Chapter 2 - Org Behavior

Values

Abstract ideals that guide one's thinking and behavior across all situations. A person's values are stable over time but personal values vary across generations and cultures. Attracting employees whose personal values align with those of the organization yields many benefits. Lower employee turnover Higher employee retention Higher employee engagement Increased customer satisfaction

Job Satisfaction

An affective or emotional response toward various facets of one's job In other words, it is the extent to which an individual likes his or her job

Job Satisfaction - outcomes linked with

Attitudes Motivation Job Involvement Withdrawal Cognitions Perceived Stress Behaviors Job Performance Organizational Citizenship Behavior (OCB) Counterproductive Work Behavior (CWB) Turnover

Job Satisfaction and Counterproductive Behavior

Counterproductive work behavior (CWB) are behaviors that harm other employees, the organization as a whole, or organizational stakeholders such as customers and shareholders.

Personal Attitudes

Encompass our feelings or opinions about people, places, and objects Comprised of theses three components: Affective — Feelings Cognitive — Beliefs Behavioral — Intentions

Attitudes and Realities Collide

Finding consonant elements that outweigh dissonant ones We experience Cognitive Dissonance We can reduce it by Changing an attitude or behavior or both Belittling the importance of the inconsistent behavior

Organizational Citizenship Behaviors

For the Individual Improved job satisfaction Improved performance ratings Reduced intention to quit Lower absenteeism Lower turnover For the Organization Higher productivity/efficiency Lower costs Improved customer satisfaction Higher unit-level satisfaction Lower turnover

Job Satisfaction and Organizational Citizenship Behaviors

Organizational citizenship behavior (OCB) Represents discretionary individual behaviors that are: Typically not directly or explicitly recognized by the formal reward system And can, in the aggregate, promote effective functioning of the organization

Perceived Organizational Support

Perceived Organizational Support It is the extent to which employees believe that the organization Values their contributions Genuinely cares about their well-being Associated with Increased organizational commitment Job satisfaction Organizational citizenship behavior Task performance Lower turnover

Flextime

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

Cognitive Component

Reflects our belief's or ideas about an object or situation

Attitudes

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

Cognitive Dissonance

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

Job Satisfaction and Job Performance

Research tells us that job satisfaction and performance Are moderately related Indirectly influence each other Better to consider the relationship at the business unit level versus at the individual level

David, an accountant with Brighter Future Corporation, is experiencing job dissatisfaction due to comparing how hard he works and how much he gets paid versus his perception of a coworker's effort and reward. David's dissatisfaction can be explained by ______ model. disposition/genetic components equity need fulfillment value attainment met expectations

The answer is (B). David is comparing his outcomes/inputs ratio with a co-worker and perceiving it to be less favorable.

Employee Engagement

The extent to which employees give it their all to their work roles. And includes the feeling of Urgency Being Focused Intensity Enthusiasm

Behavioral component

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

Three key general motives predict or at least influence intention and behavior

Three key general motives predict or at least influence intention and behavior. 1. Attitude toward the behavior. The degree to which a person has a favorable or unfavorable evaluation or appraisal of the behavior in question. 2. Subjective norm. A social factor representing the perceived social pressure for or against the behavior. 3. Perceived behavioral control. The perceived ease or difficulty of performing the behavior, assumed to reflect past experience and anticipated obstacles.

Workplace attitudes

an outcome of various OB-related processes, including leadership. Some workplace attitudes are more potent than others. The following four are especially powerful: Organizational Commitment Employee Engagement Perceived Organizational Support Job Satisfaction

Withdrawal cognitions

capture this thought process by representing an individual's overall thoughts and feelings about quitting

Affective Component

contains our feelings or emotions about a given object or situation.

