MGT3630-110_INTRO TO ORG BEHAVIOR: Test 1

Psychological Capital

•PsyCap predicts job performance and satisfaction •PsyCap components related to positive work emotions

Personality

•Relatively stable over the life course •Affects work habits and interactions •Personality cannot typically be changed by managerial intervention.

Standards of EBM

•Use failure and success stories and valid research methods •Adopt a neutral stance toward ideologies •Employ critical thinking

Social support

•ameliorates some health hazards

Resilient personality

•reduces potential to affect health

Narcissism

The expression of grandiosity, entitlement, dominance, and superiority

Positive State Affect

The extent to which an individual subjectively experiences positive moods such as joy, interest, and alertness

Individual Level

The most basic level within organizational behavior such as personality or behavior

Surface Acting

"Producing a desired outward emotional expression without modifying the underlying emotions"

Personality

"Regularities in feeling, thought and action that are characteristic of an individual"

Employee Engagement

"The investments of an individual's complete self into a role"

•Four components to PsyCap

-Efficacy -Optimism -Hope -Resiliency

Myers-Briggs limitations

-Limited research support -Possible different results when retaking -Should not be used to choose job candidates

Resilience

-Positive adaptation when faced with adversity -Improves adaptation and influences stress effects -Evidence suggests resilience can be learned

Emotional Contagion

The negative mood of one employee spreading to others in their group

Critical Thinking

The objective analysis and evaluation of an issue in order to form a judgment

Turnover

The rate at which employees leave a workforce and are replaced

Emotional Dissonance

The result of the difference between the organizationally expected emotions and an employee's inner or "real" emotions

Positive Organizational Behavior (POB)

The study and application of positive-oriented human resource strengthsand psychological capacities that can be measured, developed, and effectively managed for performance improvement in today's workplace

Applied Social Psychology

The study of how people interact in groups

Organizational Behavior (OB)

The study of individuals and their attitudes and behaviors at work

Critical Thinking Skills

•Logic •Reflection •Dual processing •Attention to detail •Decision making

Attitudes

•Measured with question, response scales •Outcome variables -Job satisfaction -Organizational commitment -Employee Engagement

Myers-Briggs Type Indicator

•Most often administered test among nonpsychiatric populations •Four personality preferences combine for 16 personality types -Introversion (I) vs. extraversion (E) -Sensing (S) vs. intuition (N) -Thinking (T) vs. feeling (F) -Judging (J) vs. perceiving (P)

•Risk-taking

-Purposive activity that entails novelty/danger sufficient to create anxiety -Trait-like -State-like -Psychological capital (PsyCap)

Performance

•One of most important OB outcomes •Measured two main ways -Objective performance -Supervisor or peer ratings

Gratitude

"A generalized tendency to recognize and respond with grateful emotion to the roles of other people's benevolence in the positive experiences and outcomes that one obtains"

Emotional Intelligence (EI)

"Ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions"

Components of an attitude

-Cognitive -Affective -Behavioral

Myers-Briggs: How it is used in organizations

-Conflict resolution and team building -Discussion of personality differences and work strategy

The Big Five

1.) Openness 2.) Conscientiousness 3.) Extraversion 4.) Agreeableness 5.) Neuroticism

Four sources of EBM information

1.) Scientific evidence 2.) Organizational evidence 3.) Experiential evidence 4.) Organizational values and stakeholders' concerns

Type B Behavior

A behavior pattern characterized by a relaxed demeanor, steady work habits, a noncompetitive nature, and a desire to be liked by others -relaxed, easygoing

Type D Behavior

A behavior pattern characterized by an aversion to leading, punctuality, contentment, and giving support to others -distressed, negative affect, social inhibition

Type A Behavior

A behavior pattern characterized by hostility, time urgency, impatience, and a competitive drive -competitive, aggressive, energized by stress

Type C Behavior

A behavior pattern characterized by predictability, loyalty, patience, thoughtfulness, an attention to detail, and seriousness. -nice, hardworking, tries to appease others

Agreeableness

A characteristic in which one is affable, tolerant, sensitive, trusting, kind, and warm

Openness

A person's willingness to embrace new ideas and new situations

Risk-Taking

A personality trait defined as "any purposive activity that entails novelty or danger sufficient to create anxiety in most people. Risk taking can be either physical or social, or a combination of the two" - "T Type"

Broaden-and-Build Model

A process by which emotions serve to both broaden employee experiences and allow them to build better-functioning organizations

Mindfulness

A state of open attention on what is happening in the present without thinking about the past or worrying about the future

Emotion Regulation

Ability to manage emotion in the self and others (e.g., detaching from fear states that interfere with one's functioning)

Needs-Supplies (NS) Fit

Addresses whether the job fulfills the employee's need for interesting work and a sense of meaning in their work

Organizational Commitment

An employee's desire to remain a member of an organization

Organizational Level

An entire entity structured and managed to pursue collective goals with a structure that determines relationships between the different activities and the members

