Management Exam #1
rule of one eighth
12.5% of organizations actually correctly utilize organizational behavior by persisting long enough to see the results. 25% try to make more than one change and 50% see the connection between management and profits.
instrumental, emotional
2 types of social support are ______________ and _________________.
true
3 levels of OB Individual - job satisfaction - work-life - diversity - culture - fun - fulfilling - career development Group - like accounting, sales, HR, marketing and finance - team characteristics - diversity - consensus - communication - tasks - culture Organization - customer service - stock - innovation - globalization - work environment - safety - consensus - employee satisfaction - culture - quality - market share - diversity Just type "true"
individual, group, organization
3 levels of Organizational Behavior: 1. 2. 3.
correlation
A summary of the statistical relationships between variables is referred to as ___________.
interpersonal
Citizenship behavior that benefits coworkers and colleagues and involves assisting, supporting, and developing other organizational members is known as ________________ citizenship behavior.
pay satisfaction
Employee's feelings about their pay, including whether it's as much as they deserve, secure, and adequate for both normal expenses and luxury items. Most employees base their desired pay on a careful examination of their job duties and the pay given to comparable colleagues.
extra
Employees may perceive citizenship behaviors as "extra". Supervisors may consider behaviors during behaviors.
engagement
Employees with high __________ are fully absorbed and enthusiastic about their work and devote a lot of energy to the job.
personal aggression
Hostile verbal and physical actions directed towards other employees.
Occupational Information Network (O*NET)
If organizations find it impractical to use Job Analysis to identify the set of behaviors needed to define task performance, they can turn to a database the government has created to help - it's called the ___________ ________________ _______________: an online database that includes the characteristics of most jobs in terms of task behraviors, and the required knowledge, skills and abilities.
personality, cultural values, ability
Individual characteristics that improve individual mechanisms, such as job satisfaction and motivation, include which of the following? personality chronic illness cultural values ability
production deviance
Intentionally reducing organization efficiency or work output.
behavioral coping
Involves the set of physical activities that are used to deal with a stressful situation.
stage
Job satisfaction changes depending on what _________ of life you're in.
strong positive
Job satisfaction has a ________ __________ effect on Organizational Commitment. People who experience higher levels of job satisfaction tend to feel higher levels of affective commitment and higher levels of normative commitment. Effects on continuance commitment are weaker.
evidence-based management
Meta-analyses can form the foundation for _________________ ___________ _______________.
experience
Method of ________ - Holding to a belief because it is consistent with your experiences and observations.
intuition
Method of _________ - Holding to a belief because it "feels right" or appears self-evident.
science
Method of ___________ - Accepting a belief on the basis of scientific studies.
neglect, loyalty
Organizational Commitment should decrease the likelihood of exit and _____________ and increase the likelihood that the negative work environment will prompt ____________ and voice.
behaviors
Organizational behavior seeks to understand, explain, and improve employees' attitudes and ______________.
self-efficacy
People with what type of belief think that they have the capabilities needed to carry out the behaviors needed for a task?
time pressure
The work-related challenge stressor that refers to a strong sense that the amount of time you have to do something is not enough.
correlation
To tell whether your hypothesis was supported, you could analyze the data by examining the ________________(r).
Transactional Theory of Stress
To understand what it means to feel "stressed", it is helpful to consider the _______________ __________ ___ ________: this theory explains how stressors are perceived and appraised, as well as ho people respond to those perceptions and appraisals.
pressure, altering
Trends in the workplace put ___________ on some elements of job performance while _____________ the form and function of others.
valence
reflects the anticipated value of the outcomes associated with performance (abbreviated V). Valence can be positive (I would prefer having outcome X to not having it), negative (I would prefer not having outcome X to having it), or zero (I'm bored... are we still talking about outcome X?)
instrumentality
represents the belief that successful performance will result in some outcome(s). More technically, it is a set of subjective probabilities, each ranging from 0 (no chance) to 1 (mortal lock) that successful performance will bring a set of outcomes.
Rule of One-Eighth
the __________ ___ ______ __________: One-half of organizations won't believe the connection between how they manage their people and the profits they earn. One-half of those who do see the connection will do what many organizations have done—try to make a single change to solve their problems, not realizing that the effective management of people requires a more comprehensive and systematic approach. Of the firms that make comprehensive changes, probably only about one-half will persist with their practices long enough to actually derive economic benefits. Because one-half times one-half times one-half equals one-eighth, at best 12 percent of organizations will actually do what is required to build profits by putting people first
sociology, psychology, anthropology, social psychology
4 sciences that Organizational Behavior derives from: 1. 2. 3. 4.
meta-analysis
A ________ ____________ takes all of the correlations found in studies of a particular relationship and calculates a weighted average on them.
theory
A collection of assertions, both verbal and symbolic, that specify how and why variables are related, as well as the conditions in which they should (and shouldn't) be related. It tells a story and supplies the who, what, where, when, and why elements.
rare, imitable
A conceptual argument for why Organizational Behavior might affect an organization's profitability: good people are both _________ and _________ and, therefore create a resource that is valuable for creating competitive advantage.
0.5,0.1,0.3
A correlation of ______ is considered high in OB research. A correlation of ______ is considered moderate. A correlation of ____ is considered weak.
continuance commitment
A desire to remain a member of an organization because of awareness of the costs associated with leaving it. Put simply, you stay because you need to.
affective commitment
A desire to remain a member of an organization because/due to an emotional attachment to, and involvement with, that organization. You stay because you want to.
normative commitment
A desire to remain a member of an organization due to a feeling of obligation. You stay because you ought to.
organizational behavior (OB)
A field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations.
organization
A firm's resources include financial (revenue, equity, etc.) and physical (buildings, machines, technology) resources, but they also include resources related to organizational behavior, such as the knowledge, ability, and wisdom of the workforce, as well as the image, culture, and goodwill of the ______________________.
management by objectives (MBOs)
A management philosophy that bases an employee's evaluations on whether the employee achieves specific performance goals.
meta analysis
A method that combines the results of multiple scientific studies by essentially calculating a weighted average correlation across studies, with larger studies receiving more weight. It can form the foundation for Evidence Based Management.
resource based view
A model that argues that rare and imitable resources help firms maintain competitive advantage. This perspective describes what exactly makes resources valuable (what makes them capable of creating long-term profit for the firm).
independent forms model of withdrawal
A model that predicts that the various withdrawal behaviors are uncorrelated; engaging in one type of withdrawal has little bearing on being engaged in other types.
integrative model of organizational behavior
A model that provides how the topics in the 15 textbook chapters all fit together.
service
A number of trends have affected job performance in today's organizations. These trends include the rise of knowledge work and the increase in ______________ jobs.
neglect
A passive, destructive response in which interest and effort in the job decline.
evidence-based management
A perspective that argues that scientific findings should form the foundation for management education, much as they do for medical education.
evidence based management
A perspective that argues that scientific findings should form the foundation for management education.
job satisfaction
A pleasurable emotional state resulting from the appraisal of one's job or job experiences. In other words, it represents how you feel about your job and what you think about your job.
stress
A psychological response to demands that possess certain stakes for the person and that tax or exceed the person's capacity or resources.
stress
A psychological response to demands that tax or exceed the person's capacity or resources.
motivation
A set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence
motvation
A set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence. Motivation is a critical consideration because effective job performance often requires high levles of both ability and motivation.
motvation
A set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction. // Forces inside and outside us that initiates work-related effort that determines the direction, the intensity, and the performance.
engagement
A term commonly used in the contemporary workplace to summarize motivation levels.
engagement
A term commonly used in the contemporary workplace to summarize motivation levels. You can think of it as a contemporary synonym, more or less, for high levels of intensity and persistence in work effort.
value-precept theory
A theory that argues that job satisfaction depends on whether you perceive that your job supplies the things that you value. This theory can be summarized with the following equation: Dissatisfaction = (Vwant - Vhave) x (Vimportance)
affective events theory
A theory that describes how workplace events can generate affective reactions - reactions that go on to influence work attitudes and behaviors. These events trigger emotions.
