Organizational Behavior Day 1 & Day 2

Ethical dilemma

A situation with two choices, neither of which resolves the situation in an ethically acceptable manner. Not always a pure choice between right and wrong. Places people in an uncomfortable positions.

True.

T/F: A person's values are stable over time, but personal values vary across generations and cultures.

T.

T/F: CEOs with high core self-valuations positively influence their organization's drive to take risks, innovate, and seek new opportunities, especially in dynamic business environments.

True

T/F: The Future of Jobs report by the World Economic Forum provides compelling evidence that firms tend to weight soft skills as more critical in the hiring process.

True

T/F: The strongest effects result when both you and your manager have proactive personalities.

True

T/F: While criminally minded people exist in the workplace, most employees are in fact good people with good intentions.

1. Extroversion: Outgoing, talkative, sociable, assertive 2. Agreeableness: Trusting, good-natured, cooperative, softhearted 3. Conscientiousness: Dependable, responsible, achievement-oriented, persistent 4. Emotional stability: Relaxed, secure, unworried 5. Openness to experience: Intellectual, imaginative, curious, broad-minded

The Big 5 Personality Dimensions? And associated characteristics?

Emotional intelligence (EI)

The ability to monitor one's own emotions and those of others, to discriminate among them, and to use this information to guide one's thinking and actions

Practical intelligence

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

Performance management

-A set of processes and managerial behaviors that include defining, monitoring, measuring, evaluating, and providing consequences for performance expectations -Used to: Make employee-related decisions Guide employee development Send strong signals to employees -When done well, leads to: Higher profitability Higher productivity Higher employee enlargement Higher customer service Lower turnover

Internal locus of control

-I make things happen -I can determine my future -I accept personal responsibility for failures

Power

-Likes to be in charge -Likes to be in control of people and events -Appreciates being recognized

Affiliation

-Likes to work in teams with cooperation and collegiality -Tends to avoid conflict -Likes to be praised in private

Theory Y

-Modern and positive set of assumptions about employees -Employees are self-engaged, committed, responsible, and creative

Theory X

-Pessimistic view of employees -Employees dislike work and must be monitored -Can only be motivated with rewards and punishmends

Achievement

-Prefers working on challenges -Best in situations in which performance is due to effort and ability -Prefers to work with other high achievers

Self-efficacy -An individual acts out high or low self-efficacy beliefs through behavior patterns. -Positive or negative results become feedback for one's base of personal experience and influence future self-efficacy beliefs. -There is a positive correlation between self-efficacy and job performance and job satisfaction. -Job design, training and development, self-management, goal setting, creativity, coaching, and leadership can enhance self-efficacy.

A belief about your chances of successfully accomplishing a specific task

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

Perception

A cognitive process that enables us to interpret and understand our surroundings. Important as they affect actions and decisions. They are based on the characteristics of: The perceiver The target The situation

Equity theory

A model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships. The model is based on our evaluation and comparison of outputs and inputs with relevant others.

Performance management

A set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations. Figure 6-2 illustrates the four steps for performance management. Successfully managing performance is a powerful means for improving individual, group, and organizational effectiveness. Effective performance management generally influences important outcomes such as greater employee engagement and better organizational performance. Performance management processes have three primary functions: make employee-related decisions, guide employee development, and signal desired employee behavior.

Job design/job redesign/work design: any set of activities that alter jobs to improve the quality of employee experience and level of productivity. Top-down approaches to jb design are manager led, bottom-up approaches are driven by the employee, and idiosyncratic deals (i-deals) are jointly negotiated by employees and individual managers. Job design focuses on increasing employee motivation by changing the type of tasks employees complete.

Altering jobs to improve the quality of employee job experience and level productivity.

Job satisfaction

An affective or emotional response toward various facets of one's job. It is the extent to which an individual likes his or her job

Stereotype

An individual's set of beliefs about the characteristics or attributes of a group. May or may not be accurate. Can lead to poor decisions. Can create barriers for women, older individuals, people of color, people with disabilities.

Advancements -Educational attainment -Seats on board of directors -Corporate CEOs -Leadership positions in education institutions Barriers and Gaps -Continuing pay gap -Gender discrimination Consensus: Women are breaking through, but barriers and differences remain

Are women breaking the glass ceiling?

-Lower employee turnover -Higher employee retention -Higher employee engagement -Increased customer satisfaction

Attracting employees whose personal values align with those of the organization yields many benefits including?

-Inaccurate stereotypes and prejudice -Ethnocentrism -Poor career planning -Negative diversity climate -Unsupportive and hostile environment -Lack of political savvy of diverse employees -Difficulty in balancing career and family issues -Fears of reverse discrimination -Diversity not seen as an organizational priority -Outdated appraisal and reward systems -Resistance to change

Barriers and challenges to managing diversity?

