, i can determine my future.

Trends in Workforce Diversity

- current minority groups appear to be stalled at their own: - they make up a smaller % in the professional class - they are involved in more discrimination cases - they achieve lower earnings

Role of Exit & Stay Interviews

- foster engagement by collecting, then then acting upon information gained - provides insight as to what the organization needs to improve & what it does well - give outgoing employees an opportunity to voice experiences

Attribution Tendencies

- fundamental attribution error - self serving bias: ones tendency to take more personal responsibility for success than for failure.

Increasing Employee Commitment

- hire those personal values that most align with those of the organization. - guard against managerial breaches of psychological contracts. - build the level of trust.

Increases in Employee Engagement has been linked to....

- increased customer loyalty & satisfaction - increased employee performance - increased employee well being - greater financial performance

Models of Job Satisfcation

- need fulfillment - met expectations - value attainment - equity - disposition/ genetic components

Counterproductive Behaviors

- property deviance: behaviors that harm the organizations assets & posessions. - production deviance: behaviors directed against the organization that focuses specifically on reducing the efficiency of work output. - political deviance: behaviors that intentionally disadvantage other individuals rather than the larger organization. - personal aggression: hostile verbal & physical actions directed toward other employees.

Task or Project Goals

-best for jobs that are dynamic, but in which nearer-term activities and milestones can be defined -similar to SMART goals ex. complete your portion of the team project by Tuesday

Barriers and Challenges to Managing Diversity

1. Inaccurate stereotypes and prejudice 2. Ethnocentrism 3. Poor career planning 4. An unsupportive and hostile working environment for diverse employees 5. Lack of political savvy on the part of diverse employees 6. Difficulty in balancing career and family issues 7. Fears of reverse discrimination 8. Diversity is not seen as an organizational priority 9. The need to revamp the organization's performance appraisal and reward system 10. Resistance to change - only fostering mutual adaptation endorses the philosophy behind managing diversity.

Ajzen's Theory of Planned Behavior

1. attitude toward the behavior - refers to the degree to which a person has a favorable or unfavorable evaluation or appraisal of the behavior in question. 2. subjective norm - (social factor) refers to the perceived social pressure to perform or not to perform the behavior. 3. perceived behavior control - refers to the perceived ease or difficulty of performing the behavior and it is assumed to reflect past experience as well as anticipated impediments and obstacles. all leading to intention & behavior

The Four Layers of Diversity

1. personality surface-level 2. internal dimensions (unchangeable: race, gender, age, ethnicity, sexual orientation, physical ability) deep-level 3. external dimensions (marital status, income, personal habits, religion, appearance) 4. organizational dimensions (functional level/classification, work field, work location, seniority, division/department)

Wonderlic Personnel Test

12 minute test of general cognitive ability that consists of 50 questions - offers recommendations for minimum passing scores for different job families, used for employee selections.

Big 5 + 1

= HEXACO honesty/ humility - tendency to view ones self & others authentically, being ethical, modest, adaptive, & uninterested in lavish wealth/luxuries, nor feeling special entitlement to elevated social status.

Graphic Rating Scales

A scale measure that uses a scale point format that presents the respondent with some type of graphic continuum as the set of possible raw responses to a given question 1. quality of work 2. quantity of work

In 360-degree feedback, individuals compare perceptions of their own performance with information from their manager, subordinates, and peers. A. True B. False

A. 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. A. True B. False

A. True

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 take fewer risks in terms of their investments. A. True B. False

A. True

With self-serving bias, employees attribute their success to internal factors and their failures to external factors. A. True B. False

A. True

What form of diversity management is an organization adopting when it assumes that all diverse people will learn to fit in or become like the dominant group? A. Assimilation B. Building relationships C. Toleration D. isolation

A. assimilation

Megan was hurt at work. Megan's manager concluded that Megan was careless and clumsy. Megan's manager may have committed an error called: A. fundamental attribution B. ultimate perception C. stereotyping D. self-serving bias E. internal cognition

A. fundamental attribution error

Which of the following employment selection decisions best characterizes affirmative action? A. Selection of equal candidates B. Selection of comparable candidates C. Selection of unequal candidates D. Selection of unqualified candidates