Method of science
A way of knowing things that claims people accept some belief because scientific studies have tended to replicate that result using a series of samples, settings, and methods.
Method of intuition
A way of knowing things that claims people hold firmly to some belief because it "just stands to reason" - it seems obvious or self-evident.
Method of experience
A way of knowing things that claims people hold firmly to some belief because it is consistent with their own experiences and observations.
Method of authority
A way of knowing things that claims people hold firmly to some belief because some respected official, agency, or source has said it is so.
stressor
A(n) __________ is an event, experience, or other stimulus that causes an individual to face stress and can result in strain.
expectancy theory
According to ____________ ____________ the direction of effort is dictated by three beliefs: expectancy (E → P), instrumentality (P → O), and valence (V). More specifically, the theory suggests that the total "motivational force" to perform a given action can be described using the following formula: E→P x Σ(P → O) x V
organizational commitment, job performance
According to the integrative model of organizational behavior, OB researchers are interested in which of the following individual outcomes? motivation job satisfaction organizational commitment job performance
individual
According to the integrative model of organizational behavior, ____________ would include such elements as motivation, stress, and job satisfaction.
autonomy
According to the job characteristics theory, the degree to which the job provides an employee with freedom, independence, and discretion to perform the work is referred to as ____________.
socially complex
According to the resource-based view, people within an organization create resources such as culture, teamwork, trust, and reputation. These resources are referred to as _____________ _________ resources.
history
According to the resource-based view, the collective store of useful experience, wisdom, and knowledge possessed by an organization's people is referred to as _________.
socially complex resources, numerous small decisions, history
According to the resource-based view, which of the following factors make human resources inimitable? Chronic scarcity Socially complex resources Numerous small decisions History
knowledge
Accountants, lawyers, teachers, and engineers would be considered ________________ workers because their jobs require them to engage in cognitive tasks and apply theoretical and analytical knowledge.
equity theory
Acknowledges that motivation doesn't just depend on your own beliefs and circumstances but also on what happens to other people. More specifically, it suggests that employees create a "mental ledger" of the outcomes (or rewards) they get from their job duties
emotional
Affective commitment reflects a(n) __________________ bond to the organization.
task strategies
Alana's manager has set a challenging goal for her to increase sales in her region by 10% over the next quarter. In order to achieve this goal, Alana develops educational and problem-solving plans called __________ ____________.
adaptive task performance
Also known as "adaptability", this involves employees responses to task demands that are novel, unusual, or, at the very least, unpredictable.
organizational commitment
An employee's desire to remain a member of an organization that he or she respects is referred to as his or her __________________ _______________.
embeddedness
An employees connection to and sense of fit in the organization and community, and what they'd have to sacrifice for a job change.
psychological empowerment
An energy rooted in the belief that work tasks contribute to some larger purpose.
internal
An individual's self-confidence and need for achievement are considered __________ forces in motivation.
hostile
An intense negative emotion would be characterized as feeling ___________.
social support
Another individual factor that affects the way people manage stress is the degree of _____________ ___________ that they receive.
value percept theory
Argues that job satisfaction depends on whether a job supplies the things an individual value most.
compensatory forms model of withdrawal
Argues that the various forms of withdrawal behaviors negatively correlate with one another - that doing one means you're less likely to do another.
progression model of withdrawal
Argues that the various withdrawal behaviors are positively correlated. This model has the most scientific support.
engagement
As the opening example illustrates, organizations are always on the lookout for new and better ways to motivate their employees. These days, however, those discussions are more likely to focus on a concept called _______________.
value
At a general level, employees are satisfied with their job when their job provides the things they ________.
Behaviorally Anchored Rating Scale (BARS)
BARS stands for
problem-focused coping
Behaviors and cognitions intended to manage the stressful situation itself.
property deviance
Behaviors that harm the organization's assets and possessions.
political deviance
Behaviors that intentionally disadvantage other individuals rather than the larger organization.
dissatisfaction
Big differences between wants and haves create a sense of ______________, especially when the value in question is important.
behavior
Bottom-line mentality affects _______________.
weak positive
Challenge stressors have a __________ ___________ relationship with job performance. People who experience higher levels of challenge stressors tend to have higher levels of task performance. Not much is known about the impact of challenge stressors on Citizenship Behavior and Counterproductive Behavior.
moderate positive
Challenge stressors have a __________ ____________ relationship with Organizational Commitment. People who experience higher levels of challenge stressors tend to have higher levels of Affective Commitment and Normative Commitment. Relationships with Continuance Commitment are weaker.
organizational
Citizenship behaviors, such as supporting and defending the company, working to improve its operations, and being especially loyal to the company, are known as ______________ citizenship behaviors.
experience, intuition, authority
From a scientist's point of view, it doesn't really matter what a person's __________, _____________, or _____________ suggests; the prediction must be tested with data. In other words, scientists don't simply assume that their beliefs are accurate; they acknowledge that their beliefs must be tested scientifically.
negative life events
Divorce or the death of a close family member are events that would be considered what type of stressors? nonwork challenges positive life events work challenges negative life events
burnout
Downsides for citizenship behavior: - fatigue - _____________ - can feel unmotivated if/when not thanked and appreciated
Task Performance, Counterproductive behavior, Citizenship behavior
Employee behaviors relevant to job performance include which of the following? Task performance Counterproductive behavior Management by objectives Citizenship behavior
task performance
Employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces. In other words, it is the set of explicit obligations that an employee must fulfill to receive compensation and continued employment.
counterproductive
Employee behaviors that intentionally hinder organizational goal accomplishment are referred to as _________________________ behavior.
counterproductive behavior
Employee behaviors that intentionally hinder organizational goal accomplishment. - These are things that employees mean to do (intentionally) NOT things they accidentally do.
true
Employee turnover is costly to organizations in terms of time, knowledge, and money.
psychological contracts
Employee's beliefs about what the owe the organization and what the organization owes them.
promotion satisfaction
Employee's feelings about the company's promotion policies and their execution, including whether promotions are frequent, fair, and based on ability.
engaged
Employees who are "__________" completely invest themselves and their energies into their jobs.
withdrawal behavior
Employees who are not committed to their organizations engage in ________________ _________________: A set of actions that employees perform to avoid the work situation - behaviors that eventually culminate in quitting the organization.
efficacious
Employees who feel more ________ (self-confident) for a particular task will tend to perceive higher levels of expectancy - and therefore be more likely to choose to exert high levels of effort.
efficacious
Employees who feel more _____________ (i.e. self-confident) for a particular task will tend to perceive higher levels of expectancy - and therefore be more likely to choose to exert high levels of effort.
forced ranking
Example of ____________ __________ - Managers rank subordinates relative to one another//evaluations that make clear distinctions among employees in terms of their job performance. - Also known as "rank and yank" or "the dead-man's curve"
withdrawal behavior
Exit and neglect represent the flip side of organizational commitment: _______________ _______________
self-efficacy
Expectancy What shapes individuals' perceptions about their ability to complete a task? ____________ ____________ 1. pasta accomplishments 2. vicarious experiences 3. verbal persuasion 4. emotional cues
perceptions
Expectancy theory is based on employee's _____________.
motivation
Few OB topics matter more to employees and managers than ___________.
