MGT 312 Quiz 1 (Chapters 1-5)
What are the eight Multiple Intelligences (MI)?
Do not include only mental abilities but also social and physical abilities and skills -Linguistic -Logical-Mathematical -Musical -Bodily-Kinesthetic -Spatial -Interpersonal -Intrapersonal -Naturalist
What is proactivity related to?
Proactivity is related to increased performance, satisfaction, affective organizational commitment (genuine desire to remain a member of an organization), and social networking.
What do individuals with low levels of emotional stability tend to be?
Prone to anxiety and negative
What do psychological contracts represent?
Psychological contracts represent an individual's perception about the terms and conditions of a reciprocal exchange between him- or herself and another party.
What is motivation?
Psychological process that arouses interest in doing something, and it directs and guides behavior
Can managers impact any IDs?
Yes. Although it is very hard, if impossible, to impact fixed IDs, managers can impact flexible IDs like attitudes and emotions.
Can perceived organizational support be negative?
Yes. For example, your POS would be negative if you worked for a bad boss and a company that did not provide good health benefits or career opportunities.
Can self-efficacy be developed?
Yes. Helpful nudges in the right direction from parents, role models, and mentors are central to the development of high self-efficacy.
Can intelligence be altered or modified?
Yes. If you engage in more constructive thinking, reasoning, and problem solving you will get better at these.
Does your self-esteem remain stable over your life-span?
Yes. It remains fairly stable over the course of a person's life. However, it can be improved if someone is up to it.
Do good people with good intentions make poor ethical decisions.
Yes. Most people who make poor ethical decisions are actually good people with good intentions.
Can emotions change psychological and physiological states?
You sure bet they do (yes)
What do your person factors influence in your job and career?
Your goals and aspirations, the plans you make to achieve them, how you execute such plans, and your ultimate level of achievement.
What standard organizational information can affect motivation?
• Reports on the organization's culture. • Announcements of new training programs. • News on key managers. • Updates to human resource programs and policies. • Announcements of new rewards of working for the company. All such messages reinforce certain beliefs, and managers may consciously use them to influence behavior.
How can your manager impact your behavior?
Your manager—an environmental characteristic—can change what you do, how you do it, and your effectiveness. You in turn can impact these same characteristics in your manager.
Does diversity pertain to everybody?
Yup
Is it possible for managers to be trained to understand and reduce hidden bias?
Yuppers (yes).
What is counterproductive work behavior (CWB)?
Behavior that harms other employees, the organization as a whole, or organizational stakeholders such as customers and shareholders
What is diversity?
Diversity represents the multitude of individual differences and similarities that exist among people, making it an input in the Integrative Framework for Understanding and Applying OB. As you will learn, however, managing diversity impacts a variety of processes and outcomes within the Integrative Framework. This is why the topic is so important to managers.
What is job design?
Job design focuses on increasing employee-intrinsic motivation by changing the type of tasks we complete in the course of doing our jobs. Job design, also referred to as job redesign or work design, "refers to any set of activities that involve the alteration of specific jobs or interdependent systems of jobs with the intent of improving the quality of employee job experience and their on the-job productivity." Job design focuses on motivating employees by considering the environmental factors within the Integrative Framework.
What percentage of undergraduate business students admitted to cheating on exams?
87%
What is a problem?
A difference or gap between an actual and desired situation. Arises when goals are not being met. Use problem solving to fill in these gaps.
What is a stereotype?
A stereotype is an individual's set of beliefs about the characteristics or attributes of a group.
What is affirmative action?
Affirmative action is an artificial intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past.
What do environmental characteristics consist of?
All the elements outside of ourselves that influence what we do, how we do it, and the ultimate results of out actions. A potentially infinite number of environmental factors can either help or hinder you when trying to accomplish something.
Why do workers need an understanding of values?
All workers need an understanding of values to work effectively with others and manage themselves.
What can behavior be attributed to?
Behavior can be attributed either to internal factors within a person (such as ability) or to external factors within the environment (such as a difficult task).
What do people with high core self evaluations see themselves as?
Capable and effective
What is job involvement?
Job involvement represents the extent to which an individual is personally involved with his or her work role.
As emotional stability continues to increase, what does OCBs do?
Decline. The reasoning is that as emotional stability increases you focus your attention on the task at hand and your coworkers. Typically, a good thing. However, at a certain level emotional stability becomes problematic, too much of a good thing, and you are likely to begin obsessing over details and lose sight of the larger objectives and those with whom you work.
What is deliberate practice?
Deliberate practice is a demanding, repetitive, and assisted program to improve one's performance
How do you confront ethical behavior in a "It's business, treat it that way" manner?
Ethical issues are business issues, just like costs, revenues, and employee development. Therefore, collect data and present a convincing case against the unethical conduct just as you would to develop a new product or strategy.
What are examples of counterproductive work behavior?
Examples of CWBs include bullying, theft, gossiping, backstabbing, drug and alcohol abuse, destroying organizational property, violence, purposely doing bad or incorrect work, surfing the Internet for personal use, excessive socializing, tardiness, sabotage, and sexual harassment.
What is the Expectancy Theory?
Expectancy theory holds that people are motivated to behave in ways that produce desired combinations of expected outcomes. Generally, expectancy theory can be used to predict behavior in any situation in which a choice between two or more alternatives must be made.
What are the three critical psychology states shown in the job characteristics model?
Experienced meaningfulness of the work Experienced responsibility for outcomes of the work Knowledge of the actual results of the work activities
What are the Big Five Personality Dimensions?
Extraversion Agreeableness Conscientiousness Emotional stability Openness to experience
What are the two types of motivation?
Extrinsic and intrinsic
What is extrinsic motivation?
Extrinsic motivation results from the potential or actual receipt of extrinsic rewards. Extrinsic rewards like recognition, money, or a promotion represent a "payoff " received from others for performing a particular task.
What is self-esteem?
General belief about self-worth
George does not score particularly well on standard IQ tests yet he has a unique ability to deal with complex interpersonal situations. What would explain this phenomenon? A. Practical Intelligence B. Multiple Intelligences C. Reasoning ability D. Emotions and attitude E. All of the above
The answer is (B) as multiple intelligences addresses interpersonal and intrapersonal intelligence.
What does the value of each employee's human capital accumulate to?
The company's overall human capital
What does the existence of implicit cognition lead to?
The existence of implicit cognition leads people to make biased decisions without an understanding that it is occurring.
What do person factors represent?
The infinite number of characteristics that give individuals their unique characteristics. These characteristics combine to influence every aspect of your life.
What is human capital?
The productive potential of an individual's knowledge, skills, and experiences. Potential is an important part of the definition as an individual with the right combination of knowledge, skills, experience, and motivation represents human capital with the potential to give an organization competitive advantage.
What does the self-serving bias cause?
The self-serving bias suggests employees will attribute their success to internal factors (high ability or hard work) and their failures to uncontrollable external factors (tough job, bad luck, unproductive coworkers, or an unsympathetic boss). This tendency plays out in all aspects of life.
Is the training potential of CSEs limited?
The training potential of CSEs is limited because most of its components are traitlike or relatively fixed (self-esteem, locus of control, and emotional stability). That said, self-efficacy is relatively more flexible than the other three components.
What does the integrated framework imply?
This framework implies that person factors and environmental characteristics are the initial drivers of all outcomes that managers want to achieve. This is the case because inputs affect processes, and processes affect outcomes. And since events are dynamic and ongoing, many outcomes will in turn impact inputs and processes.
Why do we encode in perception?
To interpret and evaluate the environment using schemata and cognitive categories Encoding and schemata help to organize and remember information
Why is information retrieved from memory?
To make judgments and decisions
What is the purpose of simplification in perception?
To make the world more manageable Relying on encoding helps us to simplify what might be a bewildering range of inputs
What is the goal of the job characteristics model?
To promote high intrinsic motivation by designing jobs that possess the five core characteristics.
What is Schwartz's Value Theory?
Values are motivational Represent broad goals over time Ten broad values guide behavior
Are values relatively stable across time and situations?
Yes. This means that positive employee attitudes and motivation are greatest when the work environment is consistent with employee values.
What is Job Satisfaction?
Job satisfaction essentially reflects the extent to which an individual likes his or her job. Formally defined, job satisfaction is an affective or emotional response toward various facets of one's job. This definition implies job satisfaction is not a unitary concept. Rather, a person can be relatively satisfied with one aspect of her or his job and dissatisfied with one or more other aspects.
How do managers appeal to autonomy?
Managers can empower employees and delegate meaningful assignments and tasks to enhance feelings of autonomy. Managers need to develop trust with their employees, so they feel that their boss will back them up when they make decisions.
How do managers appeal to competence?
Managers can provide tangible resources, time, contacts, and coaching to improve employee competence. Managers can make sure that employees have the knowledge and information they need to perform their jobs.
How can faulty schemata be controlled?
Managers must accurately identify and communicate the behavioral characteristics and results they look for in good performance at the beginning of a review cycle. Furthermore, because memory for specific instances of employee performance deteriorates over time, managers need a mechanism for accurately recalling employee behavior.
Why do managers need to understand an employee's values?
Managers need to understand an employee's values because they encompass concepts, principles, or activities for which people are willing to work hard.
Why are casual attributions important to look out for in an organization?