Stressors

environmental characteristics that cause stress

Counterproductive Work Behavior

harms other employees, the organization as a whole, and/or organizational stakeholders such as customers and shareholders

Needs

physiological or psychological deficiencies that arouse behavior

Psychological Contracts

represent an individual's perception about the terms and conditions of a reciprocal exchange between him or herself and another party

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

Value Attainment

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

Bullying

Keep a record Plan Your Interactions Confront the bully Escalate the Situation Stay calm, but take care of yourself

Employee Engagement - what contributes to

A mix of Organizational Level Factors, Person Factors, and Environmental Characteristics

Employee Engagement - Increases have been linked to

Increased Customer Loyalty and Satisfaction Increased Employee Performance Increased Employee Well-being Greater Financial Performance

Job Satisfaction Models

Need Fulfillment: proposes that satisfaction is determined by the extent to which the characteristics of a job allow an individual to fulfill her or his needs. Met expectations: the difference between what an individual expects to receive from a job, such as good pay and promotional opportunities, and what she or he actually receives. When expectations are greater than what is received, a person will be dissatisfied, while an individual will be satisfied when he or she attains outcomes above and beyond expectations. Research supports the conclusion that met expectations are significantly related to job satisfaction. Value Attainment: value attainment model proposes that job satisfaction is fostered when jobs and rewards are structured to match employee values. Equity: proposes that job satisfaction is a function of how "fairly" an individual is treated at work. Dispositional/Genetic Components: based on the belief that job satisfaction is partly a function of both personal traits and genetic factors.

Bullying

Occurs when an individual experiences a number of negative behaviors repeatedly over a period of time.

José is considering volunteering to help his company with its annual food drive. Which of the following is NOT an indicator of whether he will do so? José thinks the food bank is a great way to help his community. José is already volunteering at the animal shelter. José's boss expects him to volunteer. José's company gives employees a day off to volunteer. The food bank is located close to José's home.

The answer is (B). The other answers are determinants of intentions: Attitude toward the behavior Subjective norm Perceived behavioral control

Sandra manages the marketing department for the Greener Grass Corporation. In an effort to increase employee engagement, Sandra could try all the following EXCEPT Redesign jobs so that workers have variety and feedback. Take a class to learn how to be a charismatic leader. Try to limit the stressors in the workplace. As staff leave, replace them with new hires who score high in pessimism on a personality test. Provide recognition to employees who perform well.

The answer is (D). The other answers are ways to increase employee engagement.

Which of the following statements is NOT true about personal values? In general, values are relatively stable across time and situations. Values tend to vary across generations. Schwartz's value theory can be generalized across cultures. Values are not motivational in nature. Not all values are compatible.

The answer is (D). Values are motivational in nature in that they represent broad goals that apply across contexts and time.

The organizing framework for understanding and applying OB is based upon a systems approach. using person and environmental factors as inputs. processes including individual level, group/team level, and organizational level. outcomes organized into individual level, group/team level, and organizational level. The framework is based on all of these.

The answer is (E). All the statements describe the organizing framework.

Catherine is walking through the employee parking lot on her way to her office. She notices someone left an empty fast-food bag in the parking lot. Catherine goes out of her way to pick it up and dispose of it. What behavior is Catherine exhibiting? psychological contract green behavior withdrawal cognitions CWB OCB

The answer is (E). Catherine's voluntary act is demonstrating care for the organization's property, a component of organizational citizenship behavior (OCB).

Organizational Commitment

The extent to which an employee identifies with an organization and is committed to its goals. And it leads to Greater employee retention Greater motivation in pursuit of organizational goals Increasing Employee Commitment Hire those whose personal values most align with those of the organization. Guard against managerial breaches of psychological contracts. Build the level of trust.

Job Satisfaction and Turnover

Turnover is harmful when high-performing employees voluntarily leave the organization. To reduce voluntary turnover Hire people who "fit" with the organization's culture. Spend time fostering employee engagement. Provide effective onboarding. Recognize and reward high-performing employees.

Schwartz's Value Theory

Values are motivational & represent broad goals over time Bipolar values are incongruent while Adjacent values are complementary

Schwartz's Implications

Workplace Application Managers can better manage their employees when they understand an employees' values and motivation Pursuit of incongruent goals may lead to conflicting employee actions and behaviors Personal Application Employees will derive more meaning from work by pursuing goals that are consistent with their values

Personal Values

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

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