A. selection of equal candidates

Sierra receives a compliment on her class presentation and attributes her success to his diligent preparation. Antwan received a poor grade and blames it on his adding the class late and missing a few early classes. These are examples of: A. self-serving bias. B. fundamental attribution error. C. implicit cognition. D. person-perception

A. self-serving bias

Managing Emotions at Work

Anger: people are angry about what did or did not happen in the past. a "backward-looking" or retrospective emotion. Fear: people are afraid of things that might happen in the future. a "forward-looking" or prospective emotion. - organizations have emotion display norms: or rules that dictate which type of emotions are expected & appropriate for their members to show.

Which of the following rater errors leads employees to believe that no aspects of their performance need improvement? A. Contrast B. Halo C. Similar-to-me

B. Halo

______ programs help employees to integrate, assimilate, and transition to new jobs. A. Incoming B. Onboarding C. Involvement D. Sink-or-swim

B. Onboarding

________ 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

B. Organizational Commitment

Which of the following refers to your confidence in your ability to performance a specific task? A. Hope B. Self-efficacy C. Resiliance D. Optimism

B. Self-efficacy

Joyce finds that the members of the project team to which she has been promoted are all middle-aged men. Joyce wonders if she, a young new graduate from a local university, will be taken seriously. Joyce is likely to be reacting to a A. negativity bias. B. stereotype. C. self-serving bias.

B. Stereotype

Which of the following is defined by levels of positive emotions, work engagement, relationships, means, and achievement? A. Positive deviance B. Well-being C. Organizational commitment D. Interactional justice

B. Well-being

Which of the following is NOT accurate? A. stereotypes can lead to poor decisions B. all stereotypes are negative C. stereotypes are used in the encoding process of perception D. quality interpersonal contact among mixed groups may reduce the use of stereotypes E. some people have negative stereotypes about older individuals

B. all stereotypes are negative

Personal attitudes affect _______ via ______. A. behavior; values B. behavior; intentions C. values; behavior D. values; intentions

B. behaviors; intentions

Mickey is a successful salesman at AHR Corp. In addition to his normal duties, Mickey has created a best practices manual for new salespeople to help ensure their success. This is an example of A. organizational commitment. B. positive deviance. C. positive amplification.

B. positive deviance

A negative reinforcer tends to the behavior it follows. A. eliminate B. strengthen

B. strengthens

Which of the following is the best approach for building hope? A. Anticipate potential obstacles to success and plan to avoid them B. Develop more extraversion C. Generate an important goal that is attainable yet challenging

C.

The type of performance measurement system where a company assembles performance data on an individual from most or all of his/her contacts within and outside the company is known as: A. behavioral observation scales. B. management by objectives. C. 360-degree performance appraisals

C. 360-degree performance appraisals

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 A. OCB. B. COW. C. CWB. D. POS

C. CWB

The _____ model suggests that managers should monitor employees' perceptions of fairness. A. met expectations B. need fulfillment C. equity D. value attainment

C. Equity

Norah and Katy work together. They are also friends outside of work. Norah and Katy are constantly texting each other. Their supervisor comments that, while this might be fine outside of work, it's inappropriate to constantly text each other in the office. This is an example of A. implicit cognition. B. collaboration. C. context of interaction. D. culture and consistency.

C. contest of interaction.

Samantha assumes that someone experiencing poverty simply refuses to work hard enough to make a living. Which of the following does this describe? A. Self-serving bias B. Person perception C. Fundamental attribution error D. Consensus

C. fundamental attribution error

Roger, a manager, knows that one of his employees values conformity and tradition. Roger should assign the employee to a job that includes.... A. high social value. B. high security. C. high respect, commitment, & acceptance. D. high control over others.

C. high respect, commitment, & acceptance.

Which of the following types of performance is characterized by assisting coworkers, having a positive attitude, and representing the company in a positive way outside of work? A. Task performance B. Counterproductive behaviors C. Organizational citizenship behaviors

C. organizational citizenship behaviors

Jack set himself a goal of shooting a 79 or better on his local golf course before the end of spring. This is a ________ goal. A. learning B. procedural C. performance

C. performance

Jay works for ABC Corporation. He feels quite comfortable expressing his opinions about a wide variety of issues facing the company without fear of reprisal. This reflects ABC's: A. diversity climate. B. affirmative action programs. C. psychological safety. D. organizational citizenship.