emotional cues
Finally, efficacy is dictated by ____________ _____, in that feelings of fear or anxiety can create doubts about task accomplishment, whereas pride and enthusiasm can bolster confidence levels. Defined as positive or negative feelings that can help or hinder task accomplishment.
strategic management
Focuses on the product choices and industry characteristics that affect an organization's profitability.
autonomy
Freedom to control the timing, scheduling, and sequencing of work activities, as well as the procedures and methods used to complete work tasks. The degree to which the job provides freedom, independence, and discretion to the individual performing the work. - When your job provides autonomy, you view the outcomes of it as the product of your efforts rather than the result of careful instructions from your boss or a well-written manual of procedures. - Comes in multiple forms, including freedom to control the timing, scheduling, and sequencing of work activities, as well as the procedures and methods used to complete work tasks.
data
From a scientist's point of view, it does not really matter what a person's experience, intuition, or authority suggests; the prediction must be tested with __________ (scientifically). * Scientific studies are based on the scientific method, originated by Sir Francis Bacon in the 1600s.
stress
General approaches that organizations use to manage employee _______: - Assessment - Reducing stressors - Providing resources
job satisfaction theory
Given how critical the 5 core job characteristics are to job satisfaction, many organzations have employed this to help improve satisfaction among their employees.
performance
Goals predict ________________.
challenged
Goals should be mutually-agreed to, but you should be somewhat ________________.
interpersonal citizenship behavuor
Going beyond normal job expectations to assist, support, and develop coworkers and colleagues.
organizational citizenship behavior
Going beyond normal job expectations to improve operations of the organization, as well as defending the organization and being loyal to it.
resources
Good companies understand the linkage between employee job performance and organizational performance, and as a consequence they invest ____________ collecting information about employee performance so that it can be managed in a way that helps the organization achieve its mission.
leadership styles and behaviors, team characteristics and diversity
Group mechanisms include which of the following? organizational culture learning and decision making leadership styles and behaviors team characteristics and diversity
long
High levels of challenge stressors may have negative consequences that only become apparent over the _____ term.
strong negative
Hindrance stressors have a ___________ _______________ relationship with Organizational Commitment. People who experience higher levels of hindrance stressors tend to have lower levels of Affective Commitment and Normative Commitment. Relationships with Continuance Commitment are weaker.
weak negative
Hindrance stressors have a ____________ __________ relationship with job performance. People who experience higher levels of hindrance stressors tend to have lower levels of task performance. Not much is known about the impact of hindrance stressors on Citizenship Behavior and Counterproductive Behavior.
organizational commitment
If we consider employees' task performance levels together with their ________________________ ____________________ levels, we can gain an even clearer picture of how people might respond to negative work events
stress audits
In __________ _________, managers study the positions in their workplaces to determine if stress is negatively impacting the workplaces.
exception
In many organizations, cities, or job markets, good employees are the _________________ rather than the rule.
internal comparison
In terms of equity theory, a(n) _______________ _________________ refers to an employee examining others within the same organization.
360-degree feedback
Involves collecting performance information not just from the supervisor but from anyone else who might have firsthand knowledge about the employee's performance behaviors. - These other sources often include the employee's subordinates, peers, and customers. - Most also ask the employee to provide ratings of his or her own performance - The hope is that this approach and perspective will provide a more balanced and comprehensive examination of performance. - Problems with this approach - because ratings vary across sources there is the question of which source is the most "correct".
voice
Involves speaking up and offering constructive suggestions regarding opportunities to improve unit or organizational functioning or to address problems that could lead to negative consequences for the organization.
satisfaction with the work itself
Is the single strongest driver of overall job satisfaction. Supervision and worker satisfaction are strong drivers.
50
It turns out that health-related costs are driven to a great extent by employee stress. Estimates are that between 60 and 90 percent of all doctor visits can be attributed to stress-related causes, and the cost of providing health care to people who experience high levels of stress appears to be approximately ____% higher than for those who experience lower levels of stress.
moderate positive
Job satisfaction has a ___________ _____________ effect on job performance. People who experience higher levels of job satisfaction tend to have higher levels of Task Performance, higher levels of citizenship behaviors, and lower levels of counterproductive behavior.
organizational commitment
Job satisfaction is one of the several individual mechanisms that directly affects job performance and _________ ______________.
life
Job satisfaction is strongly related to _________ satisfaction: The degree to e=which employees feel a sense of happiness with their life in general.
knowledge work
Jobs that primarily involve cognitive activity as opposed to physical activity. - Tends to be more fluid and dynamic in nature - facts, data, and information are always changing.
unstrumentality
Kelli believes that if she does well on the next test, she will earn an A in the course. These thoughts demonstrate what type of belief?
growth need strength
Leilana would be best described as a go-getter. She seems to have an inner drive to always excel, to continue to learn and master new skills, and to continually advance within the company. According to the job characteristics theory, this reflects her _________________________.
correlated, time, explanation
Making casual inferences, establishing that one variable really does cause another, requires establishing 3 things. First, that the 2 variables are ___________. Second that the presumed cause precedes the presumed effect in ____________. Third, that no alternative _______________ exists for the correlation. * The third criterion is often fulfilled in experiment.
job analysis
Many organizations identify task performance behaviors by conducting a ______ ______; a process by which an organization determines requirements of specific jobs.
Behaviorally Anchored Rating Scale (BARS)
Measure job performance by directly assisting job performance behaviors. - This approach uses "critical incidents" - short descriptions of effective and ineffective behaviors - to create a measure that can be used to evaluate performance.
training intervention
Mercy Hospital offers stress management programs for its employees that are designed to help them recognize sources of stress and teach them stress-reduction skills. What is the name for this type of offering? training intervention flextime initiative challenge stressor sabbatical
feedback
The degree to which carrying out the activities required by the job provides employees with clear information about how they're performing. - A critical distinction must be noted: This core characteristic reflects feedback obtained directly from the job as opposed to feedback from coworkers or supervisors. Most employees receive formal performance appraisals from their bosses, but that feedback occurs once or maybe twice a year. When the job provides its feedback, that feedback can be experienced almost every day.
civic virtue
Refers to participating in the company's operations at a deeper-than-normal level by attending voluntary meetings and functions, keeping up with organizational announcements, and keeping abreast of business news that affects the company.
cognitive coping
Refers to the thoughts that are involved in trying to deal with a stressful situation.
perceived organizational support
The degree to which employees believe the organization values their contributions and cares about their well-being.
creative
The degree to which individuals develop ideas or physical outcomes that are both novel and useful.
activation
The degree to which moods are aroused and active, as opposed to unaroused and inactive
significance
The degree to which the job has a substantial impact on the lives of other people, particularly people in the world at large.
variety
The degree to which the job requires a number of different activities that involve a number of different skills and talents.
