OB Exam 1

job attitudes: perceived organizational support

(POS)= the degree to which employees believe the organization values their contribution and cares about their well being -people perceive their organizations as supportive when rewards are deemed fair, when employees have a voice in decisions, and when they see their supervisors as supportive -

personality and values to workplace: person-organization fit

- a theory that people are attracted to and selected by organizations that match their values and leave when there is not compatibility -following these guidelines when hiring should yield employees who fit better with the organization culture --> higher employee satisfaction and reduced turnover

narcissism

- describes a person who has a grandiose sense of self importance, requires excessive admiration, and is arrogant -have fantasies of grand success, a tendency to exploit situations and people, a sense of entitlement, and lack of empathy, but can be hypersensitive and fragile -one of the largest predictors of increased CWB in individualistic cultures -commonly think they are overqualified for their positions -tune out feedback and will only work harder if a reward is given -may be more charismatic than others -more likely to be chosen for leadership positions, medium levels of narcissism are positively correlated with leadership effectiveness -

Hackman and Oldham's Job characteristics model (JCM)

-5 core job dimensions : -skill variety -task identity -task significant -autonomy -feedback -skill variety, task identity --> meaningful work that employee will view as important, valuable, worthwhile -autonomy --> personal responsibility for results -feedback --> how effectively they are performing -the more these three psychological states are present, the greater employees motivations, performance, and satisfaction will be -cant create Motivating potential score MPS= (variety + identity + signiianct)/3 x autonomy x feedback

GLOBE framework

-GLOBE researched cross-cultureal values -identified nine dimensions on which national cultures differ -some dimensions - power distance, individualsism/collectiivm, uncertainty avoidance, gender differentiation, future orientation--resemble holfstedes dimension -main differente: GLOBE added dimensions such as humane orientation, and performance orientation -

attitudes and behavior

-Leon Festinger- argued attitudes FOLLOW behavior -cognitive dissonance- contradictions individuals might perceive between their attitudes and their behavior -people seek consistency among attitudes and between their attitudes and behavior -inconsistency is uncomfortable so individual will attempt to reduce i -when dissonance, people with either alter attitudes or behavior, or will develop a rationalization of rate discrepancy -desire to reduce dissonance depends on three factors -IMPORTANCE of the elements creating dissonance and the degree of INFLUENCE we believe we have over the elements -REWARDS of dissonance -individuals are more motivated to reduce dissonance when the attitudes are important when or when they believe the dissonance is due to something in their control -most powerful moderators of the attitudes relationship are the IMPORTANCE of the attitude, its CORRESPONDENCE OT BEHAVIOR, its ACCESSIBILITY, the presence of social pressures, AND WHETHER A PERSON HAS direct experience WITH THE ATTITUDE -attitudes reflect our fundamental values, self interest, or identification with inieiduvals or groups we value and tend to show a strong relationship to our behavior -more likely to remember attitudes you frequently express, and attitudes you remember predict your behavior

outcomes of job satisfaction: organization citizenship behavior (OCB)

-OCBs include people talking positively about their organizations, helping others, and going beyond the normal expectations of their jobs -evidence suggests job satisfaction is moderately correlated with OCB- those more satisfied with jobs are more likely to engage in citizenship behavior -why? -trust- individuals who feel their coworkers support them are also more lily to engage in helpful behaviors -also personality

what causes job satisfaction: pay

-affect of pay can be smaller once an individual reaches a standard level of comfortable living

self efficacy theory

-aka social cognitive theory/social learning theory= an individuals belief that he or she is capable of performing a task -higher self efficacy, more confidence you have in your ability to succeed -more lily to rise to challenge of harder task -feedback influences- individuals high in self efficacy seem to respond to negative feedback with increased effort and motivation -->how can managers help employees achieve high levels of self efficacy? -bring goal setting theory and self efficacy theory together

cultural values: Hofstede's framework

-anaylzed variations among cultures by surveying many IBM employees in 40 countries about their work related values and found managers and employees varied on five value dimensions of national culture --power distance: describes the degree to which people in a country accept that power in institutions and organization is distributed unequally -a high rating means large inequalities of power and wealth exist and are tolerated --individualism versus collectivism- -individualism- degree to which people prefer to act as individuals rather than as members of groups and believe in an individuals rights above all else -collectivism- emphasizes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them --masculinity v femininity -masculinity- degree to which the culture favors traditional masculine roles such as achievement, power, and control, as opposed to viewing men and women as equals- high rating means separate role for men and women -femininity- degree to which culture sees little differentiation bweteen male and female roles and trades women as the equal --uncertainty avoidance- degree to wchih people in a country prefer structured over unstructured situations --long term v short term orientation- measures a society's devotion to tradition values -long term orientation- look to the future and value thrift, persistence, and tradition -short term- value the here and now- accept change more readily and don't see commitments as impediments to change problems: countries aren't closed/ static, and only surveyed IBM execs