C. psychological safety

Which of the following contributes least to employee engagement in North America? A. career opportunities B. the organization's reputation C. recognition D. pay

D. Pay

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) A. employment contract. B. high normative commitment. C. high affective commitment. D. psychological contract.

D. Psychological Contract

Joe was terminated from his job and believed the reason was his boss did not like him and his hard work was not appreciated. Joe likely has: A. high emotional stability B. an internal locus of control C. low self-efficacy D. an external locus of control E. low self-esteem

D. an external locus of control

As Jasmine got to know Mary, a co-worker of a different ethnicity, Jasmine was surprised to learn how much she actually had in common with Mary such as loving to hike and choice of religion. Jasmine was experiencing which layer of diversity? A. organizational dimensions B. personality C. surface level characteristics D. deep level characteristics E. internal dimensions

D. deep level characteristics

Which of the following is not an outcome likely to result from positive emotions? A. stronger social relationships B. lower stress C. psychological well-being D. loss of focus

D. loss of focus

Managerial Challenges and Recommendations on Stereotypes

Educate people about stereotypes and how they influence behavior and decision making Create opportunities for diverse employees to meet and work with others Encourage all employees to increase their awareness

Applying Expectancy Theory

For managers: -determine the outcomes employees value -identify good performance so appropriate behaviors can be rewarded -make sure employees can achieve targeted performance levels. For organizations: -reward people for desired performance, do not keep pay decisions a secret -design challenging jobs -tie some rewards to group accomplishments to build teamwork & encourage cooperation.

Justice Theory

Organizational justice refers to the extent to which people perceive that they are treated fairly at work. 3 types of justice: 1. distributive justice 2. procedural justice 3. interactional justice

Organizational Citizenship Behaviors

Organizational: VOICE involves speaking up & offering constructive suggestions for change CIVIC VIRTUE requires participating in the company's operations at a deeper-than-normal level BOOSTERISM means representing the organization in a positive way when out in public, away from the office, or away from work. Interpersonal: HELPING involves assisting coworkers who have heavy workloads COURTESY refers to keeping coworkers informed about matters that relate to them SPORTSMANSHIP involves maintaining a good attitude with coworkers, even when they've done something annoying.

360 Appraisal

Process of using multiple sources of appraisal to gain a comprehensive perspective on one's performance - supervisor - co workers - sub ordinates - customers

Performance Management System

Step 1. define performance - expectations & setting goals - set goals - promote goal attainment - provide support, feedback - create action plans Step 2. monitor & evaluate performance - how goals are measured should be consistent with the nature of the goal itself - managers need to monitor & evaluate both progress toward the final goal & the ultimate achievement of the goal. - should be used as opportunity to identify problems & recognize successes. identify opportunities Step 3. review performance & importance of feedback/coaching - feedback has potential to boost performance. - types of feedback: instructional, motivational Step 4. rewards & consequences - types of rewards: extrinsic (financial & non-financial) intrinsic (meaningfulness & achievement) - desired outcomes: attract, motivate, retain, develop, engage. - distribution criteria: results, behaviors & actions, nonperformance factors.

Perceived Organizational Support

The degree to which employees believe that the organization values their contributions and cares about their well-being associated with: - increased organizational commitment - job satisfaction - organizational citizenship behavior - task performance - lower turnover

Generational Diversity

The population and workforce is getting older. Four generations of employees are working together (soon to be five). Managers need to deal with generational differences in values, attitudes, and behavior.

Perception

a cognitive process that enables us to interpret & understand our surroundings. -affects actions and decisions -based on characteristics of: the perceiver, the target, & the situation.

Intrinsic Motivation

a desire to perform a behavior effectively for its own sake, autonomy, love, belonging, interests, learning, & mastery.

Extrinsic Motivation

a desire to perform a behavior to receive promised rewards, money, bonuses, recognition, or avoid threatened punishment.

