HRM 360 - 09, Chapters 1-5

Managerial credibility

1. Ability to motivate employees in different ways. 2. Provide useful feedback. 3. Manage productive teams are all aspects of a manager's performance. [Chapter 1]

3 potential constraints during problem solving

1. Insufficient funds 2. Lack of time 3. Lack of knowledge [Chapter 1]

Personal attitudes are related to behavior directed towards

1. Objects 2. People 3. Situations [Chapter 2]

Second bipolar dimensions

1. Openness to change. Independence of thought, action, and feelings and readiness for change: a. Stimulation b. Self-direction 2. Conservation. Order, self-restriction, preservation of the past, and resistance to change: a. Security b. Tradition c. conformity Schwartz's second bipolar dimension ranges from openness to change to conservation. [Chapter 2]

3 areas of OB that have been shown to have a powerful influence on ethical conduct at work:

1. Organizational culture 2. Leader behavior 3. Decision making [Chapter 1]

3 reasons ethics are important in business

1. Unethical behavior impacts cooperation and loyalty in a negative manner. 2. Unethical behavior hurts relationships and destroys trust. 3. Employees fact ethical challenges through their careers. [Chapter 1]

Ethical dilemma

A situation with two choices, neither of which resolve the situation in an ethically acceptable manner [Chapter 1]

Problem solving

A systematic process for closing gaps between a desired outcome and actual situation. [Chapter 1]

Telecommuting

Allows employees to do all of some of their work from home using technology and internet tools. [Chapter 2]

Withdrawal Cognitions

An individual's overall thoughts and feelings about quitting and the thought process that encapsulates this. [Chapter 2]

Cognitive dissonance

Beliefs, ideas, and values can be conflicting cognitions under this. [Chapter 2]

Organizational Citizenship Behavior

Individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that aggregate promotes the effective functioning of the organization. Characteristics related to OCB: a. They are voluntary b. They promote the firm's productivity Examples of OCB: 1. Respect for the spirit as well as the letter of housekeeping rules 2. Constructive statements about the departments 3. Expression of personal interest in the work of others [Chapter 2]

Effective managers favor the contingency approach because?

It encourages the consideration of many factors that influence behavior and performance. [Chapter 1]

Employee engagement

Kahn described "the harnessing of organization members' selves to their work roles" The essence of employee engagement is that employees give their all. Personal factors: 1. Personality 2. Positive psychological capital 3. Human and social capital Situational factors that drive employee engagement: 1. Leadership 2. Stressors (environmental characteristics) 3. Job characteristics 4. Organizational climate Feelings related to employee engagement: 1. Enthusiasm 2. Urgency 3. Focus 4. Intensity Perceived stress has a negative association with employee engagement [Chapter 2]

Personal Concept

Personal values: 1. Broad 2. Global 3. Variously Personal attitudes: 1. Targeted 2. Specific 3. Via intentions [Chapter 2]

Attitudinal outcomes of Job Satisfaction

Positive: 1. Motivation 2. Job involvement Negative: 1. Stress 2. Withdrawal You're taking part in the psychological process when you motivate an employee. [Chapter 2]

Onboarding Programs

Programs that help employees integrate, assimilate and transition to new jobs by making them familiar with corporate policies, procedures, culture and politics. [Chapter 2]

Psychological contract

Represents an employee's beliefs about what he or she is entitled to receive in return for what he or she provides to the organization. [Chapter 2]

Best way to increase Self-Awareness

Taking self-assessments [Chapter 1]

Organizational Behavior

The field of organizational behavior encompasses research and practice from various disciplines like anthropology, psychology, statistics, political science, vocational counseling, and management. [Chapter 1]

Value attainment

To achieve this, managers should structure work and its associated rewards to reinforce employee's values. [Chapter 2]

Contingency Approach

Using the organizational behavior concepts and tools that are situationally appropriate is called a contingency approach to management. Knowing which organizational behavior tools to use and under what circumstances is referred to as a contingency approach to managing people. [Chapter 1]

Flextime

When an organization gives employees flexible work hours that allow people to come and go at different times as long as they work an expected number of hours and can be used to increased employee commitment. [Chapter 2]

3-step Approach to problem solving

1. Identify the problem by reviewing desired outcomes. 2. Consider possible causes of the problem using OB knowledge. 3. Make practical recommendations [Chapter 1]

