class notes (ch. 1-7)

The importance of ethics:

- Employees are confronted with ethical challenges throughout their careers - Unethical behavior can damage relationships, making it difficult to conduct business - Unethical behavior reduces cooperation, loyalty, and performance - The legal system cannot always be relied upon to assure work conduct that is ethical

Barriers and Challenges to Managing Diversity

- Inaccurate stereotypes and prejudice. - Ethnocentrism. - Poor career planning. - Negative diversity climate. - Unsupportive and hostile environment. - Lack of political savvy of diverse employees. - Difficulty in balancing career and family issues. - Fears of reverse discrimination. - Diversity not seen as an organizational priority. - Outdated appraisal and reward systems. - Resistance to change.

Top-Down Approaches to Job Design: Scientific Management

A business is conducted by standards established by facts or truths gained through systematic observation, experiment, or reasoning. - Plus: Increased efficiency and productivity. - Negative: Encourages repetitive jobs that may lead to job dissatisfaction, poor mental health, stress, and a low sense of accomplishment and growth.

What contributes to employee engagement?

A mix of: - Organizational Level Factors. - Person Factors. - Environmental Characteristics.

What Do We Know About Values?

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.

Your Personal Values Are...

Abstract ideals that guide our thinking and behavior across all situations.

How are stereotypes formed and maintained:

Accurate information and motivation are needed to reduce the use of stereotypes. Four steps: - Categorization - Influences - Expectations - Maintenance

Are Women Breaking the Glass Ceiling?

Advancements. - Educational attainment. - Seats on board of directors. - Leadership positions in education institutions. Barriers and Gaps. - Continuing pay gap. - Pay gap for female MBA graduates. - Gender discrimination. Women are breaking through but barriers and differences remain.

Job satisfaction is...

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

What is a stereotype?

An individual's 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 individuals - - People of color - - People with disabilities

Managing Emotions at Work

Anger - People are angry about what happened or did not happen in the past. - Anger is a "backward-looking" or retrospective emotion. Fear - People are afraid of things that might happen in the future. - Fear is a "forward-looking" or prospective emotion. Knowing this, managers can guide their own actions as to how they communicate with employees knowing their reactions to events. But, organizations have emotion display norms, or rules that dictate which types of emotions are expected and appropriate for their members to show.

Outcomes linked with job satisfaction

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

Kelley's Model of Attribution

Behaviors can be attributed either to internal factors within a person or external factors in the environment. We make causal attributions by observing three dimensions of behavior. These can be high or low. - Consensus - Distinctiveness - Consistency How does consensus, distinctiveness, and consistency lead to specific attributions?

Building the Business Case for Managing Diversity

Business rationale for diversity. Managing diversity gives an organization the ability to grow and maintain a business in an increasingly competitive marketplace. The access-and-legitimacy perspective is based on recognition that the organization's markets and constituencies are culturally diverse.

Causes of unethical behavior:

Cause= ill-conceived goals - Description= we set goals and incentives to promote a desired behavior, but they encourage a negative one - Example= the pressure to maximize billable hours in accounting, consulting, and law firms leads to unconscious padding - Remedy= brainstorm unintended consequences when devising goals and incentives. Consider alternative goals that may be more important to reward Cause= motivated blindness - Description= we overlook the unethical behavior of another when it's in our interest to remain ignorant - Example= baseball officials failed to notice they'd created conditions that encouraged steroid use - Remedy= root out conflicts of interest. Simply being aware of them doesn't necessarily reduce their negative effect on decision making Cause= indirect blindness - Description= we hold others less accountable for unethical behavior when it's carried out through third parties - Example= a drug company deflects attention from a price increase by selling rights to another company, which imposes the increases - Remedy= when handing off or outsourcing work, ask whether the assignment might invite unethical behavior and take ownership of the implications Cause= the slippery slope - Description= we are less able to see others' unethical behavior when it develops gradually - Example= auditors may be more likely to accept a client firm's questionable financial statements if infractions have accrued over time - Remedy= be alert for even trivial ethical infractions and address them immediately. Investigate whether a change in behavior has occurred. Cause= overvaluing outcomes - Description= we give a pass to unethical behavior if the outcome is good - Example= a researcher whose fraudulent clinical trial saves lives in considered. - Remedy= examine both "good" and "bad" decisions for their ethical implications

When attitudes and reality collide

Cognitive Dissonance represents the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions. Reduce Cognitive Dissonance by... - Changing attitudes, behaviors, or both. - Belittle the importance of the inconsistent behavior. - Find consonant elements that outweigh dissonant ones.

