MGMT 363 - Exam I

Perceived Organizational Support

Reflects the degree to which employees believe that the organization values their contributions and cares about their well-being.

[Withdrawal Behaviors] Voice

active, constructive response in which an individual attempts to improve the situation

[Withdrawal Behaviors] Exit (physical)

active, destructive response by which an individual either ends or restricts organizational membership

[OB Foundations] Sociology

Team characteristics and organizational structure

[Perceived Organizational Support] From a Normative Commitment Perspective

The Employer can provide various training and development opportunities for employees (implementing training programs)

According to the AFFECTIVE EVENTS THEORY, workplace events can generate __________ reactions - reactions that then can go on to influence work ___________ & ___________.

affective, attitudes, behaviors

What is the best way to test a theory?

conduct many studies, each of which is as different as possible from the ones that preceded it.

[Organizational Citizenship Behavior] Boosterism

means representing the organization in a positive way when out in public, away from the office, and away from work. ***ex: Career fair free stuff for public display. Representing organization inside and outside the organization.

Organizational Behavior (OB)

the field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations.

[Trends that Affect Commitment] Diversity of the Workforce

- By 2012, minority groups will make up one-third of the workforce - 47% of the jobs are filled by women - The workforce is aging - More and more employees are foreign-born ~ 1/2 of PHDs in the US are foreign-born, as are 45% of the physicists, computer scientists, and mathematicians.

Citizenship Behavior (definition)

- Voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting in which work takes place. ***Two Types: Interpersonal & Organizational

Rule of One-Eighth (describe)

- 1/2 of the organizations will not believe there is a connection between people and profits ***of that 1/2 that do believe... - 1/2 of those who see the connection will try to make a single change, rather than attempting to make comprehensive changes. ***of that 1/2 that do make comprehensive changes... - 1/2 will persist long enough for those changes to make a difference. 1/2 x 1/2 x 1/2 = 1/8

[Scientific Studies] Correlations

- Describes the statistical relationship between two variables. - Can be positive or negative and range from 0 (no statistical relationship) to +/- 1 (a perfect statistical relationship) ***In this subject a correlation above a .5 or .6 is very rare since data points are people. - Symbol: r

Research Evidence shows...

- OB practices were associated with better firm performance - Firms that valued OB had a 19% higher survival rate than firms that did not value OB - Good people comprise a valuable resource for companies - There is no "magic bullet" OB practice: one thing that, in-and-of itself, can increase profitability - "Rule of One-Eighth" (described later)

Citizenship Behavior (benefits)

- Relevant in virtually any job, regardless of the particular nature of its tasks, and there are clear benefits of these behaviors in terms of the effectiveness of work units and organizations.

Task Performance Behaviors

- Task performance behaviors are not simply performed vs. not performed - Although poor performers often fail to complete required behaviors, it is just as true that the best performers often exceed all expectations for those behaviors. ***going that extra mile.

[What does it mean to be a 'Good Performer'?] Citizenship Behavior

- The "nice-to-haves" - Going above and beyond ***ex: Holding door open, holding elevator door open

Counterproductive Behavior (other facts)

- There is evidence that people who engage in one form of counterproductive behavior also engage in others. Represents a PATTERN OF BEHAVIOR rather than isolated incidents. - Counterproductive behavior is relevant to any job. It doesn't matter what the job entails; there will always be something to steal, resources to waste, and people to be uncivil toward. - It is often surprising which employees engage in counterproductive behavior.

[Scientific Studies] Correlation strength & ratings in OB

.1 = weak .3 = reasonable/moderate .5~.6 = strong

[Integrative Model of Organizational Behavior] Group Mechanisms (4 subgroups)

1.) Teams: Characteristics and Diversity 2.) Teams: Processes and Communication 3.) Leadership: Power and Negotiation 4.) Leadership: Styles and Behaviors

[Scientific Studies] Examples of Correlations

1.) "How often" does social recognition lead to higher job performance? ***Correlation between social recognition and job performance was .28 2.) "How often" does social recognition lead to higher retention rates? Correlation between social recognition and retention rates was .20

What are some ways to combat lower levels of job satisfaction?