Personal attributes related to Goodwill and Trust

1. Personality 2. Leadership 3. Attitudes [Chapter 1]

3 main weaknesses of Common Sense

1. Relying on hindsight 2. Lack of rigor 3. Lack of objectivity [Chapter 1]

3 types of solution response

1. Resolving: 2. Solving: 3. Dissolving problems: Eradicating or getting rid of the situation that is causing the problem [Chapter 1]

First bipolar dimension

1. Self-Transcendence. Concern for the welfare and interests of others: a. Universalism b. Benevolence 2. Self-Enhancement. Pursuit of one's own interests and relative success and dominance over others: a. Power b. Achievement [Chapter 2]

3 ways employees can address unethical behavior

1. Accept the need to address ethics at work. 2. Challenge the rationale behind decisions. 3. Treat ethics like business strategy. [Chapter 1]

3 components of attitudes

1. Affective: feelings or emotions that one has about given object or situation. 2. Cognitive: beliefs or ideas that one has about a given object or situation. 3. Behavioral: how one intends or expects to act toward someone or something. [Chapter 2]

3 interpersonal skills that foster Respectful Interactions

1. Effective communication 2. Active listening 3. Positive attitudes [Chapter 1]

Problem

When our desired outcomes do not match the actual situation. Simply put, when there's a difference between a goal and the actual outcome. [Chapter 1]

Examples of organizational behavior

1. Expression of personal interest in the work of others 2. Constructive statements about the departments 3. Respect for the spirit as well as the letter of housekeeping rules [Chapter 2]

3 ways to reduce cognitive dissonance

1. Find consonant elements that outweigh the dissonant ones 2. Belittle the importance of the inconsistent behavior 3. Change your attitude or behavior [Chapter 2]

Employee motivation (positively related to job satisfaction) involves

1. Guiding employee behavior 2. Encouraging employee interest in doing a task To ensure the highest levels of employee motivation, employers should strive to create work environments that match employee's values. [Chapter 2]

Hard vs. Soft Skills

1. Hard skill: technical expertise and knowledge 2. Soft skill: interpersonal skills and personal attributes [Chapter 1]

Values

Abstract ideas that guide our thinking and behavior across all situations. They stem from our parents' values, our experiences in childhood and throughout life, and our religious or spiritual beliefs. Values are relatively stable and can influence our behavior without us being aware of it. Shalom Schwartz believed that values are motivational, meaning that they represent broad goals that apply across contexts. Childhood events tend to cause values to vary across generations. Schwartz believed that values impact behavior, no matter what the context. [Chapter 2]

4 key workplace attitudes

Managers pay attention to: 1. Organizational commitment (the extent to which an individual identifies with an organization and commits to its goals) 2. Employee engagement 3. Perceived organizational support 4. Job satisfaction Low job satisfaction and low employee engagement imply lower task performance and higher employee turnover which demonstrates the link between two of the four key workplace attitudes and other desired outcomes. Managers track four key workplace attitudes because they link to other outcomes managers will want to improve, and represent important outcomes they are working to enhance. Hiring people whose personal values align with the organization's good way to increase employee commitment [Chapter 2]

Organizational commitment

Occurs when employees value achievement and an employer rewards people for accomplishing goals. When this occurs, the consistency is called person-culture fit. Organizational commitment exists to the degree that an employee's personal values match the values present in a firm's culture. The extent to which an individual identifies with an organization and commits to its goals. [Chapter 2]

Self-Awareness

The idea behind self-awareness is that you know your personal strengths and weaknesses. Knowing who you are and what you want. Knowing yourself allows you to be authentic, which is essential to influencing others. [Chapter 1]

Boosting job satisfaction

1. Need fulfillment: understand and meet employee needs 2. Met expectations: Meet expectations of employees about what they will receive from jobs 3. Value attainment: Structure the job and its rewards to match employee values 4. Equity: Monitor employee's perceptions of fairness 5. Disposition: Hire employees with an appropriate disposition [Chapter 2]

3 reasons people are unethical at work

1. Pressure from supervisor 2. Personal motivation to perform 3. Reward systems that offer incentives for bad behavior [Chapter 1]

Job satisfaction has significant correlations with?

