MGT 305 Ch.9

Retention processes

A model's influence will depend on how well the individual remembers the model's action, even after the model is no longer readily available.

risk taking

A preference for assuming or avoiding risk impacts how long it takes an individual to make a decision and how much information they require before choosing. In one classic study, high risk-taking managers made more rapid decisions and used less information than low risk-taking managers, but the decision accuracy was the same for both groups.

Motor reproduction processes

After a person has seen a new behavior by observing the model, the watching must become doing.

The Big Five factors are

Extraversion Agreeableness Conscientious Emotional stability Openness to experience

Organizational behavior focuses on three major areas:

Individual behavior Group behavior Organizational aspects

Reinforcement processes.

Individuals will be motivated to exhibit the modeled behavior if positive incentives or rewards are provided. Behaviors that are reinforced will be given more attention, learned better, and performed more often.

Attentional processes.

People learn from a model when they recognize and pay attention to its critical features.

Emotional intelligence is composed of five dimensions:

Self-awareness Self-management Self-motivation Empathy Social skills

self-esteem (SE)

The degree to which individuals like or dislike themselves

consistency in an employee's actions

The more consistent the behavior, the more the observer is inclined to attribute it to internal causes.

Gen Y

Y refers to individuals born from about 1982 to 1997 who bring new attitudes with them to the workplace. What Gen Ys want their work life to provide is shown here in Exhibit 9-6: They have high expectations of themselves. They have high expectations of employers. They expect ongoing learning. They expect immediate responsibility. They are goal oriented.

Employee engagement

a new concept generating widespread interest, happens when employees are connected to, satisfied with, and enthusiastic about their jobs. Highly engaged employees are passionate about and deeply connected to their work; disengaged employees have essentially "checked out" and don't care.

Employee productivity

a performance measure of both work efficiency and effectiveness. Managers want to know what factors will influence the efficiency and effectiveness of employees.

Personality

a unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others.

Cognitive dissonance

any incompatibility or inconsistency between attitudes or between behavior and attitudes (Importance, Influence, rewards)

Attitudes

are evaluative statements, either favorable or unfavorable, concerning objects, people, or events. They reflect how an individual feels about something, such as, "I like my job."

Operant conditioning

argues that behavior is a function of its consequences. Operant behavior is voluntary: People learn to behave to get something they want or to avoid something they don't want. Reinforcement strengthens a behavior and increases the likelihood that it will be repeated. Lack of reinforcement has the opposite effect.

Attribution theory

attempts to explain how we judge people differently depending on what meaning we attribute to a given behavior. This depends on three factors: distinctiveness, consensus, and consistency.

emotional intelligence (EI)

can be described as an assortment of non-cognitive skills, capabilities, and competencies that influences a person's ability to cope with environmental demands and pressures.

Social learning theory

holds that people learn through both observation and direct experience. The influence of others (parents, teachers, peers, celebrities, managers, etc.) is central to the social learning viewpoint and the amount of influence that these models have on an individual is determined by four processes:

consensus

if everyone faced with a similar situation responds in the same way. If consensus is high, you would be expected to give an external attribution to the behavior. But if only one person responds that way, you would conclude the reason to be internal.

Self-monitoring

is a trait that measures an individual's ability to adjust behavior to external, situational factors. High self-monitors can present striking contradictions between their public persona and their private selves and are more capable of conforming than low self-monitors are. We might hypothesize that high self-monitors will be more successful in managerial positions that require individuals to play multiple, and even contradicting, roles.

Job satisfaction

is an employee's general attitude toward his or her job. When people speak of employee attitudes, more often than not they mean job satisfaction.

Organizational commitment

is an employee's orientation toward the organization in terms of his or her loyalty to, identification with, and involvement in the organization.

Workplace misbehavior

is any intentional employee behavior that is potentially harmful to the organization or to individuals within the organization. Workplace misbehavior shows up in organizations in four ways: deviance, aggression, antisocial behavior, and violence.

Organizational citizenship behavior (OCB)

is discretionary behavior that's not part of an employee's formal job requirements, but which promotes effective functioning of the organization. Examples of good OCB include helping others on one's work team, volunteering for extended job activities, avoiding unnecessary conflicts, and making constructive statements about one's work group and the organization. Organizations need individuals who will do more than their usual job duties and research shows that organizations that have such employees outperform those that don't.

Job involvement

is the degree to which an employee identifies with his or her job, actively participates in it, and considers his or her job performance important for self-worth.

locus of control

is the degree to which people believe they control their own fate and, in some work situations, whether they tend to blame others or examine their own actions when there's a negative situation.

Absenteeism

is the failure to show up for work, which costs organizations an average of 35 percent of payroll.

Extinction

is the not reinforcing (ignoring) a behavior, making it gradually disappear.

Organizational behavior (OB)

is the study of the actions of people at work

Turnover

is the voluntary and involuntary permanent withdrawal of employees from an organization. This can be a particularly costly problem due to increased recruiting, selection, and training costs and work disruptions.

Negative reinforcement

is when a desired behavior is followed by the termination or withdrawal of something unpleasant. For example, a manager telling an employee he won't dock her pay if she starts coming to work on time. The only way for the employee not to have her pay docked is to come to work on time, which is the behavior the manager wants.

Positive reinforcement

is when a desired behavior is followed with something pleasant, such as praise for a job well done.

Punishment

penalizes undesirable behavior. Suspending an employee for two days without pay for showing up drunk is an example of punishment.

Perception

process by which we give meaning to our environment by organizing and interpreting sensory impressions.

Job satisfaction

refers to an employee's general attitude toward his or her job. Satisfied employees are more likely to show up for work, have higher levels of performance, and stay with an organization.

Distinctiveness

refers to whether an individual displays a behavior in many situations or whether it is particular to one situation. If an employee who arrived late to work today is also the person coworkers see as a goof-off, then we want to know whether this behavior is unusual. If it is, the observer is likely to give the behavior an external attribution. If this action is not unique, it will probably be judged as internal.

Self-serving bias

the tendency for individuals to attribute their successes to internal factors while putting the blame for failures on external factors.

Fundamental attribution error

the tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others.

Organizational aspects

which include structure, culture, and human resource policies and practices

Individual behavior

which includes attitudes, personality, perception, learning, and motivation.

Group behavior

which includes norms, roles, team building, leadership, and conflict.