Locke's goal setting theory: goal setting and ehtics

-can become to focused on getting goal that we compromise ethics -tiem pressures can tempt us to act unethically

discrimination in the workplace

-can lead to increased negative consequences for employers, including reduced productivity and organizations citizenship behavior, more conflict, increased turnover, and even increased risk taking behavior -unfair discrimination can leave qualified candidates out of initial hiring and promotion

relationship between big five traits and work

-conscientiousness at work: employees who score higher in conscientiousness develop higher levels of job knowledge and these levels correspond with higher levels of job performance -more able to maintain their job perofmracbe when faced with abusive supervisor -can be very important to success -highly conscientious individuals can priotoirtize work over family or become too focused on their own work to help others in organization, don't adapt well to changing contexts, may have trouble learning new skills, not very creative emotional stability at work: most strongly related to life satisfaction, job satisfaciotn, and low stress levels -people with ihgi emiontal stability can adapt to unexpected or changing demand sin the workplace extraversion at work: perform better in jobs with significant interpersonal skills -socially dominnat- take charge- more assertive than introverts -strong predictor of leadership emergence in groups -can be impulsive, more likely to be absent from work, and more likely than introverts to lie during job openness at work: open people are more likely to be effective leaders and more comfortable with ambiguity -cope better with organizational change and are more adaptable -experience less work-family conflict -agreeableness at work: better liked than disagreeable people, tend to do better interpersonally oriented jobs such as customer service -more compliant and rule abiding, less likely to get into accidents, and more satisfied in their jobs -engage in OCB, while disagreeable people are more likely to engage in CWB -agreeableness is associated with lower levels of career success

Locke's goal setting theory

-contemporary motivation theory =a theory that says that specific and difficult goals, with feedback, lead to higher performance -intentions to work towards a goal is a major source of work motivation -research supports: -SPECIFIC goals increase performance; DIFFICULT goals (when accepted) result in higher performance than easy goals; FEEDBACK leads to higher performance than no feedback -why? -acts as an internal stimulus -once high goal has been accepted, expect employees to exert a lot of effort to reach -people do better when they get feedback on how well they are progressing toward their goal because it helps identify discrepancies between what they have done and what they want dot do next -feedback guides behavior

self determination theory

-contemporary motivation theory =proposes that people prefer to feel they have control over their actions, so anything that makes a previously enjoyed task feel more like an obligation than a freely chosen activity will undermine motivation -research in OB has focused on COGNITIVE EVALUATION THEORY ==> a complementary theory hypothesizing that extrinsic rewards will reduce intrinsic interest in a task -when people are paid for work, feels like something they HAVE to do rather than WANT -suggests that some caution in the use of extrinsic rewards to motivate is wise and that pursuing goals from intrinsic motives is more sustaining to human motivation -extrinsic rewards may undermine intrinsic motivation -(intrinsic factors lead to quality of work while extrinsic increase quantity) -SELF CONCORDANCE- considers how strongly people's reasons for pursing goals are consistent with their interest and core values -people who pursue work goals for intrinsic reasons ar more satisfied with their job -->for individuals, choose your job for reasons other than extrinsic reward --> for organizations, managers should provide intrinsic as well as extrinsic inesntives

diversity in groups

-diversity can hurt groups or help, depends on the characteristic of interest -demographic diversity does not appear to either help or hurt team performance, but racial diversity yin management groups may increase organization performance in the right conditions -want to form a team of individuals who are highly intelligent, conscientious, and interested in working in team setting -diversity in leadership skills -managers who emphasize higher order goals and values in their leadership style are more effective in managing diverse teams

Maslow's hierarchy of needs theory

-early motivation theory -->within each person there is a hierarchy of 5 needs- physiological, safety, social, esteem, and self actualization-- in which as each need is substantially satisfied the next becomes dominate -if want to motivate someone, need to understand what level they are at -research does not validate this 1) physiological- hunger, thirst, shelter, etc... 2) safety security- security and protection 3) social-belongingness- affection, belongingness, acceptance, and friendship 4) esteem- integraal factors such as self respect, autonomy, and external factors such as status, recognition 5)self actualization- drive to become what we are capable of becoming, includes growth, achieving out potnetnail faults: nothing altruistic - helping others -no concept of higher being

Herzberg's Two factor theory

-early motivation theory -asked people to describe situations in which they felt exceptionally good or bad about their jobs -intrinsic factors such as advancement, recognition, responsibility, and achievement seem to relate to job satisfaction -respondents who felt good about their work tended to attribute these factors to their situations, while dissatisfied respondents tended to cite extrinsic factors such as supervision, pay, company policies, and work conditions --> what people don't like is different than why they like -created two continuums: -satisfied -------- not satisfied -hygeine factors: -pay, supervision, company policies, physical work conditions, relationships with others -dissatsified --------no dissatisfaction -motivating factors -promotional opportunities, personal growth app, recognition, responsibility, achievement -factors that lead to job satisfaction are separated and distinct form those that lead to job dissatisfaction -managers who seek to eliminate factors the can create job dissatisfaction may bring about peace by not -well supported in research -criticism: hertz berg's oringal methodology and his assumptions- statement that satisfaction is strongly related to productivity -reserach has shown that if hygiene and motivational factors are equally important to a person, both are capable of motivating -only looked at accountants/engirneers --> bring up hygiene factors to a point to which people won't complain then focus on motivating factors to motivate