1.) Attempt to redesign key job tasks ***if too costly ^^^, then 2.) Train supervisors in strategies for increasing the five core job characteristics on a more informal basis

Resource-based view (6 resources)

1.) Financial Resource (revenue and equity) 2.) Physical Resource (buildings, machines, and technology) 3.) Knowledge, decision-making, culture, ability, and wisdom 4.) Image, culture, and goodwill 5.) Human Resource (people) 6.) Information Resource (data)

What does it mean to be a "Good Performer"

1.) Good at the particular job tasks that fall within job description 2.) Engages in citizenship behaviors directed at both coworkers and the larger organization. 3.) Refrains from engaging in the counterproductive behaviors that so badly damage the climate of an organization.

Inimitable (3 characteristics)

1.) History - A collective pool of experience, wisdom, and knowledge that benefits the organization 2.) Numerous Small Decisions - People make many small decisions day-in & day-out, week-in and week-out. 3.) Socially Complex Resources - Culture, teamwork, trust, and reputation

What are the outputs from conducting a Job Analysis?

1.) Job Description 2.) Job Specification ***Both will be used for many things such as: - Interviews - Interview Qs - Compensation (how much to pay employees) - Selection - Performance Management - Legal Reasons (ADA) - Training ...etc.

[Integrative Model of Organizational Behavior] Individual Outcomes (2 subgroups)

1.) Job Performance 2.) Organizational Commitment

[Integrative Model of Organizational Behavior] Individual Mechanisms (5 subgroups) ***We have control over

1.) Job Satisfaction 2.) Stress 3.) Motivation 4.) Trust, Justice, and Ethics 5.) Learning and Decision Making

Job Characteristic Moderators

1.) Knowledge and Skill 2.) Growth need strength - Captures whether employees have strong needs for personal accomplishment or developing themselves beyond where they currently are. *** Both of these increase the strength of the relationship within the model

[Integrative Model of Organizational Behavior] Organizational Mechanisms (2 subgroups)

1.) Organizational Structure 2.) Organizational Culture

[Integrative Model of Organizational Behavior] Individual Characteristics (2 subgroups)

1.) Personality and Cultural Values. 2.) Ability

What makes a resource valuable? (2 items)

1.) Rare 2.) Inimitable

What are the two types of "feelings" directed toward your job?

1.) Rational - "I am angry!" 2.) Emotional - "I am angry at my supervisor!"

Making "casual inferences" (establishing that one variable really does cause another) requires three things:

1.) The two variables are correlated 2.) The presumed cause precedes the presumed effect in time. Comes before end result. 3.) No alternative explanation exists for the correlation (no other explanation).

[Scientific Studies] Theory

A collection of assertions - both verbal and symbolic - that specify how and why variables are related, as well as the conditions in which they should (and should not) be related. Tells a story and supplies the familiar who, what, where, when, and why elements found in any newspaper or magazine article.

Evidence-based management

A perspective that argues that scientific findings should form the foundation for management.

Progression Model

Argues hat the various withdrawal behaviors are: - POSITIVELY CORRELATED with one another ~ The tendency to daydream or socialize leads to the tendency to come in late or take long breaks, which leads to the tendency to be absent or quit - Easiest to spot b/c of the apparent progression

Value-Percept Theory

Argues that job satisfaction depends on whether you PERCEIVE that your job supplies the things that you VALUE.

Compensatory Forms Model

Argues that the various withdrawal behaviors are: - NEGATIVELY CORRELATED with one another - That doing one means you're less likely to do another - Don't want to be there, but do things to keep busy while at work

Independent Forms Model

Argues that the various withdrawal behaviors are: - UNCORRELATED from one another - Occur for different reasons - Fulfill different needs on the part of the employees - Hardest one to predict "I can't stand my job, so I do what I can to get by..."

