Org Behavior

5 Predominant Models of Job Satisfaction

1. Need fulfillment 2. Met expectations 3. Value attainment 4. Equity 5. Disposition/Genetic Components

3-Stop Approach

1.) Define the Problem 2.) Identify Potential Causes Using OB Concepts and Theories 3.) Make Recommendations and Take Action

Multiple Intelligences

People can be great at one thing and bad at another.

Hard Skills

Technical Skills- Get people hired.

Schwartz's Value Theory

Values are motivational, represent broad goals over time.

Contingency Approach

Best course of action depends on the situation.

Individual Differences

Broad category used to collectively describe the vast number of attributes that describe a person.

Need Fulfillment (Model of Job Satisfaction)

Extent to which characteristics of the job allow needs to be filled determines job satisfaction.

Virtuous Leadership

Helping individuals, groups, and organizations elevate and flourish Greater good, trust, integrity, forgiveness.

Positive Psychological Capital (Hero)

Hope (waypower and willpower) Efficacy (Confidence in your ability to do something) Resilience (Ability to bounce back) Optimism

Behavioral Outcomes of Job Satisfaction

1.) Job Performance 2.) Organizational Citizenship Behavior 3.) Counterproductive Work Behavior 4.) Turnover

Organizational Commitment Leads to...

Continued employment and greater motivation

Positive Deviance

Describes successful performance that dramatically exceeds the norm in a positive direction.

Big Five Personality Dimensions

Extraversion Agreeableness Conscientiousness Emotional Stability Openness to Experience

Equity (Model of Job Satisfaction)

If an individual perceives that their work outcomes relative to their work inputs are greater than relevant other's work outcomes relative to work inputs, the result is job satisfaction.

Met Expectations (Model of Job Satisfaction)

If what an individual actually receives from the job exceeds what he/she expects, the result is job satisfaction.

Organizational Citizenship Behavior (Behavioral Outcomes of Job Satisfaction)

Individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system

360-degree feedback

Individual compares perceptions of their own performance with those of the coworkers.

3 Levels of OB

Individual, Group/Team, and Organization

Functions of Feedback

Instructional and motivational

Conscious Capitalism

Integrating POB throughout every aspect of their organization

Job Performance (Behavioral Outcomes of Job Satisfaction)

Job satisfaction and performance are moderately related

Operant Behavior

Learned when one operates on the environment to produce desired behavior.

Self-Determination Theory

Proposes three innate needs (competence, autonomy, relatedness) must be satisfied for people to flourish

Motivation (Attitudinal Outcomes of Job Satisfaction)

Psychological process that arouses interest in doing something, and it directs and guides behavior

Positivity Effect

Living things are attracted toward life giving, positive energy and away from life depleting, negative energy.

Attribution Theory

People attempt to infer causes for their own and others' observed behavior.

Attitudinal Outcomes of Job Satisfaction

1.) Motivation 2.) Job Involvement 3.) Withdrawal Cognitions 4.) Perceived Stress

Perception

A cognitive process that allows us to interpret and understand our surroundings

Three Components of Attitudes

Affective (I Feel), Cognitive (I Believe), Behavioral (I Intend)

Value Attainment (Model of Job Satisfaction)

An employee's perception that a job allows for the fulfillment of an individual's important values determines their job satisfaction.

Withdrawal Cognitions (Attitudinal Outcomes of Job Satisfaction)

An individual's overall thoughts and feelings about quitting

Organizational Behavior

An interdisciplinary field dedicated to understanding and managing people at work.

Counterproductive Work Behavior (Behavioral Outcomes of Job Satisfaction)

Behavior that harms other employees, the organization as a whole, or organizational stakeholders such as customers and shareholders

Turnover (Behavioral Outcomes of Job Satisfaction)

Can be positive if poor performers are leaving and negative if good employees leave.

Flexible Differences

Change over time (Attitudes and Emotions)

Perceived Stress (Attitudinal Outcomes of Job Satisfaction)

Negative effects on many different OB-related outcomes

Acquired Needs Theory

People differ in the extent to which they possess needs for achievement, affiliation, and power

Maslow's Hierarchy of Needs

Physiological, Safety, Love, Esteem, and Self-Actualization

5 elements of Flourishing

Positive Emotions Engagement Relationships Meaning Achievement

Prosocial Behaviors

Positive acts performed without expecting anything in return.

Amplifying Effect

Positive practices can have an amplifying effect on positive outcomes because of their association with positive emotions and social capital.

Human Capital

Productive potential of an individual's knowledge, skills, and experiences.

Social Capital

Productive potential resulting from goodwill, relationships, trust, cooperative effort

Motivator-Hygiene Theory

Proposes separate and distinct clusters of factors associated with job satisfaction and dissatsfaction

Buffering effect

Reducing the impact of negative events and stressors by enhancing psychological capital.

Performance Management

Refers to a set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations.

Perceived Organizational Support

Reflects the extent to which employees believe that the organization values their contributions and genuinely care about their well-being.

Intermittent Reinforcement Schedule

Reinforce some but not all instances of the target behavior.

Continuous Reinforcement Schedule

Reinforces every instance of the target behavior.

Core Self-Evaluations

Represent a broad personality trait comprised of four narrower individual personality traits 1. Self-Efficacy 2. Self-Esteem (Self worth) 3. Locus of Control (internal vs. external) -Internal leads to higher performance. 4. Emotional Stability

Schema

Represents a person's mental picture or summary of a particular event or type.

Self-Serving Bias

Represents one's tendency to take greater personal responsibility for success than for failure.

4 Stages of Perception

Selective attention/comprehension, Encoding and Simplification, Storage and retention, Retrieval and Response

Soft Skills

Skills most desired by employers (Personal Attributes and Interpersonal Skills). Get people promoted

SMART Goals

Specific, Measurable, Attainable, Results Oriented, Time-Bound

Fixed Differences

Stable over time, hard to change (intelligence, cognitive abilities, personality)

Emotional Intelligence

The ability to monitor one's own and other's feelings and emotions, to discriminate among them, and to use this information to guide one's thinking and actions.

Practical Intelligence

The ability to solve everyday problems by utilizing knowledge gained from experience

Mindfulness

The awareness that emerges through paying attention on purpose, in the present moment, and non-judgmentally to the unfolding of experience.

Personality

The combination of stable physical and mental characteristics that give an individual his or her identity.

Dispositional/Genetic Components (Model of Job Satisfaction)

The degree to which personal traits and genetic factors match characteristics of the work environment determines job satisfaction.

Organizational Commitment

The extent to which an individual identifies with an organization and commits to its goals.

Job Involvement (Attitudinal Outcomes of Job Satisfaction)

The extent to which an individual is personally involved with his or her work role.

Employee Engagement

The harnessing of organizational members' selves to their work roles.

Expectancy Theory

The strength of a tendency to act in a certain way depends on the strength of an expectancy that the act will be followed by a given consequence.

Positive Organizational Behavior

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

McGregor's Theory X and Y

Theory X- Assumptions are negative and represent the traditional perceptions of employees Theory Y- Challenges managers to adopt a more positive, developmental approach to employees.