Exam 2: Productive Behaviors in Organizations

Social Information Processing

Salancik & Pfeffer reacted to weaknesses in the job characteristics approach -JS determined primarily by: Social Environment -Festinger's Social Comparison Theory Employees' need to justify past behavior -Look at our own job satisfaction as a naive observer. Attempting to understand our own job satisfaction. -Bern's Self-Perception theory Has received strong laboratory support, but field tests have produced mixed results. SUGGESTING THAT THIS IS A SMALL COMPONENT

Strongest Predictors of Innovation

Technical knowledge resources: Must have primary knowledge in house Organization specialization: must have the ability to do to (sam adams vs. busch) -having one's hands on many different ventures, leaving out room for specialization within one of those ventures Level of External Communication: Must have intimate relationshps with outside world. 1. Bringing in new technology 2. Know your market 3. Know what's now and what's next (Apple watch) Functional Differentiation -How we put people together into units ~Functional structure~ Separating departments by buildings. Which can be good for the field but for innovation purposes it is beneficial to create cross-funcitonal relationships -Cross functional relationships between manufacturing and design to come up with faster resolution

OC: Affective Commitment

The first and for a long time hte only, form of OC that was identified and studied -Committed to the organization due to perceived agreement with the organization's goals and values -Development based on: perceived organiation support; perceived rewards; retrospective sense making (Self perception: look at past behavior for self-evaluation) Mission statement: Discovering values of organizational Search Committee: Finding people who share values reflect organization "Grad student" staying up to date with standards of research "Put your money where your mouth is" >Devoting resources towards names -> looking at investments organizations make >Powerful relationships formed within work team, however organization standards remain relatively the same.

Causes of OCB

Three primary reasons employees engage in OCB's: >Cognitive evaluations of fairness "Feeling like an employee is being treated fairly" -Distributive justice : "It's not fair" -Procedural Justice : "Not a fan of the procedure of promotion" -Interactional justice : "How do the organization treat you? Being amended for not being promoted with other incentives >Positive Affect -Positive mood, predicts behavior >Dispositions -Lacking research -Narcissism, predicts negative disposition

Job Descriptive Index

Widely used, copy write, pay for every admin. and has normative database -5 Facets of Job Satisfaction Pay, promotion, coworkers, supervisors, work itself Pros: Extremely easy to use with all types of respondents -Most commonly used measure of JS -Reliable, valid -Normative data available from hundreds/thousands of studies, norms for many occupational groups. Cons: No overall JS scale (but JIG) job in general Does JS have more than just 5 facets

Murphy's Performance Dimensions

Working versus the Navy -Task-oriented behavior: doing your job -Interpersonally-oriented behavior: anything that has to do with anybody else -Down-time behaviors: any sort of distraction, not fully at the workplace -Destructive/hazardous behaviors: anything that can be dangerous -Critiqued for citizenship application but not very valid; because navy forces include a large number of professions (within Navy) CREATED SO WE CAN PREDICT AND LEAD EFFECTIVELY

Campbell's Determinants Of Job Performance

Campbell's is a theoretical model of job performance Job Performance = f(Declarative knowledge * Procedural knowledge/skill* motivaiton) Declarative: stuff you know, knowledge Procedural: knowledge of how to do stuff Motivation: Have the drive the want to do it Dec/Proc- Industrial Mot-Organizational What Determines an Employee's Motivation? -Individual Difference variables: 1. Biodata: application info..name, birthdate, ALL FACTORS OF BASELINE KNOWLEDGE. 2. Cognitive Set: What we are best equipped with cognitively 3. Personality: Five-factor model. -Neuroticism -Extraversion (exerting one's self into the world) -Openness to experience (wider music selection) -Agreeableness -Conscientiousness (Strong organizational dimension ... WORK ETHIC) Better at goal setting...being more specific and having greater awareness of their progress. Goal setting can be trained