[Performance Management] Behaviorally Anchored Rating Scales (BARS)

Assess performance by directly assessing job performance behaviors. ***Instead of 1~5 (weak ~ strong), gives a behavioral description along with each rating.

Why are some employees more satisfied than others?

At a general level, employees are satisfied when their job provides THE THINGS THEY VALUE.

[Application: Tracking Satisfaction] What are ways of tracking satisfaction?

Attitude Surveys

Interpersonal Citizenship Behavior

Behaviors that benefit coworkers and colleagues and involve assisting,supporting, and developing other organizational members in a way that goes beyond normal job expectations. ***Three Types: Helping, Courtesy, and Sportsmanship.

Organizational Citizenship Behavior

Behaviors that benefit the larger organization by supporting and defending the company, working to improve its operations, and being especially loyal to it. ***Three Types: Voice, Civic Virtue, and Boosterism

How do most organizations identify task performance behaviors?

By conducting a job analysis where each activity on this list is rated by "subject matter experts" according to things like the importance and frequency of the activity. -The activities that are related highly in terms of their importance and frequency are retained and used to define task performance.

During what situations are Citizenship Behaviors vital?

Citizenship behavior becomes more vital during organizational crises, when beneficial suggestions, deep employee involvement, and a positive "public face" are critical.

Psychological Withdrawal

Consists of actions that provide a mental escape from the work environment. - Daydreaming - Socializing - Looking Busy - Moonlighting - Cyber-loafing ~ Neglect (passive)

Physical Withdrawl

Consists of actions that provide a physical escape, whether short or long term, from the work environment - Tardiness - Long breaks - Missing meetings - Absenteeism - Quitting ~ Exit (active)

[Video Clip] "Despicable Me" ***shown 09/04/13***

Counterproductive Behaviors: - Mean to other people Was he a good task performer? - Yes! His objective was to steal the shrink ray and he did. He also got the little girl the unicorn. ***Initial appearance was that of a person who embellishes in counterproductive behavior, but actually engaged in more citizenship behavior in the end.

Value-Percept Formula

Dissatisfaction = (V want - V have) (V importance) ***the difference between what you have and what you want is magnified by the value of importance that you associate with that facet! ~Pay Satisfaction ~Promotion Satisfaction ~Supervision Satisfaction ~Coworker Satisfaction ~Satisfaction w/ the work itself

[Perceived Organizational Support] From an Affective Commitment Perspective

Employer strategies could center on increasing the bonds that LINK employees together (reference: erosion model)

Job Enrichment (benefits + drawback)

Enrichment efforts can indeed... 1.) Boost job satisfaction levels 2.) Heighten work accuracy 3.) Customer Satisfaction ***Cost: Increased training and labor costs tend to rise as a result of such changes

[A Brief History] Scientific Management

Fredrick Taylor - late 19th, early 20th century Objective, scientifically driven approach to studying OB. Focus on efficiency and productivity in organizations. ***i.e. Assembly line. Process is created and then taught to others.

[A Brief History] Human Relation Movement

Hawthorne studies @ Western Electric Co. (1924-1932) More humanistic approach (feelings, thoughts, and actions matter). ***i.e. Lighting and its effects on productivity. "Illusion of concern for the workers was very important".

***Video Clip: "Job Satisfaction & Life Satisfaction" (09/18/13)

He had a lot of variety, identity, feedback, (negative) significance... His job called for covering up accidents for people who wish to avoid criminal charges. His job doesn't entail ethical or morally right activities, so he doesn't very much life satisfaction.

[What does it mean to be a 'Bad Performer'?] Counterproductive Behavior

Intentional acts that hinder progress in a company ***Keyword: Intentional; sometimes accidents happen that may be counterproductive, but not intended to be that way in nature.

[Interpersonal Citizenship Behavior] Helping

Involves assisting coworkers who have heavy workloads, etc.

[Interpersonal Citizenship Behavior] Sportsmanship

Involves maintaining a good attitude w/coworkers, even when they've done something annoying.

[Organizational Citizenship Behavior] Voice

Involves speaking up and offering constructive suggestions for change.