Managers need to understand how people formulate these attributions because the attributions profoundly affect organizational behavior.
What does managing diversity do?
Managing diversity enables people to perform up to their maximum potential. It focuses on changing an organization's culture and infrastructure such that people provide the highest productivity possible.
How do managers appeal to relatedness?
Many companies use fun and camaraderie to foster relatedness.
How do you confront ethical behavior in a "Challenge the rationale" manner?
Many issues occur despite actual policy against it. If this is the case, then ask: "If what you did is common practice or okay, then why do we have a policy forbidding it?" Alternatively, and no matter the rationale, you can ask: "Would you be willing to explain what you did and why in a meeting with our superiors or customers, or better still, during an interview on the evening news?"
What is McClelland's Acquired Needs Theory?
McClelland's theory directs managers to drive employee motivation by appealing to three basic needs.
McGregor formulated what?
McGregor formulated two sharply contrasting sets of assumptions about human nature. Theory X and Theory Y
What is perceived stress?
Negative effects on many different OB-related outcomes.
How do you confront ethical behavior in a "Consider and explain long-term consequences" manner?
Of course, many ethical issues are driven by temptations and benefits in the short term. It therefore can be helpful to frame and explain your views in terms of long-term consequences.
What is the fundamental attribution bias?
One's tendency to attribute another person's behavior to his or her personal characteristics, as opposed to situational factors
What is the self-serving bias?
One's tendency to take more personal responsibility for success than for failure
What are the steps in Maslow's Hierarchy of Needs (from first resolved to last resolved, AKA reverse pyramid)?
Physiological Safety Love Esteem Self-Actualization
What are the consequences of scientific management?
Positively, employee efficiency and productivity are increased. On the other hand, research reveals that simplified, repetitive jobs also lead to job dissatisfaction, poor mental health, higher levels of stress, and low sense of accomplishment and personal growth.
What is the most potent source of self-efficacy?
Prior experience
Does recognition play a role in perception?
Recognition of objects is one of this process's major functions. For example, both people and animals recognize familiar objects in their environments. People must recognize objects to meaningfully interact with their environment.
What are hard skills?
Technical expertise and knowledge to do a particular task or job function.
Megan was hurt at work. Megan's manager concluded that Megan was careless and clumsy. Megan's manager may have committed an error called: A. Fundamental attribution error B. Ultimate perception error C. Stereotyping error D. Self-serving bias error E. Internal cognition error
The answer is (A). The manager is assuming it was Megan's fault.
What is behavior a function of?
Interdependent person and environmental factors.
How can managers reduce voluntary turnover?
-Hire people who "fit" with the organization's culture -Spend time fostering employee engagement -Provide effective onboarding. Onboarding programs help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics by clarifying work-role expectations and responsibilities -Recognize and reward high performers
How can managers reduce CWB?
-Hiring individuals who are less prone to engage in this behavior -Motivate desired behaviors and not CWBs -Respond quickly and appropriately to employees engaging in CWBs
List the important individual differences at work from relatively fixed to relatively flexible.
-Intelligence -Cognitive abilities -Personality -Core self-evaluations ~Self-efficacy ~Self-esteem ~Locus of control ~Emotional stability -Attitudes -Emotions
What outcomes are affected by ID?
-Job performance -Job satisfaction -Turnover -Organizational citizenship behaviors -Counterproductive work behaviors
How do you increase employee commitment?
1. Hire people whose personal values align with the organization. 2. Make sure management does not breach psychological contracts. 3. Enhance the level of trust.
What percentage of high school students in the US cheat on tests?
2009- 59% 2011- 51%
How do employees get promoted?
Ability to manage people Strong team skills Ability to build and manage relationships
What are values?
Abstract ideals that guide one's thinking and behavior across all situations Values are relatively stable
What are examples of a high self-efficacy person's behaviors?
Active Manages the situation Sets goals Plans, prepares, practices Tries hard Creatively solves problems Visualizes success Limits stress
What are interpersonal skills?
Active listening Positive attitudes Effective communication
What is intelligence?
An individual's capacity for constructive thinking, reasoning, and problem solving.
What is attention?
Attention is the process of becoming consciously aware of something or someone.
Which one of these is NOT true about defining a problem? A. Managers usually do not spend enough time on defining the problem. B. It is advisable to skip this stop and proceed to making recommendations. C. After defining the problem, OB concepts or theories can be used to solve the problem. D. People often make assumptions. E. Once problems are defined, OB knowledge can produce better performances for an organization.
B. Solutions can't be generated until the problem has been defined and understood.
What can result in higher IQ scores?
Better schooling, improved socioeconomic status, healthier nutrition, and a more technologically complex society.
What are the benefits/drawbacks of EI?
Better social relationships Better well-being Increased satisfaction No clear link to improved job performance Research remains unclear
How can bias be reduced?
Bias can be reduced by using structured as opposed to unstructured interviews, and by relying on evaluations from multiple interviewers rather than just one or two people. More and more companies are using virtual interviews as a tool for reducing problems associated with implicit cognition.
How can human and social capital be increased?
By building on strengths and overcoming weaknesses. The use of self-assessments is helpful. Self-awareness gives a person the capacity to learn from mistakes as well as success.
Jane believes if she works hard and takes an online class she will receive a promotion. What element of motivation does this represent? A. Justice theory B. Equity theory C. Instrumentality D. Valence E. Expectancy
C.
Which of the following statements about ethics is NOT true? A. Ethical dilemmas occur when neither of two choices ethically resolves a situation. B. Most people working in organizations are good people with good intentions. C. If something is unethical it is also illegal. D. Our conduct is shaped by our environment. E. Reward systems can cause unethical behavior.
C.
What can blind people to unethical behavior?
Cognitive biases and organizational practices.
What Bid Five personality trait has the strongest effect on job performance and job satisfaction?
Conscientiousness.
People make causal attributions by observing what three dimensions of behavior?
Consensus • Consensus compares an individual's behavior with that of his or her peers. There is high consensus when one acts like the rest of the group and low consensus when one acts differently. Distinctiveness • Distinctiveness compares a person's behavior on one task with his or her behavior on other tasks. High distinctiveness means the individual has performed the task in question in a significantly different manner than he or she has performed other tasks. Consistency • Consistency judges if the individual's performance on a given task is consistent over time. Low consistency is undesirable for obvious reasons, and implies that a person is unable to perform a certain task at some standard level. High consistency implies that a person performs a certain task the same way, with little or no variation over time.
What are the three practical lessons that are essential for applying expectancy theory?
Enhance effort → performance expectancies. This can be done by using tools and techniques associated with performance management. This leadership includes behaviors associated with goal setting, communication, feedback, coaching, providing consequences, and establishing/monitoring performance expectations. Determine desired levels of performance and set SMART goals. Goals need to be Specific, Measurable, Attainable, Results oriented, and Time bound. Link rewards to desired outcomes. This means that you need to get to know your employees so that you can reward them with outcomes they value.
Is your manager a person or environmental factor?
Environmental.
How do environmental factors impact behavior?
Environments present various types of rewards and opportunities that people achieve or realize with diverse knowledge, skills, abilities, and motivations.
What is OB?
Organizational Behavior An interdisciplinary field dedicated to understanding and managing people at work.
What are soft skills?
Our human interactions and include both personal and interpersonal attributes.
What do individuals with high levels of emotional stability tend to be?
Relaxed, secure, unworried Higher job performance, more OCB, fewer CWB
Retrospective vs prospective emotions
Retrospective - past (ex. anger) Prospective - future (ex. fear)
What type of stimuli do people pay attention to?
Salient stimuli
Are stereotypes accurate?
Sometimes.
What are casual attributions?
Suspected or inferred causes of behavior.
How do we create our own intrinsic motivation?
We create our own intrinsic motivation by giving ourselves intrinsic rewards such as positive emotions, satisfaction, and self-praise.
What four feelings are associated with employee engagement?
• Urgency • Being focused • Intensity • Enthusiasm
What approach does integrated framework use?
Systems approach
Can intellectual development be damaged?
Yes, by organic factors like drugs, alcohol, and poor nutrition.
Can turnover be positive?
Yes, if poor performers leave. lol good bye
Is it important for you and the organization you work for to have the same values?
Yes, it'll grow your organizational commitment.
Although soft skills are most desired by employers, do employers still want employees with hard skills?
Yes.
What is the thought of a low self-efficacy?
"I don't think I can get the job done."
What is the thought of a high self-efficacy?
"I know I can do this job."
Applying McClelland's theory entails appealing tot he preferences associated with each need when you...
(1) set goals, (2) provide feedback, (3) administer rewards, (4) assign tasks, and (5) design the job.
How can you reduce cognitive dissonance?
-Change your attitude or behavior or both. -Belittle the importance of inconsistent behavior. -Find consonant elements that outweigh dissonant ones.
How does OB attempt to overcome limits of using common sense?
-Does not settle for traditional options if another solution is better. -Based on systematic science-based approach which makes users more attractive to potential employers and more effective employees.
Why is studying about ethics in OB important?
-Employees are confronted with ethical challenges at all levels of organizations and throughout their careers. -Unethical behavior damages relationships, erodes trust, and this makes it difficult to conduct business. -Unethical behavior also reduces cooperation, loyalty, and contribution, which of course hurts the performance of individuals, teams, and organizations.