1. Attitudes: a. Motivation b. Job involvement c. Withdrawal cognitions d. Perceived stress 2. Behavior a. Job performance b. Organizational citizenship behavior (OCB) c. Counterproductive work behavior (CWB) d. Turnover 3. Organizational Level a. Accounting/financial performance b. Customer service/satisfaction [Chapter 2]

Combatting employee turnover

1. Hire people who fit the organization's culture. 2. Spend time fostering employee engagement. 3. Hire selectively. 4. Provide effective on-boarding (help employees integrate, assimilate, and transition to new jobs). 5. Recognize and reward high performers because they are more likely to quit than average performers. [Chapter 2]

Organizing Framework for Understanding and Applying OB

1. Inputs: (dynamic) a. Personal factors: internal characteristics that give individuals their unique identities. This influence one's career, job, and aspirations. b. Situation factors: the myriad of external elements that influence what we do, how we do it, and the outcomes of our actions. => A strong and effective manager must recognize and understand these factors. 2. Processes: a. Individual level b. Group/Team level c. Organizational level 3. Outcomes: a. Individual level b. Group/Team level c. Organizational level [Chapter 1]

Job Satisfaction has a positive association with behavioral outcomes like?

1. Job performance 2. Organizational citizenship behavior Although, there's conflicting evidence regarding which variable, job satisfaction or job performance, is responsible for the other. [Chapter 2]

3 ways to promote desired behaviors and not CWB

1. Motivating desired behavior 2. Designing jobs that increase satisfaction 3. Defining desired behaviors. [Chapter 2]

5 predominant models of job satisfaction

1. Need fulfillment: determined by the extent to which the characteristics of a job allow an individual to fulfill one's need. 2. Met expectations: represent the difference between what an individual expects to receive from a job, such as good pay and promotional opportunities, and what one actually receive. 3. Value attainment: the idea underlying value attainment is that satisfaction results from the perception that a job allows for fulfillment of an individual's important values. 4. Equity: builds on the notion that satisfaction rests on how "fairly" an individual is treated at work. 5. Dispositional/Genetic components: stable individual differences are at least as powerful as characteristics of the work environment in their impact on satisfaction. [Chapter 2]

Widespread corporate corruption has led to?

1. Bankrupting of companies 2. Destruction of lives [Chapter 1]

3 areas where cheating has been found to be prevalent

1. Public high schools (Almost 60% of teens polled believe they must do whatever it takes to win. Cheating takes many forms, including plagiarism.) 2. Undergraduate colleges 3. Professional sports [Chapter 1]

3 common elements in choosing among Alternatives to arrive at an effective Solution

1. Selection criteria 2. Consequences 3. Choice process When selecting Alternative Solutions, it's important to consider: 1. Who will be supporters 2. Necessary resources 3. Who will be resisters [Chapter 1]

Motives that influences intention and behavior

1. Attitude toward the behavior: The degree to which a person has a favorable or unfavorable evaluation of the behavior in question. 2. Subjective norm: A social factor representing the perceived social pressure for or against the behavior. 3. Perceived behavior control: the perceived ease or difficulty of performing the behavior, assumed to reflect past experience or anticipated obstacles. [Chapter 2. Theory of Planned Behavior]

Organizational support

Only when a firm's favorable treatment is voluntary rather than mandated by an external constraint. Perceived organizational support would lead to: 1. Better job satisfaction 2. Employee engagement 3. More commitment to the organization (organizational citizenship) 4. Less tendency to resign (job satisfaction) Ways that perceived organizational support can be increased: 1. Provide job security 2. Treat employees fairly 3. Avoid political behavior 4. Limit work environment stressors Perceived organizational support: the extent to which employees believe their organization values their contributions and genuinely cares about their well-being. The idea that we are motivated by the norm or reciprocity is the basic premise of perceived organizational support. [Chapter 2]

Aspects of OB to be considered in an organization if Many Employees Begin Quitting Their Jobs

1. Group/team dynamics 2. Individual level characteristics 3. Organizational policies [Chapter 1]

Examples of counterproductive work behavior

1. Gossiping 2. Drug and alcohol abuse 3. Destroying firm property 4. Bullying 5. Theft 6. Low employee engagement 7. Low performance Companies screen for cognitive ability in individuals during the hiring process to find individuals less likely to engage in counterproductive behavior. Counterproductive work behavior harms other employees, the organization as a whole or organizational stakeholders such as customers and shareholders. [Chapter 2]