Kelley's Model of Attribution

Behaviors can be attributed either to internal factors within a person or external factors in the environment. Hypothesized that people make causal attributions by observing 3D of behavior. These can be high or low. 1. Consensus - compares an individual's behavior with that of his or her peers 2. Distinctiveness - compares a person's behavior on one task with his or her behavior on other tasks 3. Consistency - judges whether the individual's performance on a given task is consistent over time

Counterproductive Work Behavior (CWB)

Behaviors that harm other employees, the organization as a whole, or organizational stakeholders such as customers and shareholders 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.

-Better social relationships -Greater well-being -Increased satisfaction -No clear link to improved job performance -Research remains unclear

Benefits/drawbacks of EI?

-Business rationale for diversity -Managing diversity gives an organization the ability to grow and maintain a business in an increasingly competitive marketplace -The access-and-legitimacy perspective is based on recognition that the organization's markets and constituencies are culturally diverse

Building the business case for managing diversity?

Job rotation

Calls for moving employees from one specialized job to another. Advantages include: Engagement and motivation increased Increased worker flexibility and easier scheduling Increased employee knowledge and abilities

Content theories Process theories

Categories of motivation theories?

E. Organizational Citizenship Behavior.

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. Counter Productive Work Behavior. E. Organizational Citizenship Behavior.

-Ill-conceived goals: We set goals and incentives to promote a desired behavior, but they encourage a negative one -Motivated blindness: We overlook the unethical behavior of another when it's in our interest to remain ignorant -Indirect blindness: We hold others less accountable for unethical behavior when it's carried out through third parties -The slippery slope: We are less able to see others' unethical behavior when it develops gradually -Overvaluing outcomes: We give a pass to unethical behavior if the outcome is good

Causes of unethical behavior?

Person factors

Characteristics that give individuals their unique identities

Emotions

Complex, relatively brief responses aimed at a particular person, information, experience, or event. Can change our psychological and physiological states. There are both positive and negative, or mixed. Plus past versus future.

B. equity

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 coworker's effort and reward. David's dissatisfaction can be explained by the______ model. A. disposition/genetic components B. equity C. need fulfillment D. value attainment E. met expectations

Process theories of motivation

Describe how various person factors and situation factors, including environmental factors, in the Organizing Framework affect motivation

Organizational behavior

Describes an interdisciplinary field dedicated to understanding and managing people at work -Attempts to overcome the pitfalls of relying on common sense by relying on a systematic science-based approach

Locus of control

Describes how much personal responsibility someone takes for their behavior and its consequences. People with an internal rather than an external have stronger expectations that effort leads to performance

Motivation

Describes the psychological process "that underlie the direction, intensity, and persistence of behavior or thought" -Direction -Intensity -Persistence

Situation factors

Elements outside us that influence what we do, the way we do it, and the ultimate results of our actions -Individual behavior often results from the interaction of these interdependent factors -We need to understand the interplay among both factors to be effective (nature vs nurture)

-Higher job performance -More organizational citizenship behaviors -Few counter-productive work behaviors

Emotional stability leads to?

Putting it all in context

Employee motivation

Job enrichment

Entails modifying a job such that an employee has the opportunity to experience greater. -Achievement -Recognition -Stimulating work -Responsibility -Advancement

-Need to make a profit to reward shareholders/invest in R&D -Denying life-saving medicines due to lack of affordability -Different prices based on insurance or country

Ethical dilemmas pharmaceutical companies face?

Continuous reinforcement

Every instance of a target behavior reinforced. Great when learning a new skill. Can quickly lose its effect.

Process theories

Explain the process by which internal factors and situational factors influence employee motivation

-Self-serving bias -Fundamental attribution bias -Accuracy -Credibility of the sources -Fairness of the system -Performance-reward expectancies -Reasonableness of goals and standards

Factors affecting perceptions of feedback?

Giving and receiving feedback is often a misunderstood and poorly executed human resource process. Table 6.7 describes some important and fundamental dos and don'ts for giving feedback, including keeping feedback timely, specific, and descriptive. Advances in technology that enable employees to leave real-time messages about each other's performance are allowing companies to provide continual feedback, which is truly more developmental and effective.

Feedback Do's and Dont's?

Affirmative action

Focuses on changing organizational culture and structure. Enable people to perform to potential. Relies on education, enforcement, and exposure.

1. Set goals 2. Promote goal attainment 3. Provide support feedback 4. Create action plans

Four-step process for goal implementation?