What are the three weaknesses of common sense?
-Over reliance on hindsight. -Lack of rigor. -Lack of objectivity.
What are the sources of self-efficacy beliefs?
-Prior experience -Behavior models -Persuasion from others -Assessment of physical/emotional state
How is OB pragmatic and demanding?
-Users of this approach are not looking for a single or canned response to a situation. -OB deals with behavior and answers that are not black and white. -Looks at situation, not hard and fast rules.
What are the three key general motives that predict/influence intention and behavior?
1. Attitude toward the behavior. The degree to which a person has a favorable or unfavorable evaluation or appraisal of the behavior in question. 2. Subjective norm. A social factor representing the perceived social pressure for or against the behavior. 3. Perceived behavioral control. The perceived ease or difficulty of performing the behavior, assumed to reflect past experience and anticipated obstacles.
What is the four-step process to stereotyping?
1. Categorization. We categorize people into groups according to criteria (such as gender, age, race, and occupation). 2. Inferences. Next, we infer that all people within a particular category possess the same traits or characteristics 3. Expectations. We form expectations of others and interpret their behavior according to our stereotypes. 4. Maintenance. We maintain stereotypes by overestimating the frequency of stereotypic behaviors exhibited by others, incorrectly explaining expected and unexpected behaviors, differentiating minority individuals from ourselves.
The key managerial challenge is to reduce the extent to which stereotypes influence decision making and interpersonal processes throughout the organization. Three ways that this can be achieved are...
1. Managers should educate people about stereotypes and how they can influence our behavior and decision making. 2. Managers should create opportunities for diverse employees to meet and work together in cooperative groups of equal status. 3. Managers should encourage all employees to strive to increase their awareness regarding stereotypes. Awareness helps reduce the application of stereotypes when making decisions and when interacting with others.
What are four key workplace attitudes that savvy managers will track?
1. Organizational commitment 2. Employee engagement 3. Perceived organizational support 4. Job satisfaction
How do you solve a problem in Stop 2 using integrated framework?
1. Selection criteria. Determine the basis (criteria) for the decision, such as its effect on: • Bottom-line profits • You and classmates or coworkers • Reputation with customers or the community • Your own values • The ethical implications 2. Consequences. Consider the consequences of each alternative, especially the trade-offs between the pros and the cons, such as: • Who wins and who loses • Ideal vs. practical options • Perfection vs. excellence • Superior results vs. satisfactory results 3. Choice process. Decide who will be involved in choosing the solution. (If more than one person is involved, then you need to agree on the method. Will it be by vote? Public or secret? Unanimous or simple majority?): • You • Third party • Team Whatever the case, it is important to consider the necessary resources, including which people will be key sources of support for (and resistance to) your ultimate selection.
What are the four stages of social perception?
1. Selective attention/comprehension 2. Encoding and simplification 3. Storage and retention 4. Retrieval and response Three of the stages—selective attention/comprehension, encoding and simplification, and storage and retention—describe how specific social information is observed and stored in memory. The fourth and final stage, retrieval and response, involves turning mental representations into real-world judgments and decisions.
Research shows that to be successful, one must practice for about how many hours.
10,000
What is an ethical dilemma?
A dilemma between two choices, neither of which resolves the situation in an ethically acceptable manner.
Has there been a rise or fall in average intelligence over the past 70 years?
A rise.
The contingency approach to OB calls for all of the following EXCEPT: A. Relying on one best way to manage situations B. Using OB concepts and tools as situationally appropriate C. Using a pragmatic approach D. Not relying on simple common sense E. Being systematic and scientific
A.
Racial statistics
All told, the so-called minority groups will constitute approximately 57 percent of the workforce in 2060, according to the Census Bureau. And yet, three additional trends suggest that current-day minority groups are stalled at their own glass ceiling. -Smaller percentage in the professional class. Hispanics, or Latina/os, and African Americans, have a smaller relative hold on managerial and professional jobs within their racial groupings. -More discrimination cases. The number of race-based charges of discrimination that were deemed to show reasonable cause by the U.S. Equal Employment Opportunity Commission increased from 294 in 1995 to 957 in 2013. Companies paid a total of $112 million to resolve these claims outside of litigation in 2013. -Lower earnings. Minorities also tend to earn less personal income than whites. Median weekly earnings in 2010 were $1,103, $884, $1,275, and $895 for whites, blacks, Asians, and Hispanics, respectively. Interestingly, Asians had the highest median income.
Generational statistics
America's population and workforce are getting older, and the workforce includes greater generational differences than ever before. We already see four generations of employees working together, soon to be joined by a fifth. Managers need to deal effectively with these generational differences in values, attitudes, and behaviors. Many companies (including IBM, Lockheed Martin, Ernst & Young LLP, and Aetna) address this issue by providing training workshops on generational diversity.
What is an access and legitimacy perspective on diversity?
An access-and legitimacy perspective on diversity is based in recognition that the organization's markets and constituencies are culturally diverse
What is withdrawal cognitions?
An individual's overall thoughts and feelings about quitting
What factors into OB?
Anthropology Economics Ethics Management Organizational Theory Political Science Psychology Sociology Statistics Vocational Counseling
How are applicants selected to get hired?
Applicants are selected for technical skills and ability to do the job.
What is job rotation?
As with job enlargement, companies use job rotation to give employees greater variety in their work. Job rotation calls for moving employees from one specialized job to another. Rather than performing only one job, workers are trained and given the opportunity to perform two or more separate jobs on a rotating basis.
Is more stability always better?
As with self-esteem, locus of control, and most other personality attributes, more emotional stability is not always better. Researchers found curvilinear, or inverted-U, relationships between emotional stability and outcomes.
What are personal attributes?
Attitude Personality Teamwork Leadership
What are the key outcomes of job satisfaction?
Attitudes -Motivation -Job Involvement -Withdrawal Cognitions -Perceived Stress Behavior -Job Performance -Organizational Citizenship Behavior (OCB) -Counterproductive Work Behavior (CWB) -Turnover
What are Personal Attitudes?
Attitudes represent our feelings or opinions about people, places, and objects, and range from positive to negative.
Is it better to be lucky or good?
Both. It is possible to be both by: -Being active and involved. Be open to new experiences and network with others to encounter more lucky chance opportunities. -Listening to your hunches about luck. Learn when to listen to your intuition or gut feelings. Meditation and mind-clearing activities can help. -Expecting to be lucky no matter how bad the situation. Remain optimistic and work to make your expectations a self-fulfilling prophecy. -Turning your bad luck into good fortune. Take control of bad situations by remaining calm, positive, and focused on a better future.
What effects do CSEs bring?
CSEs have desirable effects on outcomes such as increased job performance, job and life satisfaction, motivation, organizational citizenship behaviors, and better adjustment to international assignments.
Affirmative Action...
Can refer to both voluntary and mandatory programs Does not legitimize quotas. Quotas are illegal Does not require companies to hire unqualified people Has created tremendous opportunities for minorities Does not foster the type of thinking that is needed to manage diversity effectively
What is cognitive dissonance?
Cognitive dissonance represents the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions (ideas, beliefs, values, or emotions).
What are the outcomes of organizational commitment?
Committed individuals tend to display two outcomes: • Likely continuation of their employment with the organization. • Greater motivation toward pursuing organizational goals and decisions.
What are the two fundamental perspectives on motivation?
Content theories Focus on identifying internal factors such as needs and satisfaction that energize employee motivation. Process theories Focus on explaining the process by which internal factors and environmental characteristics influence employee motivation
What are Core Self-Evaluations (CSEs)?
Core self-evaluations (CSEs) represent a broad personality trait comprised of four narrower and positive individual traits: -generalized self-efficacy -self-esteem -locus of control -emotional stability
The study of what helps us to best appreciate diversity?
Demographics are the statistical measurements of populations and their qualities (such as age, race, gender, or income) over time. The study of demographics helps us to better appreciate diversity and helps managers to develop human resource policies and practices that attract, retain, and develop qualified employees.
How do person factors impact behavior?
Different people may perceive similar situations in different ways and similar people may perceive different situations in the same way.
What is discrimination?
Discrimination occurs when employment decisions about an individual are due to reasons not associated with performance or are not related to the job. For example, organizations cannot discriminate on the basis of race, color, religion, national origin, sex, age, physical and mental disabilities, and pregnancy.
Employers that invest in employees' human capital may realize all of these benefits EXCEPT: A. Lower employee turnover B. Improved financial outcomes C. The potential to give an organization a competitive advantage D. Increased skills and knowledge E. Employees having more friends and better relationships at work
E. E is a benefit of social capital.
What is Emotional Intelligence (EI)?
Emotional intelligence is the ability to monitor your own emotions and those of others, to discriminate among them, and to use this information to guide one's thinking and actions.
What are emotions?
Emotions are complex, relatively brief responses aimed at a particular target, such as a person, information, experience, event or nonevent. They also change psychological and/or physiological states.
Things to keep in mind about Equity and Justice Theories...
Employee Perceptions Are What Count. No matter how fair management thinks the organization's policies, procedures, and reward system are, each employee's perception of the equity of those factors is what counts. Employees Want a Voice in Decisions That Affect Them. Managers benefit by allowing employees to participate in making decisions about important work outcomes. In general, employees' perceptions of procedural justice are enhanced when they have a voice in the decision-making process. Employees Should be Given an Appeals Process. Employees should be given the opportunity to appeal decisions that affect their welfare. Being able to appeal a decision fosters perceptions of distributive and procedural justice. Leader Behavior Matters. Employees' perceptions of justice are strongly influenced by the leadership behavior exhibited by their managers. Thus, it is important for managers to consider the justice-related implications of their decisions, actions, and public communications. A Climate for Justice Makes a Difference. Managers need to pay attention to the organization's climate for justice.
What is employee engagement?
Employee engagement is defined as "the harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance."
How can Schwartz's Value Theory be applied in personal application?
Employees can better determine if they are spending time in a meaningful way by using the model to determine if values are consistent with goals
What are the proposed benefits of job rotation?
Engagement and motivation are increased by providing employees with a broader perspective of the organization. Increased worker flexibility and easier scheduling because employees are cross-trained to perform different jobs. A vehicle to increase employees' knowledge and abilities, this improves an employee's promotability and it builds a pipeline of internal talent.
What is the Equity 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.
What is the Equity/Justice Theory based on?
Equity theory is based on cognitive dissonance theory. According to this theory, people are motivated to maintain consistency between their beliefs and their behavior. Perceived inconsistencies create cognitive dissonance or psychological discomfort), which, in turn, motivates corrective action.
What are the organizational levels?
Individual, group/team, and organizational
What are the three compartments of long-term memory?
Event Memory This compartment includes categories with information about both specific events (relying on unique details) and general events (relying on schemata). These memories describe appropriate sequences of events in well known situations. Semantic Memory Semantic memory refers to general knowledge about the world as a kind of mental dictionary of concepts. Each concept includes a definition (e.g., a good leader) and associated traits (outgoing), emotional states (happy), physical characteristics (tall), and behaviors (works hard). Concepts in semantic memory are stored as schemata; such schemata are often subject to cultural differences. Person Memory Categories within this compartment supply information about a single individual (your professor) or groups of people (professors). You are more likely to remember information about a person, an event, or an advertisement if it contains characteristics that are similar to something stored in the compartments of memory.
What are the major elements of the Expectancy Theory?
Expectancy—"Can I Achieve My Desired Level of Performance?" An expectancy represents an individual's belief that a particular degree of effort will be followed by a particular level of performance. In other words, it is an effort → performance expectation. Expectancies take the form of subjective probabilities. Probabilities range from zero to one. An expectancy of zero indicates effort has no anticipated impact on performance. Instrumentality—"What Intrinsic and Extrinsic Rewards Will I Receive If I Achieve My Desired Level of Performance?" An instrumentality is how an individual perceives the movement from performance to outcome. It represents a person's belief that a particular outcome is contingent on accomplishing a specific level of performance. Performance is instrumental when it leads to something else. Valence—"How Much Do I Value the Rewards I Receive? Valence refers to the positive or negative value people place on outcomes. Valence mirrors our personal preferences. For example, most employees have a positive valence for receiving additional money or recognition. In contrast, being laid off or being ridiculed for making a suggestion would likely be negatively valent for most individuals. In Vroom's expectancy model, outcomes refer to different consequences that are contingent on performance, such as pay, promotions, recognition, or celebratory events. Motivation will be high when all three elements are high. If any element is near zero, motivation will be low.
Can faulty schemata influence performance appraisals?
Faulty schemata about good versus poor performance can lead to inaccurate performance appraisals, which erode morale.
What are the two particular qualities of deliberate practice that most people overlook?
Feedback and difficulty. As a general rule, feedback is a necessary element of any type of development program. You need to know if you're making progress. During deliberate practice feedback often comes from another person (e.g., a coach), not just yourself or the task. Beyond this, deliberate practice is difficult. Instead of simply repeating a task over and over, like you've always done it, you need to get out of your comfort zone and stretch yourself. This means that many people with years of experience may not actually perform at a high level.
What do the four workplace attitudes serve a purpose for?
First, they represent important outcomes that managers may be working to enhance directly. They link to other significant outcomes that managers will want to improve where possible.
What are examples of unethical but legal situations?
FoxConn in China American Airlines pilots LOOK THIS UP
What are the Mechanisms behind the power of Goal-Setting theory (How do goals affect performance)?
Goals Direct Attention. Goals direct one's attention and effort toward goal relevant activities and away from goal-irrelevant activities. Goals Regulate Effort. Goals have an energizing function in that they motivate us to act. As you might expect, harder goals foster greater effort than easy goals. Time deadlines also factor into the motivational equation. Goals Increase Persistence. Within the context of goal setting, persistence represents the effort expended on a task over an extended period of time. Goals Foster the Development and Application of Task Strategies and Action Plans. Goals prompt us to figure out how they can be accomplished. This is a cognitive process of creatively developing a plan that outlines the steps, tasks, or activities that must take place to accomplish a goal.
How does Goal-Setting Theory work?
Goals that are specific and difficult lead to higher performance than general goals like "do your best" or "improve performance." This is why it is essential to set specific, difficult goals. Goal specificity refers to the quantifiability of a goal. Certain conditions are necessary for goal setting to work. People must have the ability and resources needed to achieve the goal, and they need to be committed to the goal. If these conditions are not met, goal setting does not lead to higher performance Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal setting to work. Feedback and participation enhance performance only when they lead employees to set and commit to a specific, difficult goal. Goal achievement leads to job satisfaction, which in turn reinforces employees to set and commit to even higher levels of performance. Goal setting sets in motion a positive cycle of upward performance.
What type of skills are needed for job credibility?
Hard skills
What is Kelley's Model of Attribution based on?
Heider's theory that behavior can be attributed either to internal factors within a person or external factors within the environment
How does Herzberg conceptualize dissatisfaction and satisfaction?
Herzberg conceptualizes dissatisfaction and satisfaction as two parallel continuums. The starting point represents a null state at which both dissatisfaction and satisfaction are absent. Theoretically an organization member could have good supervision, pay, and working conditions (no dissatisfaction) but a tedious and unchallenging task with little chance of advancement (no satisfaction).
Herzberg's theory predicts that managers can motivate individuals how?
Herzberg's theory predicts managers can motivate individuals by incorporating motivators into an individual's job.
What are the outcomes shown in the job characteristics model?
High intrinsic work motivation High growth satisfaction High general job satisfaction High work effectiveness This model can be used to increase employee job satisfaction. Managers can enhance employees' intrinsic motivation and performance, while reducing absenteeism and stress, by increasing the core job characteristics. Managers are likely to find noticeable increases in the quality of performance after a job redesign program.
Why is The Motivator-Hygiene Theory important to OB?
Hygiene First. There are practical reasons to eliminate dissatisfaction before trying to use motivators to increase motivation and performance. You will have a harder time motivating someone who is experiencing pay dissatisfaction or otherwise struggling with Herzberg's hygiene factors. Motivation Next. Once you remove dissatisfaction, you can hardly go wrong by building motivators into someone's job. This suggestion represents the core idea behind the technique of job design. A Few Well-Chosen Words. Finally, don't underestimate the power of verbal recognition to reinforce good performance. Savvy managers supplement Herzberg's motivators with communication. Positive recognition can fuel intrinsic motivation, particularly for people who are engaged in their work.
What are hygiene factors?
Hygiene factors-including company policy and administration, technical supervision, salary, interpersonal relations with one's supervisor, and working conditions—cause a person to move from a state of no dissatisfaction to dissatisfaction. Herzberg did not consider their removal as providing an immediate impact on satisfaction or increasing motivation. Individuals will experience the absence of job dissatisfaction when they have no grievances about hygiene factors.
What causes unethical behavior?
Ill-conceived goals Motivated blindness Indirect blindness The slippery slope Overvaluing outcomes One's personal motivation to perform Pressure from a supervisor Reward systems that incentivize bad behavior Employees perception of no consequences for crossing the line
What does implicit cognition represent?
Implicit cognition represents any thoughts or beliefs that are automatically activated from memory without our conscious awareness.
What do psychological contracts represent in a work environment?
In a work environment, the 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.
How do personal attitudes relate to a work setting?
In a work setting, workplace attitudes are positively related to performance and negatively to indicators of withdrawal - lateness, absenteeism, and turnover.
What are top-down approaches?
In top-down approaches management creates efficient and meaningful combinations of work tasks for employees. If done correctly, in theory employees will display higher performance, job satisfaction, and employee engagement, and lower absenteeism and turnover. Based on research and experimentation to determine the most efficient way to perform jobs.
What are the barriers and challenges to managing diversity?
