Distributive & Procedural Justice & Performance in the Workplace

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Classic Model

A decision making model based on the assumption that managers should make logical decisions that will be in the organization's best economic interests

Sabotage

Defacing or destroying physical property belonging to the employer

The Criterion Problem

Defining and measuring performance criteria is difficult because performance is multidimensional

Probably (few studies)

Does OCB increase organizational effectiveness?

Affective State

Emotional reaction associated with experience (EX: good mood = spontaneous behavior)

Procedural Knowledge and Skill (PKS)

Knowing how to do things; cognitive, psychomotor, interpersonal, physical & self-management skills

Declarative Knowledge (DK)

Knowledge of facts, definitions, procedures, and rules

Behaviorally Anchored Rating Scale (BARS)

Method of performance measurement that rates behavior in terms of a specific scale showing specific statements of behavior that describe different levels of performance

Reciprocity Motive

Moral obligations to return good in the proportion to the good we receive and to make reparation for the harm we have done

Withdrawal

CWB in which an employee is working less time than is required by the organization through absence, lateness, leaving early, long breaks, etc.

(1) Most objective measures have limitations (GPA, Attendance) (2) Objective measures aren't available for many jobs (3) Different objective measures for the same job may not be related to each other (EX: batting average & leadership effectiveness)

3 Problems with the Classic Model

Locus of Control

A belief about the amount of control a person has over situations in their life

Forced Ranking Scale

A performance management system in which managers rank subordinates relative to one another (EX: Manager fired bottom 10% every year, employees may not engage in inter-citizenship behavior to help one another)

Procedural Justice

A process to resolve ethical conflicts based on fair procedures that consider competing values of all affected groups (EX: test grades given at random by throwing down the steps provides NONE of this, therefore NO MOTIVATION)

Job Analysis

A systematic study of each employee's duties, tasks and work environment.

Distributive Justice

A way in which society allocates equity vs. equality vs. need (EX: Unions allocating raises based on tenure)

Interpersonally-Directed Deviance

CWB including harmful behaviors directed toward coworkers and others through physical or psychological harm

Proximal Processes

CWB that affects individuals more directly and immediately (throwing a coworker under the bus, sabotaging a coworker's project to make you look better)

Organizationally-Directed Deviance

CWB that primarily harms the organization such as property and production deviance

Incivility

Behavior characterized by verbal, passive, and indirect disrespect caused by competition that may escalate in an upward spiral that differs across people, jobs, companies, & cultures

-Screening -Policies & Practices -Good Management (training, response actions)

CWB Interventions

Performance Management

Goal-oriented process directed toward ensuring that organizational processes are in place to maximize the productivity of employees, teams, and ultimately, the organization

Employee Assistance Programs (EAPs)

Intended to help employees deal with personal problems that might adversely impact their work performance, health, and well-being

Interpersonal Justice

Reflects the perceived fairness of the treatment received by employees from authorities

Counterproductive Workplace Behavior

Represents types of behavior that harm employees, the organization as a whole, or organizational stakeholders such as customers and shareholders. i.e. theft, gossiping, back-stabbing, drug and alcohol abuse, destroying organizational property, violence, tardiness, sabotage, and sexual harassment

Role Expectation

Socially determined behaviors expected of a person performing a role (EX: I see it as part of my job)

Schema-Triggered Affect

The idea that organizational citizenship behavior stimulates positive feelings about subordinates

Attribution Theory

The idea the organizational citizenship behaviors are distinctive and therefore are more likely to be attributed as stable characteristics of employees

Motivation (M)

The individual drive to perform; direction, persistence, and intensity of effort

Production Deviance

The "purposeful failure to perform job tasks effectively the way they are supposed to be performed"

=(DK)(PKS)(M)

The Performance Formula

Task Performance

The behaviors directly involved in transforming organizational resources into the goods or services an organization produces (EX: job description)

Job Performance

The behaviors under the control of an employee that contribute, either positively or negatively, to organizational goal accomplishment (results, effectiveness, productivity, utility)

Criterion

The dependent variable or outcome variable that we're trying to predict (EX: company wasn't hiring PITT students, so they changed their grading system)

Impression Management

The idea that helping others makes me look good (EX: the Patriots were automatically assumed guilty of cheating because of their past)

Informational Justice

The perceived fairness of information used to arrive at decisions (EX: do authorities explain procedures throughly?)

Hostile Attribution Bias

The tendency to perceive others' ambiguous actions as hostile (thinking that everyone's out to get them)

-Production Deviance (wasting resources) -Property Deviance (sabotage, theft) -Political Deviance (gossiping, incivility) -Personal Aggression (harassment, abuse)

Types of Counterproductive Workplace Behavior (PPPP)

Property Deviance

Unethical behavior aimed at the organization's property or products

Citizenship Behavior

Voluntary activities that may or may not be rewarded but that contribute to the organization by improving the quality of the setting where work occurs

-Job satisfaction -Organizational commitment -Organizational fairness -Leader support -Conscientiousness

What predicts OCB?


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