Efficacy

Confidence in your ability to do something. Influences the world around you and your ability to deal with inherent challenges and opportunities. When high, leads to being more confident and positive.

Two Fundamental Perspectives on Motivation

Content theories: - Identify internal factors such as needs and satisfaction that energize employee motivation. - Content Theory: McGregor's Theory X and Theory Y - - Theory X: - - - Pessimistic view of employees. - - - Employees dislike work and must be monitored. - - - Can only be motivated with rewards and punishments. - - Theory Y: - - - Modern and positive set of assumptions about employees. - - - Employees are self-engaged, committed, responsible, and creative. - Content Theories of Motivation: McClelland's Acquired Needs Theory - - Achievement - - - Prefers working on challenges. - - - Best in situations in which performance is due to effort and ability. - - - Prefers to work with other high achievers. - - Affiliation - - - Likes to work in teams with cooperation and collegiality. - - - Tends to avoid conflict. - - - Likes to be praised in private. - - Power - - - Likes to be in charge. - - - Likes to be in control of people and events. - - - Appreciates being recognized. - Content Theories of Motivation: Self-Determination Theory - - Assumes that three innate needs influence our behavior and well-being. - - - Competence. - - - Autonomy. - - - Relatedness. - - Focuses on intrinsic motivation. - - Needs are learned over time. - - Using Self-Determination Theory - - - Managers should influence behavior by creating work environments that support each need. - - - - Provide tangible resources, time, contacts, and coaching to improve competence. - - - - Empower employees and delegate meaningful assignments and tasks to enhance feelings of autonomy. - - - - Use fun and camaraderie to foster relatedness. Process theories: - Explain the process by which internal factors and situational factors influence employee motivation. - Process Theories of Motivation: Equity (Justice) Theory - - Equity theory is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships. - - The model is based on our evaluation and comparison of outputs and inputs with relevant others. - Process Theories of Motivation: Justice Theory - - Organizational justice refers to the extent to which people perceive that they are treated fairly at work. - - Three types of justice: (Distributive Justice, Procedural Justice, and Interactional Justice) - Using Equity and Justice Theories - - Employee perceptions count. - - Employees want a voice in decisions that affect them. - - Employees should have an appeals process. - - Leader behavior matters. - - A climate for justice makes a difference.

Core Self-Evaluations and Your Performance

Core self-evaluations (CSEs)= A broad personality trait comprised of four narrow and positive individual traits. - Generalized self-efficacy. - Self esteem. - Locus of control. - Emotional stability.

Job Satisfaction & 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.

Strategies to Increase Positivity

Create high-quality connections. Cultivate kindness. Develop distractions. Dispute negative self-talk and thoughts.

The Value of Being Emotionally Intelligent

Emotional intelligence (EI). - The ability to monitor one's own emotions and those of others, to discriminate among them, and to use this information to guide one's thinking and actions.

Ethical dilemmas...no perfect solution

Ethical dilemmas are situations with two choices, neither of which resolves the situation in an ethically acceptable and no clear ethical resolution arises - Not always a pure choice between right and wrong - Places people in an uncomfortable position

Benefits of Virtuous Leadership

Financial performance. Customer satisfaction. Positive organizational climate. Measures of organizational effectiveness.

OCB's are linked to many benefits

For the organization: - Higher productivity/efficiency. - Lower costs. Improved customer satisfaction. - Higher unit-level satisfaction. - Lower turnover. For the individual: - Improved job satisfaction. - Improved performance ratings. - Reduced intention to quit. - Lower absenteeism - Lower turnover.

Intelligence: There Is More to the Story Than IQ

Gardner's theory of multiple intelligences (MI). - Linguistic: - - Logical-mathematical. - - Musical. - - Bodily-kinesthetic. - - Spatial. - - Interpersonal. - - Intrapersonal. - - Naturalist. We also have practical intelligence. - The ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to, shape, and select environments. We all have strengths and weakness, so knowledge of our intelligences may help in: - Choosing a career or selecting the best candidate. - Development of ourselves or others.

How Does Goal Setting Work?

Goals that are specific and difficult lead to higher performance. Certain conditions are necessary for goal setting to work. - People must have ability and resources. - People need to be committed to the goal. Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient. Goal achievement leads to job satisfaction.