Identity
The degree to which the job requires completing a whole, identifiable, piece of work from beginning to end with a visible outcome. - When a job has a high identity, employees can point to something and say "there, I did that". - The transition from inputs to finished products is very visible, and the employees begin to feel a distinct sense of beginning and closure
stressors
The demands that cause people to experience stress.
organizational commitment
The desire on the part of the employee to remain a member of the organization.
burnout
The emotional, mental and physical exhaustion that results from having to cope with stressful demands on an ongoing basis.
task performance, citizenship behavior, counterproductive behavior
The employee behaviors that fall under the umbrella of "job performance"//what exactly you have to do to be a good performer fit into 3 broad categories; 1. 2. 3.
expectancy
The employee's perception of his/her ability to accomplish a task.
set
The first part of our motivation definition illustrates that motivation is not one thing but rather a _______ of distinct forces. Some of these forces are internal to the employee, such as a sense of purpose or confidence, whereas others are external to the employee, such as goals or incentives an employee was given.
internal
The first part of our motivation definition illustrates that motivation is not one thing but rather a set of distinct forces. Some of those forces are ___________ to the employee, such as a sense of purpose or confidence, whereas others are external to the employee, such as the goals or incentives an employee is given. The next part of that definition illustrates that motivation determines a number of facets of an employee's work effort
voice
The form of organizational citizenship behavior that involves speaking up and offering constructive suggestions for change.
satisfaction with the work itself
Reflects employees' feelings about their actual work tasks, including whether those tasks are challenging, interesting, respected, and make use of key skills rather than being dull, repetitive, and uncomfortable.
civic virtue
The form of organizational citizenship behavior that is "involving yourself responsibly in and being concerned about the organization".
boosterism
The form of organizational citizenship behavior that is characterized by representing the organization in a positive way to those outside the organization.
problem-solving
The goal should generate __________ ___________ abilities. Goals provide focus. Updates and feedback are important.
specific, measurable, achievable, results-based, time sensitive
The goals should be S.M.A.R.T. -
team processes and communication
The group mechanism that describes team behavior, including conflict and unity, is known as team characteristics and diversity organizational structure organizational culture team processes and communication
emotional contagion
The idea that emotions can be transferred from one person to another.
psychological strains
__________________ _____________________that result from stressors include depression, anxiety, anger, hostility, reduced self-confidence, irritability, inability to think clearly, forgetfulness, lack of creativity, memory loss, and a loss of a sense of humor. - These incidents may reflect a more general psychological condition known as burnout.
true
True or False One dilemma when examining job performance: is performance a set of behaviors that a person does (or doesn't) engage in, or is performance the end result of those behaviors?
true
True or False: High stress on the job is more prevalent than it has ever been before.
true
True or False: Employees can have different reactions to identical stressors as the result of a number of factors, such as perception, appraisal, and the degree of social support they perceive.
False (there is only a weak negative correlation between task performance and counterproductive behavior. Sometimes the best task performers are the ones who can best get away with counterproductive actions).
True or False: Employees with high levels of task performance seldom have counterproductive behaviors.
true
True or False: Remaining employees after a downsizing have "survivor syndrome" and are likely to have low levels of organizational commitment.
true
True or False: Surveys indicate that the vast majority of companies in the U.S. provide benefits that are intended to help employees cope with stressful demands and reduce the associated strains.
true
True or False; One of the problems with determining needs is that people's conceptions of needs vary between different cultures or even between individuals.
false
True or false: Evidence-based management argues that intuition and personal experiences should form the foundation for managerial decisions and organizational practices.
moderators
Two variables - Knowledge and Skill (the degree to which employees have the aptitude and competence needed to succeed in their job) and Growth need Strength (which captures whether employees have strong needs for personal accomplishment or developing themselves beyond where they currently are). These variables are called "____________________".
behavioral strains
Unhealthy behaviors such as grinding one's teeth at night, being overly critical and bossy, excessive smoking, compulsive gum chewing, compulsive eating, and overuse of alcohol.
40
Up to ____% of U.S. workers feel their jobs are "very stressful" or "extremely stressful".
past accomplishments, vicarious experiences
When employees consider efficacy levels for a given task, they first consider their __________ _____________—the degree to which they have succeeded or failed in similar sorts of tasks in the past. They also consider _________ _______________ by taking into account their observations and discussions with others who have performed such tasks. Self-efficacy is also dictated by verbal persuasion because friends, coworkers, and leaders can persuade employees that they can "get the job done." Finally, efficacy is dictated by emotional cues, in that feelings of fear or anxiety can create doubts about task accomplishment, whereas pride and enthusiasm can bolster confidence levels. Taken together, these efficacy sources shape analyses of how difficult the task requirements are and how adequate an employee's personal and situational resources will prove to be
presenteeism
What is the term for the phenomenon in which workers are on the job but are not fully functioning due to illness or other medical conditions?
physiological
What kinds of strains result from stressors affecting the healthy or normal functioning of the systems of the human body?
meaningfulness, competence, impact, self-determination
What makes work intrinsically motivating?
true
What motivates you? - Grades - Money - Family - Life aspirations/goals - Good food - Hobbies - Balanced life - Job satisfaction - Annual reviews Just type "true"
true
What we can do to reduce and/or manage stress includes job sharing, delegating, and working from home. Just type "true"
past accomplishments
When employees consider the efficacy levels for a given task, they first consider their ________ _____________ - the degree to which they have succeeded or failed in similar sorts of tasks in the past. They also consider vicarious experienced by taking into account their observations and discussions with others who have performed such tasks.
emotional labor
When employees manage their emotions to complete their job successfully.
chemical
When people are confronted with a stressor, their bodies secrete ________________ compounds that increase their heart rate and blood pressure, as blood is redirected away from vital organs. If the chemicals in the blood remain elevated because of prolonged or repeated exposure to the stressor, the body begins to break down, resulting in several negative consequences. - Those negative consequences come in 3 varities: physiological strains, psychological strains, and behavioral strains.
secondary appraisal
When people determine how to cope with the various stressors they face.
impact
When people feel that their work makes a difference and contributes to progress, they experience what form of psychological empowerment?
primary appraisal
When people first encounter stressors, the process of ________ ________ is triggered. Primary appraisal occurs as people evaluate the significance and the meaning of the stressor they are confronting. Here ,people first consider whether a demand causes them to feel stressed, and if it does, they consider the implications of the stressor in terms of their personal goals and overall well-being.
primary appraisal
When stressors enter our lives, our bodies quickly judge situations and decide whether or not they are stressful. What is the name of this process?
progression model
Which model of withdrawal is currently confirmed by scientific research? progression model independent forms model erosion model compensatory forms model
C,D,
Which of the following factors can increase an employee's continuance commitment? A. widespread job availability B. attractive employment opportunities outside of the company C. the cost of switching jobs D. A high unemployment rate
b
Which of the following perspectives argues that organizational resources that are valuable, rare, and inimitable can lead to the creation of competitive advantage and an increase in the bottom-line profitability of an organization? A. The dynamic capability view B. The resource-based view C. Evidence-based management D. The casual inference view
B,C,D
Which of the following statements are correct about the Occupational Information Network? A. It lists unique task requirements that separate organizations from their competitors. B. It sets forth the required knowledge, skills, and abilities for jobs. C. It is an online database developed by the government. D. It lists the characteristics of jobs in terms of tasks and behaviors.
B,C
Which of the following statements are true about the employees who remain at a company after a downsizing program? A. They tend to have a greater loyalty to the organization B. They tend to feel less obligation to stay at the organization out of a sense of moral duty C. They tend to have weaker emotional ties to the company D. They tend to be even more commited to the organization than before
C
Which psychological state reflects the degree to which employees feel they are key drivers of the quality of the unit's work? A. growth need strength B. meaningfulness of work C. responsibility for outcomes D. knowledge of results
C
Which theory identifies certain job characteristics that produce high levels of the three psychological states that make work most satisfying? A. Value-percept theory B. affective events theory C. job characteristics theory D. job descriptive index theory
B
Which theory of motivation proposes that work effort is directed towards positive experiences and away from negative ones? A. goal setting theory B. expectancy theory C. past accomplishments theory D. equity theory
engagement
Why does motivation matter? ________________
affective
___________________ Commitment: Employees that feel a sense of this commitment identify with the organization, accept that the organization's goals, values, and are more willing to exert extra effort on behalf of the organization. By identifying with the organization, they come to view the organization membership as important to their sense of self.
physical withdrawal
_____________ ________________: Consists of actions that provide a physical escape, whether short or long term, from the work environment.