-Results -Behavior and actions -Nonperformance considerations

General criteria for distributing rewards?

-The population and workforce is getting older -Four generations of employees are working together (soon to be five) -Managers need to deal with generational difference in values, attitudes, and behavior

Generational diversity trends in the workforce?

B. multiple intelligences.

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. gender.

C. Autonomy.

George would like to increase intrinsic motivation by giving his employees independence and discretion in certain aspects of their job. According to the job characteristics model, which core job dimension is he using? A. Task identity. B. Task significance. C. Autonomy. D. Feedback. E. Skill variety.

Coaching

Goes beyond mentoring and training and is a customized process between two or more people with the intent of enhancing, learning, and motivating change. -Has specific performance goals -Developmentally focused -Involves self-reflection -Consistent with positive OB

Hygiene - may cause a person to move from a state of no dissatisfaction to dissatisfaction. Motivating - may cause a person to move from a state of no satisfaction to satisfaction. To improve motivation, managers can improve the motivators that drive satisfaction and improve hygiene factors that otherwise reduce job satisfaction.

Herzberg's theory suggests that two different sets of factors called what arise from job satisfaction and dissatisfaction?

•It's business, treat it that way. •Accept that confronting ethical concerns is part of your job. •Challenge the rationale. •Use your lack of seniority or status as an asset. •Consider and explain long-term consequences. •Focus on solutions—not just complaints.

How can you deal with unethical behavior?

-Goals that are specific and difficult lead to higher performance -Certain conditions are necessary for goal setting to work People must have ability and resources People need to be committed to the goal -Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient -Goal achievement leads to job satisfaction

How does goal setting work?

We all differ along a vast number of personal attributes. How we differ has been shown to influence how we approach each of the following: Work Solving problems Conflict Interactions with co-workers

How does who I am affect my performance?

Content theories

Identify internal factors such as needs and satisfaction that energize employee motivation

-More anxious -Earn less, receive smaller raises -Less motivated by incentives

In the workplace, external locus of control leads to?

-Higher motivation -Higher expectations -Exert more effort when given difficult tasks

In the workplace, internal locus of control leads to?

-Increased customer loyalty and satisfaction -Increased employee performance -Increased employee well-being -Greater financial performance

Increases in employee engagement have been linked to?

-Hire those whose personal values most align with those of the organization -Guard against managerial breaches of psychological contracts -Build the level of trust

Increasing employee commitment...

Feedback

Information about (individual or collective) performance shared with those in a position to improve the situation. Feedback enables you to learn how your performance compares to the goal, which you can then use to modify your behaviors and efforts. Hard data such as units sold, days absent, dollars saved, projects completed, customers satisfied, and quality rejects are all candidates for effective feedback programs. Performance appraisal programs that discourage two-way communication and treat employee involvement as a bad thing do not represent feedback. Many people neither receive nor provide feedback as often and as well as they would like. Research indicates that many employees feel they don't get enough guidance to improve their performance. Among the reasons people don't provide more feedback are concerns about how feedback could strain relationships, time constraints, lack of confidence in providing effective feedback, and the lack of consequences for not providing feedback.

Job enlargement

Involves putting more variety into a worker's job by combining specialized tasks of comparable difficulty

Intermittent reinforcement

Involves reinforcement of some but not all instances. Can vary the ratio and interval. Works best with variable ratio and variable interval.

E. Leniency.

Janice is evaluating the employees in her department. She does not want to hurt anyone's feelings and decides to rate all her employees high on all performance dimensions. What error is Janice making? A. Halo. B. Contrast effects. C. Central tendency. D. Recency effects. E. Leniency.

C. Persistence.

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.

1. Educate people about stereotypes and how they influence behavior and decision making 2. Create opportunities for diverse employees to meet and work with others 3. Encourage all employees to increase their awareness of stereotypes

Managerial challenges and recommendations for stereotypes?

Hiring -Thoughts or beliefs that are automatically activated from memory without conscious awareness that may lead to biased decisions -Biased decisions are avoided by training, use of structure interviews, use of multiple interviewers Performance appraisals -Faculty perceptions about performance leads to inaccurate appraisals and erode morale -Faculty perceptions are reduced by use of objective measures, training, use of HR analytics for capturing daily performance Leadership -Employees' evaluations of leader effectiveness are influenced by their schemata of good and poor leaders

Managerial implications on person perception with Hiring? Performance appraisals? Leadership

-Interventions to correct imbalances, injustice, mistakes, or outright discrimination -Both voluntary and mandatory programs -Not based on quotas -Can lead to stigmas for those expected to benefit from affirmative action programs

Managing diversity?