McClellan's Theory of Needs

-early motivation theory -unlike Masclow: motivating factors rather than strict needs for survival -need for achievement= the drive to excel, to achieve in relationship to a set of standards -need for power- need to make others behave in a way they would not have otherwise -need for affiliation- desire for friendly and close interpersonal relationships -focused on nAch- high achievers perform best when they perceive their probability of success as .05 -dislike gambling and don't like when success is guaranteed cuz like to use their skills -don't necessarily mean a good manager- concerned with how they do individually -best managers may have high need for power -support in research and widely accepted -

situation strength theory

-effect of particular traits on organizations behavior depends on the station- help explain how this works --> proposes that the way personality translate into behavior depends on the strength of the situation (degree to which norms, cues, or standards dictate appropriate behavior) -strong situations show us what the right behavior is, pressure us to exhibit it, and discourage the wrong behavior -personality traits better predict behavior in weak situations than in strong ones because freer expression analysed situation strength in organizations in terms of four elements 1) clarity- degree to which cues about work duties and responsibilities are available and clear. jobs high in clarity produce strong situations 2) consistency- extent to which cues regarding work duties and responsibilities are compatible with one another. jobs with high consistency represent strong situations because all the cues point toward the same desired behavior 3) constraints- the extent to which individuals freedom to decide or act is limited by forces outside their control. jobs with many constraints represent strong situations because individual has limited individual discretion 4) consequences- degree to which decisions or actions have important implications for the organization o its members, clients, supplies, and so on. -not always desirable for organizations to create strong situations -strong situations are determined objectively -jobs can become dull and demotivating

flex time

-employees choose what time they start/end -family friendly, can increase productivity based on if someone is a night/ morning person -cuts down on absenteeism -doesn't work will all jobs, esp on the frontline -disadv: requires some scheduling

how to increase self efficacy in yourself

-enactive mastery- gaining relevant experience with the rask/job -vicarious modeling- becoming more confident because you see someone else doing the task -verbal persuassion- become more confident when someone convinces us we have the necessary skills to be successful -arousal- leads to an energized state so we get psyched up, feel up to the task and perform better

the impact of dissatisfaction

-exit-voice-loyalty-neglect framework -4 responses to job satisfaction: -exit- directs behavior toward leaving the organization including looking for a new position or resigning. =researchers study individual termination and collective turnover -voice- includes actively and constructively attempting to improve conditions, including suggesting improvements, discussing problems with superiors, and undertaking union activity -loyalty- passively but optimistically waiting for the conditions to improve, including speaking up for the organization in the face of external criticism and trusting the organization -neglect passive allows conditions to worsen and includes chronic absenteeism or lateness, reached effort, and in increased error rate --> very general

biographical characteristics: hidden disabilites

-generally fall under category of sensory disabilities (impaired hearing), autoimmune disorders (arthritis), chronic illness or pain, cognitive or learning impairments (ADHD), sleep disorders, psychological challenges (PTSD) -not disclosed by employee -employees must disclose disability in order to be eligibly for workplace accommodations and employment protection -since don't disclose, often don't get accommodations needed in order to thrive -afraid of being stigmatized or ostracized if disclose disability

CASE: the New GPA

-grade inflation -if grades are inflated, hard time destinguinsihg between applicants -professors may be less motivated to accurately assess and teach students through strong grading feedback that would help students learn -if don't partake in grade inflation- schools students will look worse against peers -

outcomes of job satisfaction: job performance

-happy workers are more likely to be productive workers -individuals with higher job satisfaction perform better and organizations with more satisfied employee tend to be more effective

machiavellianism

-individual high in machiavellianism is pragmatic, maintains emotional distance, and believes ends can justify means -high Machs manipulate more, win more, are persuaded less by others, but persuade others more than low macs -more lielky to act aggressively and engage in CWBs -does not significantly predict overall job performance - can win in short term but lose in long term because not well liked -ethical implications: care less about sustainability issues -ethical leadership behaviors were less likely to translate into followers work engagement because followers see through these behavior sand realize it is a case of surface acting

what causes job satisfaction: job conditions

-interesting jobs that provide training, variety, independence, and control satisfy most employees -inderdependence, feedback, social support, and interaction with coworkers outside the workplace also strongly relate to job satisfaction -employees who feel empowered by their leaders have higher satisfaction --> job conditions- intrinsic nature of work itself, social interactions, and supervisions-- are important predictors of job satisfaction

job attitudes: job satisfaction and job involvement

-job satisfaction = a positive feeling about a job resulting from an evaluation of its characteristics -person with high job satisfaction holds positive feelings bout the work -job involvement= degree to which people identify psychologically with their jobs and consider their perceived performance levels important to their self worth -employees with stronger job involvement identify with and care about the kind of work they do -psychological empowerment- degree to which they influence their work environment, their competence, and meanfinfulness of their job

outcomes of job satisfaction: customer satisfaction

-job satisfaction is related to customer satisfaction for employees who are on the frontline and have regular customer contact -

job sharing

-jointly share a job- 1 paycheck, half work for each person -common for professional women with children who don't want to leave workforce -if leave, hard to reenter -adv: still working so don't fall out of practice, -employers benefit- retain a woman they invested in, get 2 minds working on a problem

CASE: the steeliness epidemic

-lack of sleep is a costly organizational problem because people sneak naps -sleepiness lowers performance, increases accidents, injuries, and unethical behavior -sleepiness directly decreases attention span, memory, information processing, affect and emotion regulation capabilities -may account for $14 billion of medical expenses

how satisfied are people in their jobs

-levels can remain consistent (same from 1972-2006) -economic conditions tend to influence job satisfaction- 2007- drop in satisfaction -vary in different culture -reasons for satisfaction vary- can be more satisfied with jobs overall, the work itself, their supervisors and coworkers, pay, promotion opp