Managers
_____________ are about 21% more likely than the average worker to describe their job as stressful.
instrumentality
______________: If I perform well, will I receive outcomes? It represents the belief that successful performance will result in some outcome(s).
management by objectives
_______________ ___ __________ - Focused on performance goals goals are measurable and specific - Performance must be able to be quantified
graphic rating scale
_______________ ___________ _____________ - Advantages easy to use time efficient
normative
_______________ commitment exists when there is a sense that staying is the "right" or "moral" thing to do. - Indebtedness: Employees are in the organization's debt.
adaptive
_______________ task performance is becoming increasingly important as globalization, technological advances, and knowledge-based work increase the pace of change in the workplace.
physical
_______________ withdrawal is a type of exit behavior.
continuance
________________ commitment focuses on personal and family issues more than the other 2 types because employees often need to stay for both work and non work reasons.
psychological withdrawal
_________________ __________________ - Consists of actions that provide a mental escape from the work environment. Comes in many shapes and sizes, such as daydreaming, socializing, looking busy, and moonlighting.
supervision satisfaction
Reflects employees' feelings about their boss, including whether the boss is competent, polite and a good communicator (rather than lazy, annoying, and too distant). Most employees ask 2 questions about their supervisors: (1) Can they help me attain the things that I value? (2) Are they generally likable?
boosterism
Representing the organization in a positive way when away from the office/out of work.
expectancy
Represents the belief that exerting a high level of effort will result in the successful performance of some task. Expectancy is a subjective probability, ranging from 0 (no chance) to 1 (a mortal lock) that a specific amount of effort will result in a specific level of performance. Abberviated as E-->P.
higher, higher
Research has shown that people who experience _________ levels of challenge stressors tend to have ___________ levels of job performance.
exit, voice, loyalty, neglect
Research on reactions to negative work experts suggests that you might respond in 1 of 4 general ways 1. You might attempt to remove yourself from the situation, either by being absent from work more frequently or by voluntarily leaving the organization. "_________" 2. You might attempt to change circumstances by meeting with the new team member to attempt to work out the situation. "_______" 3. You might "grin and bear it". "__________" 4. You might go through the motions, allowing your performance to deteriorate as you mentally "check out". "______________"
coworkers, organization
Research suggests 2 main categories of Citizenship Behavior types that differ according to who benefits from the activity: _______________ or the _____________.
critical psychological states
Research suggests that 3 "_____________ _____________ __________" make work satisfying. - Meaningfulness of work - reflects the degree to which work tasks are viewed as something that "counts" in the employees; systems of philosophies and beliefs. - Responsibility for outcomes - Captures the degree to which employees feel that they are key drivers of the quality of the unit's work. - Knowledge of results - Reflects the extent to which employees know how well (or poorly) they're doing.
financial, physical
Resource Based View - A firm's resources include _______________ and _________. - Value of resources depends on how many factors.
social undermining
Sabotaging coworkers' reputations or trying to make them look bad. - A common issue with the results-based view of job performance.
valenced
Salary increases, bonuses, and more informal rewards are typical examples of "positively ___________" outcomes. disciplinary actions, demotions, and terminations are typical examples of "negatively valenced" outcomes.
scientific method
Scientific studies are based on the ______________ _________.
verbal persuasion
Self-efficacy is also dictated by _________ __________ because friends, coworkers, and leaders can persuade employees that they can "get the job done." It is defined as pep talks that lead employees to believe that they can "get the job done."
behavior
Since the field of organizational behavior aims to understand, predict, and improve behaviors, we refer to job performance as ________. We use the term "results" or "job performance results" when referring to important outcomes that are associated with those behaviors.
nodes
Some employees are "___________" with several direct connections to other employees.
values
Some employees are more satisfied than others because their ____________ may be different.
purple squirrel
Someone in the business world who is trained in one discipline/specialization but moves to another because they're good at it.
task performance
Sometimes employees go the extra mile by actually engaging in behaviors that are not within their job description - and thus do not fall under the broad heading of _________ _____________.
emotions
States of feeling that are often intense, last for only a few minutes, and are clearly directed at (and caused by) someone or some circumstance.
moods
States of feeling that are often mild in intensity, last for an extended period of time, and are not explicitly directed at or caused by anything.
moods
States of feeling that are relatively mild, last for a while, and are not explicitly directed at or caused by someone or something are referred to as ________.
rewards
Strategies for commitment - ____________ - publicity - support - provide support to employees - participation - allow employee to help set goal - resources
nature, person
Stress depends on BOTH the ___________ of the demand and the __________ who confronts it.
hindrance stressors
Stressful demands that people tend to perceive as hindering their progress toward personal accomplishment or goal attachment. These type of stressors most often trigger negative emotions such as anxiety or anger.
challenge stressors
Stressful demands that people tend to perceive as opportunities for learning, growth, and achievement. They often trigger positive emotions such as pride and enthusiasm.
non-work hindrance stressors
Stressors experienced outside of work that may have effects that spill over to affect the employee at work.
intrinsic, extrinsic motivation
Taken together, __________ and__________ ______________ represent an employee's "total motivation" level.
human resources management
Takes theories and principles studied in Organizational Behaviors and explores the applications of those principles in organizations.
Affective commitment, continuance commitment, normative commitment
The 3 types of organizational commitment: 1. 2. 3.
value, identity, significance, autonomy, feedback
The 5 core job characteristics are (VISAF): 1. 2. 3. 4. 5.
specific and difficult goals
The Goal Setting Theory argues that assigning employees ___________ _____ ____________ ________ will result in higher levels of performance than assigning no goals, easy goals, or "do your best" goals.
facets
The Value-Precept Theory also suggests that people evaluate job satisfaction according to specific "_____________" of the job.
goal setting
The _________ __________ theory says that assigning specific goals will result in higher performance due to higher motivation.
task performance behaviors
The _________ ___________ ___________ are routine task performance, adaptive task performance, and creative task performance.
value-percept
The _________ ___________ theory argues that job satisfaction depends on whether you feel that your job supplies the things that you value.
equity
The _________ theory is a motivational theory that considers the ratio between outcomes and inputs and recognizes that outcomes depend in part on what occurs in the lives of others.
goal setting
The __________ ________ theory of motivation argues that goals determine the work actions of people.
affective events
The __________ _______________ theory states that workplace occurrences that can generate reactions can go on to influence work attitudes and behaviors.
erosion
The ____________ model suggests that employees with fewer bonds will be more likely to quit the organization.
social influence
The _____________ _________________ Model suggests that employees that have direct linkage with "leavers" will themselves be more likely to leave.
coping
The actions and beliefs people use to face stress and the emotions caused by stress.
valence
The anticipated value of the outcomes associated with performance.
valence
The belief known as _________ relates to the question "Does the outcome have any value to me?"
instrumentality
The belief known as __________________ relates to the belief that "If I do a good job, I'll receive the outcome I desire".
instrumentality
The belief that performing a task will result in some outcome.
scatterplot
The best way to get a feel for correlation is to look at a ____________.
numerous small decisions
The concept of __________________ __________ ___________ captures the idea that people make many small decisions day in and day out, week in and week out.
relevant
The definition of job performance includes behaviors that are within the control of the employees, but it places a boundary on which behaviors are (and aren't) __________ to job performance.
pleasantness
The degree to which an employee is in a good versus bad mood
organizational commitment
influences whether an employee stays a member of the organization (is retained) or leaves to pursue another job (turns over).