[Task Performance] Routine Task Performance

Involves well-known responses to demands that occur in a normal, routine, or otherwise predictable way. ***ex: starting a car

Focus of Commitment

Refers to various people, places, and things that can inspire a desire to remain a member of an organization. ***Company, Top Management, Department, Manager, Work Team, and Specific Coworkers

[OB Foundations] Industrial & Organizational Psychology

Job performance and individual characteristics

Video Clip: "The Firm" (09/11/13) ***Continuance Commitment***

Key Points: 1.) Family: The firm encourages children 2.) Continuance Commitment: - Embeddedness is built in - Make difficult to leave (cost associated with leaving)

[A Brief History] Theory X and Theory Y (McGregor, post WWII)

Managers' assumptions regarding employees dictate their practice: ~X: Controlling employees and holding on to power. Think employees do not like to work. ~Y: Involving employees and sharing power. Believe work is a part of who you are and don't naturally dislike work. Work is and extension of one's self.

[OB Foundations] Economics

Motivation, learning, and decision making

Withdrawal Behavior

Not being committed to organizations leads to employees engaging in a set of actions that avoid the work situation -- behaviors that may eventually culminate in quitting the organization. ***ex: exit, voice, loyalty, neglect

[Video Clip] "Office Space" ***shown 09/28/13***

Not committed, doesn't cope with stress very well, not a good job performer, and not too much job satisfaction present.

Method of Science

People accept some belief because scientific studies have tended to replicate that result using a series of samples, settings, and methods.

Method of Intuition

People hold firmly to some belief because it "just stands to reason" - it seems obvious or self-evident

Method of Experience

People hold firmly to some belief because it is consistent with their own experiences and observations

Method of Authority

People hold firmly to some belief because some respected official, agency, or source, has said it is so.

[Organizational Citizenship Behavior] Civic Virtue

Requires participating in the company's operations at a deeper-than-normal level. ***ex: Big Event; doing things that go beyond your normal requirements.

Job Satisfaction

Pleasurable emotional state resulting from the appraisal of one's job or job experiences. - It represents how you feel about your job and what you THINK about your job - 49% of Americans are satisfied w/their jobs, down from 58% a decade ago

[Video Clip] "Monsters Inc" ***shown 09/02/13***

Randal: - Good performer? Yes. His job is to generate scream and he does that very well. - Exhibits counterproductive behavior such as threats and temper tantrums. Sully: - Good performer? Yes. He does his job very well! Top performer when it comes to numbers. - Most people would want to pick him to become a part of their company. - He goes that extra mile (i.e. reservations and great numbers) ***There is more to a good performer than doing your job.

Rare (examples)

Resource and people ***i.e. Mainframe programmer example

[Video Clip] "Continuance Commitment" ***shown 09/09/13***

Ryan Bingham isn't very embedded and is very much committed to his own life ***low embeddedness = low continuance commitment

[OB Foundations] Social Psychology

Satisfaction, emotions, and team processes

[Workplace Trends and Job Performance] Knowledge Work

Statistics from the U.S. Department of Labor confirm the rise of "knowledge work", in that jobs involving cognitive activity are becoming more prevalent than jobs involving physical activity.

Correlation Rankings (strong, moderate, weak)

Strong - .5 Moderate - .3 Weak - .1

[Performance Management] Social Networking Systems

Systems that have been recently applied in organizational contexts for the purposes of DEVELOPING and EVALUATING employee job performance. - provide performance information that is much more TIMELY, RELATIVE TO TRADITIONAL PRACTICES that measure performance quarterly or even yearly. ***ex: Facebook and Twitter

[Task Performance] Creative Task Performance

The degree to which individuals develop ideas or physical outcomes that are both novel and useful

[Perceived Organizational Support] From a Continuance Commitment Perspective

The priority should be to create a salary and benefits package that increases a financial need to stay (Invest in monetary compensation)

Job Satisfaction & Life Satisfaction

The two are STRONGLY CORRELATED. Increases in job satisfaction have a stronger impact on life satisfaction than do increases in salary or income. ~ People feel better about their lives when they feel better about their job.