Inaccurate stereotypes and prejudice. This barrier manifests itself in the belief that differences are viewed as weaknesses. In turn, this promotes the view that diversity hiring will mean sacrificing competence and quality. Ethnocentrism. The ethnocentrism barrier represents the feeling that one's cultural rules and norms are superior or more appropriate than the rules and norms of another culture. Poor career planning. This barrier is associated with the lack of opportunities for diverse employees to get the type of work assignments that qualify them for senior management positions. A negative diversity climate. We define organizational climate as employee perceptions about an organization's formal and informal policies, practices, and procedures. Diversity climate is a subcomponent of an organization's overall climate and is defined as the employees' aggregate "perceptions about the organization's diversity-related formal structure characteristics and informal values." An unsupportive and hostile working environment for diverse employees. Sexual, racial, and age harassment are common examples of hostile work environments. Whether perpetrated against women, men, older individuals, or LGBT people, hostile environments are demeaning, unethical, and appropriately called "work environment pollution." Lack of political savvy on the part of diverse employees. Diverse employees may not get promoted because they do not know how to "play the game" of getting along and getting ahead in an organization. Research reveals that women and people of color are excluded from organizational networks. Difficulty in balancing career and family issues. Women still assume the majority of the responsibilities associated with raising children. Fears of reverse discrimination. Some employees believe that managing diversity is a smoke screen for reverse discrimination. This belief leads to very strong resistance because people feel that one person's gain is another's loss. Diversity is not seen as an organizational priority. This leads to subtle resistance that shows up in the form of complaints and negative attitudes. Employees may complain about the time, energy, and resources devoted to diversity that could have been spent doing "real work." The need to revamp the organization's performance appraisal and reward system. Performance appraisals and reward systems must reinforce the need to effectively manage diversity. This means that success will be based on a new set of criteria. Resistance to change. Effectively managing diversity entails significant organizational and personal change.
What can understanding and considering these levels do?
Increase problem solving effectiveness
What does having a proactive manager and employee result in?
Increased level of job performance, satisfaction, and commitment.
What are the outcomes associated with positive perceived organizational support?
Increased organizational commitment, job satisfaction, organizational citizenship behavior, and task performance. POS also is related to lower turnover.
What are Individual Differences?
Individual differences (IDs) is a broad category used to collectively describe the vast number of attributes (for example, traits and behaviors) that describe you as a person.
What is personality a product of?
Interacting genetic and environmental influences.
We tend to disproportionately attribute behavior to what type of causes? What does this result in?
Internal. This can result in inaccurate evaluations of performance, leading to reduced employee motivation. No one likes to be blamed because of factors they perceive to be beyond their control.
What is intrinsic motivation?
Intrinsic motivation occurs when an individual is "turned on to one's work because of the positive internal feelings that are generated by doing well, rather than being dependent on external factors (such as incentive pay or compliments from the boss) for the motivation to work effectively."
How is Maslow's Theory used to motivate employees?
It helps managers to: -Remember employees have needs beyond a paycheck -Focus on satisfying employee needs related to self-concepts: ~Self-esteem ~Self-actualization -Realize satisfied needs lose their motivational potential -Be careful when estimating employee's needs
What does the Systems Approach include?
It includes inputs, processes, and outcomes. The person-environmental distinction acts as inputs. Processes and outcomes are organized into the three levels of OB—individual, group, and organization.
What does practical intelligence involve doing?
It involves changing oneself to suit the environment (adaptation), changing the environment to suit one's needs or desires, (shaping), or finding a new environment within which to work (selection). One uses these skills to: manage oneself manage others manage tasks
What is the contemporary foundation of OB based on?
It is based on a contingency perspective.
Is it better to select using CSE as one, broad personality characteristic or four component traits?
It is more efficient to select using CSE as one, broad personality characteristic rather than its four component traits. Doing so also enables managers and employers to take advantage of the many beneficial outcomes.
What is the interactional perspective?
It states that behavior is a function of interdependent person and environmental factors.
Is affirmative action a law in and of itself?
It's important to understand that affirmative action is not a law in and of itself. It is an outgrowth of equal employment opportunity (EEO) legislation. The goal of this legislation is to outlaw discrimination and to encourage organizations to proactively prevent discrimination.
What is Job Enlargement?
Job enlargement involves putting more variety into a worker's job by combining specialized tasks of comparable difficulty. Some call this horizontally loading the job. Researchers recommend using job enlargement as part of a broader approach that uses multiple motivational methods because by itself, job enlargement does not have a significant and lasting positive effect on job performance. Companies first used this technique in the late 1940s in response to complaints about tedious and overspecialized jobs created from the principles of scientific management.
What is job enrichment?
Job enrichment entails modifying a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement. These characteristics are incorporated into a job through vertical loading. Rather than giving employees additional tasks of similar difficulty (horizontal loading), vertical loading consists of giving workers more autonomy and responsibility.
What are two key findings of how job satisfaction and job performance relate?
Job satisfaction and performance were moderately related, supporting the belief that employee job satisfaction is a key workplace attitude which managers should consider when attempting to increase employees' job performance. The relationship is complex. It is not that one directly influences the other or vice versa. Rather, researchers now believe both variables indirectly influence each other through a host of person factors and environmental characteristics. Researchers now believe that incomplete measures of individual-level of performance understate the relationship between satisfaction and performance. To solve this problem, researchers examined the relationship between aggregate measures of job satisfaction and organizational performance. It thus appears managers indirectly or directly can positively affect a variety of important organizational-level outcomes such as job performance and customer satisfaction by increasing employee job satisfaction.
Why do managers care about motivation?
Join the organization. Managers want to motivate high-quality job applicants to come to work for them. Stay with the organization. Research shows that higher performers are more likely to leave an organization than average employees. Managers clearly want to motivate talented employees to remain with the company in good times and bad. Be engaged at work. Competitiveness suggests that it is crucial for managers to motivate employees in ways that lead to engagement. Perform organizational citizenship behaviors (OCBs). They represent behaviors that go beyond the official duties or requirements of one's job, and they are positively related to other important OB outcomes. Help others. Collaboration and cooperation are key in today's workplace. Managers want to motivate employees to help others in the pursuit of organizational goals.
What did Kelley hypothesize?
Kelley hypothesized that people make causal attributions by observing three dimensions of behavior: consensus, distinctiveness, and consistency.
How does consensus, distinctiveness, and consistency lead to specific attributions?
Kelley theorized that people attribute behavior to either internal causes (personal factors) or external causes (environmental factors) depending on the ranking of consensus, distinctiveness, and consistency. The most popular combination is all lows on internal and all highs on external except for consistency, which is inverted: Say all employees are performing poorly (high consensus), on only one of several tasks (high distinctiveness), and during only one time period (low consistency). A supervisor will probably attribute the employees' poor performance to an external source such as a temporary distraction or event. In contrast, if only one employee performs poorly (low consensus), across several tasks (low distinctiveness), and over time (high consistency), the supervisor will likely attribute performance to personal factors.
What is Locus of Control?
Locus of control is a relatively stable personality characteristic that describes how much personal responsibility you take for your behavior and its consequences.
What does an employer breach of the psychological contract result in?
Lower organizational commitment, job satisfaction, and performance, and greater intentions to quit.
How can Schwartz's Value Theory be applied in a workplace?
Managers can better supervise workers by using Schwartz's model to understand their values and motivation. For example, if a manager knows that an employee values universalism and benevolence, then it would be wise to assign this employee to projects or tasks that have social value.
What is Maslow's Hierarchy Theory?
Maslow proposed that the five needs are met sequentially and relate to each other in a prepotent hierarchy. "Prepotent" means that the current most pressing need would be met first before the next need becomes the most powerful or potent. In other words, he believed human needs generally emerge in a predictable stair-step fashion. Thus when physiological needs are met, safety needs emerge, and so on up the need hierarchy, one step at a time. Once a need is satisfied, it activates the next higher need in the hierarchy. This process continues until the need for self-actualization is activated. Although research does not clearly support this theory of motivation, it remains popular among managers.
What are motivating factors?
Motivating factors—Job satisfaction was more frequently associated with factors in the work content of the task being performed. Herzberg labeled these as motivating factors or motivators because each was associated with strong effort and good performance. Motivators—including achievement, recognition, characteristics of the work, responsibility, and advancement—cause a person to move from a state of no satisfaction to satisfaction.
What is motivation?
Motivation refers to the psychological processes "that underlie the direction, intensity, and persistence of behavior or thought." Direction pertains to what an individual is attending to at a given time, intensity represents the amount of effort being invested in the activity, and persistence represents for how long that activity is the focus of one's attention.
What is the Motivator-Hygiene Theory?
Motivator-hygiene theory proposes that job satisfaction and dissatisfaction arise from two different sets of factors—satisfaction comes from motivating factors and dissatisfaction from hygiene factors. In this view, managers can embrace two means of improving motivation: by improving motivators that drive satisfaction and improving hygiene factors that otherwise reduce job satisfaction.
What are the three Acquired Needs in McClelland's Theory?
Need for achievement, the desire to excel, overcome obstacles, solve problems, and rival and surpass others. Need for affiliation, the desire to maintain social relationships, to be liked, and to join groups. Need for power, the desire to influence, coach, teach, or encourage others to achieve.
What are examples of a low self-efficacy person's behaviors?
Passive Avoids difficult tasks Develops weak aspirations Low commitment Focuses on personal deficiencies Quits easily Blames setbacks on lack of ability or luck Worries and stresses Thinks of excuses
How can managers appeal to the preferences associated with each need of the Acquired Needs Theory?
