Chapter 1: MGMT306

(Ch.4)Emotional Contagion

the "catching" of emotions from others.

(ch.1)What are the Levels of OB analysis?

the individual level, the group level, and the organizational level.

(Ch.5) Self-monitoring

refers to an individual's ability to adjust his or her behavior to external, situational factors. a. Individuals high in b show considerable adaptability. They are highly sensitive to external cues, can behave differently in different situations, and are capable of presenting striking contradictions between their public persona and their private self.

(Ch.4) Low Negative Affect

relaxed is a pure marker

(Ch.2) Intimidation

Overt threats or bullying directed at members of specific groups of employees. Example:African-American employees at some companies have found nooses hanging over their work stations.

(Ch.3) What is the job satisfaction perceptions by country?

(on a chart from 4.20-6.00) Mexico: 5.88 Switzerland: 5.72 Norway:5.63 Denmark: 5.51 United States:5.46 Japan:5.45 Germany: 5.44 Sweden: 5.3 Great Britain: 5.27 Canada: 5.24 Russia: 5.22 Australia: 5.18 Czech Republic: 5.16 France: 4.89 South Korea: 4.76

(Ch.5)When personality traits are more likely to predict behavior

1. Conscientiousness at Work a. Employees who score higher, for example, in conscientiousness develop higher levels of job knowledge. i. The study found conscientiousness—in the form of persistence, attention to detail, and setting of high standards—was more important than other traits. (Exhibit 5-1) ii. These results attest to the importance of conscientiousness to organizational success. iii. Like any trait, conscientiousness has pitfalls. iv. Extremely conscientious individuals can be too deliberate and perfectionistic, resulting in diminished happiness and performance, which includes task performance, safety performance, and OCB. v. They may also become too focused on their own work to help others in the organization. vi. Finally, they are often less creative than less conscientious people, especially artistically. b. Although conscientiousness is the Big Five trait most consistently related to job performance, there are other traits that are related to aspects of performance in some situations. c. All five traits also have other implications for work and life. Let's look at these one at a time. (Exhibit 5-2) 2. Emotional Stability at Work a. Of the Big Five traits, emotional stability is most strongly related to life satisfaction, job satisfaction, and low stress levels. i. People with high emotional stability can adapt to unexpected or changing demands in the workplace. 3. Extraversion at Work a. Extraverts tend to perform better in jobs that require significant interpersonal interaction. i. Extraversion is a relatively strong predictor of leadership emergence in groups. ii. One downside is that extraverts are more impulsive than introverts and may be more likely than introverts to lie during job interviews. b. Openness at Work i. Individuals who score high on openness to experience are more likely to be effective leaders and are more comfortable with ambiguity. ii. They cope better with organizational change and are more adaptable in changing contexts. c. Agreeableness at Work i. Agreeable individuals are better liked than disagreeable people, which explains why they tend to do better in interpersonally-oriented jobs such as customer service. ii. They also are more compliant and rule abiding and less likely to get into accidents as a result. iii. People who are agreeable are more satisfied in their jobs and contribute to organizational performance by engaging in citizenship behavior. iv. They are also less likely to engage in organizational deviance. v. One downside is that agreeableness is associated with lower levels of career success (especially earnings). 4. The five personality factors identified in the Big Five model appear in almost all cross-cultural studies. a. These studies have included a wide variety of diverse cultures such as China, Israel, Germany, Japan, Spain, Nigeria, Norway, Pakistan, and the United States. b. Generally, the findings corroborate what has been found in U.S. research: of the Big Five traits, conscientiousness is the best predictor of job performance.

(Ch.3)employee engagement

1. refers to an individual's involvement with, satisfaction with, and enthusiasm for the work he or she does. a. Highly engaged employees have a passion for their work and feel a deep connection to their company. b. Disengaged employees have essentially checked out, putting time but not energy or attention into their work. c. Engagement becomes a real concern for most organizations because surveys indicate that few employees—between 17 percent and 29 percent—are highly engaged by their work. d. This concept is relatively new and still generates active debate about its usefulness.