How do people evaluate job satisfaction?

They evaluate it according to certain "facets" of the job.

[Scientific Studies] Hypothesis

Written predictions that specify relationships between variables

Does [job satisfaction] influence [job performance]?

Yes. The two are MODERATELY correlated. Satisfied employees do a better job of fulfilling the duties described in their job descriptions.

Does [job satisfaction] influence [citizenship behavior]?

Yes. The two are MODERATELY correlated. Satisfied employees engage in more frequent "extra-mile" behaviors to help their coworkers and their organization

Does [job satisfaction] influence [organizational commitment]?

Yes. The two are STRONGLY correlated. Satisfied employees are strongly correlated to affective commitment, resulting in more employees that are more likely/wanting to stay with the organization.

Continuance Commitment

a desire to remain a member of an organization because of an awareness of the costs associated with leaving it. 1.) Exists when there is a profit associated with staying & cost associated with leaving 2.) Passive form of loyalty 3.) What increases this kind of commitment? ~ Total amount of investment (time, effort, energy) an employee has made in mastering his work role/duties ~ Lack of employment alternatives - Stay because NEED to stay... - Cost-Based

Normative Commitment

a desire to remain a member of an organization due to a feeling of obligation. 1.) Exists when there is a sense that staying is the "right" or "moral" thing to do. 2.) Sense of "should" stay comes about through personal work philosophies or more general codes of right and wrong developed over the course of their lives. 3.) Create a feeling that the employee is in the organization's debt 4.) Active kind of commitment 5.) How do we increase normative commitment? ~ Becoming a particularly charitable organization ~ Investing in development programs for employees - Stay because you OUGHT to stay - Obligation-Based

Affective Commitment

a desire to remain a member of an organization due to an emotional attachment to , and involvement with, that organization. 1.) Accept the organization's goals and values 2.) More willing to exert extra effort on behalf of the organization 3.) Based on connections and relationships built* 4.) You stay because you WANT to stay. - Emotion-Based - "She's committed" - "He's Loyal!"

Occupational Information Network (O*NET)

an online database that includes, among other things, the characteristics of most jobs in terms of tasks, behaviors, and the required knowledge, skills, and abilities. - Task information from the database should be supplemented with information regarding behaviors that support the organization's values and strategy. - Maintained by the Department of Labor

[Performance Management] 360 Degree Feedback

approach involves collecting performance information not just from supervisors but from anyone else who might have firsthand knowledge about he employee's performance behaviors. People above and below you: clients and employees. ***Best suited to improving or developing employee talent.

Moods

are states of feelings that are often... 1.) mild in intensity 2.) last for an extended period of time 3.) are not explicitly directed at or caused by anything

[Trends that Affect Commitment] Change in Employee - Employer Relationship

brought about by a generation of DOWNSIZING makes it more challenging to retain valued employees... - Psychological contracts: reflects employee's beliefs about what they owe the organization and what the organization owes them. - Transactional contracts: based on a narrow set of specific monetary obligations - Relational Contracts: based on a broader set of open-ended and subjective obligations (i.e. Job security...etc)

[Critical Psychological States] Responsibility for Outcomes

captures the degree to which employees feel they are key drivers of the quality of the unit's work

Counterproductive Behaviors (define)

employee behaviors that INTENTIONALLY hinder organizational goal accomplishment. ***Four Types: Property Deviance, Production Deviance, Political Deviance, Personal Aggression

[Job Enrichment in Practice] Vertical Job Loading ***not in book

expanding the employees influence over their jobs - participation - forming natural work units - establishing client relationships

[Job Enrichment in Practice] Horizontal Job Loading ***not in book

expanding the number of tasks a job performs - job rotation - job enlargement

Strategic Management

focuses on the product choices and industry characteristics that affect an organization's profitability

[Performance Management] Forced Ranking

forces managers to rank all of their people into one of three categories: - Top 20% "A Players" - Vital 70 % "B Players" - Bottom 10% "C Players" ***Bell Curve (visual representation)

[What does it mean to be a 'Good Performer'?] Task Performance

includes employee behaviors that are directly involved in the transformation of organizational resources into goods or services that the organization produces.