Need for achievement. People motivated by this need, prefer working on challenging, but not impossible, tasks or projects. They like situations in which performance is due to effort and ability rather than luck, and like to be rewarded for their efforts. High achievers also like to receive a fair and balanced amount of positive and negative feedback. This enables them to improve their performance. Finally, high achievers prefer to work with other high achievers or by themselves. They get frustrated with slackers. Need for affiliation. People motivated by this need like to work in teams and in organizational climates characterized as cooperative and collegial. They also don't make the best managers because they tend to avoid conflict, have a hard time making difficult decisions without worrying about being disliked, and avoid giving others negative feedback. Think twice before asking these people to lead groups or projects. It's also important to give balanced feedback to these people, but make it more personal. People high in affiliation may not like to stand out, so consider giving praise in private. Need for power. People with a high need for power like to be in charge. They enjoy being in control of people and events and appreciate being recognized for this responsibility. You can delegate authority and responsibility to these people. The power need drives people to prefer goal-oriented tasks or projects, and they prefer direct feedback.
How can managers boost job satisfaction?
Need fulfillment - Understand and meet employees' needs Met expectations - Meet expectations of employees about what they will receive from job Value attainment - Structure the job and its rewards to match employee values Equity - Monitor employees' perceptions of fairness and interact with them so they feel fairly treated Disposition/genetic components - Hire employees with an appropriate disposition (influences about 30% of job satisfaction)
What is needed to be considered in OB?
Need to consider potential factors that can influence performance as well as be aware of personal preferences or traditional responses.
Do managers have an impact on fixed IDs?
No, if they do it is very little. You can't change an employee's level of intelligence or remake an employee's personality.
Does the object of attention have to come from the environment?
No, it can also come from memory.
Do the hygiene and motivating factors interact in Herzberg's theory?
No. "The opposite of job satisfaction is not job dissatisfaction, but rather no job satisfaction; and similarly, the opposite of job dissatisfaction is not job satisfaction, but no dissatisfaction."
Is common sense a staple in the contingency approach?
No. Common sense is too simple.
Is agreeableness a stronger predictor of job performance than extraversion?
No. Extraversion is a stronger predictor of job performance. The researchers concluded, "It appears that being courteous, trusting, straightforward, and softhearted has a smaller impact on job performance than being talkative, active, and assertive."
Are there perfect solutions to ethical dilemmas?
No. Not always a pure choice between right and wrong. Places people in an uncomfortable position.
Are content theories more dynamic than process theories?
No. Process theories are more dynamic than content theories.
Are personality tests a valid predictor of job performance?
No. Test takers do not describe themselves accurately. Tests are bough off the shelf and given by untrained employees. Personalty tests are meant to measure personality, not what individual differences are needed to perform a particular job.
Are soft skills job specific?
No. They are portable and relevant for every job.
Are all of the needs in McClelland's theory equal?
No. They vary on importance to individuals.
Does unethical mean illegal?
No. Very few unethical acts are illegal. Can't rely on the legal system to assure conduct at work is ethical.
Are stereotypes negative?
Not all of the time.
Do stereotypes lead to good decisions.
Not all the time. They can create barriers for groups of people and reduce loyalty and job satisfaction.
Is intelligence genetic?
Not purely.
Do leaders in corporate corruption act alone?
Not usually. The degree of knowledge and involvement on the part of these other employees ranged from intense and detailed to little or none.
What are workplace attitudes an outcome of?
OB-related processes.
How do people change situations?
People bring their abilities, goals, and experiences to each and every situation.
Why is practice and luck important?
People have far more control over the things they do than over who they are Deliberate practice and luck have role in an individual's success
What effect does OCB have on job satisfaction?
OCBs have a moderately positive correlation with job satisfaction. Positive effect on the individual -Job satisfaction -Performance appraisal ratings -Intention to quit -Absenteeism -Turnover Positive effect on the organization -Productivity/efficiency -Lower costs -Customer satisfaction -Unit-level satisfaction -Turnover This is important for two reasons. Exhibiting OCBs is likely to create positive impressions about you among your colleagues and manager. In turn, these impressions affect your ability to work with others, your manager's evaluation of your performance, and ultimately your promotability. The aggregate amount of employees' OCBs affects important organizational outcomes.
How do you increase employee engagement?
One way to increase employee engagement is to make sure that the inputs in the Integrative Framework are positively oriented. Organizations do this by measuring, tracking, and responding to surveys of employee engagement. Other ideas include the creation of career and developmental opportunities for employees, recognizing people for good work, effectively communicating and listening, effective use of performance management practices allowing people to exercise during the work day, creating a physically attractive and stimulating work environment, and giving people meaningful work to do.
What are the generic options used to address diversity issues?
Option 1: Include/Exclude This choice is an outgrowth of affirmative-action programs. Its primary goal is to either increase or decrease the number of diverse people at all levels of the organization. Option 2: Deny People using this option deny that differences exist. Denial may manifest itself in proclamations that all decisions are color, gender, and age blind and that success is solely determined by merit and performance. Option 3: Assimilate The basic premise behind this alternative is that all diverse people will learn to fit in or become like the dominant group. It only takes time and reinforcement for people to see the light. Option 4: Suppress Differences are squelched or discouraged when using this approach. This can be done by telling or reinforcing others to quit whining and complaining about issues. Option 5: Isolate This option maintains the current way of doing things by setting the diverse person off to the side. In this way the individual is unable to influence organizational change. Option 6: Tolerate Toleration entails acknowledging differences but not valuing or accepting them. It represents a live-and-let-live approach that superficially allows organizations to give lip service to the issue of managing diversity. Toleration is different from isolation in that it allows for the inclusion of diverse people. However, differences are not really valued or accepted when an organization uses this option. Option 7: Build Relationships This approach is based on the premise that good relationships can overcome differences. It addresses diversity by fostering quality relationships—characterized by acceptance and understanding—among diverse groups. Option 8: Foster Mutual Adaptation In this option, people are willing to adapt or change their views for the sake of creating positive relationships with others. This implies that employees and management alike must be willing to accept differences, and most important, agree that everyone and everything is open for change. Diversity training is one way to kick start mutual adaptation.
What is organizational citizenship behavior (OCB)?
Organizational citizenship behavior (OCB) is defined as "individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization." This definition highlights two key points: -OCBs are voluntary. -OCBs help work groups and the organization to effectively achieve goals.
What is the Justice Theory?
Organizational justice reflects the extent to which people perceive that they are treated fairly at work. This, in turn, led to the identification of three different components of organizational justice: distributive, procedural, and interactional. Distributive justice reflects the perceived fairness of how resources and rewards are distributed or allocated. Procedural justice is defined as the perceived fairness of the process and procedures used to make allocation decisions. Interactional justice relates to the "quality of the interpersonal treatment people receive when procedures are implemented."
What are the elements of the Equity Theory?
Outputs—"What do I perceive that I'm getting out of my job?" Organizations provide a variety of outcomes for our work, including such things as pay/ bonuses, medical benefits, challenging assignments, job security, promotions, status symbols, recognition, and participating in important decisions. Outcomes vary widely, depending on one's organization and rank. Inputs—"What do I perceive that I'm putting into my job?" An employee's inputs, for which he or she expects a just return, include education/training, skills, creativity, seniority, age, personality traits, effort expended, experience, and personal appearance. Comparison—"How does my ratio of outputs to inputs compare with relevant others?" Your feelings of inequity revolve around your evaluation of whether you are receiving adequate rewards to compensate for your collective inputs. In practice people perform these evaluations by comparing the perceived fairness of their output to input ratio to that of relevant others (see Figure 5.5). By dividing outputs by inputs, the larger the ratio, the greater the benefit. This comparative process was found to generalize across personalities and countries. People tend to compare themselves to other individuals with whom they have close interpersonal ties such as friends, and to whom they are similar, such as people performing the same job or individuals of the same gender or educational level, rather than to dissimilar others.
How can perceived organizational support be increased?
POS can be increased by treating employees fairly, by avoiding political behavior, by providing job security, by giving people more autonomy, by reducing stressors in the work environment, and by eliminating abusive supervision.
What is the attribution theory based on?
People infer causes for observed behavior. Rightly or wrongly, we constantly formulate cause and effect explanations for how we and others behave.
What is considered an External Locus of Control?
People who believe their performance is the product of circumstances beyond their immediate control.
What is considered an Internal Locus of Control?
People who believe they control the events and consequences that affect their lives.
What is perceived organizational support?
Perceived organizational support (POS) reflects the extent to which employees believe their organization values their contributions and genuinely cares about their well-being.
What is Perception?
Perception is a cognitive process that enables us to interpret and understand our surroundings.
What contributes to employee engagement?
Person Factors: Positive or optimistic personalities Proactive personality Conscientiousness Environmental Characteristics Job characteristics. These represent the motivating potential of the tasks we complete at work. For example, people are engaged when their work contains variety and when they receive timely feedback. Leadership. People are more engaged when their manager is charismatic and when a positive, trusting relationship exists between managers and employees. Stressors. Stressors are environmental characteristics that cause stress. Finally, engagement is higher when employees are not confronted with a lot of stressors. Organizational Level Factors Career opportunities Managing performance Organization reputation Communication Recognition-
What are the four key components of EI?
Personal Competence -Self-awareness -Self-management Social Competence -Social Awareness -Relationship Management
What increases and decreases self-esteem?
Personal achievements and praise tend to bolster one's self-esteem, while prolonged unemployment and destructive feedback tend to erode it.
How are personal attitudes different from values?
Personal attitudes affect behavior at a different level than do values. While values represent global beliefs that influence behavior across all situations, personal attitudes relate only to behavior directed toward specific objects, persons, or situations.
What are the layers of diversity?
