Management Quiz 1
Elements of Performance Management
1. The Appraiser - the employee's primary evaluator is the supervisor; who is in the best position to be aware of the employee's day-to-day performance. - problems can arise from this; use 360 feedback --- employees receiving performance feedback from those on all "sides" of them in the organization—their boss, their colleagues and peers, and their own subordinates. Thus, the feedback comes from all around them, or from 360 degrees. 2. Frequency of the Appraisal - Regardless of the employee's level of performance, the types of tasks being performed, or the employee's need for information on performance, the organization usually conducts performance appraisals on a regular basis, typically once a year. -- alternative= semiannually or on an "as-needed" basis 3. Measuring Performance - The foundation of good performance management is correctly identifying what should be measured and the selection of the best method(s) for measuring it. - The measurement method provides the information managers use to make decisions about salary adjustment, promotion, transfer, training, and discipline. - performance appraisals must be valid, reliable, and free of bias. They must not produce ratings that are consistently too lenient or too severe or that all cluster in the middle. They must also be free of perceptual and timing errors. - popular individual performance methods= graphic rating scales, checklists, essays or diaries, behaviorally anchored rating scales, and forced choice systems - comparitive methods= ranking, forced distribution, paired comparisons, and the use of multiple raters in making comparisons.(these are more difficult)
attitudes and outcomes
ATTITUDES: •Job Satisfaction •Job Involvement •Engagement •Empowerment •Org Commitment •Perceived Support OUTCOMES: •Performance/ Productivity (+ correlation) •Customer Satisfaction (+ correlation) •Creativity (+ correlation) •Safety (+ correlation) •Org Citizenship Behavior (+ correlation) •Turnover (- correlation) •Absenteeism / Tardiness (- correlation) •Workplace Deviance / Counterproductive Behavior (- correlation) •Physical and psychological well-being (+ correlation)
Cognitive Dissonance
•The anxiety a person experiences when her behavior contradicts her attitudes or when she simultaneously holds two contradictory attitudes •Example -- Belief - Tuition is too high!!! -- Behavior - But I pay high tuition every semester!!! -- Dissonance resolution - change belief "This is the best school ever!" -- OR dissonance resolution - change behavior "I'm going to protest to lower tuition"
Which of the following are ways that organizational behavior impacts organizational success? Check all that apply. A) Appropriately applying organizational behavior principles improves employee motivation. B) Appropriately applying organizational behavior principles positively influences a firm's stock price. C) Appropriately applying organizational behavior principles decreases employees' trust in the company. D) Appropriately applying organizational behavior principles decreases destructive conflict. E) Appropriately applying organizational behavior principles positively influences a firm's retention of valued employees.
A, B, D, & E
Where Does Organizational Behavior Come From?
Scientific management is based on the belief that productivity is maximized when organizations are rationalized with precise sets of instructions based on time-and-motion studies. Rather than viewing workers as interchangeable parts in mechanical organizations as the scientific management movement had done, the human relations movement viewed organizations as cooperative systems and treated workers' orientations, values, and feelings as important parts of organizational dynamics and performance.
Authoritarianism
The belief that power and status differences are appropriate within hierarchical social systems such as organizations
what is organizational behavior ?
a field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations "how do we build the best team?"
classical conditioning
a learning process that occurs when two stimuli are repeatedly paired; a response that is at first elicited by the second stimulus is eventually elicited by the first stimulus alone.
self motivation
persisting in the face of obstacles, setbacks, and failures
Indivudal differences
personal attributes that vary from one person to another
empathy
sensing how others are feeling
Human Resource Management (HRM)
set of organizational activities directed at attracting, developing, and maintaining an effective workforce
causes of satisfaction
•Economic pressures •Instability in the business environment •Increased competition to get jobs •Focus on profitability •Personal relationship lost •Communication between employees and management •Overall corporate culture •Contribution of work to organization's business goals •Relationship with coworkers •Feeling safe in the work environment •Relationship with immediate supervisor •Flexibility to balance life and work issues •Job security •The variety of work •Autonomy and independence •Management recognition of employee job performance •Benefits •Meaningfulness of job •Career advancement opportunities •Networking •Career development opportunities •Opportunities to use skills/abilities •Compensation/pay •Organization's commitment to professional development
organizational commitment
•Identifying with an organization and its goals, while wishing to maintain membership in the organization •Strong sense of loyalty, pride and belief in what their organization is doing
Locus of control
•Internal: Tendency to locate responsibility for one's fate within oneself - Own actions and behaviors are major and decisive determinants of job outcomes - It helps to ensure ethical behavior and decision making in an organization •External: Tendency to locate responsibility for one's own fate in outside forces and to believe that one's own behavior has little impact on outcomes •Which is a better trait for management?
