BMAL 500 - Quiz 1 - Ch.1&2

o Personality o Positive psychological capital o Human and social capital

. Person Factors

Job characteristics Leadership Organizational climate Stressors

.Situation Factors

1. Define the problem 2. Identify potential causes using OB concept/theories 3. Make recommendations and take action

3-STEP PROBLEM SOLVING

A positive outcome from high job satisfaction

ACCOUNTING/FINANCIAL PERFORMANCE

Personal motivation to perform Pressure from supervisor to achieve unrealistic goals/outcomes Reward system that honor unethical behavior Employees perception of little consequence for crossing line

ADDITION CAUSES of unethical behavior

An attitude contains our feelings or emotions about a given object or situation. " FEEL"

AFFECTIVE COMPONENT

or feelings or opinions about people, places, and objects in range from positive to negative.

ATTITUDES

The way we intend or expect to act toward someone or something. "I INTEND"

BEHAVIORAL COMPONENT

conceive goals Motivated blindness . Indirect blindness Slippery slope Overvaluing outcomes

CAUSES OF UNETHICAL BEHAVIOR

An attitude reflects our beliefs or ideas about an object or situation. "I BELIEVE"

COGNITIVE COMPONENT

represents the psychological discomfort a person experiences when simultaneously holding two or more conflicting cognitions (ideas, beliefs, values, or emotions).

COGNITIVE DISSONANCE

A force that binds an individual to a course of action of relevance to one or more targets

COMMITMENT

GOALS- We set goals and incentives to promote a desired behavior but they encourage a negative one

CONCEIVED GOALS-

order, so for striction, preservation of the past, resistance to change (conformity, tradition, security)

CONSERVATION

using the OB concepts and tools that best suit the situation, instead of trying to rely on "one best way" or "common sense"

CONTINGENCY APPROACH

. Person Factors .Situation Factors

CONTRIBUTORS TO EMPLOYEE ENGAGEMENT:

A positive outcome from job satisfaction spillover effect is the credit. Spill over occurs when attitude in one part of our lives influence to another

CUSTOMER SERVICE/SATISFACTION

1) Overreliance on hindsight 2) Lack of rigor 3) Lack of Objectivity

Common COMMON SENCE three weaknesses:

is a liability and is used because of laziness.

Common sence

Harms other employees, the organization as a whole and or organizational stakeholders such as customers and shareholders.

Counterproductive work behavior:

three key general motives predict or at least inference intention and behavior.

DETERMINATION OF INTENTION:

Job satisfaction is a function of both personal traits and genetic factors Has stronger relationships with intrinsic aspects of a job versus extrinsic aspects

DISPOSITION/GENETIC Components

Positive employee attitudes and motivation our greatest when the work environment is consistent with employee values.

DYNAMICS OF VALUES

o Personality o Meaningfulness of work being done o Organizational climate o Organizational culture

Drivers of commitment:

The harnessing of organization members' selves to their duties; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance.

EMPLOYEE ENGAGEMENT

. Urgency . Focus . Intensity . Enthusiasm

EMPLOYEE ENGAGEMENT Identified as for feelings:

situations with two choices neither of which resolve the situation ethically acceptable manner

ETHICAL DILEMMAS

Guide to your behavior by identifying right wrong and the many shades of gray in between

ETHICS

A motivation theory that proposes that perceptions of fairness directly affect worker motivation.

Equity Theory

policy of giving employees flexible work hours so they can come and go at different times as long as they work a set number of hours.

FLEXTIME

technical expertise and knowledge required to perform task

HARD SKILLs-

Accounting/financial performance Customer service/satisfaction

How does organizational level affect job satisfaction

Hire people who is personal values aligned with the organization Make sure that management does not break psychological contracts Treat employees fairly and foster trust between manager and employee

INCREASE EMPLOYEE COMMITMENT: three general best practices:

We hold others less accountable for unethical behavior when it's carried out through third parties

INDIRECT BLINDNESS

Active listening Positive attitudes Effective communications

INTERPERSONAL SKILLS

Affective or emotional response toward various facets of your job.

JOB SATISFACTION

The extent to which an individual is personally engaged in his duties

Job involvement:

Moderately related to satisfaction Indirectly influence each other

Job performance:

Attitudes Behavior Organizational Level

Job satisfaction has three correlate groupings

We overlook the unethical behavior of another when it is in our interest to remain ignorant

MOTIVATED BLINDNESS

The difference between when an individual expects to receive from a job versus what he actually receives

Met expectations:

Need fulfillment, met expectations, values attainment, equity, disposition /genetic components

Models of job satisfaction:

Feelings or ideas that cause us to act toward a goal - conscious and unconscious A psychological process that arouses are interested in doing something, and it directs and guides our behavior.