Continuance Commitment

a desire to remain a member of an organization because of an awareness of the costs associated with leaving it, - you stay because you need to. (cost)

central tendency

a measure that represents the typical response or the behavior of a group as a whole, pick one number to represent.

Emotional Stability

a persons ability to remain stable & balanced. people high in emotional stability tend to be: relaxed, secure, unworried, less likely to experience negative emotions under pressure, higher job performance, more organizational citizenship behaviors, few counter productive work behaviors.

Goal Setting Theory

a theory that says that specific and difficult goals, with feedback, lead to higher performance conditions necessary for goal setting: -people need ability & resources -people need to be committed to the goal. goal achievement leads to job satisfaction.

Affirmative Action Policies Require

a. preferences given to only equally qualified women & minorities. b. only when there is a history of racial or gender imbalance.

Written Expression

ability to communicate ideas in writing

Speech Recognition

ability to identify & understand the speech of another person.

Psychological Withdrawal

actions that provide a mental escape from the work environment - daydreaming - socializing - looking busy - moonlighting (using time & resources to complete something other than job duties) - cyberloafing (using internet for personal enjoyment, email, direct message)

Physical Withdrawl

actions that provide a physical escape, whether short term or long term, from the work environment - tardiness - long breaks - missing meetings - absenteeism - quitting

Representatives Rule

allocation process must represent the concerns of all stakeholders.

Job Satisfaction

an affective or emotional response toward various facets of one's job (extent to which a person likes their job).

Sterotypes

an individuals set of beliefs about the characteristics or attributes of a group. - may or may not be accurate - can lead to poor decisions - can create barriers for: women, older people, people of color, people with disabilities.

cognitive dissonance

an unpleasant state that arises when a person recognizes the inconsistency of his or her actions, attitudes, or beliefs happens when attitudes & reality collide.

Self Serving Bias

any cognitive or perceptual process that is distorted by the need to maintain and enhance self-esteem, or the tendency to perceive oneself in an overly favorable manner. ones tendency to take more personal responsibility for success than for failure.

Punishment

aversive event that decreases the behavior that it follows, powerful controller of unwanted behavior

Law of Effect

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

Behavioral Goals

can be used in most jobs, most relevant for knowledge work

Common Perceptional Errors

can lead to bias & undermine performance management systems. - halo effect - leniency - central tendency - recency effects - contrast effects some bias can be overcome with the use of 360 degree feedback.

The Common Sense Fallacy

can lead you astray because it is based on experience or logic - overreliance on hindsight - lack of rigor & objective * use DATA, do not rely on common sense

Spatial Ability

capabilities associated with visual and mental representation and manipulation of objects in space

Hearing Sensitivity

capability to hear and discriminate sounds that vary in terms of loudness and pitch.

Emotions

complex, relatively brief responses aimed at a particular person, information or experiences that change psychological and/or physiological states. - both positive & negative emotions plus past vs. future emotions.

Rewards & Consequences

criteria for distributing rewards: - results - behavior & actions - non performance considerations total & alternative rewards - compensation - benefits - professional growth - personal growth - attention & recognition - advancement

Organi-zational Citizenship Behavior (OCB)

discretionary behavior that is not part of an employee's formal job requirements, but which promotes the effective functioning of the organization

Addressing Discrimination

discrimination occurs when employment decisions about an individual are due to individual characteristics & attributes not related to the job. 1. Affirmative Action 2. Managing Diversity

Using Equity and Justice Theories

employee *perceptions are what count, employees want a *voice in decisions that affect them, employees should be given an *appeals process, *leader behavior matters, a *climate for justice makes a difference

The Big 5 Personality Dimensions

extroversion agreeableness conscientiousness emotional stability openness to experience

Managing Diversity

focuses on changing organizational systems, culture, etc. to drive an inclusive work environment. - enable people to perform potential - relies on education, enforcement, & exposure.

