Organizational Behavior Chapters 1-4 (Kinicki Fugate)

Core Self-Evaluations (CSEs)

A broad personality trait comprised of four narrow and positive individual traits: (1) generalized self-efficacy (2) self-esteem (3) locus of control (4) emotional stability.

Key Outcomes Correlating to Job Satisfaction

Attitude: Motivation, Job Involvement, Withdrawal Cognitions, and Perceived Stress. Behavior: Job Performance, Organizational Citizenship Behavior (OCB), Counterproductive Work Behavior (CWB), and Turnover

Kelley's Model of Attribution

Based on the theory that behavior can be attributed either to internal factors within a person or external factors within the environment.

Big Five Personality Model

Extraversion/Introversion, High/Low Agreeableness, High/Low Conscientiousness, High/Low Emotional stability, High/Low Openness to experience

Personal Attitudes

Feelings or opinions about people (example: specific politicians), places, and objects. Important because they impact behavior. Ranges from positive to negative.

Self-Esteem

General belief about your own self-worth.

Disposition/genetic components

Hire employees with an appropriate disposition. The degree to which personal traits and genetic factors match characteristics of the work environment

Outcomes of Employee Engagement

Increased customer satisfaction/loyalty, productivity, and profitability.

Consensus

Involves a comparison of an individual's behavior with that of his peers.

Distinctiveness

Involves comparing a person's behavior on one task with the behavior from other tasks.

Outcomes of Organizational Commitment

Leads to continued employment and greater motivation.

Met expectations

Meet expectations of employees about what they will receive from job. If what an individual actually receives from a job (good pay, promotional opportunities, etc.) versus what an individual expects to receive from a job.

Equity

Monitor employees' perceptions of fairness and interact with them so they feel fairly treated

Attitudinal Outcomes of Job Satisfaction

Motivation, Job involvement, Withdrawal cognitions, and Perceived stress

Five Predominant Models of Job Satisfaction

Need fulfillment, Met expectations, Value attainment, Equity, and Disposition/genetic components

Organizational Commitment

The extent to which an individual identifies with an organization and commits to its goals. The extent to which the organization's values match your personal values.

Job Satisfaction

The extent to which an individual likes his or her job.

Employee Engagement

The harnessing of organizational members' selves to their work roles. Where people express themselves physically, cognitively, and emotionally on the job.

External Locus of Control

Things Happen To You

Need fulfillment

Understand and meet employees' needs. Extent to which characteristics of the job allow needs to be filled

Dimensions of Job Satisfaction

Work itself, Pay, Promotions, Co-workers, and Supervision

Internal Locus of Control

You Make Things Happen

Soft Skills

(also called personal or interpersonal skills) have to do with an individual's behavior and ability to interact with other people, such as to communicate well, to motivate and lead others, to work in teams, etc. OB focuses on these skills.

Hard Skills

(also called technical skills) are based on discipline specific knowledge, such as knowledge of accounting, finance, marketing, etc.

Deliberate practice

A demanding, repetitive, and assisted program to improve one's performance.

Self-Efficacy

A person's belief about his or her chances of successfully accomplishing a specific task. Beliefs are deep convictions - they are not bravado. Can be developed, especially by having positive role models and/or mentors

Values

Abstract ideals that guide one's thinking and behavior across all situations. They're relatively stable. They tend to vary across generations because they can be influenced by major events.

Past Vs. Future Characteristic of Emotions

Anger is a "backward-looking" or retrospective emotion. Fear is a "forward-looking" or prospective emotion

Contingency Perspective

Best course of action depends on the situation. What works well in one situation may not work well in another situation.

Personality

Combination of relatively stable characteristics that give individuals their unique identities. Product of interacting genetic and environmental influences (nature vs. nurture).

Emotions

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.

Three Dimensions of Behavior that Make Up Causal Attributions

Consensus, Distinctiveness, and Consistency

Consistency

Determined by judging if the individual's performance on a given task is consistent over time.

What contributes to Employee Engagement?

Organization level factors, person factors, and environmental characteristics.

Layers of Diversity

Personality, Internal or surface-level characteristics, and External or deep-level characteristics

Perceived Organizational Support

Reflects the extent to which employees believe that the organization values their contributions, genuinely cares about their well-being, and must be seen a voluntary, as opposed to mandated by law or union contract.

Locus of Control

Relatively stable personality characteristic that describes how much personal responsibility someone takes for their behavior and its consequences.

Key Components of Emotional Intelligence (EI)

Self-Awareness, Self-Management, Social Awareness, and Relationship Management

Proactive Personality

Someone who is relatively unconstrained by situational forces and who affects environmental change. These people identify opportunities and act on them, show initiative, take action, and persevere until meaningful change occurs.

Value attainment

Structure the job and its rewards to match employee values. An employee's perception that a job allows for the fulfillment of an individual's important values.

Causal Attributions

Suspected or inferred causes of behavior. Important because the attributions affect organizational behavior.

Practical Intelligence

The ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to, shape, and select environments.