OB Chapter 5-8

What are the 3 ways we can feel committed to an employer

1. Affective commitment 2. Normative commitment 3. Continuance commitment

What are the 3 stages to stress?

1. Alarm 2. Resistance 3. Exhaustion

Attitudes are composed of what 3 components?

1. Beliefs 2. Feelings 3. Behavioral intentions

Stress can be managed by what 3 coping mechanisms?

1. Changing the situation through direct action (e.g quitting the job) 2. Changing the way we think about the situation through cognitive reappraisal (e.g focusing on a challenging assignment) 3. Focusing on managing the stress reaction symptoms (e.g working out or meditating)

Job characteristics

Attributes that describe the nature of the work.

Projection

Attributing our own characteristics to other people.

Self-serving attributions

Attributing our successes to ourselves and our failures to external factors.

Theory X

Belief that most people dislike work and will try and will try to avoid it whenever possible.

Theory Y

Belief that people can enjoy responsibility and work, and are able to make good decisions and exercise self-direction.

What is the attitude behavior process?

Our beliefs tend to drive our feelings; our beliefs and feelings in turn influence our attitudes, which then affect our behavior through intentions

What are beliefs?

Your judgements about the object of the attitude that result from your values, past experiences, and reasoning

Intrinsic work values

Values related to the work itself

Job rotation

Workers are moved through a variety of jobs to increase their interest and motivation.

Are intentions better predictors of behavior than feelings or beliefs because they address specific behavior choices rather than more generalized beliefs and feelings?

Yes

Schema

Organized patterns of thoughts or behaviors to help us quickly interpret and process information.

Display rules

Shared expectations about which emotions ought to be expressed and which ought to be disguised

Moods

Short-term emotional states not directed toward anything in particular

List some examples of intrinsic work values...

-challenging work -adventurous work -having autonomy -having a lot of responsibility -being creative -helping others -working with others -competition -becoming an expert

List some examples of extrinsic work values

-financial gain -benefits -social contract -time with family -time for volunteering -time for hobbies -job security -public recognition -free time

What are the 6 primary values that tend to influence managers' behaviors and choices?

1. Collectivism: concern for a family or social group as opposed to oneself 2. Rationality: valuing fact-based and emotion-free decisions and actions 3. Novelty: valuing change 4. Duty: valuing obligation, loyalty, and the integrity of reciprocal relationships 5. Materialism: valuing wealth and tangible possessions 6. Power: valuing control of situations and other people

4 important elements of moods...

1. Emotions are short events or episodes 2. Emotions are directed at something or someone 3. Emotions are experienced 4. Emotions create a state of physical readiness through physiological reactions

What are the 3 attitudes most often studied in OB because of the effects they have on important organizational outcomes such as job performance and turnover?

1. Job satisfaction 2. Organizational commitment 3. Job engagement

Your choice of whether or not to try to reduce feelings of cognitive dissonance is affected by what?

1. Your perception of the importance of the elements that are creating the dissonance 2. The amount of influence you feel you have over these elements 3. The rewards involved in the dissonance

What are the 2 major dimensions that vary across cultures?

1.) traditional/secular-rational values (reflect the contrast between societies in which religion is very important and those in which it is not- more traditional emphasizes the importance of parent-child ties and deference to authority, which is reflected in high levels of national pride and nationalistic outlook) 2.) survival/self-expression values (emphasize economic and physical security, self-expression values emphasize subjective well-being, self-expression, and quality of life, giving high priority to environmental protection, diversity tolerance, and participation in decision making

Stereotype

A dysfunctional schema that is essentially on oversimplified schema for a group of people

Lifelong learning

A formal commitment to ensuring that employees have and develop the skills they need to be effective in their jobs today and in the future.

Affectivity

A general tendency of an individual to experience a particular mood or to react to things in a particular way or with certain emotions

Employee engagement

A heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or coworkers that, in turn, influences him/her to apply additional discretionary effort to his/her work

Self-efficacy

A person's confidence in his or her ability to organize and execute the courses of action necessary to accomplish a specific task.

Learning

A relatively permanent change in behavior that occurs because of experience.

Job enlargement

Adding more tasks at the same level of responsibility and skill related to an employee's current position.

Job enrichment

An approach to job design that increases a job's complexity to give workers greater responsibility and opportunities to feel a sense of achievement.

Cognitive Dissonance

An incompatibility between behavior and an attitude or between two different attitudes

Dysfunctional stress

An overload of stress from a situation of either under-or over-arousal that continues for too long

Reinforcers

Anything that makes a behavior more likely to happen again.

Implicit personality theories

Assumptions about how personality traits are related.

Negative affect

Comprises feelings of being upset, fearful, and distressed

Organizational citizenship behaviors

Discretionary behaviors (e.g helping others) that benefit the organization but are not formally rewarded or required

Emotional labor

Displaying the appropriate emotion regardless of the emotion actually felt

Organizational fairness

Employees' perceptions of organizational events, policies, and practices as being fair or not fair.

Contrast effect

Evaluating a person's characteristics through comparisons with other people we have recently encountered who rank higher or lower on the same characteristics.