-Knowing this, managers can guide their own actions as to how they communicate with employees knowing their reactions to events -But organizations have emotion display norms, or rules that dictate which types of emotions are expected and appropriate for their members to show

Managing emotions at work?

-In their organizations -In their communities -In the broader society -In terms of psychological safety

Many organizations are prioritizing diversity, equity, and inclusion, but in many cases, the initiatives aren't translating into meaningful progress. To realize DEI aspirations, leaders will need to identify opportunities to make progress in the following areas?

•PM policies often fail to keep pace with organizational change leading to disconnects. •Done well, project management can be time-consuming. •Performance reviews are often too narrow and only measure a limited set of elements.

Many organizations fail to effectively manage employee performance. Why?

D. emotions and attitudes.

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.

C. conscientiousness

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

Monitoring performance

Measuring, tracking, or otherwise verifying progress and ultimate performance.

1. Goals regulate effort 2. Goals direct attention 3. Goals increase persistence 4. Goals foster task strategies and actions plans

Mechanisms behind the power to goal setting?

A. fundamental attribution

Megan was hurt at work. Megan's manager concluded that Megan was careless and clumsy. Megan's manager may have committed an error called ________ error. A. fundamental attribution B. ultimate perception C. stereotyping D. self-serving bias E. internal cognition

B. Provide feedback that is irrelevant to the person's career.

Michael wants to make sure the feedback he provides to his employees is perceived correctly. Which of the following should Michael NOT do? A. Be aware of the fundamental attribution error and try not to commit it. B. Provide feedback that is irrelevant to the person's career. C. Make sure the system is perceived as fair. D. Make sure goals established are challenging and attainable. E. Deliver feedback as close as possible to when the behavior was performed.

See image Need Fulfillment proposes that satisfaction is determined by the extent to which the characteristics of a job allow an individual to fulfill her or his needs. Met expectations: the difference between what an individual expects to receive from a job, such as good pay and promotional opportunities, and what she or he actually receives. When expectations are greater than what is received, a person will be dissatisfied, while an individual will be satisfied when he or she attains outcomes above and beyond expectations. Research supports the conclusion that met expectations are significantly related to job satisfaction. Value Attainment: the value attainment model proposes that job satisfaction is fostered when jobs and rewards are structured to match employee values. Equity: proposes that job satisfaction is a function of how "fairly" an individual is treated at work. Dispositional/Genetic Components: based on the belief that job satisfaction is partly a function of both personal traits and genetic factors.

Models job satisfaction?

Pay for performance

Monetary incentives linking at least some portion of one's pay directly to results or accomplishments. Pay for performance plans include merit pay, bonuses, and profit sharing, and they are designed to give employees an incentive for working harder and/or smarter. Proponents of incentive compensation say something extra is needed because hourly wages and fixed salaries do little more than motivate people to show up at work and put in the required hours. The most basic form of pay for performance is the traditional piece-rate plan where the employee is paid a specified amount of money for each unit of work. Sales commissions, whereby a salesperson receives a specified amount of money for each unit sold, are another long-standing example of pay for performance. Companies with the best pay for performance results: •Paid top performers substantially higher than the other employees. •Reduced "gaming" of the system by increasing transparency. •Utilized multiple measures of performance. •Calibrated performance measures to assure accuracy and consistency.

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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. To improve motivation, managers can improve the motivators that drive satisfaction and improve hygiene factors that otherwise reduce job satisfaction. Hygiene factors: cause a person to move from a state of no dissatisfaction to dissatisfaction and include company policy and administration, technical supervision, salary, interpersonal relations with one's supervisor, and working conditions. Motivating factors/motivators: cause a person to move from a state of no satisfaction to satisfaction and include achievement, recognition, characteristics of the work, responsibility, and advancement. Herzberg proposed that individuals will experience the absence of job dissatisfaction when they have no grievances about hygiene factors and that managers can motivate individuals by incorporating motivators into an individual's job. Insights from Herzberg's theory allow managers to consider the dimensions of both job content and job context so they can manage for greater job satisfaction overall.

Discrimination

Occurs when employment decisions about an individual are due to individual characteristics and attributes that are not related to the job

Organization: -Higher productivity/efficiency -Lower costs -Improved customer satisfaction -Higher unit-level satisfaction -Lower turnover Individual: -Improved job satisfaction -Improved performance ratings -Reduced intention to quit -Lower absenteeism -Lower turnover

Organizational Citizenship Behavior's are linked to many benefits (individual behavior that is discretionary and promotes effective functioning of the organization). For the organization? For the individual?