Extraversion (Big 5)
•Tendency to be comfortable with relationships •Tendency to experience positive emotions and moods and feel good about oneself and the world •Managers high in extraversion tend to be sociable, affectionate, outgoing and friendly §Work Outcomes: - Correlated with objective work performance (all types of jobs) at .13 (small) - Correlated with performance being a manager at .21 - For sales performance, ambiverts are best (those who score in the middle of the scale)
whats the difference between individual differences and personalities?
there are billions of individual differences and personality is how we psychologically differ
flex time
* Flexible work hours * Allows employees some discretion over when they arrive at and leave work * STRENGTHS: •Reduces absenteeism •Reduced overtime •Increased autonomy •Increased productivity * WEAKNESSES: • Not applicable to all jobs or every worker
Flexible Work Arrangements Examples
* Variable Work Schedules - Compressed work schedule - Employees work a 40-hour week in fewer than 5 days * Flexible Work Schedules (Flex-time) - Employees gain more control over hours worked daily * Job Sharing - Two or more part-time employees share full-time job * Telecommuting - Employees spend all or part of their time working off-site
what are the 3 compnonets of attitude?
1) Cognitive: The opinion or belief segment of an attitude 2) Affective: The emotional or feeling segment of an attitude 3) Behavioral: An intention to behave in a certain way toward someone or something
Questions OB helps HR managers answer
1. which applicants should be hired? 2. Which rewards will be more motivating than others?
6 basic emotions
1.Anger 2.Fear 3.Sadness 4.Happiness 5.Disgust 6. Surprise
attitudes
A person's complexes of beliefs and feelings about specific ideas, situations, other people
Operant conditioning: Positive reinforcement
A reward or other desirable consequence that a person receives after exhibiting behavior -- A dog comes inside when called and gets a treat
arousal theory
A theory of motivation suggesting that people are motivated to maintain an optimal level of alertness and physical and mental activation.
A) If I practice my free throws more, will my free throw shooting improve in the game? B) If my free throw shooting improves will I have a shot as a team MVP? C) How important is it to me to be team MVP?
A) Expectancy, B) Instrumentality, C) Valence
emotional labor
An employee's expression of organizationally desired emotions during interpersonal transactions at work. - ex= over 80% of jobs are service --> Emotions affect service quality delivered to customers which affects customer relationships
CWBs
Counterproductive work behaviors; voluntary behaviors that have the potential to directly or indirectly harm the organization
Why attitudes?
Improved employee attitudes --> heightened organizational effectiveness
Arousal
Leads to an energized state driving person to complete task
What's the difference between emotion and mood?
Moods (climate): Feelings that are less intense than emotions and lack a contextual stimulus Emotions (weather): Intense feelings that are directed at someone or something
enactive mastery
The repeated performance or practicing of a task, which is the most influential stimulus contributing to feelings of self-efficacy.
job sharing
Two or more people split a 40-hour-a-week job STRENGHTS: •Increases flexibility •Increases motivation and satisfaction when a 40-hour a week job is not practical WEAKNESSES: •Difficult to find compatible partners
Verbal persuasion
When a person is more confident because someone convinces you you have the skills
Goal Setting Theory
a theory that says that specific and difficult goals, with feedback, lead to higher performance
general self-efficacy
an individual's general belief that he or she is capable of meeting job demands in a wide variety of situations - Confidence in one's ability to be successful
competitive advantage
an organizations edge over rivals in attracting customers and defending itself against competition
Purposes of Performance Measurement
basic purpose= provide info about work performance 1) Judgement of past performance - provide a basis for reward allocation - provide a basis for promotions, layoffs, transfers, etc. - identify high potential employees - validate selection procedures - evaluate previous training programs 2) Development of future performance - foster work improvement - identify training and development opportunities - develop ways to overcome obstacles and performance barriers - establish supervisor-employee agreement on expectations
vicarious modeling
becoming more confident because you see someone else doing the task
social skills
effectively handling the emotions of others
job rotation
enlarging jobs by moving employees among several different jobs
Myers-Briggs Framework
extroversion/introversion, sensing/intuition, thinking/feeling, judging/perceiving
verbal persuasion
friends, coworkers, and leaders can persuade employees that they can "get the job done"
job enlargement
increasing the number of different tasks in a given job by changing the division of labor
job enrichment
increasing the number of tasks in a particular job and giving workers the authority and control to make meaningful decisions about their work
By its very nature, ________ requires an understanding of human behavior to help managers better comprehend behaviors at different organizational levels, at the same organizational level, in other organizations, and in themselves.
management
Hawthorne effect
occurs when people improve some aspect of their behavior or performance simply because they are being assessed
Big Five Personality Traits
openness, conscientiousness, extraversion, agreeableness, neuroticism
Basis Expectancy Theory
operates on the premise that employees base an individual level of effort on what is necessary to perform well and earn rewards within the workplace. If you want workers to put forth a certain level of effort, set up a reward structure with clear, defined goals and routine evaluations.
OCBs
organizational citizenship behaviors, include employee behaviors that are beneficial to the organization but are not formally required as part of an employee's job
negative affectivity
tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others - . Managers high on this trait may often feel angry and dissatisfied and complain about their own and others' lack of progress. Managers who are low on negative affectivity do not tend to experience many negative emotions and moods and are less pessimistic and critical of themselves and others.
goal difficulty
the extent to which a goal is hard or challenging to accomplish
self awareness
•: being aware of what you are feeling
Neuroticism (Big 5)
•Tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others •Inner state §Work Outcomes: - Correlated with objective work performance at -.10 (substantial) - Correlated with teamwork ratings at -.22 (substantial)
Agreeableness (Big 5)
•Tendency to get along well with others •Likable, affectionate and care about others •Outward state §Work Outcomes: - Correlated with objective work performance at .17 (substantial) - Correlated with teamwork ratings at .34 (substantial) - Surprisingly, super good for attention to detail
Cognitive theories for motivation
1) Equity: motivation to maintain current situation - Capuchin monkey fairness experiment 2) Expectancy 3) Goal setting
Acquired needs framework
1) Need for Achievement - desire to accomplish a task or goal more effectively than was done in the past • "I work very hard to continually improve my performance" • Rarely attain top management jobs 2) Need for Affiliation - need for human companionship • "It is important for me to be liked by other people" • Great for jobs that involve interacting with lots of people 3) Need for Power - desire to control the resources in one's environment • "It is important to me to get other people to agree with my ideas" • Often make it to the top
What are the 3 major job attitudes?
1) job satisfaction: The extent to which a person is gratified or fulfilled by his or her work 2) Organizational commitment: A person's identification with and attachment to an organization 3) employee engagement: A heightened emotional and intellectual connection to the job that induces an employee to apply discretionary effort to the work
Operant conditioning
1) positive reinforcement 2) negative reinforcement (avoidance) 3) Extinction 4) Punishment
types of organizational commitment
1. Affective Commitment: Positive emotional attachment to the organization, its values, and its goals; employee stays because she wants to 2. Continuance Commitment: A feeling of moral or ethical obligation to the organization; employee stays because she believes it would be wrong to leave 3. Normative Commitment: A belief that leaving the job poses unacceptable costs or risks; employee stays because she feels she has to
Vicarious modeling
Becoming more confident because you see someone else doing the task
Machiavellianism
Behavior directed at gaining power and control of others
Operant conditioning: Extinction
Decreases the frequency of behavior by eliminating a reward or desirable consequence that follows that behavior
telecomuting
Employees who do their work at home part of the time on a computer that is linked to their office. STRENGTHS: •Reduced office space costs •Improved morale •Less turnover •Higher productivity •Larger labor pool WEAKNESSES: •Less supervision of employees •Don't receive recognition •Difficult to coordinate teamwork •Difficult to evaluate performance
Enactive mastery
Gaining experience with the task or job
Realistic Job Preview (RJP)
a preview of a job that provides both positive and negative information about the job and the company to candidates - goal is not to deter but to provide accurate info about the job and organization and to reduce turnover and build trust
motivation
The set of forces that leads people to behave in particular ways - Direction; Does it benefit the organization (what're you doing?) - Effort; How hard a person tries - Persistence; How long a person can maintain his/her effort
expectancy theory
You have to believe that if you try you can perform well, if you perform well you will get carrots, and you like carrots effort to performance *expectancy* --> performance to outcome *instrumentality* --> valence of *outcomes* (do i care about getting a good job?)
Organization
a consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals
Goal-Setting Theory of Motivation
a theory of motivation based on directing one's effort toward the attainment of specific goals that have been set or established Goals should be SMART: - specific - measurable - attainable - relevant - time based * Management by Objective is great, but be careful it doesn't get out of control --> EX: Sears sales goal for auto repair staff of $147 per hour. they were lying to customers about what needed to be fixed in their cars (even breaking things) to meet their target
flexible work schedule
a work schedule that allows employees discretion in order to accommodate personal concerns
self management
managing your own emotions and impulses
Alternative Work Arrangements
methods of staffing other than the traditional hiring of full-time employees (for example, use of independent contractors, on-call workers, temporary workers, and contract company workers)
extrinsic motivation
motivation that comes from outside the individual - reward and punishment EXs: •Money •Working conditions •Company policy •Job security •Supervision •Peer pressure •Personal life •Status •Fear of getting fired
why do emotions and moods matter?