CASE: loyalty

-loyalty is outdated -isn't an expectation of loyalty esp in younger generations --> gain knowledge and leave -"loyal" employee who is dissatisfied can do harm to firm because being less productive -people can fake loyalty in order to receive mention plans -should instead measure loyalty with finer measurements like organizational trust and commitment -companies are loyal to employees who do their jobs well -employees become loyal- trusting, engaged, and committed- when organization and their people act decently --employers with superior managers who empower their employees obtain high levels of loyalty -reciprocal relationship rather than care taking relationship new attitude: loyalty to carrier not employer

discrimination

-managemtn must wrk to eilimate unfair discrimination =note a difference between things, which in itself, isn't necessarily bad. often we refer to unfair discrimination, which means making judgements about individuals based on stereotypes regarding their demographic group -isn't inheritely bad- if think one employee is better so promote u are discrimination stereotypng- judging someone on the basis of our perception of the group to which that person belongs -usually what we are talking about when talk about discrimination

Locke's goal setting theory: implementing goal setting

-managment by objectives (MBO)= a program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress

other differentiating characteristics (diversity): sexual orientation and gender identity

-many LGBT employees do not disclose -US law does not prohibit discrimination against employees based on sexual orientation but many states do -some companies more inclusive than others

CASE: millennials ar emoe narcissistic than their parents

-more likely than baby boomers to have seemingly inflated views of themselves -more millennials rate themselves as above average on attributes such as academic ability, leadership, public speaking, and writing -why? childhood upbringing -the most affirmed generation in history- raise dbelieivn they could do anything they wanted to and that they have the skills and talents to bring to a job setting counterpoint: -every generation things they are better than the next one -study showed that there is a similarity between how millennials and baby boomers thought about themselves in the same stage of their life --> more accurate to compare people at one life stage with others at the same life stage, not compare different generations

what is personality? measuring perosnality:

-most common way to measure is through self report surveys in which individuals evaluate themselves on a series of factors -results can be skewed because people know they are being surveyed for hiring reasons -mood when taking survey can affect the results -culture affects way we rate ourselves (country value humility or self enhancement?) -observer-ratings surveys provide indepdent assessment o personality -coworker or another observer does rating -predict job success more than self ratings alone -use both

CASE: gender pay gap

-narrowing but still there -in the US and internationally, women are much more likely than before to be employed full time, have an advanced education, and earn wages comparable to those of men -still a gap between men and women pay -largest in financial managers, marketing and sales managers, and chief executives -smaller in human resource managers, computer and information systems managers,

what is personality? personality determinants

-nature v nurture debate -heredity: ultimate explanation of an individuals personality is the molecular structure of the genes -personaltiy can change tho as one matures -personality traits= enduring characteristics that describe an individuals behavior -personality of events- events shape us

CASE: tell all websites

-new apps that create forums of discussion allow bosses to receive candid feedback -do employees have a right to say what they want about employers online for the public to see?

biographical characteristics: sex

-no consistent male-female differences in problem solving ability, analytical skills, or learning ability -biases and stereotypes- mean are preferred in hiring decisions for male dominated occupations -females are less likely to be assigned challenging positions by men, assigmentst that could help them move up -men are more lielky to be chosen for leadership roles even though men and women are equally effective leaders -women earn less than men -"maternal wall bias"- working mothers not considered for new positions after they have children -

CASE: bald is better

-observes believe a male's shaved head indicates greater masculinity, dominate, and leadership potential than longer or thinning hair -thinnign hair was perceived as the least powerful look -why? -media is filled with powerful men with shaved heads- military leaders, winning athletes, action heroes -baldness may signal who is in charge and potentially dangerous -baldness = natures way of telling others you are a survivor -men with shaved heads convey aggressiveness, competitiveness, and independence

CASEL money can't buy happiness

-once baseline level of money has been met, more money doesn't really do much to make a person happy -most research indicates the more money the better -mixed findings: relationship between happiness and income is prob not direct -level of income is less important than how you spend it -motivated by what you can do with your money -give it away, spend money on experiences rather than products, buy time

biographical characteristics: disabilities

-physical or mental disability- different countries have varying laws -US- has specific laws to protect- resulted in greater acceptance and accommodation of people w physical or mental impairments -person is disabled who has any physical or mental impairment that substantially limits one or more major life activity -people with disabilities have superior personal qualities like dependability, score higher on performance evaluations, but tend to encounter lower performance expectations and less likely to be hired -those with mental illness are much more common to be absent from work -tech and workplace advancements have greatly increased act of jobs available -managers need to be attuned to the true requirements of each job nd match the skills of the individual to them, providing accommodations when needed

other differentiating characteristics (diversity): religion

-relgions often have conflict with other religions -employers prohibited from discrimination against employees based on religion in many countries -islam one of the most discriminated against relgions- recognizable by dress -faith can encourage or prevent certain behaviors -

generational values

-shared views of different colors or gerneations in the us -boomers- dominant values are success, achievement, ambition, dislike of authority, loyalty to career -Xers- work life balance, team oriented, dislike of rules, loyalty to leadership millennial-confident, financial success, self reliant but team oriented, loyalty to self and relationships

attracting, selecting, developing, and retaining diverse employees

-target recrtuiment messages to specific demographic groups that are underrepresetend in the workforce -women and minorities have greater interested in employers that make special efforts to highlight a commitment to diversity in their recruiting materials -diverse people in ads -selection process: managers who hire need to value fairness and objectivity in selecting employees and focus on the productive potential of new recruits -use well defined protocol for assessing applicant talent retention: create a positive diversity climate- diversity training programs -shoudl be goal of management