Personality is at the center of the diversity wheel because it represents a stable set of characteristics responsible for a person's identity. The next layer of diversity includes internal dimensions that are referred to as surface level dimensions of diversity. Surface-level characteristics are those that are quickly apparent to interactants, such as race, gender, and age. Because these characteristics are viewed as unchangeable, they strongly influence our attitudes and expectations and assumptions about others, which, in turn, influence our behavior. The next layer of diversity comprises external influences. They represent individual differences that we have a greater ability to influence or control. Examples include where you live today, your religious affiliation, whether you are married and have children, and your work experiences. These dimensions also exert a significant influence on our perceptions, behavior, and attitudes. The final layer of diversity includes organizational dimensions such as seniority, job title and function, and work location. Integrating these last two layers results in what is called deep-level characteristics of diversity. Deep-level characteristics are those that take time to emerge in interactions, such as attitudes, opinions, and values." These characteristics are definitely under our control.
What is personality?
Personality is defined as the combination of stable physical, behavioral, and mental characteristics that give individuals their unique identities.
What is practical intelligence?
Practical intelligence is the ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to, shape, and select environments.
What is the idiosyncratic deals (I-Deals) approach to job design?
Represents a middle ground between top-down and bottom-up methods and attempts to overcome their limitations. For example, top-down approaches are constrained by the fact that managers cannot always create changes in task characteristics that are optimum for everyone. Similarly, job crafting is limited by the amount of latitude people have in changing their own jobs. Idiosyncratic deals (I-deals) represent "employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development." I-deals tend to involve task and work responsibilities, schedule flexibility, location flexibility, and compensation. The goal of such deals is to increase employee intrinsic motivation and productivity by allowing employees the flexibility to negotiate employment relationships that meet their needs and values.
Can schemata affect leader evaluations?
Research demonstrates that employees' evaluations of leader effectiveness are influenced strongly by their schemata of good and poor leaders.
The Motivator-Hygiene Theory and research...
Research does not support the two-factor aspect of his theory nor the proposition that hygiene factors are unrelated to job satisfaction.
What does it take to reduce stereotypes?
Research shows that it takes accurate information and motivation to reduce the use of stereotypes.
What is ethics concerned with?
Right vs. wrong Good vs. bad Ethics is often not black and white, but lies int eh middle in the gray area
What are emotion display norms?
Rules that dictate which types of emotions are expected and appropriate for their members to show
What is Scientific Management?
Scientific management is "that kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning."
How can managers use intelligences to benefit the company?
Select, place, and develop individuals uniquely to their intelligences
What are the ten broad values?
Self-Transcendence -Universalism -Benevolence Conservation -Conformity -Tradition -Security Self-Enhancement -Power -Achievement -Hedonism (Also under openness to change) Openness to Change -Hedonism (Also under Self-Enhancement) -Stimulation -Self-Direction
What is the Self-Determination Theory?
Self-determination theory assumes that three innate needs influence our behavior and well-being—competence, autonomy, and relatedness. This theory focuses on the needs that drive intrinsic motivation. It emphasizes intrinsic motivation because research shows that intrinsic motivation is longer lasting and has a more positive impact on task performance than extrinsic motivation. Identifies innate needs that must be satisfied for us to flourish.
What is Self-Efficacy?
Self-efficacy is a person's belief about his or her chances of successfully accomplishing a specific task.
How is self-esteem measured?
Self-esteem is measured by having people indicate their agreement or disagreement with both positive and negative statements about themselves. Those who agree with the positive statements and disagree with the negative statements have high self-esteem. They see themselves as worthwhile, capable, and accepted. People with low self-esteem view themselves in negative terms. They do not feel good about themselves and are hampered by self-doubts.
How do situations change people?
Situations have unique characteristics, such as opportunities and rewards, so they change people.
What are the five core job characteristics as seen in the job characteristics model?
Skill variety. The extent to which the job requires an individual to perform a variety of tasks that require him or her to use different skills and abilities. Task identity. The extent to which the job requires an individual to perform a whole or completely identifiable piece of work. In other words, task identity is high when a person works on a product or project from beginning to end and sees a tangible result. Task significance. The extent to which the job affects the lives of other people within or outside the organization. Autonomy. The extent to which the job enables an individual to experience freedom, independence, and discretion in both scheduling and determining the procedures used in completing the job. Feedback. The extent to which an individual receives direct and clear information about how effectively he or she is performing the job.
What type of perception does OB focus on?
Social perception
What skills are most desired by employers?
Soft skills
What type of skills are needed to be competitive?
Soft skills
What is a proactive personality?
Someone who is relatively unconstrained by situational forces and who affects environmental change. Proactive people identify opportunities and act on them, show initiative, take action, and persevere until meaningful change occurs. In short, people with proactive personalities are "hardwired" to change the status quo.
What does the Ajzen model show?
Someone's intention to engage in a given behavior is a strong predictor of that behavior.
What is salient stimuli?
Something that stands out from its context
When are stereotypes used in the perception process?
Stereotypes represent a key component of the perception process because they are used during encoding.
What are the three steps to problem solving (The Three-Stop Approach)?
Stop 1: Define the Problem. The definition of the problem is closely linked to the desired outcome. Students and managers routinely make the same common mistake during Stop 1—they don't spend enough time defining the problem. One reason for this is that most people identify problems reactively—after the fact—which causes them to quickly jump to conclusions. Stop 2: Identify Potential Causes Using OB Concepts and Theories. The more options you have to choose from, the more likely you will identify the appropriate cause(s) and response. Stop 3: Make Recommendations and (if Appropriate) Take Action. In some workplace situations you will be making recommendations and in others you will also be implementing the recommendations.
What solution is there to disproportionately attributing behavior to internal causes?
The Integrative Framework for Understanding and Applying OB offers a simple solution for overcoming this tendency. You must remind yourself that behavior and performance is function of both person factors and environmental characteristics.
What are the three components of attitudes?
The affective component—"I feel." The affective component of an attitude contains the feelings or emotions one has about a given object or situation. The cognitive component—"I believe." The cognitive component of an attitude reflects the beliefs or ideas one has about an object or situation. The behavioral component—"I intend." The behavioral component refers to how one intends or expects to act toward someone or something. All of these influence our behavior.
Big Bucks Bank is located in a city with a growing Latino population. Jane, the CEO of BBB, believes in the access-legitimacy perspective. Jane will do which of the following? A. Hire employees to match the diversity in the population B. Offer Latino food every Friday C. Offer international travel services D. Support the local university's Spanish Department E. All of the above
The answer is (A).
Self-determination theory focuses on: A. Three innate needs - competence, autonomy, and relatedness B. Extrinsic motivation C. Lower order needs D. Needs for power and affiliation E. None of the above
The answer is (A).
Liu has a goal to work hard and eventually apply for a promotion at the Great Grain Company. Liu is most likely to exhibit positive emotions if: A. The emotions are congruent with his goal B. He has emotional intelligence C. The emotions are incongruent with his goal D. He feels inadequate E. He had a bad experience being promoted at his former company
The answer is (A). The emotions are positive if they are congruent (or consistent) with his goal.
David, an accountant with Brighter Future Corporation, is experiencing job dissatisfaction due to comparing how hard he works and how much he gets paid versus his perception of a co-worker's effort and reward. David's dissatisfaction can be explained by: A. Disposition/genetic components model B. Equity model C. Need fulfillment model D. Value attainment model E. Met expectations model
The answer is (B). David is comparing his outcomes/inputs ratio with a co-worker and perceiving it to be less favorable.
All of the following are accurate about stereotypes EXCEPT: A. Stereotypes can lead to poor decisions B. All stereotypes are negative C. Stereotypes are used during the encoding process of perception D. Quality interpersonal contact among mixed groups may reduce the use of stereotypes E. Some people have negative stereotypes about older individuals
The answer is (B). Not all stereotypes are negative.
Which of the following is more important when using OB to solve problems? A. Person factors B. The interdependence of person factors and environmental characteristics C. Environmental characteristics D. The interdependence of person factors and changes on a group/team level E. The independence of person factors and environmental characteristics
The answer is (B). The interactional perspective states that behavior is a function of interdependent and environmental factors.
Jose is considering volunteering to help his company with its annual food drive. Which of the following is NOT an indicator of whether he will do so? A. Jose thinks the food bank is a great way to help his community. B. Jose is already volunteering at the animal shelter. C. Jose's boss expects him to volunteer. D. Jose's company gives employees a day off to volunteer. E. The food bank is located close to Jose's home.
The answer is (B). The other answers are determinants of intentions: Attitude toward the behavior Subjective norm Perceived behavioral control
Juan is trying to learn how to use advanced spreadsheet features. He is not getting the correct answers but he keeps trying. What is Juan exhibiting? A. Direction B. Extrinsic motivation C. Persistence D. Attention to detail E. Emotional Intelligence
The answer is (C). Persistence represents how long an activity will be the focus of attention.
Martha would like to hire employees who will be strong performers in her organization. Which of the Big Five personality dimensions should she try to make sure the new employees score high on? A. Extraversion B. Agreeableness C. Conscientiousness D. Emotional Stability E. Openness to Experience
The answer is (C). Those scoring high on conscientiousness have a strong sense of purpose, obligation, and persistence and generally perform better.