Contingency perspective

Organizational behavior approach that calls for concepts and tools as situationally appropriate, instead of trying to rely on "one best way". There is no one best way to manage people, teams, or organizations. The best or most effective course of action instead depends on the situation

•Include or exclude. •Deny. •Assimilate - initially assimilate employees through recruitment practices and through orientation programs that describe their preferred values and standard operating procedures. Learn the company's rules and processes. •Suppress. •Isolate. •Tolerate. •Build relationships. (build quality relationships that overcome differences) •Foster mutual adaptation. (adapt or change views to create positive relationships with others and accept differences)

Organizations use a variety of generic approaches to addressing diversity issues?

-Motivation -Job involvement -Withdrawal cognitions -Perceived stress

Outcomes linked with job satisfaction... Attitudes?

-Job performance -Organizational Citizenship Behavior (OCB) -Counterproductive Work Behavior (CWB) -Turnover

Outcomes linked with job satisfaction... Behaviors?

-Merit pay is used to differentiate top performers -Multiple measures of performance are used -Performance measures are accurate, consistent, and aligned with values, goals, and outcomes

Pay for performance works best when?

Expectancy theory

People are motivated to behave in ways that produce desired combinations of expected outcomes

-Relaxed -Secure -Unworried -Less likely to experience negative emotions under pressure

People high in emotional stability tend to be?

-Increased organizational commitment -Job satisfaction -Organizational citizenship behavior -Task performance -Lower turnover

Perceived organizational support associated with?

Putting it all in context

Performance management

Employees will derive more meaning from work by pursuing goals that are consistent with their values

Personal application of Schwartz's value theory?

Social perception and managing diversity

Putting it all in context?

Maslow s need hierarchy

Pyramid

Contrast effects

Rate an employee average from a comparison with the exceptional performance of a few top performers

Central tendency

Rate an employee average regardless of actual performance

Recency effects

Rate an employee only on the last portion of the review period

Halo effect

Rate an employee positively across all dimensions of performance because the employee is so likable

Leniency

Rate employee high on all dimensions regardless of actual performance

Organizational justice

Refers to the extent to which people perceive that they are treated fairly at work.

Soft skills

Relate to human interactions and include both interpersonal skills and personal attributes and are among the most valued skill by employers -Personal attributes (attitude, personality, teamwork, leadership) -Interpersonal skills (active listening, positive attitudes, effective communication) -Relate to human interactions and include both interpersonal skills and personal attributes -How you do it, such as problem solving, critical thinking, creativity, and people management

Personal attitudes

Represent our feelings or opinions about people, places, and objects

Job crafting

Represents employees' attempts to proactively shape their work characteristics, including: Scope, number and types of tasks Quality and amount of interaction with others Cognitive crafting: perception of or thinking about tasks and relationships in job

Cognitive dissonance

Represents the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions -Reduce this by... Changing attitudes, behaviors, or both Belittle the importance of the inconsistent behavior Find consonant elements that outweigh dissonant ones

D. As staff leave, replace them with new hires who score high in pessimism on a personality test.

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.

N/A

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-Seek feedback from others by creating an open and honest environment -Separate feedback from the performance review process -Create a mechanism to collect feedback anonymously

Senior managers can...

Specific Measurable Attainable Results oriented Time bound

Setting SMART goals

1. Organizational commitment 2. Employee engagement 3. Perceive organizational support 4. Job satisfaction

Some workplace attitudes are more potent than others. The following four are especially powerful.

Self. Self-serving bias may contaminate this source Others. Peers, supervisors, lower-level employees, outsiders Task. May provide a steady stream of feedback about how well or poorly one is doing.

Sources of feedback?

Acquired needs theory

States that three needs—achievement, affiliation, and power—are the key drivers of employee behavior.

Define Performance: expectations and setting goals

Step 1?

Monitor and Evaluate Performance -How goals are measured should be consistent with the nature of the goal itself (ex, behavioral, task oriented) -Managers need to monitor and evaluate both progress and outcomes as they are critical components of effective performance management -This stage should be used as an opportunity to identify problems and recognize successes. -It can also be used to identify opportunities to enhance performance

Step 2?

Reviewing Performance and the Importance of Feedback and Coaching

Step 3?

Rewards and Consequences Extrinsic rewards: come from the environment. Intrinsic rewards: are self-granted; psychic rewards. Financial, material, and social rewards qualify as extrinsic rewards. An employee who works to obtain extrinsic rewards, such as money or praise, is said to be extrinsically motivated. When you derive pleasure from the task itself, feel your work is meaningful, or have a sense of responsibility, you will likely become engaged with your work. The relative importance of extrinsic and intrinsic rewards is a matter of culture and personal preferences.