(Ch.5) Hofstede's Framework

1. Five value dimensions of national culture: a. Power distance: the degree to which people in a country accept that power in institutions and organizations is distributed unequally. b. Individualism versus collectivism: individualism is the degree to which people in a country prefer to act as individuals rather than as members of groups; collectivism emphasizes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them. c. Masculinity versus femininity: masculinity is the degree to which the culture favors traditional masculine roles such as achievement, power, and control, as opposed to viewing men and women as equals. d. Uncertainty avoidance: the degree to which people in a country prefer structured over unstructured situations. e. Long-term versus short-term orientation: long-term orientations look to the future and value thrift and persistence. In a short-term orientation, people value the here and now; they accept change more readily and don't see commitments as impediments to change. 2. Hofstede's research findings. (Exhibit 5-6) a. Asian countries were more collectivistic than individualistic. b. United States ranked highest on individualism. c. Germany and Hong Kong rated high on masculinity. d. Russia and The Netherlands were low on masculinity. e. China and Hong Kong had a long-term orientation. f. France and the United States had short-term orientation. 3. Hofstede's recent research a. Studies investigated the relationship of cultural values and a variety of organizational criteria at both the individual and national level of analysis. b. Overall, the five original culture dimensions were equally strong predictors of relevant outcomes, meaning researchers and practicing managers need to think about culture holistically and not just focus on one or two dimensions. c. The researchers also found that individual scores were much better predictors of most outcomes than assigning all people in a country the same cultural values. d. In sum, this research suggests that Hofstede's value framework may be a valuable way of thinking about differences among people, but we should be cautious about assuming all people from a country have the same values.

(Ch.3)How do you measure job satisfaction and what causes it?

1. Two approaches for measuring job satisfaction are popular: a. The single global rating b. The summation of job facets Things that measure job satisfation is pay, conditions,personality, corporate social reality,

( Ch.1)Definition of OB

1. is a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization's effectiveness. 2. OB studies three determinants of behavior in organizations: individuals, groups, and structure.

(Ch.4) Emotional Intelligence

1. is a person's ability to: a. Perceive emotions in the self and others. b. Understand the meaning of these emotions. c. Regulate one's emotions 2. Several studies suggest EI may play an important role in job performance. 3. EI has been a controversial concept in OB, with supporters and detractors.

(Ch.2) Disabilities Act

A person is disabled who has any physical or mental impairment that substantially limits one or more major life activities. a. They receive higher performance evaluations based on lower performance expectations. b. They are less likely to be hired. 1. As a result of recent changes to the Americans with Disabilities Act Amendments Act of 2008, U.S. organizations must accommodate employees with a very broad range of impairments. 2. However, employees must disclose their conditions to their employers in order to be eligible for workplace accommodations and employment protection.

(Ch.4)Affective Events Theory

A. ) demonstrates that employees react emotionally to things that happen to them at work, and this reaction influences their job performance and satisfaction. 1. Employees react emotionally to things that happen to them at work and this influences job performance and satisfaction. 2. Work events trigger positive or negative emotional reactions. 3. The events-reaction relationship is moderated by the employee's personality and mood. 4. A person's emotional response to a given event can change depending on his or her mood. B. In summary, AET offers two important messages: 1. First, emotions provide valuable insights into how workplace hassles and uplifting events influence employee performance and satisfaction. 2. Second, employees and managers shouldn't ignore emotions or the events that cause them, even when they appear minor, because they accumulate.

(ch.2) Exclusion

Exclusion of certain people from job opportunities, social events, discussions, or informal mentoring; can occur unintentionally. Example:Many women in finance claim they are assigned to marginal job roles or are given light workloads that don't lead to promotion.

(Ch.2)Mockery and Insults

Jokes or negative stereotypes; sometimes the result of jokes taken too far. examples:Arab-Americans have been asked at work whether they were carrying bombs or were members of terrorist organizations.

(Ch.4) High Negative Affect

Nervous is a pure marker

(ch.1)What are the disciplines that contribute to the OB field?

Psychology. Sociology. Social Psychology. Economics. Anthropology. Political Sciences.

(Ch.3)counterproductive work behavior

Substance abuse, stealing at work, undue socializing, gossiping, absenteeism, and tardiness are examples of behaviors that are destructive to organizations also termed deviant behavior in the workplace, or simply employee withdrawal

(ch.2)Diversity and levels of diversity

Surface-level:1. about diversity in age, race, gender, ethnicity, religion, and disability status. Deep-level: personality and values

(Ch.4) Emotional Dissonance

The disparity between employees having to project one emotion while feeling another

(Ch.3)Responses to job dissatisfaction

a. Exit: behavior directed toward leaving the organization, including looking for a new position as well as resigning. b. Voice: actively and constructively attempting to improve conditions, including suggesting improvements, discussing problems with superiors, and some forms of union activity. c. Loyalty: passively but optimistically waiting for conditions to improve, including speaking up for the organization in the face of external criticism, and trusting the organization and its management to "do the right thing." d. Neglect: passively allowing conditions to worsen, including chronic absenteeism or lateness, reduced effort, and increased error rate.