Managerial Implications of Person Perception

Hiring - Thoughts or beliefs that are automatically activated from memory without conscious awareness that may lead to biased decisions. - Biased decisions are avoided by training, use of structured interviews, use of multiple interviewers. Performance appraisals - Faulty perceptions about performance leads to inaccurate appraisals and erode morale. - Faulty perceptions are reduced by use of objective measures, training, use of HR analytics for capturing daily performance. Leadership - Employees' evaluations of leader effectiveness are influenced by their schemata of good and poor leaders.

Motivating Employees Through Job Design

Idiosyncratic Deals (I-Deals) - The employment deals individuals negotiate for themselves, taking myriad forms from flexible schedules to career development. - Drives employee intrinsic motivation.

Employee engagement

Increases in Employee Engagement have been linked to: - Increased Customer Loyalty and Satisfaction. - Increased Employee Performance. - Increased Employee Well-being. - Greater Financial Performance.

The three levels in OB:

Individual Group/team Organization

Fostering Mindfullness

Inhibitors of mindfulness - Attentional deficit= Inability to focus vividly on an object. - Attentional hyperactivity= Happens when our minds are racing or wandering, resulting in compulsive daydreaming or fantasizing. Benefits of mindfulness - Increased physical, mental, and interpersonal effectiveness. - More effective communications. - More balanced emotions. - Personal satisfaction.

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.

Bottom-Up Approaches to Job Design

Job crafting - Represents employees' attempts to proactively shape their work characteristics, including: - Scope, number and types of tasks. - Quality and amount of interaction with others. - Cognitive crafting: perception of or thinking about tasks and relationships in job.

Top-Down Approaches to Job Design: Job Enlargement and Rotation

Job enlargement: - Involves putting more variety into a worker's job by combining specialized tasks of comparable difficulty. Job rotation - Calls for moving employees from one specialized job to another. - Advantages of job rotation. - - Engagement and motivation increased. - - Increased worker flexibility and easier scheduling. - - Increased employee knowledge and abilities.

Top-Down Approaches to Job Design: Job Enrichment

Job enrichment - Entails modifying a job such that an employee has the opportunity to experience greater: - - Achievement. - - Recognition. - - Stimulating work. - - Responsibility. - - Advancement.

Herzberg's Motivator-Hygiene Theory

Job satisfaction and dissatisfaction arise from two different sets of factors. - Hygiene may cause a person to move from a state of no dissatisfaction to dissatisfaction. - Motivating may cause a person to move from a state of no satisfaction to satisfaction. To improve motivation, managers can improve the motivators that drive satisfaction and improve hygiene factors that otherwise reduce job satisfaction.

The Job Characteristics Model

Linked to: - Increased job satisfaction. - Enhanced employee intrinsic motivation. - Increased performance. - Reduced stress. - Lower absenteeism.

Locus of Control and My Performance

Locus of Control describes how much personal responsibility someone takes for their behavior and its consequences. External Locus of Control: - Things happen to me. - I blame others for failures. - I can't control the future. Internal Locus of Control: - I make things happen. - I can determine my future. - I accept personal responsibility for failures. In the workplace - Internal Locus of Control: - - Higher motivation. - - Higher expectations . - - Exert more effort when given difficult tasks. - External Locus of Control: - - More anxious. - - Earn less, receive smaller raises. - - Less motivated by incentives.

Stereotypes:

Managerial challenges and recommendations. - 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 of stereotypes.

Managerial applications and implications

Managerial tendency to attribute behavior to internal causes may lead managers to take inappropriate actions. An employee's attributions for his or her own performance have dramatic effects on subsequent motivation, performance, and personal attitudes.

Addressing discrimination

Managing Diversity: - Interventions to correct imbalances, injustice, mistakes, or outright discrimination. - Both voluntary and mandatory programs. - Not based on quotas. - Can lead to stigmas for those expected to benefit from affirmative action programs. Affirmative Action: - Focuses on changing organizational culture and structure. - Enable people to perform to potential. - Relies on education, enforcement, and exposure. Discrimination occurs when employment decisions about an individual are due to individual characteristics and attributes that are not related to the job.

Mindlessness Versus Mindfulness

Mindlessness - State of reduced attention expressed in behavior that is rigid or thoughtless. - Typified by a failure to control emotions. - Requires minimal information processing. - Automatic. - Associated with poor mental and physical health. Mindfulness - The awareness that emerges through paying attention on purpose. - Is in the present moment. - Is nonjudgmental to the unfolding of experience moment by moment. - Requires effort because the brain works in ways that detract from staying focused. - Improves interpersonal communication. - Requires attentional balance.

The What and Why of Motivation

Motivation: describes the psychological processes "that underlie the direction, intensity, and persistence of behavior or thought." - Direction - Intensity - Persistence Types of motivation - Extrinsic - Intrinsic

Organizational behavior (OB) is an academic discipline focused on understanding and managing people at work.

OB attempts to overcome the pitfalls of relying on common sense by: - Relying on a systematic science-based approach Is based on a contingency perspective as: - No one best way to manage people, teams, or organizations - The best or most effective course of action instead depends on the situation

Job Satisfaction & 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.

Managing diversity

Organizations use a variety of generic approaches to addressing diversity issues. - Include or exclude. - Deny. - Assimilate. - Suppress. - Isolate. - Tolerate. - Build relationships. - Foster mutual adaptation. Only fostering mutual adaptation endorses the philosophy behind managing diversity.

Person perceptions

Person perception= - A cognitive process that enables us to interpret and understand our surroundings. - Important as perceptions affect actions and decisions. - Perceptions are based on the characteristics of: - - The perceiver. - - The target. - - The situation.

Key Components of Emotional Intelligence

Personal Competence. - Self-awareness. - Self-management. Social Competence. - Social awareness. - Relationship management. Benefits/Drawbacks of EI: - Better social relationships. - Greater well-being. - Increased satisfaction. - No clear link to improved job performance. - Research remains unclear.

The four layers of diversity

Personality. - Surface-level (Internal characteristics apparent to others (unchangeable)). - - Deep-level (Take time to emerge in interactions, such as attitudes, opinions, and values). - - - Organizational dimensions. (Diversity: the multitude of individual differences and similarities that exist among people).

The Benefits of Positive OB

Positive deviance: - Successful performance that dramatically exceeds the norm in a positive direction. Associated with: - Higher overall job performance. - Less burnout. - Increased commitment. - Higher job satisfaction. - Fewer sick days.

The Power of Positive Emotions

Positive emotions - Are resources that fuel individual, group, and organizational success. - Help build social, psychological, and physical resources. - Combat negative emotions. - Broaden your mindset, open you to consider new things. - Have benefits which endure over long periods of time. Negative emotions - Are limiting. - Spur you to act in narrow or specific ways. Positive emotions have desirable effects on: - Organizational commitment. - Creativity. - Decision making. - Intentions to quit. - Performance. - Stress. They are contagious. - Upward spirals of positivity, where positive behaviors, feelings, and attitudes feed your own and those of others in a continual, reinforcing process. They can offset negative emotions. - Need multiple positives experiences to counter a negative experience.

Applying OB to solve problems

Problems frequently arise and may be viewed as a gap between an actual and desired outcome Closing the gap: a three-step approach= - Step 1: define the problem - Step 2: identify OB concepts to solve the problem - Step 3: make recommendations and take action

Personal attitudes

Represent our feelings or opinions about people, places, and objects. - Comprised of these three components: - - Affective. "I feel..." - - Cognitive. "I believe..." - - Behavioral. "I intend..."

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

Resilience and Optimism

Resilience. - Resiliency is the capacity to consistently bounce back from adversity and to sustain yourself in the face of challenges. Optimism. - Optimists view successes as due to their personal, permanent, and pervasive causes, and negative events to external, temporary, and situation-specific causes. - Optimists are realistic and flexible. - Optimism is self-inspirational.

Using the organizing framework for problem solving

Select the most effective solution considering: - Selection criteria - Consequences - Choice process - Necessary resources

Self-Esteem and Your Performance

Self-esteem is a general belief about your self-worth. It is relatively stable across your lifetime, but it can be improved. Best to apply yourself to areas or goals that are important to you. Why? In those areas your motivation will likely be highest and presumably you'll work the hardest.

Attributional tendencies

Self-serving bias: - A tendency to attribute another person's behavior to his or her personal characteristics, as opposed to situational factors. Fundamental attribution bias: - One's tendency to take more personal responsibility for success than for failure.