Step 4?

Casual attributions

Suspected or inferred causes of behavior. Important because they affect our perceptions of cause and our choice of action.

True Rather than using a one-size-fits-all approach to goal setting, managers should use a contingency approach. Managers can be more effective still if they define performance goals in ways that match the situation and realize that not all performance can or should be measured in dollars and cents. Table 6.3 describes what types of situations are best suited for behavioral, objective, task, or project goals.

T/F: Do what the situation requires, rather than a one-size-fits-all approach

T

T/F: Intentions are the key links between attitudes and planned behavior

True.

T/F: Only fostering mutual adaptation endorses the philosophy behind managing diversity.

True. Some bias can be overcome with the use of 360-degree feedback. Compare perceptions of their own performance with management, subordinates, and peers.

T/F: Rater errors can lead to biases and undermine performance management systems.

1. Personality: Surface-level 2. Internal dimensions: Apparent to others. Deep-level 3. External dimensions: Take time to emerge in interactions 4. Organizational dimensions

The Four Layers of Diversity?

Personality

The combination of stable physical, behavioral, and mental characteristics that give individuals their unique identities

1. Affective. "I feel..." 2. Cognitive. "I believe..." 3. Behavioral. "I intend..." Our overall attitudes toward someone or something are a function of the combined influence of these three components of attitudes

The components of attitudes include?

A. relying on one best way to manage situations

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.

Idiosyncratic deals (I-deals)

The employment deals individuals negotiate for themselves, taking myriad forms from flexible schedules to career development. Drives employee intrinsic motivation. Fast track development.

Organizational commitment

The extent to which an employee identifies with an organization and is committed to its goals. And it leads to... Greater employee retention Greater motivation in pursuit of organizational goals

Employee engagement

The extent to which employees give it their all to their work roles. And includes the feeling of... Urgency Being focused Intensity Enthusiasm

Ethics guides behavior by identifying right, wrong, and the many shades of gray in between. Employees are confronted with ethical challenges at all levels of organizations and throughout their careers. Unethical behavior can damage relationships, making it difficult to conduct business. Unethical behavior reduces cooperation, loyalty, and performance. The legal system cannot always be relied upon to assure work conduct that is ethical.

The importance of ethics?

-Increased job satisfaction -Enhanced employee intrinsic motivation -Increased performance -Reduced stress -Lower absenteeism

The job characteristics model linked to?

Diversity

The multitude of individual differences and similarities that exist among people

E. The framework is based on all of these.

The organizing 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. The framework is based on all of these.

Inputs lead to process, which lead to outcomes. Feedback loops exist from outcomes to inputs and processes.

The organizing framework for understanding and applying OB.

-Pre- and post-hire personality testing is fairly common -However, most personality test are not valid predictors of job performance, and here's why -Test takers do not describe themselves accurately (faking) -Tests are bought off the shelf and given by untrained employees -Personality tests are meant to measure personality, not what individual differences are needed to perform a particular job

The problem with workplace personality tests?

1. Categorization - into groups, such as gender, age, race, and occupation 2. Inferences - that all people in a particular category possess the same traits or characteristics, such as women are nurturing, AAs are good athletes 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 stereotype behaviors exhibited by others Incorrectly explaining expected and unexpected behaviors Differentiating minority individuals from ourselves

The steps in the process of stereotype formation and maintenance, in order, are?

Intelligence

There is more to the story than IQ

-Equity/Justice theory -Expectancy theory -Goal-setting theory

Three process theories of motivation?

1. Distributive justice 2. Procedural justice 3. Interactional justice

Three types of justice?

Fundamental attribution error

To infer wrongly the cause for observed behavior. For example, someone was hurt at work because they were careless or clumsy.

-Remember employees have needs beyond a paycheck -Focus on satisfying employee needs related to self-concepts Self-esteem Self-actualization -Satisfied needs lose their potential -Be careful when estimating employee's needs

To motivate employees?

-A business is conducted by standards established by facts or truths gained through systematic observation, experiment, or reasoning -Plus: Increased efficiency and productivity -Negative: Encourage repetitive jobs that may lead to job dissatisfaction, poor mental health, stress, and a low sense of accomplishment and growth

Top-down approaches to job design: scientific management?

-Compensation -Benefits -Professional growth -Personal growth -Attention and recognition -Advancement

Total and alternative rewards?

-The Census Bureau predicts that by 2060 57% of the workforce will consist of minority groups. However, current minority groups appear to be stalled at their own glass ceiling. They make up a smaller percentage in the professional class. They are involved in more discrimination cases. They achieve lower earnings.