[Workplace Trends and Job Performance] Service Work

involves work that provides non-tangible goods to customers through direct electronic, verbal, or physical interaction. - Maintaining a positive work environment therefore becomes EVEN MORE VITAL. - Projections suggest that almost 20% of new jobs created are service jobs. - Costs of bad task performance are more immediate and more obvious.

[Performance Management] Management by Objectives (MBO)

is a management philosophy that bases an employee's evaluations on whether the employee achieves specific performance goals. ***Best suited for managing the performance of employees who work in contexts in which objectives measures performance can be quantified.

[Counterproductive Behaviors] Production Deviance

is also directed against the organization but focuses specifically on reducing the efficiency of work output. *Wasting Resources*: the most common form of production deviance, when employees use too many materials or too much time to do too little work. Working slower and taking too many breaks. *Substance Abuse*: the abuse of drugs or alcohol before coming to work or while on the job. This compromises efficiency.

Emotional Labor

is the need to MANAGE emotions to complete job duties successfully ~ flight attendants

[Task Performance] Adaptive Task Performance

more commonly "adaptability", involves employee responses to task demands that are novel, unusual, or, at the very least, unpredictable.

[Withdrawal Behaviors] Loyalty

passive, constructive response that maintains public support for the situation while the indivudal privately hopes for imporvement ***work is not hindered as a result, but still hopes for improvement

[Withdrawal Behaviors] Neglect (psychological)

passive, destructive response in which interest and effort in the job declines

[Task Performance & Organizational Comm.] Stars

possess... - High commitment - High Performance ~ Held as role modes for other employes ~ Respond with [Voice] ~ Functional Retention: Desirable & Remains

[Task Performance & Organizational Comm.] Citizens

possess... - High commitment - Low performance ***perform many voluntary "extra-role" activities that are needed to make the organization function smoothly ~ Respond with [Loyalty] ***Dysfunctional Retention: Undesirable & Remains

[Task Performance & Organizational Comm.] Lone Wolves

possess... - Low commitment - High performance ***motivated to achieve work goals for themselves, not necessarily for their company ~ Respond with [Exit] <--- physical withdrawal ***Dysfunctional Turnover: Desirable & Quits

[Task Performance & Organizational Comm.] Apathetics

possess... - Low commitment - Low performance ***merely exert the minimum level of effort needed to keep their jobs ~ Respond with [Neglect] <-- psychological withdrawal ***Functional Turnover: Undesirable & Quits

Attitude Surveys

provide a "snapshot" of how satisfied the workforce is and, if repeated over time, reveal trends in satisfaction levels. - ideally should be CATALYST FOR SOME KIND OF IMPROVEMENT (change)

[Critical Psychological States] Knowledge of Results

reflects the extent to which employees know how well (or how poorly) they are doing.

[Counterproductive Behaviors] Property Deviance

refers to behaviors that harm the organization's assets and possessions. ***Sabotage: represents the purposeful destruction of physical equipment, organizational processes, or company products. - ex: laser disks and bringing food into the clean room and ruining the laser disc production process. ***Theft: represents another form of property deviance and can be just as expensive as sabotage (if not more). Approx. costing organizations $14.6 billion per year.

[Counterproductive Behaviors] Political Deviance

refers to behaviors that intentionally disadvantage other individuals rather than the larger organization. *Gossiping*: having casual conversations about other people in which the facts are not confirmed as true. Undermining the morale in company. *Incivility*: represents communication that is rude, impolite, discourteous, and lacking in good manners.

Promotion Satisfaction

refers to employees' feelings about the company's promotion policies and their execution, including whether promotions are frequent, fair, and based on ability.

Coworker Satisfaction

refers to employees' feelings about their fellow employees, including whether coworkers.... - are smart - are responsible - are helpful - are fun - and interesting ~"Can they help me do my job?"