CASE: motivated by big brother

-tech has given employees the feeling that they are being watched and they are --> is that ethical? -some companies using tech to track their employees activities and some of this tracking is done in the name of science -others track to ensure they are working -managers don't want to adapt technologies that emotive their employees through micromanagement -how can they use monitoring technology ethical with workplace? -employees should be informed -purpose of tracking should be made clear to employees -made clear which behaviors are inappropriate

terminal v instrumental value

-terminal values= refers to desirable end states -goals a person would like to achieve during a lifetime -instrumental values- refer to preferable modes of behavior, or means of achieving the terminal values -prosperity and economic success, freedom

reinforcement theory

-theory that says behavior is a function of its consequences -see behavior as environmentally caused --->IDK if we need to know details

other differentiating characteristics (diversity): tenure

-time spent in a ob, organization, or field -positive relationship between seniority (time on particular job) and job productivity -tenure, expressed as work experience, appears to be a good predictor of employee productivity, but relationship is not linear

values

-values = basic conviction that a specific mode of conduct or end state of existence is personally or socially preferable to an opposite or converse mode of conduct or end state of existence -contain judgmental element because they carry an individual's ideas about what is right, good, or desirable -value system- how we rank values in terms of intensity

taylor model "clockwork"

-wanted to design work from the bottom up using scientific management -studied human movements and motion paths and found the "best one" -turned chaotic factory into a smoothly working machine -assumption: people motivated by money- variable piece rate -take away need for worker to think- tell them the best way to do something -without his work, america pop wouldn't have become industrial giant -low training cost, low wage costs (can hire someone with minimal skill), worker becomes interchangeable part -high cost of job design, poor production flexibility

biographical characteristics: age

-workforce world wide is aging -stereotype of older workers as being behind the time grumpy, and inflexible --> changing -bring experience, judgement, strong work ethic, and commitment to quality to job -workers less likely to higher older person if job requires reflexibility and new tech -older you are--> less likely to quit your job -older workers have lower rates of avoidable absences and do not have more day to day physical health problems than younger workers 0no relationship between age and job performance -positive mood increases with age

telecommuting

-workings at home -save on commute times adv: attract workers, safe office space/ utilities disadv- techonoogly costly, can be hard to supervise, hard to plan

disciplines that contribute to OB

1) Psychology: seeks to measure, explain, an sometimes change the behavior of humans and other animals contribution: learning, motivation, personality, emotions, perception, training, leadership effectiveness, job satisfaction, individual decision making, performance appraisal, attitude measurement, employee selection, work design, work stress unit of analysis: individual Social psychology: blends concepts from psychology and sociology to focus on people's influence on one another contribution: behavioral change, attitude change, communication, group processes, group decision making, building trust, group behavior, power, conflict unit of analysis: group sociology: studies people in relation to their social environment or culture contribution:organizational culture, formal organization theory and structure, organizational technology, communications, power, and conflict unit of analysis: group/ organization system anthropology: study of societies to learn about human beings and their activities contribution to OB: understand differences in fundamental values, attitudes and behavior among different countries and within diff organizations, understand organizational culture, organizational climate, and differences among nationalities

Trait activation theory

= a theory that predicts that some situations, events, or intervention "activate" a treat more than others -using this, we can force which jobs suit certain personalities -ex: commission based compensation would likely activate individual differences because extraverts are more reward sensitive than open people -also applies to personality tendencies -feature of the environment can activate a trait, and the combination of two can lower job performance --> nature v nurture is actually nature and nurture -interact with one another -perosnality and the situation both affect work behavior, but when the situation is right, the power of personality to predict behavior is even higher

equity theory

= a theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities -outcomes/inputs compared to others outcomes/inpts -when person perceives inequity will make one of six choices 1)change input (exert less effort if underpaid or more if overpaid) 2)change outcomes (individuals paid on a piece rate basis can increase their pay by ordoucing higher quantity of units of lower quality) 3) distort perception of self (i used to think i worked at a moderate pace, but now i realize i work a lot harder than everyone else") 4) distort perceptions of others ("mikes job isn't as desirable as i thought") 5) choose a different referent (i may not make as much as my bother in law but I'm doing a lot better than my dad did when he was my age) 6)leave the field- quit job -what do you do as managers: -tie pay to performance -make pay rates public info- keep pay rates to hide inequity -peopel guess what co-workers are making off of their belongings (usually air towards inequity) -find out what employees value

the impact of dissatisfaction: counterproductive work behavior (CWB)

