OB chapter 2 notes

3 key general motives that predict or at least influence intention and behavior

1. Attitude toward the behavior 2. subjective norm 3. perceived behavioral control

takeaways for managers

1. hire people whose values match the values that underlie the organization's culture 2. influence employees behavior by reinforcing appropriate beliefs 3. employee commitment is strongly associated with emotional connection at work 4. employees won't be engaged if you display negative emotions 5. there is a trend fo employees to quit less than one year on the job

Key Takeaways

1. identify core values 2. realize the power of your beliefs and intentions 3. engagement is partly a choice on your part, and it all starts with doing meaningful work 4. if your manager or organization is not providing support, consider moving on 5. before quitting a job, consider doing a cost benefit analysis

Savvy managers will track four key workplace attitudes

1. organizational commitment 2. employee engagement 3. perceived organizational support 4. job satisfaction

met expectations model

Meet expectations of employees about what they will receive from job

commitment

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

norm of reciprocity

a norm dictating that people should provide benefits to those who benefit them

the three components of attitudes: affective, cognitive and behavioral

affective component- "i feel" - attitude contains our feelings or emotions about a given object or situation cognitive component- "i believe"- attitude reflects our beliefs or ides about an object or situation behavioral component- "i intend" - refers to the way we intend or expect to act toward someone or something

Telecommuting

allows employees to do all or some of their work from home, using advanced telecommunications technology and internet tools to send work electronically from home to the office and vice versa

values

are abstract ideals that guide our thinking and behavior across all situations. They stem from out parents values, our experiences in childhood and throughout life, and our religious or spiritual beliefs. Values are relatively stable and can influence our behavior without being aware of it

withdrawl cognitions

capture this thought process by representing an individual overall thoughts and feeling about quitting

person-culture fit

consistency between personal and company values; rewarded for work

job satisfaction

essentially reflects the extent to which an individual likes his or her job. it is defined as an affective or emotional response toward various facets of your job. Notice that job satisfaction is not a monolithic concept. rather, a person can be relatively satisfied with one aspect of her or his job and dissatisfied with one or more others

Dispositional/Genetic Components

hire employees with an appropriate disposition

the dynamic of values

in general, our values are relatively stable across time and situations. this means that positive employee attitudes and motivation are great when the work environment is consistent with employee values

Behavioral outcomes of job satisfaction

job satisfaction has a positive association with two constructive individual level behavioral outcomes-- job performance and organizational citizenship behavior (OCB). it also has a negative relationship with two potentially negative behaviors- counterproductive work behavior (CWB) and turnover

Equity model

monitor employees perception of fairness and interact with them so they feel fairly treated equity theory builds on the notion that satisfaction rests on how fairly and individual is treated at work. if we perceive that our work outcomes, relative to our inputs, compare favorably with someone else outcomes and inputs, we will be satisfied. research has strongly supported the theory behind this model. managers thus are encouraged to monitor employees fairness perception and interact with the employees in such a way they feel equitably treated

Personal Attitudes

personal attitudes affect behavior at a different level than do values. While values represent global beliefs that influence behavior across all situations, personal attitudes, relate only to behabior directed toward specific objects, persons, or situations. we summarize the differences between the two ways personal values is (scope)- global, (influence)- broad: all situations, (affect behavior)- variously personal attitudes is (scope)- specific, (influence)- targeted:specifically, (affects behavior)- via intentions

drivers of organizational commitment

personality meaningfulness of the work being performed organizational climate leader behavior organizational culture

person factors

personality, positive psychological capital, human and social capital

Needs

physiological or psychological deficiencies that arouse behavior

value attainment

satisfaction results from the perception that a job allows for fulfillment of an individual's important work values

value attainment model

structure the job and its rewards to match employee values

Percieved Organizational Support (POS)

the degree to which employees believe an organization values their contribution and cares about their well-being

how managers foster positive POS

treat employees fairly avoid political behavior provide job security empower employees reduce stressors in work environment eliminate abusive supervision fulfill the psychological contract

need fulfillment model

understand and meet employees' needs

reduce (CWB) counterproductive work behaviror 3 key ways-

1. higher individuals who are less prone to engage in counterproductive behavior. cognitive ability is associated with many measures of success, so it is as a logical quality to screen fo in hiring decisions. personality test may be relevant 2. design jobs that promote satisfaction, and root out and eliminate managers who treat others in an abusive manner 3. respond quickly and appropriately if an employee does engage in CWBs, defining the specific behaviors that are unacceptable and the requirements for acceptable behavior

organizational citizenship behavior (OCB)

defined as individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system and that in the aggregate promotes the effective functioning of the organization examples: training of new people, suggestions for improvement, care for organizational property

how managers increase employees commitment

general best practices- hire people whose personal values align with the organizations make sure that management does not breach its psychological contract treat employees fairly and foster trust between managers and employees

counterproductive work behavior (CWB)

harms other employees, the organization as a whole, and or organizational stakeholders such as customers and shareholders. CWB represents a particularly negative work related outcome. Examples include bullying, theft, gossiping, backstabbing, drug and alchohol abuse, destruction of organizational property, violence, deliberately poor and incorrect work, sexual harassment etc

organizational commitment

reflects the extent to which an employee identifies with an organization and is committed to its goals committed individuals tend to display two outcomes: 1. likely continuation of their employment with the organization 2. greater motivation toward pursuing organizational goals and descisions

psychological contracts

represent an individuals perception about the reciprocal exchange between him- or herself and another part. In a work environment, the psychological contract represents an employee beliefs about what he or she is entitled to receive in return for what he or she provided to the organization

Attitudes

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

met expectations

represent the difference between what an individual expects to receive from a job, such as good pay and promotional opportunities, and what he or she actually receives

job involvement

represents the extent to which an individual is personally involved with his or her work role

ten key outcomes correlate to job satisfaction - four attitudinal and four behavioral, and two organizational-level outcomes

ATTITUDES- motivation, job involvement, withdrawal cognitions, perceived stress BEHAVIOR- job performance, organizational citizenship behavior (OCB), counterproductive work behavior (CWB), turnover ORGANIZATIONAL LEVEL- accounting/financial performance, customer service/ satisfcation

employee engagement

the harnessing of organization members selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance. Idea that engaged employees give their all at work; feeling associated with them; urgency focus intensity enthusiasm