Trends in workforce diversity?

-Hire people who "fit" with the organization's culture -Spend time fostering employee engagement -Provide effective onboarding -Recognize and reward high-performing employees

Turnover is harmful when high-performing employees voluntarily leave the organization. To reduce voluntary turnover...

1. Performance goals: Targets specific end results 2. Learning goals: Enhances skill and knowledge

Two types of goals?

-Employee perceptions count -Employees want a voice in decisions that affect them -Employees should have an appeals process -Leader behavior matters -A climate for justice makes a difference

Using equity and justice theories?

-Choosing a career or selecting the best candidate -Development of ourselves or others

We all have strengths and weaknesses, so knowledge of our intelligences may help in?

Motivation is based on a two-stage sequence of expectations: Motivation is affected by an individual's expectation that a certain level of effort will produce the intended performance goal. Motivation is also influenced by the employee's perceived chances of getting various outcomes as a result of accomplishing his or her performance goal. Individuals are motivated to the extent that they value the outcomes received. According to expectancy theory, employee motivation will be high when all three elements in the model are high (i.e., expectancy, instrumentality, and valence), and low if any element is near zero.

Whatever this says

-Too much emphasis is placed on monetary rewards -Overtime rewards are seen as entitlements -They foster counterproductive behaviors -A lag occurs between performance and reward -Reward structures are not tailored to goals, tasts -They have a short half-life -Organizational policies and practices are misaligned

When rewards may fail?

C. If something is unethical it is also illegal.

Which of the following statement 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.

B. All stereotypes are negative.

Which of the following statements is NOT accurate? 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.

D. Values are not motivational in nature.

Which of the following statements is NOT true about personal values? 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.

B. It is advisable to skip this step and proceed to making recommendations.

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 step 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 performance for an organization.

-Can lead to happier workers who achieve more -Provide focus -Enhance productivity -Bolster self-esteem -Increase commitment

Why are goals important?

-Has the potential to boost performance -Given less often and less well than people would like -Dramatically underutilized 1. Instructional 2. Motivational

Why is feedback important? What two functions does feedback serve?

-Managers can better manage their employees when they understand an employees' values and motivation -Pursuit of incongruent goals may lead to conflicting employee actions and behaviors

Workplace application of Schwartz's value theory?

Job characteristic model

promotes high intrinsic motivation by designing jobs that possess the five core job characteristics. Figure 5.10 shows intrinsic motivation is determined by three psychological states and five core job characteristics, which are influenced by moderator variables. The core job characteristics of this model are: Skill variety: 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: extent to which the job requires an individual to perform a whole or completely identifiable piece of work. Task significance: extent to which the job affects the lives of other people within or outside the organization. Autonomy: 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: extent to which an individual receives direct and clear information about how effectively he or she is performing the job.

Garner's theory of multiple intelligences (MI)

-Linguistic -Logical-mathematical -Musical -Bodily-kinesthetic -Spatial -Interpersonal -Intrapersonal -Naturalist

Fear

-People are afraid of things that might happen in the future -Fear is a "forward-looking" or prospective emotion

Anger

-People are angry about what happened or did not happen in the past -Anger is a "backward-looking" or retrospective emotion

External locus of control

-Things happen to me -I blame others for failures -I can't control the future

Self esteem

A general belief about your self-worth. It is relatively stable across your lifetime, but it can be improved. Best to apply yourself to areas or goals that are important to you. Why? In those areas your motivation will likely be highest and presumable you'll work the hardest

Characteristics of the Perceiver: Direction of gaze: Gaze is the first step in the perception process because it focuses your attention and tells the brain what you think is important in the immediate environment. Needs and goals: We are more likely to perceive whatever is related to our goals and to our needs. Experience with target: Our perception of a target is influenced by our past experience with him or her. Category-based knowledge: This knowledge consists of perceptions, including stereotypes, that we have stored in memory about various categories of people that we use to interpret what we see and hear. Gender and emotional status: Women recognize emotions more accurately than men, and experiencing negative emotions such as anger and frustration is likely to make your perceptions more negative. Cognitive load: Cognitive load represents the amount of activity going on in your brain; your perceptions are more likely to be distorted and susceptible to stereotypical judgments if you are tired. Characteristics of the Target: Direction of gaze: We form different perceptions of people based on whether they are looking at us while conversing. Facial features and body shape: We often use

A model of person perception?