The value of OB to my job and career

Soft skills relate to human interactions and include both interpersonal skills and personal attributes and are among the most valued skill by employers Personal attributes= - Attitude - Personality - Teamwork - Leadership Interpersonal skills= - Active listening - Positive attitudes - Effective communication What criteria determine which applicant is hired: - Technical skills (Nuts and bolts of doing a job) and (Ability to get the job done) - Based on job or function specific knowledge What criteria determine which employee is promoted: - Ability to manage people - Strong team skills - Ability to build and manage relationships

Key workplace attitudes

Some workplace attitudes are more potent than others. The following four are especially powerful: - Organizational Commitment. - Employee Engagement. - Perceived Organizational Support. - Job Satisfaction.

Trends in Workforce Diversity

The Census Bureau predicts that by 2060 57% of the workforce will consist of minority groups. However, current minority groups appear to be stalled at their own glass ceiling. - They make up a smaller percentage in the professional class. - They are involved in more discrimination cases. - They achieve lower earnings. 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.

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.

What is 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.

Structure and rigor in solving problems

The person - situation distinction - Person factors= are characteristics that give individuals their unique identities - Situation factors= are elements outside us that influence what we do, the way we do it, and the ultimate results of our actions - Individual behavior often results from the interaction of these interdependent factors - We need to understand the interplay among both factors to be effective

Personality and performance

The strongest effects result when both you and your manager have proactive personalities. Conscientiousness has the strongest and most positive effects on performance across jobs, industries, and levels. Extroversion is beneficial if the job involves interpersonal interaction and is a stronger predictor of job performance than agreeable-ness. Those higher on agreeableness are more likely to seek new opportunities. The problem with workplace personality tests: - Pre- and post-hire personality testing is fairly common. However, most personality test are not valid predictors of job performance, and here's why. - Test takers do not describe themselves accurately (faking). - Tests are bought off the shelf and given by untrained employees. - Personality tests are meant to measure personality, not what individual differences are needed to perform a particular job.

What Is Positive Organizational Behavior?

The study and application of positively oriented human resource strengths and the psychological capacities that can be measured, developed, and effectively managed for improvement performance in today's workplace.

Positive Psychological Capital

Those with high levels of PsyCap have high levels of: - Hope. - Efficacy. - Resilience. - Optimism.

Using Maslow's theory

To motivate employees: - Remember employees have needs beyond a paycheck. - Focus on satisfying employee needs related to self-concepts such as Self-esteem and Self-actualization. - Satisfied needs lose their potential. - Be careful when estimating employee's needs.

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.

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. Performance Management: It's Hard to Do Well - Many organizations fail to effectively management employee performance. Why? - - PM policies often fail to keep pace with organizational change leading to disconnects. - - Done well, project management can be time-consuming. - - Performance reviews are often too narrow and only measure a limited set of elements. Step 1: Define Performance: Expectations and Setting Goals - Why are goals important? - - Can lead to happier workers who achieve more. - - Provide focus. - - Enhance productivity. - - Bolster self-esteem. - - Increase commitment. - Two types of goals - - Performance goals (Targets specific end results) - - Learning goals (Enhances skill and knowledge) Managing the Goal-Setting Process - Four step process for goal implementation - - Set goals. - - Promote goal attainment. - - Provide support, feedback. - - Create action plans. - Setting SMART goals - - Specific. - - Measurable. - - Attainable. - - Results oriented. - - Time bound. Table 6.3 Contingency Approach to Defining Performance - Do what the situation requires, rather than a one-size-fits-all approach Step 2: Monitor and Evaluate Performance - How goals are measured should be consistent with the nature of the goal itself (e.g. behavioral, task oriented). - Managers need to monitor and evaluate both progress toward the final goal and the ultimate achievement of the goal. - This stage should be used as an opportunity to identify problems and recognize successes. - It an also be used to identify opportunities to enhance performance. - Common Perceptional Errors - - Rater errors can lead to biases and undermine performance management systems (Halo effect, Leniency, Central tendency, Recency effects, and Contrast effects) - - Some bias can be overcome with the use of 360-degree feedback. Step 3: Reviewing Performance and the Importance of Feedback and Coaching - Why is feedback important? - - Has the potential to boost performance. - - Given less often and less well than people would like. - - Dramatically underutilized. - Feedback serves two functions. - - Instructional. - - Motivational. - Sources of feedback - Others (Peers, Supervisors, Lower-level employees, and Outsiders) - Task= (May provide a steady stream of feedback about how well or poorly one is doing) - - Self= (Self-serving bias may contaminate this source) - Role of managers and leaders - - Senior managers can= Seek feedback from others by creating an open and honest environment, Separate feedback from the performance review process, and Create a mechanism to collect feedback anonymously. - Factors affecting perceptions of feedback= (Self-serving bias, Fundamental attribution bias, Accuracy, Credibility of the sources, Fairness of the system, Performance-reward expectancies, and Reasonableness of goals and standards. - Coaching= Goes beyond mentoring and training and is a customized process between two or more people with the intent of enhancing learning and motivating change. - - Has specific performance goals. - - Developmentally focused. - - Involves self-reflection. - - Consistent with positive OB. Step 4: Rewards and Consequences - Rewards and consequences - - General criteria for distributing rewards= (Results, Behavior and actions, and Nonperformance considerations) - - Total and alternative rewards= (Compensation, Benefits, Professional growth, Personal growth, Attention and recognition, and Advancement) - Pay for performance= Works Best When: - - Merit pay is used to differentiate top performers. - - The ability to game the system is mitigated. - - Multiple measures of performance are used. - - Performance measures are accurate, consistent, and aligned with goals and outcomes. - When rewards may fair - - Too much emphasis is placed on monetary rewards. - - Overtime rewards are seen as entitlements. - - They foster counterproductive behaviors. - - A lag occurs between performance and reward. - - Reward structures are not tailored to goals, tasks. - - They have a short half-life. - - Organizational policies and practices are misaligned. - Reinforcement and consequences - - Law of Effect= Behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear. - Reinforcement Consequences: The Power of Reinforcement - - Schedules - - - Continuous reinforcement= (Every instance of a target behavior reinforced, Great when learning a new skill, and Can quickly lose its effect) - - - Intermittent reinforcement= (Involves reinforcement of some but not all instances, Can vary the ratio and interval, and Works best with variable ratio and variable interval)