= actions that actively damage the organization, including stealing, heaving aggressively toward coworkers, or being late or absent -job dissatisfaction predicts CWB -affected by being in wrong line of work or in a wrong culture -workers who don't like their jobs "get even" in many different ways- can be hard to control -CWB is an emotional reaction to perceived unfairness, a way to try to restore an employees sense of equity exchange -managers efforts to mitigate CWB: poll employee attitudes, screen for vocational fit, tailor tasks to a person's abilities, creating strong teams, -absenteeism: negative relationship ebwteen satisfaction and absenteeism, but moderate to weak -with alternative jobs are available, absenteeism rates are higher turnover- stronger relationship -relationship affected by alternative job prospect

job attitudes: employee engagement

= an individuals involvement with, satisfaction with, and enthusiasm of rate work he or she does -to evaluate, can ask employees if they have access to resources and opportunities to learn new skills, whether they feel their work is important, and if interactions with coworkers are rewarding -highly engaged employees have a passion for their work -few emplyess (17-29%) are highly engaged -high levels of engagement produce higher levels of customer satiscationg, productivity, higher profits, and experienced lower levels of turnover and accidents -what creates engagement? 1) having a good manager the enjoy working for 2) feeling appreciated by their supervisor

stereotype threat

= the degree to which we internally agree with the generally negative stereotyped perceptions of our groups -fear of being judged when u are identified with a negative connotation of that group -think: minority group- older get applying for job with millennial- interviewer think they are out of the loop people will -overcompensate to overcome stereotype -perform in accordance with stereotype when reminded of it -draw attention to it -over identify with the stereotype --> employees who feel stereotype threat may have lower performance, lower satisfaction, negative job attitudes, decreased engagement, decreased motivation, higher absenteeism, more health issues, and higher turnover intentions -OVERCOME by treating employees as individuals and not as a group

Myers-Briggs Type Indicator (MBTI)

=100 question personality test that asks people how they usually feel or act in situations classified as: -EXTRAVERTED v INTROVERTED (E v I): extraverted individuals are outgoing, sociable, and assertive. Introverts are quit and shy -SENSING v INTUITIVE (S v I): sensing types are practical and prefer routine and order, and they focus on details. Intuitive rely on unconscious processes and look at the "big picture" -THINKGIN v FEELING (T v F): thinking types use reason and logic to handle problems. feeling types rely on their personal values and emotions -JUDGING v PERCIEIVNG (J v P): juding types want control and prefer order and structure. perceiving types are flexible and spontaneous. -identifies one trait from each pair -taken by over 2.5 million people each year -evidence is mixed about the validity as a measure of personality -problems: model forces a person into one type or another- there is no in between -reliability of the measure: when people retake the assessment, they often receive different results -difficulty of interpretation- different levels of importance for each facet and separate meanings for certain combinations of facets adv: can be valuable for increasing self awareness and providing career guidance, --> managers should use BIG FIVE as the personality selection test for job candidates

other differentiating characteristics (diversity): cultural identity

=a link with the culture of family ancestry or tough that lasts a lifetime, no matter where the individual may live int eh world -choose cultural identity and choose how closely they observe the normal of that culture -due to global integration, many organizations do well to understand and respect cultural identities of their employees

personality and values to workplace: person-job fit

=a theory that identifies six personality types and proposes that the fit between personality type and occupational environment determine satisfaction and turnover -

Vroom's expectancy theory

=a theory that says that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed b a given outcome and on the attractiveness of that outcome to the individual individual effort --(effort-performance expectancy)--> individual performance --(performance-outcome expectancy)-->organizational rewards--(valiance)-->personal goals -E-P expectancy: probability perceived by the individual that exerting a given amount of effort will lead to performance P-O expectancy: probability that performing at a particular lebel will lead to the attainment of a desired outcome -valiance- degree to which the organizational rewards satisfy an individuals personal goals or needs and the attractiveness of those potential wards for the individual -need hierarchy- valiance- what do you value -equity theory- everyone gets the same (p --> o)

what causes job satisfaction: corporate social responsibility (CSR)

=an organizations self regulated actions to benefit society or the environment beyond what is required by law -employees who's personal values fit with the organization CSR mission are often more satisfied -allows workers to serve a higher purpose or contribute to a mission -organizations CSR efforts must be well governed and its initiatives must be sustainable for long term job satisfaction benefits -not all employees find value in CSR -if project isn't meaningful for employees but they are required to participate, could decrease satisfaction -CSR measures can seem disconnected form the employees actual work

other personality attributes relevant to OB: Core self evaluations (CSE)

=bottom line conclusions people have about their capabilities, competent, and worth as a person -people who have positive CSEs like themselves and see themselves as effective and in control of their envionrment -those with negative question their capabilities and view themselves as powerless over their environment -those with higher CSE obtain more complex jobs and set more ambitious goals, more committed to goals, and persist longer in attempting to reach them -higher CSE proved higher customer service, are more popular coworkers,

other personality attributes relevant to OB: Self monitoring

=describes an individuals ability to adjust behavior to external, situational forces. -high self monitors show considerable adaptability in adjusting their behavior -highly sensitive to external cute and can behave differently yin varying situations -low self monitors can't disguise themselves- display their true disposition and attitudes in every situation -high self monitors more likely to emerge as leaders

attitudes

=evaluative statements or judgements concerning objects, people, or events- reflect how we feel about something to understand attitudes need to understand 3 components of attitude: -cognitive component -description of or belief in the way things are- "my pay is low" -affective component- emotional or feeling segment of an attitude - "i am angry in how little i am paid" -behavioral component- describes an intention to behave a certain way towards someone or something - "I'm going to look for another job that pays better" --> helps understand complexity and potential relationship between attitudes and behavior -