•"Myth of Rationality" •Seen as irrational •Believed to be disruptive •Interfered with productivity •Only negative emotions were observed •Now we know emotions can't be separated from the workplace •Emotions are almost always the link between thought and behavior. So if you control the emotion, you control everything - enviornment and hassles --> emotions (+ or - ) --> behaviors --> "Because the cortex serves the limbic system, Joe. But we think it's the other way around. We wrongly think our intelligence drives us." -Elon Musk
Conscientiousness (Big 5)
•Can be counted on to get things done •Tendency to be careful, scrupulous, and persevering •Managers high in this trait are organized and self-disciplined §Work Outcomes: Correlated with objective work performance at .23 Correlated with teamwork ratings at .27
Operant conditioning: punishment
•Decreasing undesirable behavior by following it with undesirable consequences.
narcissism
•Degree of sense of self- importance and arrogance •2 conflicting needs - Need for acclaim - Need to dominate
self-esteem
•Degree to which individuals feel good about themselves and their capabilities - High self-esteem makes a person feel competent, deserving, and capable - Persons with low self-esteem have poor opinions of themselves and their abilities
Social Media Study (Buffardi & Campbell, 2008)
•Number of friends and wall posts correlated with narcissism •Similar to how narcissists behave in the real world, forming numerous, shallow relationships with others •Narcissistic Facebook users were also more likely to have glamorous, self-promoting pictures for their main profile photo, while others tended to use snapshots
emotional regulation
•One's ability to understand and manage one's own moods and emotions and the moods and emotions of others -- To identify and modify the emotions you feel. •Strategies to change your emotions - Thinking about more pleasant things - Suppressing negative thoughts - Distracting yourself - Whatever feeling you talk and think about will get stronger
openess to experience (big 5)
•Tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks §Work Outcomes: - Correlated with objective work performance at .03 - Correlated with training performance at .33
extended work schedule
Employees work for relatively long periods of work followed by relatively long periods of paid time off
emotional labor: Surface & Deep-level Acting
Surface - changing your face but not your emotions Deep - changing your emotions
tolerance for risk
The degree to which a person is willing to take chances and make risky decisions
person-job fit
The degree to which a person's skill, knowledge, abilities, and other characteristics match the job demands.
person-organization fit
The degree to which a person's values, personality, goals, and other characteristics match those of the organization.
effort-to-performance expectancy
The individual's perception of the probability that effort will lead to high performance
job specialization
The process by which a division of labor occurs as different workers specialize in different tasks over time
Operant conditioning: negative reinforcement
The process by which people learn to perform acts that lead to the removal of undesired events. -- spraying a cat with water when they do something bad that you don't want them to do anymore
tolerance for ambiguity
The tendency to view ambiguous situations as either threatening or desirable
intrinsic motivation
motivation that comes from within the individual - interest and enjoyment EXs: •Enjoyment •Autonomy •Mastery •Purpose •Interesting work •Achievement •Development •Recognition •Responsibility •Advancement •Growth
inequity
motivation to reduce inequity: - chang inputs - change outcomes - alter perceptions of self - alter perceptions of others - change comparisons - leave situation
goal specificity
the extent to which goals are detailed, exact, and unambiguous
Performance-to-Outcome Instrumentality
the individual's perception of the probability that performance will lead to certain outcomes
person-group fit
the match between an individual and his or her work group, including the supervisor
Organizational behavior is the study of human behavior in organizational settings, the interface between human behavior and the organization , and ______ itself.
the organization
percieving equity means which of the following?
the ratios of inputs and outcomes of you and the comparison person are the same
social learning theory
the theory that we learn social behavior by observing and imitating and by being rewarded or punished
Needs Theories of Motivation
theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs 1) Acquired needs framework 2) Maslow's need hierarchy: people are motivated by five basic categories of needs: physiological, safety, love, esteem, and self-actualization.
emotional intelligence
•High levels help managers: - Prevent their emotions from getting in the way of effective decisions - Develop and maintain interpersonal relationships and roles - Understand and relate well to other people
Characteristics of Entrepreneurs
•High on "openness to experience" •Daring and willing to take risks •High "internal locus of control" •High level of self-esteem •High need for achievement
Satisifaction
•How an employee feels about the job •Resulting from evaluation of the job's characteristics •High job satisfaction means strong positive feelings -- Like their jobs, Feel they are fairly treated, Perform OCBs (Going above the "call of duty"), Customer satisfaction and job performance up, Absenteeism, turnover and deviance down •Low satisfaction means strong negative feelings exist