Pay Satisfaction

refers to employees' feelings about their pay, including whether it is as much as they deserve, secure, and adequate for both normal expenses and luxury items. ~ This is the least correlated with job satisfaction (.2)

[Counterproductive Behaviors] Personal Aggression

refers to hostile verbal and physical actions directed towards other employees. *Harassment*: occurs when employees are subjected to unwanted physical contact or verbal remarks from a colleague. *Abuse*: occurs when an employee is assaulted or endangered in such a way that physical and psychological injuries may occur.

[Interpersonal Citizenship Behavior] Courtesy

refers to keeping coworkers informed about matters that are relevant to them.

Supervision Satisfaction

reflects both employees' feelings about their boss, including whether the boss is competent, polite, and a good communicator ~"Can they help me attain the things I value?" ~"Are they generally likeable?"

Satisfaction w/ the work Itself

reflects employees' feelings about their actual work tasks, including whether those tasks are... - challenging - interesting - respected - make use of key skills ~ Strongest correlation to overall job satisfaction (.7)

[Critical Psychological States] Meaningfulness of Work

reflects the degree to which work tasks are viewed as something that "counts" in the employee's system of philosophies and beliefs

Emotional Contagion

shows that one person can "catch" or "be infected by" the emotions of another person ~ Dillards department store example & customer service representatives.

Emotions

states of feeling that are often: 1.) Intense 2.) Last for only a few minutes 3.) Clearly directed at (and caused by) someone or some circumstance ~ Positive Emotions (joy, pride, relief, hope, love, and compassion) ~ Negative Emotions (anger, anxiety, fear, guilt, shame, sadness, envy, and disgust) ***Emotions are always about something

Social Influence Model

suggests that employees who have direct linkages with "leavers" will themselves become more likely to leave.

Erosion Model

suggests that employees with fewer bonds will be most likely to quit the organization.

Embeddedness (in relation to continuance commitment)

summarizes a person's... 1.) LINKS to the organization and the community 2.) His sense of fit with that organization and community 3.) What he would have to SACRIFICE FOR A JOB CHANGE - Strengthens continuance commitment by providing more reasons why a person needs to stay in his or her current position (and more sources of anxiety if he or she were to leave). - Highly embedded = high continuance commitment - ex: If Mrs. Wessen leaves Texas A&M, then leave half of clothes behind since they are A&M related/maroon.

Meta-Analysis

takes all of the correlations found in studies of a particular relationship and calculates a weighted average (such that correlations based on studies with large samples are weighted more than correlations based on studies with small samples).

Human Resource Management

takes the theories and principles studies in OB and explores the "nuts-and-bolts" applications of those principles in organizations.

[Job Characteristics Theory] Feedback

the degree to which carrying out the activities required by the job provides the worker with clear information about how well he or she is performing. - reflects feedback obtained directly from the job as opposed to feedback from coworkers and supervisors

[Job Characteristics Theory] Significance

the degree to which the job has a substantial impact on the lives of other people, particularly people in the world at large.

[Job Characteristics Theory] Autonomy

the degree to which the job provides freedom, independence, and discretion to the individual performing the work.

[Job Characteristics Theory] Variety

the degree to which the job requires a number of different activities that involve a number of different skills and talents.

[Job Characteristics Theory] Identity

the degree to which the job requires completing a whole, identifiable, piece of work from beginning to end with a visible outcome.

Organizational Commitment

the desire on the part of an employee to remain a member of the organization. Influences whether an employee stays a member of the organization (is retained) or leaves to pursue another job (turns over).

Job Enrichment (definition)

the process of using the five items in the job characteristics model to create more satisfaction - Duties and responsibilities associated with a job are expanded to provide more variety, identity, autonomy, and so fourth.

What is 'Job Performance'?

the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment. - Places a boundary on which behaviors are (and are not) relevant to job performance. - Includes behaviors that are within the control of the employee

Values

those things that people consciously or subconsciously WANT TO SEEK OR ATTAIN.