(Ch.5) The Big 5 model of personality

a. Extraversion. Comfort level with relationships. Extroverts tend to be gregarious, assertive, and sociable. Introverts tend to be reserved, timid, and quiet. b. Agreeableness. Individual's propensity to defer to others. High agreeableness people—cooperative, warm, and trusting. Low agreeableness people—cold, disagreeable, and antagonistic. c. Conscientiousness. A measure of reliability. A high conscientious person is responsible, organized, dependable, and persistent. Those who score low on this dimension are easily distracted, disorganized, and unreliable. d. Emotional stability. A person's ability to withstand stress. People with positive emotional stability tend to be calm, self-confident, and secure. Those with high negative scores tend to be nervous, anxious, depressed, and insecure. e. Openness to experience. The range of interests and fascination with novelty. Extremely open people are creative, curious, and artistically sensitive. Those at the other end of the openness category are conventional and find comfort in the familiar.

(CH.5) What are the 3 common frameworks to measure personality

a. Personality tests are useful in hiring decisions and help managers forecast who is best for a job. b. The most common means of measuring personality is through self-report surveys, in which individuals evaluate themselves on a series of factors. c. Research indicates our culture influences the way we rate ourselves. People in individualistic countries trend toward self-enhancement, while people in collectivist countries like Taiwan, China, and South Korea trend toward self-diminishment. d. Observer-ratings surveys provide an independent assessment of personality. Here, a coworker or another observer does the rating. e. Though the results of self-reports and observer-ratings surveys are strongly correlated, research suggests observer-ratings surveys predict job success more than self-ratings alone. f. However, each can tell us something unique about an individual's behavior, so a combination of self-reports and observer reports predicts performance better than any one type of information.

(Ch.5) How Milton Rokeach organized values

a. Terminal Values—refer to desirable end states of existence; the goals that a person would like to achieve during his/her lifetime. b. Instrumental Values—refer to preferable modes of behavior; the means of achieving the terminal values.

(Ch.3) organizational commitment

a. commitment refers to a state in which an employee identifies with a particular organization and its goals. b. Emotional attachment to an organization and belief in its values is the 'gold standard' for employee commitment. c. Employees who are committed will be less likely to engage in work withdrawal even if they are dissatisfied, because they have a sense of organizational loyalty.

(Ch.3) Job Satisfaction

a. describes a positive feeling about a job, resulting from an evaluation of its characteristics. i. A high level of job satisfaction equals positive attitudes toward the job and vice versa.

(Ch.3) Psychological Empowerment

a. employees' beliefs in the degree to which they impact their work. i. Research suggests that psychological empowerment strongly predicts job attitudes and strain, while it moderately predicts performance behaviors.

(Ch.3) Perceived Organizational Support (POS)

a. is the degree to which employees believe the organization values their contribution and cares about their well-being. b. Research shows that people perceive their organization as supportive when rewards are deemed fair, when employees have a voice in decisions, and when they see their supervisors as supportive. c. POS is important in countries where the power distance—the degree to which people in a country accept that power in institutions and organizations is distributed equally—is lower.

(Ch.3) Job Involvement

a. refers to the measure of the degree to which a person identifies psychologically with his/her job and considers his/her perceived performance level important to self-worth. i. Employees with a high level of job involvement strongly identify with and really care about the kind of work they do.

(Ch.3) Attitudes and behavior

are evaluative statements that are either favorable or unfavorable concerning objects, people, or events. a. They reflect how we feel about something. Three components of an attitude: a. Cognitive component b. Affective component c. Behavioral component

(Ch.4) Emotions

are intense feelings that are directed at someone or something.

(Ch.4) Moods

are less intense feelings than emotions and often arise without a specific event acting as a stimulus.

(Ch.4) Low Positive Affect

boredom is a pure marker

(Ch.3) What are the facets of job satisfaction

pay, promotions and promotion opportunities, coworkers, supervision, and the work itself.

(Ch.3) Pay in job satisfaction

does correlate with job satisfaction and overall happiness for many people, but the effect can be smaller once an individual reaches a standard level of comfortable living.

(Ch.4) High Positive Affect

excited is a pure marker

(Ch.5) Proactives

identify opportunities, show initiative, take action, and persevere. II. Personality, Job Search, and Unemployment A. Many studies of unemployed job seekers have found that conscientiousness and extraversion were predictive of networking intensity, general job search intensity, interviews, and job offers, even after controlling for demographic characteristics and the time spent unemployed.

(Ch.4) 1. Emotional labor

is an employee's expression of organizationally desired emotions during interpersonal transactions at work.

(Ch.4) Surface Acting

is hiding inner feelings and forgoing emotional expressions in response to display rules. is the modification of inner feelings.

(Ch.4) Deep Acting

is the modification of inner feelings.

(Ch.2) Diversity management

makes everyone more aware of and sensitive to the needs and differences of others.

(Ch.3) Job satisfaction and OCB

•Job Performance -Happy workers are more likely to be productive workers. •OCB -People who are more satisfied with their jobs are more likely to engage in OCB (moderate correlation).