Two Components of Hope

Waypower - Means for achieving the goal. - Need to see alternative paths to achieve the goal. Willpower - Having a goal and the determination to achieve it.

How Does Who I Am Affect My Performance?

We all differ along a vast number of personal attributes. - How we differ has been shown to influence how we approach each of the following: - - Work. - - Solving problems. - - Conflict. - - Interactions with co-workers.

What Is Well-Being and Flourishing?

Well-being is the combined impact of five elements (PERMA). - P for Positive emotions. - E for Engagement. - R for Relationships. - M for Meaning. - A for Achievement. Flourishing reflects the extent to which our lives contain PERMA. Positive Emotions. - Broaden your perspective about how to overcome challenges in your life. - Build on themselves resulting in a spread of positive emotions. - Strengthens relationships with others (the R component in PERMA). Engagement. - The extent to which you are physically, cognitively, and emotionally involved with an activity, task, or project. Flow. - State of being completely involved in an activity for its own sake Relationships. - Positive emotions are associated with activities involving others. - Social support is the amount of perceived helpfulness derived from social relationships. - - Esteem support. - - Informational support. - - Social companionship. - - Instrumental support. Meaningfulness and achievement. - Meaningfulness= When someone feels a sense of belonging and serving something that is bigger than self. - Achievement= Pertaining to the extent to which you have a self-directed life, containing achievement for its own sake. - Flourish= Occurs with achievement is pursued for its own sake.

Emotional Stability and My Performance

What Is Emotional Stability? - Higher job performance. - More organizational citizenship behaviors. - Few counter-productive work behaviors. People High in Emotional Stability Tend To Be: - Relaxed. - Secure. - Unworried. - Less likely to experience negative emotions under pressure.

The big 5 personality dimensions

What Is Personality? - The combination of stable physical, behavioral, and mental characteristics that give individuals their unique identities

Casual attributions

What are causal attributions? - Suspected or inferred causes of behavior. - Important because attributions affects our perceptions of cause and our choice of action.

Emotions and performance

What are emotions? - Emotions are complex, relatively brief responses aimed at a particular person, information, experience, or event. - Emotions can change our psychological and physiological states. - There are both positive and negative, or mixed emotions plus past versus future emotions.

Dealing with unethical behavior

What you can do: - It's a business, treat it that way - Accept that confronting ethical concerns is part of your job - Challenge the rationale - Use your lack of seniority or states as an asset - Consider and explain long-term consequences - Focus on solutions - not just complaints

Implications of Schwartz's Value Theory

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.

What Does It Mean to Have a Proactive Personality?

You're someone who is relatively unconstrained by situational forces and who affects environmental change. You're someone who identifies opportunities and acts on them. - The many benefits: - - Increased job performance. - - Higher job satisfaction. - - Higher affective commitment. - - Entrepreneurial.