Joe was terminated from his job and believed the reason was his boss did not like him and his hard work was not appreciated. Joe likely has: A. High emotional stability B. An internal locus of control C. Low self-efficacy D. An external locus of control E. Low self-esteem
The answer is (D) Joe has an external locus of control. Joe is blaming his termination on his boss instead of himself.
Maria is a manager for Greens and Grits. Maria would like to improve job satisfaction for her employees. She can accomplish this by implementing different policies dealing with: A. Personality B. Intelligence C. Cognitive ability D. Emotions and attitudes E. All of the above
The answer is (D), emotions and attitudes, as these are relatively flexible.
As Jasmine got to know Mary, a co-worker of a different ethnicity, Jasmine was surprised to learn how much she actually had in common with Mary such as loving to hike and choice of religion. Jasmine was experiencing which layer of diversity? A. Organizational dimensions B. Personality C. Surface-level characteristics D. Deep-level characteristics E. Internal dimensions
The answer is (D).
Sandra manages the Marketing Department for the Greener Grass Corporation. In an effort to increase employee engagement, Sandra could try all the following EXCEPT: A. Redesign jobs so that workers have variety and feedback B. Take a class to learn how to be a charismatic leader C. Try to limit the stressors in the workplace D. As staff leave, replace them with new hires who score high in pessimism on a personality test E. Provide recognition to employees who perform well
The answer is (D). The other answers are ways to increase employee engagement.
All of the following are true about personal values EXCEPT: A. In general, values are relatively stable across time and situations B. Values tend to vary across generations C. Schwartz's value theory can be generalized across cultures D. Values are not motivational in nature E. Not all values are compatible
The answer is (D). Values are motivational in nature in that they represent broad goals that apply across contexts and time.
Steven wants to be sure there is no implicit cognition creating bias in his company's interviewing process. The best course of action is: A. To train all interviewers in the interview process B. To have more than one interviewer conducting interviews C. To conduct the interviews virtually D. To use a structured interview approach E. All of the above
The answer is (E). All four will reduce bias.
The integrative framework for understanding and applying OB is based upon: A. A systems approach B. Using person and environmental factors as inputs C. Processes including individual level, group/team level, and organizational level D. Outcomes organized into individual level, group/team level, and organizational level E. All of the above
The answer is (E). All the statements describe the integrative framework.
Catherine is walking through the employee parking lot on her way to her office. She notices someone left an empty fast food bag in the parking lot. Catherine goes out of her way to pick it up and dispose of it. What behavior is Catherine exhibiting? A. Psychological contract B. Green behavior C. Withdrawal cognitions D. CWB E. OCB
The answer is (E). Catherine's voluntary act is demonstrating care for the organization's property, a component of organizational citizenship behavior (OCB).
Jessica would like to be a best-selling author. She studied OB and knows this will take at least 10,000 hours of deliberate practice. Jessica should do all of the following EXCEPT: A. Identify aspects of performance that need improvement B. Get a coach to receive feedback C. Study other writers and their works D. Take breaks to maintain concentration E. Only practice as long as it remains fun
The answer is (E). Deliberate practice requires us to focus on things we are not good at doing. It would be more fun to repeat behaviors or activities at which we excel.
What does the contingency approach call for?
The contingency approach calls for using OB concepts and tools as situationally appropriate rather than relying on "one best way"/
How is the contingency approach different than common sense?
The contingency approach is systematic and science-based.
What changed in the late 1990s and in 2007-2009?
The current job market and employer expectations differ from those at the height of the technology bubble in the late 1990s or at the depths of the Great Recession in 2007-2009. In the first scenario, you changed, and in the second the environment changed.
What are the three key strategies for managing diversity?
The educational component. This strategy has two thrusts: one is to prepare nontraditional managers for increasingly responsible posts, and the other is to help traditional managers overcome their prejudice in thinking about and interacting with people who are of a different sex or ethnicity. The enforcement component. This strategy puts teeth in diversity goals and encourages behavior change. The exposure component. This strategy exposes people with different backgrounds and characteristics, which adds a more personal approach to diversity by helping managers get to know and respect others who are different.
What is Organizational Commitment?
The extent to which an individual identifies with an organization and commits to its goals
What are the forms of job crafting?
The first involves changing one's task boundaries. You can do this by altering the scope or nature of tasks you complete at work or you can take on fewer or more tasks. The second entails changing the relational nature of one's job. Specifically, you can alter the quantity or quality of interactions you have with others at work, or you can establish new relationships. The third is cognitive crafting. It encompasses a change in how you perceive or think about the existing tasks and relationships associated with your job.
How does social capital differ from human capital?
The focus shifts from the individual to social units.
How does Schwartz's value model organize values?
The model organizes values by showing the patterns of conflict and congruity among them. In general, adjacent values like self-direction and universalism are positively related, whereas values that are farther apart (like self-direction and power) are less strongly related. Taking this one step further, Schwartz proposes that values that are in opposing directions from the center conflict with each other.
What is social capital?
The productive potential resulting from relationships, goodwill, trust, and cooperative effort. Potential is key in social capital with potential lying in relationships with other people. Social capital is about quality of relationships, not quantity.
What does commitment depend on?
The quality of an employee's psychological contracts.
What is Theory X?
Theory X is a pessimistic view of employees: that they dislike work, must be monitored, and can only be motivated with rewards and punishment ("carrots and sticks"). McGregor felt this was the typical perspective of managers.
What is Theory Y?
Theory Y is a modern and positive set of assumptions about people at work: that they are self-engaged, committed, responsible, and creative.
What is the effect of more CSEs on CWBs?
There is a tipping point when stress becomes too much and emotional stability does not protect employees from committing CWBs
Why are personal attitudes important?
They are important because they impact our behavior.
What are the key research findings on the relationship of job satisfaction and performance?
They are moderately related The relationship is complex- both variables indirectly influence each other Incomplete measures of individual-level performance understate the relationship between the variables More accurate to consider the variables on a business unit level
What are values influenced by?
They are strongly influenced by our religious or spiritual beliefs, the values of our parents, experiences during childhood, and events occurring throughout the communities and societies in which we live.
How can perceptual errors be avoided?
They can be avoided by understanding the process that guides perception.
How can soft skills be obtained?
They can be obtained through the study of OB
What is job crafting?
This approach to job design is driven by employees rather than managers and is referred to as job crafting. Job crafting is defined as "the physical and cognitive changes individuals make in the task or relational boundaries of their work." Employees are viewed as "job crafters" according to this model because they are expected to define and create their own job boundaries. As such, this approach to job design represents pro-active and adaptive employee behavior aimed at changing tasks, relationships, and cognitions associated with one's job.
What does the fundamental attribution bias cause?
This bias causes perceivers to ignore important environmental factors that often significantly affect behavior. This leads to inaccurate assessments of performance, which in turn foster inappropriate responses to poor performance.
What are the outcomes of equity comparison?
Three different equity relationships resulting from an equity comparison: equity, negative inequity, and positive inequity. Because equity is based on comparing ratios of outcomes to inputs, inequity will not necessarily be perceived just because someone else receives greater rewards. If the other person's additional outcomes are due to his or her greater inputs, a sense of equity may still exist. However, if the comparison person enjoys greater outcomes for similar inputs, negative inequity will be perceived. On the other hand, a person will experience positive inequity when his or her outcome to input ratio is greater than that of a relevant comparison person.
How do judgments and decisions come about?
Ultimately judgments and decisions come about in one of two ways. We either draw on, interpret, and integrate categorical information stored in long-term memory; or we retrieve a summary judgment that was already made.
Women statistics
Various statistics support the existence of a glass ceiling. The pay gap between men and women is one example. In 2012, the median weekly income in full-time management, professional, and related occupations was $1,328 for men in contrast to $951 for women. This gap continued for MBA graduates. Female graduates from top MBA programs earned 93 cents for every dollar earned by a male graduate, and the pay gap tends to increase over time. WSJ/NBC national poll revealed that 40 percent of the women reported experiencing gender discrimination. Educational attainment (women earned the majority of bachelor's and master's degrees from 2006 through 2012). Seats on boards of directors of Fortune 500 firms (9.6% in 1995 and 16.6% in 2013). Leadership positions in educational institutions (in 2010, women represented 18.7% of college presidents and 29.9% of board members). Federal court appointments (in 2013, 32% and 30% of federal courts of appeals and U.S. district court judges, respectively, were women).
How do you confront ethical behavior in a "Solutions-not just complaints" manner?
When confronting an issue, you will likely be perceived as more helpful and taken more seriously if you provide an alternative course or solution. Doing so will also make it more difficult for the offender to disregard your complaint.
How do you confront ethical behavior in a "Accept that confronting ethical concerns is part of your job" manner?
Whether it is explicit in your job description or not, ethics is everybody's job. If you think something is questionable, then take action.
What decision must be made after identifying a problem?
Whether or not you resolve, solve, or dissolve the problem.
How do you confront ethical behavior in a "Use your lack of seniority or status as an asset" manner?
While many employees unfortunately use their junior status to avoid confronting ethical issues, being junior can instead be an advantage. It enables you to raise issues by saying, "Because I'm new, I may have misunderstood something, but it seems to me that what you've done is out of bounds or could cause problems."
Do values vary across generations?
Yes because they are influenced by events occurring during childhood.