Defensive attributions

Explanations for negative outcomes, such as tragic events, that help us to avoid feelings of vulnerability and mortality

Attitude

Expresses our values, beliefs, and feelings toward something, and inclines us to act or react in a certain way toward it

Motivators

Factors intrinsic to the job that can drive an employee to pursue excellence and whose presence increases satisfaction.

Hygiene factors

Factors such as pay, status, and working conditions that produce an acceptable work environment and whose absence leads to dissatisfaction.

T or F? Values are not influenced by culture.

False, values are influenced by culture.

Normative commitment

Feeling obliged to stay with an organization for moral or ethical reasons *is related to higher performance and leads employees to stay with an organization because they feel they should*

Halo effect

Forming a general impression about something or someone based on a single (typically good) characteristic.

Stereotyping

Forming oversimplified beliefs about an individual or a group based on the idea that everyone in that particular group will behave the same way.

Attribution

How people explain the causes of their own as well as other people's behaviors and achievements.

Terminal Values

Long-term personal goals example: prosperity, happiness, a secure family, a sense of accomplishment

Functional stress

Manageable levels of stress for reasonable periods of time that generate positive emotions including satisfaction, excitement, and enjoyment

Job characteristics model

Objective characteristics of the job itself, including skill variety, task identity, task significance, autonomy, and task feedback, lead to job satisfaction for people with a high growth need strength.

Emotional contagion

One person's expressed emotion causes others to express the same emotion

Instrumental Values

Our preferred means of achieving our terminal values or our preferred ways of behaving Ex: honesty, ambition, independence are values that guide our behavior in pursuit of our terminal goals

Categorization

Our tendency to put things into groups or categories.

Fundamental attribution error

Our tendency to underestimate the impact of external factors and overestimate the impact of internal factors in explaining other people's behaviors.

Equity norm

People are rewarded based on their relative level of contributions.

Law of individual differences

People have different abilities, needs, personalities, values, and self-concepts.

Procedural fairness

Perceptions of the fairness of the policies and procedures used to make decisions.

Affective commitment

Positive emotional attachment to the organization and strong identification with its values and goals *leads employees to stay with an organization because they want to, and is related to higher performance*

Positive affect

Reflects a combination of high energy and positive evaluation characterized in such emotions as elation

Job satisfaction

Reflects our attitudes and feelings about our job

Selective perception

Selectively interpreting what we see based on our interests, expectations, experience, and attitudes.

Continuance commitment

Staying with an organization because of perceived high economic and/or social costs involved with leaving *leads employees to stay with an organization because they feel that they have to*

What are the 2 types of value?

Terminal and Instrumental Terminal values influence what we want to accomplish Instrumental values influence how we get there

Empowerment

The degree to which an employee has the authority to make and implement at least some decisions.

Organizational commitment

The degree to which an employee identifies with the organization and its goals and wants to stay with the organization

Interpersonal fairness

The degree to which people are treated with politeness, dignity, and respect by authorities or their parties involved in executing procedures of determining outcomes.

Trust

The expectation that another person will not take advantage of us regardless of our ability to monitor or control them.

Informational fairness

The extent to which employees receive adequate information and explanations about decisions affecting their working lives.

Motivation

The intensity of a person's desire to begin or continue engaging in the pursuit of a goal.

Distributive fairness

The perceived fairness of the outcome received.

Social perception

The process through which we use available information to form impressions of others.

What are feelings?

They reflect your evaluations and overall liking of the object of the attitude, and can e positive or negative

What are behavioral intentions?

They reflect your motivation to do something with respect to the object of the attitude

Cross-training

Training employees in more than one ob or in multiple skills to enable them to do different jobs.

Emotions

Transient physiological, behavioral, and psychological episodes experienced toward an object, person, or event that prepare us to respond to it

T or F? Attitudes are formed over the course of a person's lifetime through experiences,family, culture, religion, and socioeconomic factors.

True

T or F? Employees who can effectively manage their emotions and moods can create a competitive advantage for the company.

True

T or F? Interpersonal conflict is often the result of personality clashes and other disagreements.

True

T or F? Intrapersonal, Interpersonal, and Individual-organization values conflicts all influence employee attitudes, retention, job satisfaction, and job performance.

True

T or F? Lower individual-organization value conflict leads to greater job satisfaction, higher performance, lower stress, and greater job commitment.

True

Extrinsic work values

Values related to the outcomes of the work

Values

Ways of behaving or end-states desirable to a person or to a group.

Non-instrumental voice

When a person's comments will have no bearing on the outcome

Individual-organization value conflict

When an employee's values conflict with the values of the organization

Self-fulfilling prophecies

When expectations create behaviors that cause the expectations to come true.

Intrapersonal value conflict

When highly ranked instrumental and terminal values conflict

Instrumental voice

When the comments a person makes may influence the decision being made.

Interpersonal value conflicts

When two different people hold conflicting values

Interactional fairness

Whether the amount of information about the decision and the process was adequate, and the perceived fairness of the interpersonal treatment and explanations received during the decision-making process.

What are the factors that have the greatest influence on job satisfaction?

Work itself, attitudes, values, and personality