several
Clearly this research evidence seems to support the conceptual argument that good people constitute a valuable resource for companies. Good OB does seem to matter in terms of company profitability. You may wonder then, "What's so hard?" Why doesn't every company prioritize the effective management of OB, devoting as much attention to it as they do accounting, finance, marketing, technology, physical assets, and so on? Some companies do a bad job when it comes to managing their people. Why is that? One reason is that there is no "magic bullet" OB practice—one thing that, in and of itself, can increase profitability. Instead, the effective management of OB requires a belief that ___________ different practices are important, along with a long-term commitment to improving those practices. This premise can be summarized with what might be called the Rule of One-Eighth: the belief that at best one-eighth, or 12 percentage, of organizations will actually do what is required to build profits by putting people first.
routine
Common actions used to deal with typical or predictable job situations are known as ________________ task performance.
incivility
Communication that is rude, impolite, discourteous, and lacking in good manners.
commitment
Continuance ____________________ exists when there is a profit associated with staying and a cost associated with leaving.
passive
Continuance commitment tends to create a more _________________ form of loyalty.
method, focus
Coping can involve many different types of activities, and these activities can be grouped into 4 broad categories based on the dimensions. The first dimension refers to the ____________ of coping (behavioral versus cognitive), and the second dimension refers to the focus of coping (problem solving versus regulation of emotions).
stressors
Demands cause people stress, and the demands that cause people stress are called _____________. Stressors cause strains.
job characteristics thoery
Describes the central characteristics of intrinsically satisfying jobs and attempts to answer the question "what kinds of tasks create these 3 psychological states that lead to job satisfaction?" - This theory argues that 5 core job characteristics (variety, identity, significance, autonomy, and feedback - VISAF) result in high levels of 3 psychological states, making work tasks more satisfying.
expectancy theory
Describes the cognitive process that employees go through to make choices among different voluntary responses. It argues that employee behavior is directed toward pleasure and away from pain or, more generally, toward certain outcomes and away from others. This theory suggests that our choices depend on three specific beliefs that are based in our past learning and experience: expectancy, instrumentality, and valence.
expectancy theory
Describes the cognitive process that employees go through to make choices among different voluntary responses. This theory suggests that our choices depend on three specific beliefs that are based in our past learning and experience: expectancy, instrumentality, and valence.
extrinsic motivation
Desire to put forth work effort due to some contingency that depends on task performance
intrinsic motivation
Desire to put forth work effort due to the sense that task performance serves as its own reward.
experience, intuition, authority, science
Different ways of knowing things: Method of ______________ Method of _______________ Method of _______________ Method of ________________
persistence
Direction, intensity, and ____________ are the components of motivation that contribute to an employee's work.
0.21
Meta Analysis takes all of the correlations found in studies of a particular relationship and calculates a weighted average (such that correlations based on studies with large samples are weighted more than correlations based on studies with small samples). It turns out that a meta-analysis has been conducted on the effects of social recognition and job performance. That analysis revealed an average correlation of ______ across studies conducted in 96 different organizations in the service industry.27 That meta-analysis offers more compelling support for the potential benefits of social recognition than the methods of experience, intuition, or authority could have provided.
authority
Method of ____________ - Accepting a belief because a trusted source respected source has said it is so.
pleasantness, activation
Mood can be categorized in 2 ways: ______________ and _______________.
psychological empowerment
Motivated by intrinsic characteristics.
faster, longer
Motivated employees simply move __________ and ____________ than unmotivated employees.
direction of effort, intensity of effort, persistence of effort
Motivation determines the _________ ____ _____________, _____________ ___ __________, and the __________ ___ ____________.
strong positive
Motivation has a _____________ ____________ effect on job performance. People who experience higher levels of motivation tend to have higher levels of task performance.
movement
Motivation is a derivation of the Latin word for _____________, movere.
experience, intuition, authority, science
Now that we've described what OB is and why it's an important topic of study, we now turn to how we "know" what we know about the topic. In other words, where does the knowledge in this textbook come from? To answer this question, we must first explore how people "know" about anything. Philosophers have argued that there are several different ways of knowing things: Method of ____________ Method of ____________ Method of ____________ Method of _____________
vicarious experiences
Observations of and discussions with others who have performed some work task.
personality and cultural values, ability
Of course, if satisfaction, stress, motivation, and so forth are the key drivers of job performance and organizational commitment, it becomes important to understand what factors improve those individual mechanisms. Two such factors reflect the characteristics of individual employees - _____________ ____ ______________ __________ and ___________.
resource-based view
Of course, we shouldn't just accept it on faith that OB matters, nor should we merely look for specific companies that appear to support the premise. What we need instead is a conceptual argument that captures why OB might affect the bottom-line profitability of an organization. One such argument is based on the ___________ ___________ __________ of organizations. This perspective describes what exactly makes resources valuable - that is, what makes them capable of creating long-term profits for the firm.
A,B,C
Of the 5 job facets identified by the value-percept theory, which three have the highest correlation to job satisfaction? A. work itself B. coworkers C. supervision D. promotion E. pay
direction, intensity, persistence
Once the __________ of effort has been decided, motivation goes on to determine how hard an employee works—the __________ of effort—and for how long—the ____________ of effort. (Motivation determines the direction, intensity, and persistence of effort).
intensity
Once the direction of effort has been decided, motivation goes on to determine how hard an employee works - the _________ of effort - and for how long - the persistence of effort.
equity theory
One of the 3 theories that explains why some employees are more motivated than others - motivated by others' outcomes. ____________ ___________
goal setting theory
One of the 3 theories that explains why some employees are more motivated than others - motivated to reach goals. ______________ __________ _____________
expectancy theory
One of the 3 theories that explains why some employees are more motivated than others - motivated to seek pleasurable outcomes. _________________ ________________.
several
One reason that not every company prioritizes the effective management of Organizational Behavior is because there is no "magic bullet" OB practice - one thing that, in and of itself, can increase profitability. Instead, the effective management of OB requires the belief that _______________ different practices are important, along with a long term commitment to improving those practices.
30
One recent survey suggests that only ____% of employees are engaged.
30
One study suggested that only ____ percent of employees are engaged.
Type A
One way that people differ in their reactions to stress depends on whether they exhibit the _________ ____ behavior pattern: People who tend to experience more stressors, appraise more demands as stressful, and be prone to exercising more strain. - Type A people have a strong sense of time urgency and tend to be impatient, hard-driving, competitive, controlling, aggressive, and even hostile. - Type A behavior is important in the context of this chapter because it can influence stressors, stress, and strain.
turnover
Organizational Commitment influences whether an employee stays a member of the organization (is retained) or leaves to pursue another job (turns over). Focus is primarily on reducing voluntary ________________ by keeping the employees whom the organization wants to keep.
focus of commitment
Organizational commitment depends on more than just "the organization" ___________ ___ ________________: The various people, places, and things that can inspire a desire to remain a member of the organization.
engagement
Organizations are always on the lookout for new and better ways to motivate their employees. These days, however, those discussions are more likely to focus on a concept called ____________.
flextime
Organizations that use ___________ give employees some degree of latitude in terms of which hour they need to be present at the workplace.
needs
Outcomes are deemed more attractive when they help satisfy ______. Needs can be defined as cognitive groupings or clusters of outcomes that are viewed as having critical psychological or physiologiacl consequences.
long
People sometimes wonder whether a firm's ability to manage OB has any bearing on its bottom-line profitability. After all, if a firm has a good-enough product, won't people buy it regardless of how happy, motivated, or committed its workforce is? Perhaps for a time, but effective OB can help keep a product good over the _________ term.
presenteeism
People whose jobs are filled with challenge stressors experience strains that can result in illness, but because they tend to be more satisfied, committed, and engaged with their jobs, they come to work anyway. This phenomenon, which is referred to as __________________ can result in prolonged illness, as well as the spread of illness, and ultimately a downward spiral of impaired performance and employee health.
behavior, relevant
Performance is ____________-focused and _____________ to the job.
management by objectives, graphic rating scales, behaviorally anchored rating scales, 360 degree feedback, forced ranking
Performance measurement methods
relational contracts
Physiological contracts that focus on a broad set of open-ended and subjective obligations.
transactional contract
Physiological contracts that focus on a narrow set of specific monetary obligations.
engagement
Positive, fulfilling work-related state of mind that is characterized by vigor, dedication, and absorption.
citizens
Possess high commitment and low task performance but perform many of the voluntary "extra-role" activities that are needed to make the organization function smoothly. Likely to respond with loyalty because they may lack the credibility to inspire change but do possess the desire to stay at the organization.
apathetics
Possess low levels of both organizational commitment and task performance and merely exert the minimal level of effort needed to keep their jobs. Likely to response with neglect because lack of performance needed to be marketable and lack of the commitment needed to engaged in acts of citizenship.
lone wolves
Possess low levels of organizational commitment but high levels of task performance and are motivated to achieve work goals for themselves, not necessarily for their company. They are good workers that are focused on getting the job done, however they are not too social or open to new idea. Likely to respond with exit. Although their performance would give them credibility to inspire change, their lack of attachment prevents them from using that credibility constructively.
resources
Productive employees are valuable ________________.
service work
Providing a service that involves direct verbal or physical interaction with customers//work that provides non tangible foods to customers through direct verbal, electronic, or physical interaction. - One of the largest and fastest growing sectors in the economy. - Accounts for approximately 55% of economic activity in the U.S.
strength
Rather than directly affecting other variables in the diagram, moderators influence the ______________ of the relationship between variables.
socially complex resources
Reasons people are inimitable: People also create _____________ ___________ ____________, like culture, teamwork, trust, and reputation. These resources are termed "socially complex" because it's not always clear how they came to develop, though it is clear which organizations do (and do not) possess them. The source of competitive advantage is known, but the method of replicating the advantage is unclear.
history
Reasons people are inimitable: People create a ____________ - a collective pool of experience, wisdom, and knowledge that benefits the organization. History cannot be bought.
numerous small decisions
Reasons people are inimitable: The concept of _______________ ________ ________ captures the idea that people make many small decisions day in and day out, week in and week out. Why is this important? "Behind the scenes" decisions at one organization are more invisible to another, especially the decisions that involve the hiring and management of employees
A
Recent job studies show that job satisfaction is: A. declining B. Staying the same C. No longer affecting job performance D. Increasing
coworker satisfaction
Refers to employees' feelings about their fellow employees, including whether coworkers are smart, responsible, helpful, fun, and interesting as opposed to lazy, gossipy, unpleasant, and boring. Employees ask the same kind f questions about their coworkers as they do their supervisors.
meta analysis
The important point is that little can be learned from a single study. The best way to test a theory is to conduct many studies, each of which is as different as possible from the ones that preceded it. So if you really wanted to study the effects of social recognition, you would conduct several studies using different kinds of samples, different kinds of measures, and both experimental and nonexperimental methods. After completing all of those studies, you could look back on the results and create some sort of average correlation across all of the studies. This process is what a technique called ___________ _____________.
creative
The increase in ______________ task performance can be explained by the rapid technological change and intense competition that mark today's business landscape.
jack welsch
The man who created forced ranking and used it to manage his workforce t General Electric. It differentiated employees by using the "vitality curve"
strains
The negative consequences associated with stress.
strains
The negative consequences that occur when demands tax or exceed a person's capacity or resources.
personal development activities
The non-work challenge stressor that includes participation in formal education programs, music lessons, sports-related training, hobby-related self-education, participation in local government, or volunteer work.
positive life events
The non-work challenge stressor that refers to events such as the birth of a child, marriage, etc.
family time demands
The non-work challenge stressor that refers to the time that a person commits to participate in any array of family activities and responsibilities.
work-family conflict
The non-work hindrance stressor that refers to demands of a work role hinder the fulfillment of the demands of a family role (or vice versa).
negative life events
The non-work hindrance stressors that refers to events such as divorce or death of a family member that tend to be appraised as hindrance.
financial uncertainty
The non-work related hindrance stressor that refers to conditions that create uncertainties with regard to the loss of livelihood, savings, or the ability to pay expenses. - Highly relevant during recessions or economic downturns.
goal
The objective or aim of an action.
organizational structure
The organizational mechanism that reflects how units within an organization link to and communicate with other units is called _____________________ _______________.
C
The performance appraisal system that involves the development of a set of mutually agreed-upon objectives between employees and supervisors is: A. Benchmarking B. Forced ranking C. Management by Objectives (MBO) D. A behaviorally anchored rating scale
the rule of one-eighth
The premise that 12% or less of organizations will sustain and increase profitability by emphasizing effective management practices is referred to as _____ _______ __ ____ _______.
sabotage
The purposeful destruction of physical equipment, organizational processes, or company products.
inimitable
The resource-based view also suggests that a resource is more valuable when it is ____________, meaning that it cannot be imitated. Many of the firm's resources can be imitated, if competitors have enough money. For example, a new form of technology can help a firm gain an advantage for a short time, but competing firms can switch to the same technology. Manufacturing practices can be copied, equipment and tools can be approximated, and marketing strategies can be mimicked. Good people, in contrast, are much more difficult to imitate. As shown in Figure 1-2, there are three reasons people are inimitable.
rare
The resource-based view suggests that the value of resources depends on several factors. For example, a resource is more valuable when it is _______. Good people are also rare. If good people really are rare, the effective management of OB should prove to be a valuable resource.
theory
The scientific method begins with ___________.
hypotheses
The scientific method requires that theories be used to inspire ______________.
facets
The second part of the definition of Motivation illustrates that motivation determines a number of ______ of an employee's work effort.
flow
The state in which an employee feels a total immersion in the task at hand is referred to as _______.
correlation
The statistical relationship between 2 variables. It can be + or -, and range from -1 to 1.
needs
The term for groups of beliefs or results that people believe are physically and mentally important?
social psychology, industrial psychology, anthropology
The theories and concepts in Organizational Behavior (OB) are derived from which of the following disciplines? social psychology criminology industrial psychology anthropology
disciplines
The theories and concepts of Organizational Behaviors are actually drawn from a wide variety of ________________.
normative
The three types of organizational commitment are affective commitment, continuance commitment, and ______________ commitment.
attachment
The three types of organizational commitment combine to create an overall sense of psychological ___________________ to the company.
job performance, organizational commitment
The two primary outcomes in organizational behavior are ________ _____________________ and _________________ ____________________.
property deviance
The type of counterproductive behavior that harms the organization's assets and possessions.
personal aggression
The type of counterproductive behavior that includes hostile verbal and physical actions directed towards other employees.
political deviance
The type of counterproductive behavior that intentionally disadvantages other individuals.
production deviance
The type of counterproductive behavior that reduces the efficiency of work output.
emotional
The type of social support that refers to the empathy and understanding that people receive from others that can be used to alleviate emotional distress from stressful demands.
instrumental
The type of social support that refers to the help people receive from others that can be used to address a stressful demand directly.
analytics
The use of data, rather than just opinions, to guide in decision making.
job performance
The value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment.
work-related
The various roles we fill at work are the source of different types of _______ _________ hindrance stressors.
emotion-focused coping
The various ways in which people manage their own emotional reactions to stressful demands.
work complexity
The work-related challenge stressor that refers to the degree to which the requirements of the work - in terms of knowledge, skills, and abilities - tax or exceed the capabilities of the person who is responsible for performing the work.
work responsibility
The work-related challenge stressor that refers to the nature of the obligations that a person has towards others.