Values

Abstract ideals that guide one's thinking and behavior across all situations. Stem from our parents', our experiences in childhood and throughout life, and our religious or spiritual beliefs. Relatively stable and can influence behavior outside our awareness -Motivational and represent broad goals over time -Two opposing or bipolar dimensions The first dimension ranges from concern for the welfare of others (i.e., self-transcendence) to pursuit of one's own interests (i.e., self-enhancement). The second dimension ranges from self-directed independence (i.e., openness to change) to conformity (i.e., conservation). Schwartz stressed that it is the relative importance we give to these two dimensions of opposing values that drives our behavior. As indicated in Figure 2.2, Schwartz proposed that 10 broad values guide behavior including: •Power—social status and prestige, control or dominance over people and resources. •Achievement—personal success through demonstrating competence according to social standards. •Hedonism—pleasure and sensuous gratification for oneself. •Stimulation—excitement, novelty, and challenge in life. •Self-direction—independent thought and action, such as choosing, creating, or exploring. •Universalism—understanding, appreciation, tolerance, and protection of the welfare of all people and of nature. •Benevolence—preservation and enhancement of the welfare of people with whom one is in frequent personal contact. •Tradition—respect, commitment, and acceptance of the customs and ideas that traditional culture or religion provides the self. •Conformity—restraint of actions, inclinations, and impulses likely to upset or harm others and violate social expectations or norms. •Security—safety, harmony, and stability of society, of relationships, and of self.

-Stop 1: Define the problem -Stop 2: Identify OB concepts to solve the problem -Stop 3: Make recommendations and take action

Applying OB to solve problems... Closing the Gap: A Three-Step Approach?

Perceived organizational support

It is the extent to which employees believe that the organization: Values their contributions Genuinely cares about their well-being Can foster by treating employees fairly, avoiding political behavior, providing job security, empowering employees, reducing stressors in the work environment, eliminating abusive supervision, and fulfilling the psychological contract.

E. only practice as long as it remains fun.

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.

D. an external locus of control.

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.

-Personal competence Self-awareness Self-management -Social competence Social awareness Relationship management

Key components of EI?

Individual differences At one extreme are relatively fixed traits (like intelligence) and at the other extreme are more flexible states (like emotions). Relatively fixed differences are stable over time and across situations and are difficult to change. Relatively flexible differences, such as emotions, change over time from situation to situation, and can be altered more easily.

The many attributes, such as traits and behaviors, that describe each of us as a person

E. All of these are correct.

The organizing 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 or team level, and organizational level. D. outcomes organized into individual level, group or team level, and organizational level. E. All of these are correct.

Hard skills

The technical expertise and knowledge required to do a particular task or job function -What you do, such as financial analysis, accounting, operations, dental and medical processes and procedures

Agreeableness

Those higher on what are more likely to seek new opportunities?

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. According to the Ajzen model, someone's intention to engage in a given behavior is a strong predictor of that behavior.

Three key general motives predict or at least influence intention and behavior.

1. Individual 2. Group/Team 3. Organization

Three levels of OB?

A mix of: -Organizational level factors (career opportunities, managing performance, organization reputation, communication, recognition) -Person factors (positive or optimistic personalities, proactive personality, conscientiousness) -Environmental characteristics (job characteristics, leadership, stressors)

What contributes to employee engagement?

-Technical skills Nuts and bolts of doing a job Ability to get the job done -Based on job or function specific knowledge

What criteria determine which applicant is hired?

-Ability to manage people -Strong team skills -Ability to build and manage relationships

What criteria determine which employee is promoted?

Conscientiousness

What has the strongest and most positive effects on performance across jobs, industries, and levels?

Extroversion

What is beneficial if the job involves interpersonal interaction and is a stronger predictor of job performance than agreeable-ness?

-Selection criteria -Consequences -Choice process -Necessary resources

When selecting the most effective solution, decision makers should consider?

B. interdependence of person factors and environmental characteristics .

Which of the following is MOST IMPORTANT when using OB to solve problems? A. person factors. B. interdependence of person factors and environmental characteristics . C. environmental characteristics. D. interdependence of person factors and changes on a group or team level. E. independence of person factors and environmental characteristics.

Proactive personality

You are someone who is relatively unconstrained by situational forces and who affects environmental change. Someone who identifies opportunities and acts on them. The many benefits include: Increased job performance Higher job satisfaction Higher affective commitment Entrepreneurial People with proactive personalities are "hardwired" to change the status quo. Many argue that today's hyper-competitive and fast-changing workplace requires employees who take initiative and are adaptable. The ideal scenario is for both you and your manager to be proactive, as this will increase your level of job performance, job satisfaction, and affective commitment. Proactivity is a highly valued characteristic in the eyes of employers, and being proactive has direct and indirect benefits for your performance. Successful entrepreneurs often exemplify the proactive personality.