Motivations

Propose that satisfaction is determined by the extent to which the characteristics of a job allow an individual to fill his needs.

Need fulfillment

Physiological or psychological deficiencies that arouse behavior Managers need to learn about employees needs if they want to increase the employees job satisfaction

Needs:

-Independence of thought, action, and feelings of readiness for change (stimulation, self-direction)

OPENNESS TO CHANGE

describes an interdisciplinary field dedicated to understanding and managing people at work

ORGANIZATIONAL BEHAVIOR

reflects the extent to which an individual identifies with an organization and commits to its goals. Display two outcomes:

ORGANIZATIONAL COMMITMENT

- We give a pass to unethical behavior if the outcome is desirable

OVERVALUING OUTCOMES

employee behaviors that exceed work-role requirements Individual behavior that is discretionary, not directly explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization.

Organizational citizenship behavior

reflects the extent to which employees believe their organization values their contributions and genuinely cares about their well-being. . People are willing to work hard and commit to the organizations when they believe the company truly cares about their best interest. Motivated by the norm of reciprocity: return the favor when treated well

PERCEIVED ORGANIZATIONAL SUPPORT (POS)

Attitudes Personality Teamwork Leadership

PERSONAL ATTRIBUTES

relevant in every job and level and throughout your career, personal attributes and interpersonal skill sets

PORTABLE SKILLS

difference or gap between an actual in a desert and a desired state or outcome

PROBLEM

Systematic process for closing these gaps

PROBLEM SOLVING

individuals perception about the reciprocal exchange between him and another party

PSYCHOLOGICAL CONTRACTS

The level of stress the individual employee feels he is under

Perceived stressors:

Broad values motivate our behavior across any context. Two opposing bipolar dimensions: the first being self transcendence vs. self-enhancement; the seconded being openness to change vs. conformity

SCHWARTZ VALUE THEORY

that is the relative importance we give to these two dimensions of opposing values that drives our behavior.

SCHWARTZ stresses

the pursuit of one's own interests And relative success and dominance over others (power, achievement)

SELF-ENHANCEMENT

Concern for the welfare of others (universalism, benevolence)

SELF-TRANSCENDENCE

We are less able to see others unethical behavior when it develops gradually overtime

SLIPPERY SLOPE

human interactions and include interpersonal skills and personal attributes not job specific Portable skill

SOFT SKILLS

AFFECTIVE COMPONENT COGNITIVE COMPONENT BEHAVIORAL COMPONENT

THREE COMPONENTS OF ATTITUDE

1. Organizational commitment 2. Employee engagement 3. Perceived organizational support 4. Job satisfaction

TRACK FOUR KEY WORKPLACE ATTITUDES:

Motivation Job involvement Withdrawal cognition Perceived stress

The four attitudes that affect job satisfaction are

Job performance Organizational citizenship behavior (CB) Counterproductive work behavior (CWB) Turnover

The four behaviors that affect job satisfaction are

1. Attitude toward the behavior: Degree to which a person has a favorable or unfavorable evaluation of the behavior in question. 2. Subjective norm: Social factor representing the perceived social pressure for or against the behavior. 3. Perceived behavioral control: Perceived issues or difficulty of performing the behavior, assume to reflect past experience in anticipated obstacles.

To change behavior, we should look at intentions and ways we might modify them by working orn the three general motives.

Job satisfaction has a mild Lee strong negative relationship with turnover. The more satisfied the employers with this job in theory reduces the amount of turnover

Turn over:

Abstract ideas that guide with our thinking and behavior across all situations

VALUES

Satisfaction results from the perception that a job allows for for filament of an individual's important values

Value attainment:

1. Change attitude or behavior or both. 2. Belittle the importance of the inconsistent behavior. 3. Find consonant elements that way dissident ones.

WE CAN REDUCE COGNITIVE DISSONANCE IN THREE WAYS

. Recognize that it's business and treated that way. Unethical issues are business . Accept that confronting ethical concerns as part of your job, my job . Challenge the rationale of the unethical issue . Use your lack of authority or lower status as an asset : Consider explaining the long-term consequences to the person who conducted behavior . Suggest solutions; not complains

WHAT CAN I DO ABOUT UNETHICAL PRACTICES

Managers can better supervise workers by using Schwartz's model to understand their values and motivation

WORKPLACE APPLICATION OF SCHWARTZ

and outcome of various OB related processes, including leadership. Reserved for attitudes have resulted from the interaction of various individual, group,

WORKPLACE ATTITUDE

The individual's overall thoughts and feelings about quitting

Withdrawal cognition: