org 300 exam 1
negative emotions
anger, anxiety, fear, guilt, shame, sadness, envy, disgust
extrinsic outcome
pay, bonus, promotion, praise, support, and etc
Occupational Information Network (O*NET)
An online database containing job tasks, behaviors, required knowledge, skills, and abilities.
What are some examples of psychological withdrawal?
Examples of psychological withdrawal include daydreaming, socializing, looking busy, moonlighting, and cyberloafing.
How do organizations identify the behaviors that underlie task performance?
Organizations gather information about relevant task behaviors using job analysis and O*NET.
comparison other
another person who provides a frame of reference for judging equity a co-worker or idealized other person to which the individual compares himself or herself in determining perceived equity
Valence
anticipated value of the outcomes associated with performance
Symbols
anything that carries a particular meaning recognized by people who share a culture
What are mood?what specific forms do they take?
- Moods are states of feeling that are often mild in intensity - last for an extended period of time - and are not explicitly directed at anything
countercultures
groups that reject and oppose society's widely accepted cultural patterns Countercultures can sometimes serve a useful purpose by chal- lenging the values of the overall organization or signifying the need for change
engagement
high levels of intensity and persistence in work effort
typical performance
performance in the routine conditions that surround daily job tasks conscientiousness is a key driver of what's referred to as typical performance
job satisfaction
pleasurable emotional state resulting from the appraisal of one's job or job experiences.1
trait activation
the degree to which situations provide cues that trigger the expression of a given personality trait a cry for help provides a cue that can trigger the expression of empathy.
identity
the degree to which the job requires completing a whole, identifiable, piece of work from beginning to end with a visible outcome.33
past accomplishments
the degree to which they have succeeded or failed in similar sorts of tasks in the past.
meaning of money
the degree to which they view money as having symbolic, not just economic, value. The idea that money can have symbolic value (e.g., achievement, respect, freedom) in addition to economic value
self-set goals
the internalized goals that people use to monitor their own task progress
observable artifacts
the manifestations of an organization's culture that employees can easily see or talk about
emotional labor
the need to manage emotions to complete job duties successfully
organizational culture
the set of values, ideas, attitudes, and norms of behavior that is learned and shared among the members of an organization
Culture
the shared values, beliefs, motives, identities, and interpretations that result from common experiences of members of a society and are transmitted across generations.
encounter stage
the stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge
Job Performance
the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment
Interests
are expressions of personality that influence behavior through preferences for certain environ- ments and activities. Interests reflect stable and enduring likes and dislikes that can explain why people are drawn toward some careers and away from others.
equity distress
An internal tension that results from being over-rewarded or under-rewarded relative to some comparison other an internal tension that can only be alleviated by restoring balance to the ratios
agreeableness
(e.g., warm, kind, cooperative), agreeableness can be beneficial in service job for they are reluctant to react to conflict with criticism, threats, or manipulation.
conscientiousness
(e.g., dependable, organized, reliable), consci- entiousness has the biggest influence on job performance conscientiousness was negatively related to alcohol consumption and smoking during adulthood.
Extraversion
(e.g., talk- ative, sociable, passionate). related to leadership emergence and effectiveness, extraverts tend to be happier with their jobs.
What does it mean to be equitably treated according to equity theory, and how do employees respond to inequity?
-According to equity theory, rewards are equitable when a person's ratio of outcomes to inputs matches those of some relevant comparison other. - A sense of inequity triggers equity distress. - Under-reward inequity typically results in lower levels of motivation or higher levels of counterproductive behavior. - Overreward inequity typically results in cognitive distortion, in which inputs are reevaluated in a more positive light.
safety culture
A culture that emphasizes safety as a strong workplace norm.
forced ranking
A performance management system in which managers rank subordinates relative to one another
sustainability culture
A specific culture type focused on promoting sustainability both inside and outside of the organization. a sustainability culture can be incredibly valuable in recruiting top talent as the culture
anticipatory stage
A stage of socialization that begins as soon as a potential employee develops an image of what it would be like to work for a company. it starts the moment a potential employee hears the name of the organization.
accomplishment striving
A strong desire to accomplish task-related goals as a means of expressing one's personality. Conscientious employees prioritize accomplishment striving,
language
A system of communication through the use of speech, a collection of sounds understood by a group of people to have the same meaning.
Myers-Briggs Type Indicator (MBTI)
A widely used personality test based on Jungian types. a personality test that taps four characteristics and classifies people into 1 of 16 personality types
What three beliefs help determine work effort, according to expectancy theory?
According to expectancy theory, effort is directed toward behaviors when effort is believed to result in performance (expectancy), performance is believed to result in outcomes (instrumentality), and those outcomes are anticipated to be valuable (valence).
affective commitment
An employee's desire to remain a member of an organization due to a feeling of emotional attachment - employees want to stay and is influenced by the emotional bonds between employees.
helping
Assisting coworkers who have heavy workloads, aiding them with personal matters, and showing new employees the ropes when they are first on the job.
What is citizenship behavior?
Citizenship behaviors are 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. Examples of citizenship behavior include helping, courtesy, sportsmanship, voice, civic virtue, and boosterism.
How are the two connected?
Commitment and withdrawal are negatively related to each other—the more committed employees are, the less likely they are to engage in withdrawal.
How do the different forms of withdrawal relate to each other?
Consistent with the progression model, withdrawal behaviors tend to start with minor psychological forms before escalating to more major physical varieties.
What is counterproductive behavior?
Counterproductive behaviors are employee behaviors that intentionally hinder organizational goal accomplishment. Examples of counterproductive behavior include sabotage, theft, wasting resources, substance abuse, gossiping, incivility, harassment, and abuse.
What is emotion?
Emotions are states of feeling that are often intense, last only for a few min- utes, - are clearly directed at someone or some circumstance.
Of physical withdrawal?
Examples of physical withdrawal include tardiness, long breaks, missing meetings, absenteeism, and quitting.
organizational citizenship behavior
Going beyond normal expectations to improve operations of the organization, as well as defending the organization and being loyal to it
What taxonomies can be used to describe cultural values?
Hofstede's taxonomy of cultural values Project GLOBE
cognitive distortions
Inaccurate and irrational automatic thoughts or ideas that lead to false assumptions and misinterpretations. telling ourselves things that sound rational and accurate, but really only serve to keep us feeling bad about ourselves. allows you to restore balance mentally, without altering your behavior in any way.
what specific forms do mood take?
Intense positive moods Intense negative moods
Job Characteristics Theory
Jobs are more intrinsically enjoyable when work tasks are challenging and fulfilling
What is organizational commitment?
Organizational commitment is the desire on the part of an employee to remain a member of the organization.
How do organizations maintain their culture and how do they change it?
Organizations maintain their cultures through attraction, selection, and attrition processes and socialization practices. Organizations change their cultures by changing their leadership or through mergers and acquisitions.
what specific forms do emotion take?
Positive emotions negative emotions
what four beliefs determine empowerment levels?
Psychological empowerment is fostered through: meaningfulness self-determination competence impact
What is psychological empowerment?
Psychological empowerment reflects an energy rooted in the belief that tasks are contributing to some larger purpose.
basic underlying assumptions
Taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior
positively valenced" outcomes
Salary increases, bonuses, and more informal rewards
SMART goals
Specific, Measurable, Attainable, Realistic, Timely managers are now trained to identify five to seven S.M.A.R.T. goals for each employee and to link rewards directly to goal achievement.
is it always good for an organization to have a strong culture?
Strong cultures are not necessarily good or bad. Generally, a culture's effectiveness depends on how well it matches the company's outside environment. To this degree, adaptive cultures can be very useful.
What is task performance?
Task performance includes employee behaviors that are directly involved in the transforma- tion of organizational resources into the goods or services that the organization produces. Examples of task performance include routine task performance, adaptive task perfor- mance, and creative task performance.
What are the "Big Five"?
The "Big Five" include: conscientiousness agreeableness neuroticism openness to experience extraversion
Culture Strength
The degree to which employees agree about how things should happen within the organization and behave accordingly employees definitively agree about the way things are supposed to happen within the organization (high consensus) and when their subsequent behaviors are consistent with those expectations (high intensity).
knowledge of results
The degree to which employees know how well they perform their jobs on a continuous basis.
Physical structures
The organization's buildings and internal office designs
What steps can organizations take to make sure that newcomers will fit with their culture?
There are a number of practices organizations can utilize to improve the socialization of new employees, including realistic job previews, orientation programs, and mentoring.
What are the three types of organizational commitment, and how do they differ?
There are three types of organizational commitment: 1. Affective commitment 2. Continuance commitment 3. Normative commitment
What is withdrawal behavior?
Withdrawal behavior is a set of actions that employees perform to avoid the work situation.
Project GLOBE
a collection of 170 researchers from 62 cultures who have studied 17,300 managers in 951 organizations since 1991 The main purpose of Project GLOBE is to examine the impact of culture on the effectiveness of various leader attributes, behaviors, and practices Project GLOBE identified both power distance and uncertainty avoidance as key dimensions of cultural values.
newcomer orientation
a common form of training during which new hires learn more about the organization
positive affectivity
a dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elation extraverts tend to be happier with their jobs.
reality shock
a mismatch of information that occurs when an employee finds that aspects of working at a company are not what the employee expected it to be
360-degree feedback
a performance appraisal process in which feedback is obtained from the boss, subordinates, peers and coworkers, and the employees themselves
Job Analysis
a purposeful, systematic process for collecting information on the important work-related aspects of a job
creativity culture
a specific culture type focused on fostering a creative atmosphere
diversity culture
a specific culture type focused on fostering or taking advantage of a diverse group of employees
status striving
a strong desire to obtain power and influence within a social structure as a means of expressing one's personality extraverted people prioritize status striving
negative affectivity
a synonym for neuroticism tendency to experience unpleasant moods such as hostility, nervousness, and annoyance
Mentoring
a work relationship that encourages development and career enhancement for people moving through the career cycle
Equity Theory
acknowledges that motivation doesn't just depend on your own beliefs and circumstances but also on what happens to other people.6
maximum performance
an employee's ability, in contrast, is a key driver of maximum performance reflects performance in brief, special circumstances that demand a person's best effort.
clear purpose tests
ask applicants about their attitudes toward dishonesty, beliefs about the frequency of dishonesty, endorsements of common rationalizations for dishonesty, desire to punish dishonesty, and confessions of past dishonesty
abuse
assaulted or endangered in such a way that physical and psychological injuries may occur.
integrity tests
assess attitudes and experiences related to a person's honesty, dependability, trustworthiness, reliability, and prosocial behavior
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
Property deviance
behaviors that harm the organization's assets and possessions
political deviance
behaviors that intentionally disadvantage other individuals rather than the larger organization
vicarious experiences
by taking into account they're observations and discussions with others who have performed such tasks.
responsibility for outcomes
captures the degree to which employees feel that they are key drivers of the quality of the unit's work
gossiping
casual conversations about other people in which the facts are not confirmed as true
Needs
cognitive groupings or clusters of outcomes that are viewed as having critical psychological or physiological consequences.
external comparisons
comparing oneself to someone in a different company
internal comparisons
comparing oneself to someone in the same company
stories
consist of anecdotes, accounts, legends, and myths that are passed down from cohort to cohort within an organization
task strategies
defined as learning plans and problem-solving approaches used to achieve successful performance
Feedback
degree to which carrying out the activities required by the job provides employees with clear information about how well they're performing.
Significance
degree to which the job has a substantial impact on the lives of other people, particularly people in the world at large.35
Autonomy
degree to which the job provides freedom, independence, and discretion to the individual performing the work.
variety
degree to which the job requires a number of different activities that involve a number of different skills and talents
Expectancy theory
describes the cognitive process that employees go through to make choices among different voluntary responses the theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards
production deviance
directed against the organization but focuses specifically on reducing the efficiency of work output. unethical behavior that hurts the quality and quantity of work produced
examples of "negatively valenced" outcomes.
disciplinary actions, demotions, and terminations
veiled purpose tests
do not reference dishonesty explicitly but instead assess more general personality traits that are associated with dishonest acts
job enrichment
duties and responsibilities associated with a job are expanded to pro- vide more variety, identity, autonomy, and so forth.
openness to experience
e.g., curious, imaginative, creative)
neuroticism
e.g., nervous, moody, emotional)
counterproductive behavior
employee behaviors that intentionally hinder organizational goal accomplishment
fragmented culture
employees are distant and disconnected from one another
communal culture
employees are friendly to one another and all think alike
networked culture
employees are friendly to one another, but everyone thinks differently and does his or her own thing
competence
employees feel capable of performing successfully
impact
employees feel they are making progress toward fulfilling their purpose.
Self-determination
employees have a sense of choice regarding work tasks
mercenary cultures
employees think alike but aren't friendly to one another
intrinsic outcomes
enjoyment, accomplishment, skill development, knowledge gain, and etc Feelings of personal worth, using one's abilities, and a sense of personal accomplishment
faking
exaggerating your responses to a personality test in a socially desirable fashion.
extrinsic and intrinsic motivation represent what?
extrinsic and intrinsic motivation represent an employee's "total motivation" level.
outcome can be classed into two catagory, what are they?
extrinsic outcome and intrinsic outcome
emotional cues
feelings of fear or anxiety can create doubts about task accomplishment, whereas pride and enthusiasm can bolster confidence levels
ceremonies
formal events, generally performed in front of an audience of organizational members ceremonies are often special and not routinely like rituals
verbal persuasion
friends, coworkers, and leaders can persuade employees that they can "get the job done"
realistic job preview
gives a candidate a picture of both positive and negative features of the job and the organization before he or she is hired. realistic job pre- views (RJPs) occur during the anticipatory stage of socialization during the recruitment process. One of the most inexpensive and effective ways of reducing early turnover among new employees is through the use of realistic job previews.
ATTRACTION-SELECTION-ATTRITION (ASA)
holds that potential employees will be attracted to organizations whose cultures match their own personality,
personal aggression
hostile verbal and physical actions directed toward other employees
negative emotions
include anger, anxiety, fear, guilt, shame, sadness, envy, and disgust.
Intense positive moods
include being enthusiastic, excited, and elated.
Intense negative moods
include being hostile, nervous, and annoyed.
Positive emotions
include joy, pride, relief, hope, love, and compassion.
Hofstede's taxonomy
includes: individualism-collectivism power distance, uncertainty avoidance, masculinity-femininity short-term vs. long-term orientation.
adaptive task performance
involves employee responses to task demands that are novel, unusual, or, at the very least, unpredictable
Management by Objectives (MBO)
is a management philosophy that bases an employee's evaluations on whether the employee achieves specific performance goals.
customer service culture
is a specific culture type focused on service quality
motivation
is defined as a set of energetic forces that originates both within and outside an employee - initiates work-related effort, and determines its direction, intensity, and persistence.
creative task performance
is the degree to which individuals develop ideas or physical outcomes that are both novel and useful
understanding and adaptation
is the final stage of socialization, during which newcomers come to learn the content areas of socialization and internalize the norms and expected behaviors of the organization
Value-Percept Theory
job satisfaction depends on whether you perceive that your job supplies the things that you value
knowledge work
jobs that primarily involve cognitive activity versus physical activity
positive emotions
joy, pride, relief, hope, love, and compassion
courtesy
keeping coworkers informed about matters that are relevant to them.
sportsmanship
maintaining a good attitude with coworkers, even when they've done something annoying or when the unit is going through tough times.
Behaviorally Anchored Rating Scale (BARS)
method of performance measurement that rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance
extrinsic motivation
motivation that is controlled by some contingency that depends on task performance. a desire to perform a behavior to receive promised rewards or avoid threatened punishment
intrinsic motivation
motivation that is felt when task performance serves as its own reward. A desire to perform a behavior for its own sake
Ethnocentrism
ne's own cultural values as "right" and those of other cultures as "wrong."
differential exposure
neurotic people are more likely to appraise day-to-day situations as stressful
Which job characteristics can create a sense of satisfaction with the work itself?
ob characteristics theory suggests that five "core characteristics": 1. variety 2. identity 3. significance 4. autonomy 5. feedback - combine to result in particularly high levels of satis- faction with the work itself.
normative commitment
organizational commitment based on an individual's perceived obligation to remain with an organization - employees feel that they ought to stay and is influenced by an organiza- tion investing in its employees or engaging in charitable efforts.
continuance commitment
organizational commitment based on the fact that an individual cannot afford to leave - employees need to stay and is influenced by salary and benefits and the degree to which they are embedded in the community.
SOCIALIZATION
primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization's culture. It's a process that begins before an employee starts work and doesn't end until an employee leaves the organization.
Traits
recurring regularities or trends in people's responses to their environment. personality is actually a collection of multiple traits.
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, responsible, helpful, fun, and interesting as opposed to lazy, gossipy, unpleasant, and boring
pay satisfaction
refers to employees' feelings about their pay, including whether it's as much as they deserve, secure, and adequate for both normal expenses and luxury items
communion striving
reflects a strong desire to obtain acceptance in personal relationships as a means of expressing personality Agreeable people prioritize communion striving,
psychological empowerment
reflects an energy rooted in the belief that work tasks contribute to some larger purpose a form of intrinsic motivation employees' belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy in their work
Satisfaction with the work itself
reflects employees' feelings about their actual work tasks, including whether those tasks are challenging, interesting, respected, and make use of key skills rather than being dull, repetitive, and uncomfortable
Supervision satisfaction
reflects employees' feelings about their boss, including whether the boss is competent, polite, and a good communicator
task complexity
reflects how complicated the information and actions involved in a task are, as well as how much the task changes
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
locus of control
reflects whether people attribute the causes of events to themselves or to the external environment. the tendency for people to assume that they either have control or do not have control over events and consequences in their lives Neuroticism is also strongly related to locus of control
Boosterism
representing the organization in a positive way when out in public, away from the office, and away from work
Theft
represents another form of property deviance and can be just as expensive as sabotage (if not more).
incivility
represents communication that's rude, impolite, discourteous, and lacking in good manners
Expectancy
represents the belief that exerting a high level of effort will result in the success- ful performance of some task.
What factors shape our expectancy for a particular task?
self-efficacy accomplishments vicarious experiences verbal persuasion, emotional cues
job crafting
shape, mold, and redefine their jobs in a proactive way
cultural values
shared beliefs about desirable end states or modes of conduct in a given culture. a society's deeply held beliefs about right and wrong ways to live
emotional contagion
shows that one person can "catch" or "be infected by" the emotions of another person.
zero acquaintance
situations in which two people have only just met extraversion is the easiest to judge in zero acquaintance
voice
speaking up and offering constructive suggestions for change.35
flow
state in which employees feel a total immersion in the task at hand, sometimes losing track of how much time has passed.5
emotions
states of feeling that are often intense, last for only a few minutes, and are clearly directed at (and caused by) someone or some circumstance.
Moods
states of feeling that are often mild in intensity, last for an extended period of time
What makes a culture strong?
strong cultures have the ability to influence employee behaviors and attitudes. Strong cultures exist when employees agree on the way things are supposed to happen and their behaviors are consistent with those expectations.
Personality
structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior. an individual's characteristic pattern of thinking, feeling, and acting
subcultures
subgroups within the larger, or national, culture with unique values, ideas, and attitudes
situational strength
suggests that "strong situations" have clear behavioral expectations, incentives, or instructions that make differences between individuals less important, whereas "weak situations" lack those cues. Personality variables tend to be more significant drivers of behavior in weak situations than in strong situations.
what are the are six major types of observable artifacts:
symbols, physical structures, language, stories, rituals, and ceremonies.
self-efficacy
the belief that a person has the capabilities needed to execute the behaviors required for task success.
Instrumentality
the belief that successful performance will result in some outcome(s). As the economy improves, good performers will begin to expect rewards and may look elsewhere if their company does not provide them.
espoused values
the beliefs, philosophies, and norms that a company explicitly states Espoused values can range from published documents, such as a company's vision or mission statement
Rituals
the daily or weekly planned routines that occur in an organization
goal commitment
the degree to which a person accepts a goal and is determined to try to reach it
Person-organization fit
the degree to which a person's personality and values match the culture of an organization.
pleasantness
the degree to which an employee is in a good versus bad mood
life satisfaction
the degree to which employees feel a sense of happiness with their lives
activation
the degree to which moods are aroused and active, as opposed to unaroused and inactive
Values
things that people consciously or subconsciously want to seek or attain.3 the ideas, beliefs, and attitudes about what is important that help guide the way you live
harassment
unwanted remarks or actions that cause a person emotional or physical harm
wasting resources
using too many materials or too much time to do too little work
Goal Setting Theory
views goals as the primary drivers of the intensity and persistence of effort a theory that says that specific and difficult goals, with feedback, lead to higher performance
citizenship behavior
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
Routine Task Performance
well-known responses to demands that occur in a normal, routine, or otherwise predictable way
meaningfulness
when work goals appeal to employees' passions
knowledge and skill and growth need strength
which captures whether employees have strong needs for personal accomplishment or developing themselves beyond where they cur- rently are)
feedback
which consists of updates on employee progress toward goal attainment.
specific and difficult goals
will result in higher levels of performance than assigning no goals, easy goals, or "do-your-best" goals. Goals that stretch an employee to perform at his or her maximum level while still staying within the boundaries of his or her ability
Service work
work that provides non-tangible goods to customers through direct electronic, verbal, or physical interaction
affective events theory
workplace events can generate affective reactions— reactions that then can go on to influence work attitudes and behaviors.