role overload
The work-related hindrance stressor that often occurs when the number of demanding roles a person holds is so high that the person simply cannot perform some or all of the roles effectively. - More prevalent than both role conflict and role ambiguity
role ambiguity
The work-related hindrance stressor that refers to a lack of information about what needs to be done in a role, as well as unpredictably regarding the consequences of performance in that role. - Often experienced among new employees.
role conflict
The work-related hindrance stressor that refers to conflicting expectations that other people may have of us.
daily hassles
The work-related hindrance stressor that refers to the relatively minor day-today demands that get in the way of accomplishing the things we really want to accomplish.
theory diagrams
Theories are often summarized with _____________ _____________, the "boxes and arrows" that graphically depict relationships between variables.
instrumental
There are two major types of social support that people can receive when they are confronted with stressful demands: emotional support and _______________ support.
physical
There are two types of withdrawal that employees can exhibit: psychological and ________________.
citizenship behavior
This type of behavior is really important when you have a cross-functional team. When you're working with department's outside of your own.
values
Those things that people consciously or subconsciously want to seek or attain.
history, numerous small decisions, socially complex resources
Three reasons people are inimitable
rare, inimitable
Thus, we can build a conceptual argument for why OB might affect an organization's profitability: Good people are both ______ and __________ and, therefore, create a resource that is valuable for creating competitive advantage.
true
Traits of company's that people want to work for that demonstrate commitment for their employees: - Goal-oriented - Connecting employees - Successful - Career advancement - Comfortable environment - Top workplace Just type "true"
results
Using _______ as the primary indicator of job performance creates potential problems. First, employees contribute to their organization in ways that go beyond bottom line results, and so evaluating an employee's performance based on results alone might give you an inaccurate picture of which employees are worth more to the organization. Second, there's evidence that managers' focus on bottom line results can create a bottom line mentality among employees, which in turn, results in social undermining—sabotaging coworkers' reputations or trying to make them look bad. Similarly, the quest to enhance the bottom line may lead employees to violate policies and regulations, which in turn, may result in staggering legal fees, fines, and lost customers. Third, results are often influenced by factors that are beyond the employees' control—product quality, competition, equipment, technology, budget constraints, coworkers, and supervisors, just to name a few. Fourth, even if these uncontrollable factors are less relevant in a given situation, there's another problem with a results-based view of job performance: Results don't tell you how to reverse a "bad year." That is, performance feedback based on results doesn't provide people with the information they need to improve their behavior.
results
Using __________ as the primary indicator of job performance creates potential problems.
moonlighting
Using work time and resources to complete something other than job duties.
goal setting theory
Views goals as the primary drivers of the intensity and persistence of effort.
citizenship behavior
Voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting or context in which the work takes place.
true
Vwant - reflects how much of a value an employee wants Vhave - reflects how much of that value the job supplies Vimportance - reflects how important the value is to the employee Just type "true"
bonds
We can gain a better understanding of Affective Commitment if we take a closer look at the ___________ that tie employees together.
routine task performance
Well-known responses to demands that occur in a normal, routine, or otherwise predictable way.
job satisfaction, stress, motivation
What are the 3 individual mechanisms that we have learned so far and that are the key drivers to job performance and organizational commitment? _____ _______________, ______________, and _________________.
expectancy theory, goal setting theory, equity theory
What are the 3 theories that explain why some employees are more motivated than others?
B
What do people experience when they believe that their professional work contributes to some greater cause? A. self-determination B. psychological empowerment C. engagement D. task complexity
needs
What exactly makes some outcomes more "positively valenced" than others? In general, outcomes are deemed more attractive when they help satisfy __________.
self-efficacy
What factors shape our expectancy for a particular task? One of the most critical factors is ______ _____, defined as the belief that a person has the capabilities needed to execute the behaviors required for task success. Think of it as a kind of self-confidence or a task-specific version of self-esteem.
self-efficacy
What factors shape our expectancy for a particular task? One of the most critical factors is _________ _________, defined as the belief that a person has the capabilities needed to execute the behaviors required for task success. Think of it as a kind of self-confidence or a task-specific version of self-esteem.
hindrance
What is the name for the type of stressors that prevent people from achieving personal success or goals.
work responsibility
What is the term for the amount of obligations a worker has regarding others? role ambiguity role conflict work complexity work responsibility
true
Why exactly do specific and difficult goals have such positive effects? First, the assignment of a specific and difficult goal shapes people's own self-set goals—the internalized goals that people use to monitor their own task progress. In the absence of an assigned goal, employees may not even consider what their own goals are, or they may self-set relatively easy goals that they're certain to meet. As a self-set goal becomes more difficult, the intensity of effort increases, and the persistence of effort gets extended. However, goals have another effect; they trigger the creation of task strategies Task strategies, defined as ;earning plans and problem-solving approaches used to achieve successful performance.In the absence of a goal, it's easy to rely on trial and error to figure out how best to do a task. Under the pressure of a measuring stick, however, it becomes more effective to plan out the next move. Put differently, goals can motivate employees to work both harder and smarter. just type "true"
psychological (neglect) or physical (Exit)
Withdrawal comes in 2 forms:
service
Work that provides non tangible goods to customers through direct electronic, verbal, or physical interaction is known as ___________ work.
expatriate
Working as an ________________ - an employee who lives outside his or her native country - can be particularly challenging.
hypotheses
Written predictions that specify relationships between variables aer referred to as __________________.
hypothesis
Written predictions that specify relationships between variables.
intensity, persistance
You can think of engagement as a contemporary synonym, more or less, for high levels of _________ and ____________ in work effort.
experiments
You may have heard the phrase, "correlation does not imply causation." It turns out that making causal inferences—establishing that one variable really does cause another—requires establishing three things. First, that the two variables are correlated. Second, that the presumed cause precedes the presumed effect in time. Third, that no alternative explanation exists for the correlation. The third criterion is often fulfilled in ___________ , where researchers have more control over the setting in which the study occurs
job analysis
_________ _________ 1. Generate list of activities related to the job. 2. Each activity is rated by subject matter experts (SMEs) 3. Important and frequent behaviors are retained
360 degree feedback
__________ ______________ _________________ - Multiple sources of performance information - Advantages multiple perspectives provide feedback - Disadvantages promotion vs. development focus
least
__________ stressful jobs: - surgeon - tenured professor
trivial
__________ tasks tend to be less satisfying than tasks that make employees feel like they're aiding the organization or society in a meaningful way.
valence
__________: will the outcomes be satisfying?
Behaviorally Anchored Rating Scale (BARS)
___________ _________________ _____________ ___________ - Assess job specific behaviors - Advantages provides feedback for improvement time efficient for evaluating employees
senior
___________ leadership drives work environment and values.
coping
___________ refers to the behavior and thoughts that people use to manage both the stressful demands they face and emotions associated wit those stressful demands.
forced ranking
____________ ____________ - Employees put into clusters: top 20% middle 70% bottom 10% - Advantages eliminates low performers
stars
____________ are employees that possess high commitment and high performance and are held up as role models for other employees. Usually respond to negative work events with voice because they have the desire to improve the status quo and the credibility needed to improve change.
most
____________ stressful jobs: - police officer - pilot - attorney
expectancy
____________: If I exert a lot of effort, will I perform well? It represents the belief that a high level of effort will result in the successful performance of some task.
valence
____________: Will the outcomes be satisfying? It reflects the anticipated value of the outcomes associated with performance.
physiological strains
_________________________ __________ that result from stressors occur in at least four systems of the human body. 1st --> reduce effectiveness of the immune system 2nd --> stressors can harm the body's cardiovascular system, cause the heart to race, increase blood pressure, and create coronary artery disease. 3rd --> stressors can cause problems in the body's musculoskeletal system. Tension headaches, tight shoulders, and back pain.