other personality attributes relevant to OB: Proactive personality

=identify opportunities, show initiative, take action, and preserve until meaningful change occurs, compared to others who generally react to situations -proactive individuals have many desirable behaviors- higher levels of job performance, and do not need much oversight -receptive to changes in job demands and thrive when they can informally tailor their jobs to their strength -oftne achieve career success -more likely to exchange info with others and build trust -downfalls: abandoned job search sooner

ability

=individuals capacity to perform the various tasks in a job -all have differing abilities -managers- challenge is to understand the differences to increase the likelihood that a given employee will perform the job well intellectual abilities -=abilities needed to perform mental activies (thinking, reasoning, and problem solving) -smart people generally earn more money and attain higher levels of education and more likely to emerge as leaders of the group -seven most frequently cited dimensions making up intellectual abilities = number aptitude, verbal comprehension, perceptual speed, inductive reasoning, deductive reasoning, spatial visualization, memory -many companies use Wonderlic Cognitive Ability Test- tests intelligences in 12 minutes physical abilities =capacity to do tasks that demand stamina, dexterity, strength, and similar characteristics -

biographical characteristics (diversity)

=personal characteristics such as age gender race and length of tenure that are objective and easily obtained from personnel records. these cahracteritcs are representative of surface level diversity

motivation

=the process that account for an individuals intensity, direction, and persistence of effort toward attaining an organizational goal -intensity describes how hard someone tries -intensity only favorable if its in the right direction -persistence- how long they can maintain effort

Big Five Personality Model

big five factors are: -conscientiousness: measure of reliability. a highly conscientious person is responsible, organized, dependable, and persistent -emotional stability: taps a person's ability to withstand stress. people with emotional stability tend to be calm, self confident, and secure. high scorers are more likely you be positive and optimistic and experience fewer negative emotions -extraversion: captures our comfort level with relationships. extraverts tend to be assertive and sociable. generally happier and more ambitious -openness to experience: addresses the range of interest and fascination with novelty. open people are creative, curious and artistically sensitive -agreeableness: refers to an individuals propensity to defer to others. Agreeable people are cooperative, warm, and trusting

research design

case study (naturalistic observation) -case study- something has occurred, find out what happened, write about it and study it -primary information through observation -disadvantages: open to the perceptual bias and subjective interpretations of the observer -cant really generalize because so much detail field survey -go into field and collect data -break down data by age, race, gender... -adv: attainable, use numbers, can use stats, can show relationships -disadv: confidentiality, are people answering honestly, cause and effect direction (what is the relationship), low response rates lab experiments -ex: wanted to study impact of different leadership styles so worked with kids -adv: high degree of control and precise measurement of variables -disadv: difficult to generalize to real world due to artificial condition, participants faking? field experiment -like a lab experiment but in the field -ex: give bank tellers different booklets (realistic v unrealistic) and see what people quitting period is based off booklet -adv: real world, external validity, quantitative -disadv: expensive and lengthy process, selection bias, can be a loss of control -archival research -find and study past data -ex: minimum wage -carefule looking at just numbers --> outside factors *Consider- ethical issues: confidentiality, treatment of subjects, can you lie to a subject?

psychopathy

dark train -does not connote clinical illness in OB =defined as a lack of conernc for others, and a lock of guilt or remorse when actions cause harm -measures of psychopathy attempt to assess the motivation to comply with social norms, impulsivity, willingness to use deceit to obtain desired ends, and disregard, that is, lack of empathic concerns for others -relationship to work is unclear -some research found that it is related to use of hard influence tactics and bullying work behavior

organizational justice

distributive justice- concerned with the perceived fairness of the amount and allocation of rewards among individuals -ex: how money is split up -procedural justice- perceived fairness of the process used to determine the distribution of rewards -how was the decision made? informational justice- degree to which employees are provided truthful explanations for decisions -how is it explained to me? -NOTE: more in book but didn't put on here

challenges and opportunities for OB

economic pressures- economics downturns often leads to layoffs and pay cutes and during good times how do you reward? -good managers can make a huge difference during hard times continuing globalization -increased foreign assignments: if transferred to foreign assignment, need to figure out how to manage a very different group of people and need to figure out all you can about new locations culture and workforce -working with people from different cultures:what motivates you may not motivate others. need to understand others culture/background and how to adapt your managing style to fit -overseeing movement of jobs to countries with low cost labor: in global economy, jobs flow to where it is cheaper. managers must balance the interest of their organizations with their responsibilities to the communities in which they operate -adapting to differing cultural and regulatory norms: need to know norms of each country they do business in (EX: japan) Workforce demographics: -work force adapt to variations in economies, longevity and birth rates, socioeconomic conditions, and other changes --> people adapt to survive -in OB, study what leads people to make various choices (EX: during recession, leave workforce or accept many part time jobs? -can help us predict organizational outcomes Workforce diversity -workplaces becoming more diverse- creates opportunities and also poses challenges customer service: -OB can help managers increase the success of interaction with customers by showing how employee attitudes and behaviors influence customer satisfaction people skills: -ways to design motivating job, techniques for improving management skills, and how to create more effective teams networked organizations: -motivation and leading people and making collaborative decisions online require different techniques, Ob can help hone those skills social media: -social media can lessen the mood of people, and managers are trying to increase job satisfaction employee well being at work -employees want more flexible schedules positive work environment: -positive organizational behavior- studies how organizations develop human strengths, foster vitality and resilience, and unlock potential -study what is wrong and what is right in organization and employees to help create a positive environment ethical behavior: -managers face ethical dilemmas and ethical choices and need to know how to respond -managers must create an ethically healthy climate for employees in which they can do their work productively with minimal ambiguity about right and wrong behavior

job attitudes: organizational cimmitment

employee with organization commitment identifies with a particular ognaization and its goals and wishes to remain a member -emplyees whoare committed with be less likely to engage in work withdrawal even if they are dissatisfied because they have a sense of organization loyalty

