BEM 211 Chapter 1

Intensity

Amount of effort people put in towards achieving a goal

Stakeholders

Anyone affected by or who affect an organizations objectives and actions

Corporate social responsibility

Benefit environment/society beyond immediate operations

Situational factors

Constrain/facilitate behavior; give cues to guide/motivate

Proficient task performance

Efficient and accurate

Proactive task performance

Employee ability take initiative to anticipate and introduce new work patterns to benefit the organization

Adaptive task performance

Employee ability to respond to changes in work processes or settings

Role perceptions

How clearly employees understand expectations...role clarity vs. role ambiguity

1. Integrated roles 2. Flexible work scheduling 3. Role compatibility 4. Boundary management

How do you improve work-life integration?

1. Fit with external environment 2. Internal subsystems configured for high performance 3. Emphasis on organizational learning 4. Satisfy key stakeholders

How is organizational effectiveness measured?

- Improve employee skills/knowledge - Adapt to changing environments - Investing and rewarding the workforce

How to develop human capital?

Practical orientation anchor

How well OB theories find way into organizational life/become valuable assets to improve organizational effectiveness

Open system

Inputs > Organization (subsystems) > Outputs > feedback - External environment

Multidisciplinary anchor

OB should welcome information from outside fields

Surface level diversity

Observable demographic differences

Triple bottom line philosophy

Organizations are profitable, improve society, and improve environment

Values

Relatively stable, evaluative beliefs that guide preferences for outcomes or courses of actions

Contingency anchor

The effect of one action on another may depend on the situation

Persistence

The length of time people exert effort

Multiple levels anchor

The multiple levels of analysis in OB should be applied to each topic

Role clarity

Understanding duties/consequences, priority/performance expectations, and preferred behaviors/procedures

1. Takes longer to perform effectively together A. Communication problems B. "faultlines" C. Dysfunctional conflict which reduces information sharing and coworker satisfaction

What are the consequences of diversity?

Weak social networks and less information sharing

What happens when combining direct and indirect employment?

Technology and globalization

What has allowed employees to be "on call" 24/7?

Direction

Where people steer their effort

Organization

- Groups of people who work interdependently towards a common purpose - Collective entities; organized relationship with communication, coordination, collaboration - Collective sense of purpose; direction/unifying force

Ability

- Learned capabilities: skills/knowledge acquired - Aptitude: natural talents

Human capital

- The knowledge, skills, abilities, creativity employees bring to an organization - Most important in turning inputs to outputs - Gives organizations a competitive advantage

Organizational behavior

- The study of what people think, feel, and do in organizations - Looks at employee behaviors, decisions, perceptions, emotional responses - How individuals/teams in organizations relate to one another/counterparts - How interact with external environment

Inclusive workplace

A workplace that values people of all identities and allows them to be fully themselves while contributing to the organization

Maintaining work attendance

Caused by situation factors, stressful workplace conditions, generous sick leave payments, personal values/personality, strong absence norms

Joining/staying with an organization

Commitment to organization; harmful because human capital is an organization's main competitive advantage

Organizational citizenship

Cooperation/helpfulness to others that support organization's social/psychological context; behaviors associated with work context - towards individuals...helping coworker with task - towards organization...helping public image

Deep level diversity

Differences in psychological characteristics such as personality and values

Distributed organizations

Employees work all around the world through remote work

Motivation

Forces within that affect direction, intensity, persistence for voluntary behavior

Direct employment

Full-time permanent jobs - Higher work quality - Lower turnover - Higher commitment

Self-employed

Independent organization provides services to client organization

Task performance

Individual's voluntary goal directed behaviors that contribute to organization's objectives; behaviors engaged in work context

Levels of analysis

Individual, team, organization

Evidence based management

Making decisions and taking action based on research evidence

MARS model

Motivation, ability, role perceptions, and situational factors produce voluntary individual behaviors and performance

Systematic research anchor

Organizations should be studied using systematic research

Indirect employment

Position in an agency...is assigned/leased to client firms - Job ambiguity - Lower job satisfaction

Presenteeism

Showing up to work even when you shouldn't

Work-life integration

The degree that people are engaged in work and non-work roles; must have a low degree of role conflict

Organizational effectiveness

The ultimate dependent variable

Counterproductive work behaviors

Voluntary behaviors that harm an organization and its stakeholders

Personal theories

We develop these to make sense of our environments; used to understand, predict, influence organizational events

- High self-motivation - High self-organization - Autonomy - IT skills - Job requires few resources at workplace and coworker reliance; measurable tasks vs. present

Who works well remotely?