Conscientiousness

Being organized, systematic, punctual, achievement oriented, and dependable

Conscientiousness

Being organized, systematic, punctual, achievement oriented, and dependable - Better adjust to organizational change

Emotions

Brief but intense feelings triggered by specific events that disrupt a person's thinking

Job Performance

Can be actual performance as collected in organizational records (e.g., the number of forms correctly processed in an insurance company) or it may be rated by supervisors or peers

State-Like

Characteristics that are relatively changeable and can be developed through awareness or training

Dark Triad

Composed of Machiavellianism, narcissism, and psychopathy

Organizational Citizenship Behavior (OCB)

Considered to be performance beyond the expectations of a person's job description—extra-role performance

Self-Monitoring

Defined as "self-observation and self-control guided by situational cues to social appropriateness"

Emotional Division of Labor

Defined as any explicit or implicit division of roles in which individuals vary in their requirement to use emotional abilities

Turnover Intentions

Employees' thoughts about quitting their jobs

Demands-Abilities (DA) Fit

Extraversion

State Affect

Feelings experienced in the short term and that fluctuate over time

Personality-Job Fit Theory

Fit that occurs when job characteristics are aligned with employees' personality, motivations, and abilities -Six personality types matched to occupation -Predictive of job performance and turnover intentions

Moods

General feeling states that are not related to something that happens to a person but are not intense enough to interrupt regular thought patterns or work

Job Satisfaction

How content an individual is with his or her job, whether or not they like the job or aspects of it, such as the nature of work or supervision

Four Different Levels of Analysis

•Individual •Group (team) •Organizational •Industry

Psychopathy

Impulsivity and thrill seeking combined with low empathy and anxiety

Evidence-Based Approach

Integrating individual clinical expertise with the best available external clinical evidence from systematic research

Employee Well-Being

Lack of emotional exhaustion, psychosomatic health complaints, and physical health symptoms

Prosocial Motivation

New concept of motivation that assesses the degree to which employees behave in a way that benefits society as a whole

Person-Job (PJ) Fit

Occurs when job characteristics are aligned with employees' personalities, motivations, and abilities

Affect

One's attitude, composed of both emotions and moods

Trait-Like

Personality characteristics that are relatively stable over time

Hawthorne Effect

Positive responses in attitudes and performance when researchers pay attention to a particular group of workers

Team Level

The group level of analysis

Machiavellianism

Refers to a person who believes that the "ends justify the means" mainly for university students, based on the pressures and obligations from each domain

Affective Climate

Refers to the shared affective experience of a work group or team

Absenteeism

Regularly staying away from work or school without good reason

Neuroticism

Represents a tendency to be anxious or moody

Neuroticism

Represents a tendency to be anxious or moody -Emotional stability relates to stress coping

Type T Behavior

Risk Taker, Thrill seeker

Self-monitoring

Self-observation and self-control guided by social cues

Trait Affect

Stable individual differences

Minnesota Twin Studies

Studies conducted from 1979 to 1999 which followed identical and fraternal twins who were separated at an early age

Person-Organization (PO) Fit

The match between a person's individual values and those of the organization they work for

Evidence-Based Management (EBM)

The ability to translate research into practice

Affect Spin

The ability to vary responses to emotional events by knowing which people are more reactive than others to both internal and external events

Industry Level

The aggregate of productive enterprises in a particular field, often named after its principal product or service (for example, the health care industry)

Person-Environment (PE) Fit

The degree of congruence between the person and the work situation

Emotional Labor

The effort required to effectively manage emotions to be successful on the job

Negative State Affect

The experience of negative emotions and poor self-concept. Negative affectivity subsumes a variety of negative emotions, including anger, contempt, disgust, guilt, fear, and nervousness.

Psychological Capital (PsyCap)

The value of individual differences, including efficacy, optimism, hope, and resiliency

Unicorn

Used in the venture capital industry to describe a privately held startup company with a value of over $1 billion. - Example: WeWork

Affect Relabeling

Verbally labeling the initial reaction of something negative (e.g., I am angry) and then relabeling it to be less intense (e.g., I am annoyed)

Deep Acting

When a desired emotional expression is achieved by changing one's underlying felt emotion

Theory X

When leaders assume that people are basically lazy, don't like to work, and avoid responsibility

Theory Y

When leaders assume that people are internally motivated, like to work, and will accept responsibility

Agreeableness

a characteristic in which one is affable, tolerant, sensitive, trusting, kind, and warm

Openness

a person's willingness to embrace new ideas and new situations

Extraversion

a trait of a person who is outgoing, talkative, and sociable as well as enjoys social situations

Requirements for Successful EBM

•Characteristics and actions of leaders •Levels of research and collaboration

Thriving

•Components of thriving -Vitality -Learning •Reduces burnout •Predicts performance over attitude measures

Employee Withdrawal

•Costly in terms of time and money •Topics researched -Turnover intentions -Turnover -Absenteeism

Employee Well-Being

•Effect of leader performance on employee well-being •Leader adtions that effect employee well-being

Motivation

•Extrinsic motivation •Intrinsic motivation •Prosocial motivation