Locke's goal setting theory: personal factors that influence goals-performance realtinoship

goal commitment- goal setting theory assumes an individual is committed to the goal and determined not to lower or abandon it. the individual (1) believes he or she can achieve and (2) wants to achieve it -more likely to occur when goals are public and individual has internal locus of control, when goals re self set rather than assigned, when they are based on least partially on individual ability task charactersitic- goals themselves seem to affect performance more strongly when tasks are simple rather than complex, well learned rathe retain novel, independent rather than interdependent, and on the high end of achievable -individual goals are more commonly abandoned -national culture- setting difficult, specific, individuals goals may have different effects in different cultures

what causes job satisfaction?

job conditions, personality, pay, corporate social responsibility (CSR)

outcomes of job satisfaction

job performance, organization citizenship behavior (OCB), customer satisfaction, life satisfaction,

how can we redesign jobs?

job rotation -periodic shifting of employee from one task o another -increase job satisfaction and organizational commitment -reduces boredom, increases motivation, helps employees understand how their work contributes to the organization -drawback: not habitual, training costs, reduces productivity of that role -make job larger -job enrichment- expand job vertically so someone can see the final product they create and have ownership -increase autonomy -create teams -relatinoship with clients

outcomes of job satisfaction: life satisfaction

life and job satisfaction are positively correlated -attitudes and experiences in life spill over into your job approaches and experiences -life satisfaction decreases when people become unemployed

the dark triad

marchiavellianism, narcisismo, and psychopathy --> undesirable traits -helpful but other frameworks have also been established

personality frameworks

most widely used frameworks are the Myers-Briggs Type Indicator (MBTI) and the Big Five Personality Model

what is personality? definition:

personality = the sum of ways in which an individual reacts to and interacts with others. -describe personality in terms of the measurable traits a person exhibits

CASE: face time matters

point: -telecommuting will hurt employers -working from home is less productive -lakc of face to face interaction between employees -great ideas are born through face to face interdependence, not codependence -trust- hard to gain trust without meeting -hard to be promoted if not in office counterpoint: -can use for recruitment -studies have shown productivity higher when work form home -less distracting

CASE: goals get you to where you want to be

point: goal will dominate your attention, cause you to focus, and make you try harder -"do your best" - vague -reserach shows benefits counterpoint: -goals can harm -stretch goals can set yourself up for failure -goals are hard to achieve when too many inflectional factors are out of their control -gals can lead to unethical behavior and poorer performance -goal setting and cheating - link

biographical characteristics: race and ethnicity

race = heritage people use to identify themselves (biology) ethnicity= the additional set of cultural characteristics that often overlaps with race (culture) -individuals may slightly favor their own race in highering -some industries less racially diverse than others -minority groups report higher levels of discrimination in the workplace -blacks reface lower employment reports, performance ratings, less pay, and fewer promotions -individual of an minority group is less likely to leave the organization if there is a feeling of inclusiveness =positive diversity climate --> focus on mutual goals and understand one another viewpoint

personality and values to workplace: other dimensions of fit

should also examine person-group fit- important in team settings and person-supervisor fit- important area of research since poor fit in this dimension can lead to lower job satisfaction

levels of diversity

surface level diversity- differences in easily perceived aracterestics such as gender, race, ethnicity, ages, or disability, that do not necessarily reflect tehways people think or feel but that may activate certain stereotypes -deep level diversity- differences in values, personality, and work preferences that become progressively more important for determine similarity as people get to know one another beter

diversity management

the process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others

measuring job satisfaction

two approaches: 1) single global rating- response to one question and respondents circle a number between 1 and 5 on a scale from highly satisfied to highly dissatisfied 2) summation of job facets- identifies key elements in a job such as the type of work, skills needed, supervision, present pay, promotion app, culture, etc.. -responents rate these on a standardized scale and researches add the ratings to create an overall job satisfaction score --> simplicity works as well as complexity- both methods are valid

CASE: how do i ace the personality test?

why you shouldn't try to fake your test -companies build in "lie scales"- flag individuals who respond to statements in an extremely favorable manner -high scores on every trait are not desirable for every kind of job- some employers might be more interested in low scores on a particular trait or pay more attention to a total profile that would be hard to "game" -ethical perspective to consider -how are you gonna feel in organization if you didn't represent yourself correctly? how are you going to make sure you personality fits the traits you portrayed? -want to find a good match and won't i you are lying

what causes job satisfaction: personality

with who have positive CORE SELF EVALUATIONS (CSEs)- believe in their inner worth and basic competence- are more satisfied with their jobs than those with negative CSE