Continuance Commitment

Committed to the organization due to perceived costs of leaving the organization -Development based on: Number of "side bets" accumulated (favor swapping) Number of perceived viable alternative (Booming economy, more jobs more alternatives) Reasons: knowing this place well; tenior; good reputation; start over: chili's to hobnob

OC: Normative Commitment

Committed to the organization due to perceived obligation to stay in the organization to stay in the organization. -Development based on... Personal characteristics, feeling a sense of obligation... "ought to stay" -Perceptions of the psychological contract with the organization Feeling bad for leaving Feeling as if they need me "Marlin's sports" Quid pro quo IF you do this for me I'll do this for you

Job Characteristics Approach

Job satisfaction is determined primarily by the extent to which the job/organization provides employees with things that are important to them. -Cognitive evaluation based upon a gap analysis for various facets of the job/organization (What do I want, What do I get) -Has received a good deal of support and is recognized as the dominant view Dominant, but criticized by ROA theory and social psychologists.

Minnesota Satisfaction Questionnaire

100 Items measuring 20 facets of JS 2 General Factors -Internal: ability, utilization, activity -External: authority, company policies Pros: reliable, valid measure of job satisfaction Cons: Length Are there really 20 facets Are all 20 necessary/meaningful (25-30 minutes, organization is losing work time...others 10-15 minutes)

Job Satisfaction Survey

36 items measuring nine facets of JS -Benefits, communication, contingent rewards, coworkers, nature of work, operating procedures, pay, promotion, supervision. >Pros: 8 minutes Can calculate overall JS and facet scores -Reliable, valid >Con: Not as widely used as the JDI, smaller normative database

Common measures of JS

39,000 Studies Total Faces scale Job descriptive Index JDI Minnesota Satisfaction questionnaire MSQ Job Satisfaction Survey JSS

Job Satisfaction

JS is an employee's level of positive affect toward his or her job situation ...an employee's attitude towards his/her job -Affective component -Cognitive component -Behavioral Tendency -We can violate behavioral tendencies because life is more complex that what we like or dislike.

Campbell's Performance Dimensions

Campbell's first six dimensions evaluate the employees 1. Job-specific task proficiency -Work that really only YOU do 2. Non-job-specific task profiency -Stuff pretty much everybody does 3. Written and oral communication task proficiency -Communication proficiency 4. Demonstrating effort "Halo effect" Favoring one's effort more than others 5. Maintaining personal discipline -Refraining from things you shouldn't be doing complaining (Bad mood --> contagious) 6. Facilitating peer and team performance We want everybody to do well...are you a team member? Making your coworkers better 7. Supervision/leadership People work, softer...motivation and coaching 8. Management/Administration Paperwork, scheduling. etc. -Power dynamics -Chili's Vs. HobNob

Meta-Analysis

A quantitative analysis of the data from multiple studies -p ("rho") represents the "true score" relationship between two variables -Limits extension toward other fields without studies...cannot blanket findings across particular jobs

Organization's forms of OCB

Altruism Courtesy -Basic consideration for others Sportsmanship -Not engaging in the bad stuff Conscientiousness -Not the big 5 conscientiousness -Participating in the problems that you'll see Civic Virtue -Do good deeds on behalf of the organization -Community wide behavior

What determines Job Satisfaction

An integrative approach: JS is due to the dynamic interaction among job characteristics, the social environment in which employees work, and dispositional characteristics of employees themselves Dynamic Interaction: Between all factors previous discussed --> Job characteristics --> What you get --> Individual

Views of Job Satisfaction

Job characteristics Social Information Processing Dispositional Approach

Dispositional Approach

By the person: Who you are -Positive & Negative People, some will be much more content with their jobs where others may be dissatisfied by much. JS determined (at least in part) by dispositional characteristics of employees -Some employees have a tendency to be satisfied with their jobs regardless of their work situation Has received some support: -Nature&Nurture ~30% of job satisfaction is related to genetics -Heritability: what % of phenotypic variation is produced the genotypic expression.