Coaching

goes beyond mentoring & training - developmentally focused - has specific performance goals - involves self reflection - consistent with positive OB

Frequency

how often numbers are present - histogram, line graph, frequency table

Major influences on human behavior

individual differences - ability - personality other people - peer pressure - social media situation - roles - rules

Affirmative Action

interventions to correct imbalances, injustices, mistakes, or outright discrimination. - both voluntary & mandatory programs - not based on quotas - can lead to stigmas for those expected to benefit from AA programs.

Job Enlargement

involves putting more variety into a worker's job by combining specialized tasks of comparable difficulty.

Routine Task Performance

involves well-known responses to demands that occur in a normal, routine, or otherwise predictable way - driving a van to deliver packages

Subjective Data

measures that require some individual judgement.

Behaviorally Anchored Rating Scale (BARS)

measuring system which rates employees or trainees according to their performance & specific behavioral patterns.

Job Enrichment

modifying a job such that an employee has the opportunity to experience greater achievement, recognition, stimulating work, responsibility, and advancement.

The Fundamental Attribution Error

our tendency to explain someone's behavior based on internal factors, such as personality or disposition, and to underestimate the influence that external factors, such as situational influences, have on another person's behavior. - rarely do people consider ability or external factors - we jump to conclusion, belief that people do what they do because they enjoy it. solution: understand others are not acting in selfish ways & that it is your story about their actions that is causing the problem.

Expectancy Theory of Motivation

people are motivated to behave in ways that produce desired combinations of expected outcomes. expectancy>instrumentality>valence effort>performance goal>outcomes

Job Performance

persons ability to perform a job well, assessment. - task - cwb - safety - ocb

Kerry's manager asks her to head up a team reviewing office protocols. Kerry is in a great mood, having received a substantial bonus last week. This indicates that _____ experiences lead us to be more responsive to positive information.

positive

Quantitative Ability

refers to two types of mathematical capabilities: number facility - capability to do simple math operations (adding, subtracting, multiplying, & dividing). mathematical reasoning - ability to choose and apply formulas to solve problems that involve numbers.

Job Crafting

represents employees' attempts to proactively shape their work characteristics, including: -scope, number, & types of tasks -quality & amount of interaction with others - cognitive crafting: perception of, or thinking about tasks & relationships in a job.

Top-Down Approaches to Job Design

scientific management, job enlargement, job rotation, job enrichment, job characteristics model

Proactive Personality

someone who is relatively unconstrained by situational forces and who affects environmental change. - identifies opportunities & acts on them benefits: increased job performance, higher job satisfaction & affective commitment, entrepreneurial. * strongest effects result when you & your manager have this personality.

Casual Attributions

suspected or inferred causes of behavior. -important because attributions affecters our perceptions of cause & our choice of action.

Gross Body Equilibrium

the ability to maintain the balance of the body in unstable contexts or when the person has to change directions.

Gross Body Coordination

the ability to synchronize the movements of the body, arms, and legs to do something while the whole body is in motion.

Oral Comprehension

the ability to understand spoken words and sentences

Written Comprehension

the ability to understand written words and sentences

Criterion Related Validity

the process by which one demonstrates a statistically significant relationship between scores on a predictor measure and scores on a criterion measure.

Job Design

the process of defining the way work will be performed and the tasks that a given job requires. motivating employees: altering jobs to improve the quality of employee job experience & level of productivity. - top down approach - bottom up approach - idiosyncratic deals approach

Attribution Theory

the theory that behaviors can be attributed either to internal factors within a person, or external factors in the environment.

Motivation

the underlying psychological influences over our behavior & thoughts. determines: - direction of effort - intensity of effort - persistence of effort

Job Satisfaction & Turnover

turnover is harmful when high-performing employees voluntarily leave the organization. to reduce turnover: - hire people who fit the organizations "culture" - spend time fostering employee engagement - provide effective onboarding - recognize & reward high-performing employees.

Counterproductive Work Behaviors (CWB)

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

Performance Management

used to: - make employee related decisions - guide employee development - send strong signals to employees when done well, leads to: - higher profitability - higher productivity - higher employee engagement - higher customer service - lower turnover

Verbal Ability

various capabilities associated with understanding and expressing oral and written communication

Outcomes of OB

work performance - counter productive - task - extra role well - being - physical - cognitive - emotional