Innovation in Organizations

Innovation is when employees come up with very novel or ideas or concepts that furthers the goals of the organization -Innovation requires creativity on the part of employees -According to Amabile, individual creativity is impacted by -task-relevant skills (technically proficient is the first part of being able to innovate) -creativity-relevant skills -Task motivation Transforming the brick (Red dye) 1. Ideas 2. Means of exploiting those ideas 3. Can you get out of the normal constraints of reality? Yes, by giving creative people room and resources in order to expand and innovate ~how to include creativity in an organization~

Determinants of Job Performance

Empirical Model Individual differences that have been shown to have the strongest impact on performance include... -general cognitive ability -job experience (Learning curve assigned to each job, where simple jobs require less experience in order to to plateau & have all the knowledge needed for job performance) -conscientiousness GCA (.55)-->Job Knowledge --> Job performance -Job complexity is a moderator between job experience and job knowledge -Conscientiousness goes in with job knowledge and goal setting which ultimately help toward job performance. -conscientiousness: dilligent, taking job more seriously.. care to know more about their job. After extra training/hours spent in to learn they have more job knowledge

Defining Productive Behavior

Employee behavior that contributes positively to the goals and objectives the organization. Job Performance Organizational Citizenship Behavior ~Going Beyond~ what the job requires & doing so for the greater good of the company Innovation "Not following the script" -Doing more for the job, company, field... -Coming up with creative means: for solving problems and for adding to the company. Things that help people know what they could be doing at work. -Still a large amount of diversity between jobs

Bases and Foci Of OC

Foci (FOCUS) -Organization (Appalachian) -Unit (Psych department) -Work Team (IO psych, staff/faculty grad and undergrad students) Strongest Commitment -Top management -Unit Manager (D-line coach) if you're connected to a single person you're seen as less -Team leader (Peacock) source of draw Bases: Affective Continuance Normative

The Faces Scale

Good for illiterate people or non-english speakers Putting check under face (likert scale) toward feelings About job in general...work, pay, supervision, opportunities for promotion and coworkers. Tim doesn't agree because 1. looks frivolous need more scientific and professional 2. Response bias, you have a general impression, and then you answer all the questions accordingly, regardless of what the question is.

Activation and Unpleasantness

High activation and a high level of unpleasantness results in irritable and aggravated employees Low activation and a high level of unpleasantness results in weird and tired employees

Activation and Pleasantness

High activation with a high level of pleasantness we tend to see excited and energetic employees. Whereas low activation and high pleasantness results in chill and peaceful employees

Correlation

Indicates the relationships between 2 variables -Strength -1 - 1 -Direction: Positive or negative -r^2: Represents the proportion of variance shared by two variables

Job Performance

Models of Job performance: Murphy (1994) Campbell's (1990) Definitions Job performance -Doing your work Effectiveness -Level of performance, relative to a standard (P, E, & U all relative to some other factor) Productivity -Takes effectiveness & performance into account in accordance with cost Efficiency -Takes effectiveness and productivity into account while taking account of Time. Utility -How useful or important are the jobs in place? "Utility to enterprise" -Compensated Appropriated-

Organizational Commitment

OC is the extent to which employees are dedicated to their employing organization, are willing to work on its behalf, and the likelihood that they will maintain membership -Employees' commitment may have different bases and foci

Organizational Citizenship Behavior

OCB's are: ...not part of an employee's job description ...not rewarded formally(no bonuses,extra$) ...in the aggregate they contribute to group and organizational effectiveness (Aggregate if we add up all the OCB's where everyone contributes...we see combined effectiveness of both group and the organization.) -OCB's are separate from "in-role" performance (as seen in Campbell's dimensions) -Antecedents of OCBs are difference from in-role performance

Measurement of OC

Organizational commitment Questionnaire -Primarily a measure of affective OC because of focus on study Has good psychometric properties- continuously studied via it's consisted use and applied over an dover again where the 3 dimensional scale is often overlooked Allen & Meyer 3 dimensional scale