Organizational Behavior Managing People and Organizations

Merit pay plans

(An incentive program) which base pay raises on the employee's performance

Profit-sharing plans

(An incentive program) which distribute a portion of the firm's profits to all employees at a predetermined rate

Long-term compensation

(An incentive program) which gives managers additional income based on stock price performance, earnings per share, or return on equity

Gain-sharing programs

(An incentive program) which grant additional earnings to employees or work groups for cost-reduction ideas

Bonus systems

(An incentive program) which provide managers with lump-sum payments from a special fund based on the financial performance of the organization or a unit

Employee stock option plans

(An incentive program) which set aside stock in the company for employees to purchase at a reduced rate

Piecework programs

(An incentive program) which tie a worker's earnings to the number of units produced

Motivation (strategies) to Reduce Inequity

1. Change Inputs; 2. Change Outcomes; 3. Alter Perceptions of Self; 4. Alter Perception of Other; 5. Change Comparisons; 6. Leave Situation

3 critical psychological states (in the Job Characteristics Theory)

1. Experienced meaningfulness of the work 2. Experienced responsibility for work outcomes 3. Knowledge of results (Actual Results of Work Activities)

Knowledge of results

As a critical psychological state in the Job Characteristics Theory, it is the degree to which individuals continuously understand how effectively they are performing the job

Experienced responsibility for work outcomes

As a critical psychological state in the Job Characteristics Theory, it is the degree to which individuals feel personally accountable and responsible for the results of their work

Experienced meaningfulness of the work

As a critical psychological state in the Job Characteristics Theory, it is the degree to which the individual experiences the job as generally meaningful, valuable, and worthwhile

T/F? According to the expectancy theory of motivation, a negative sum of valances will encourage motivated behavior regardless of other factors.

False

T/F? Employees who are expected to work unusual and demanding schedules are usually satisfied receiving additional time off and do not require higher pay.

False

T/F? Hezberg's dual-structure theory suggests that the feelings of satisfaction and dissatisfaction workers experience are derived from the same set of factors.

False

T/F? Managers who want to raise the level of job performance from their employees find that motivation is easier to manage than ability or environment.

False

T/F? In the early stages of the learning process, fixed-ratio reinforcement is particularly effective for promoting desirable behaviors.

False-Continuous reinforcement is most effective in early stages.

T/F? According to Maslow's hierarchy of needs, physiological needs include things that offer safety and security, such as adequate housing and clothing and freedom from worry and anxiety.

False-physiological needs are sex, air, food...

In collectivistic cultures such as Japan, performance appraisals tend to be what?

Group-based

person-vocation fit/////person-job fit

He's happy with salary, he gets along well with his coworkers & his boss, no stress, and he can does tasks proficiently. But, he feels unfulfilled and hopes to get a different job soon. He is lacking what? If he was not content with salary or couldn't do the work competently he would be lacking what?

Personal and Work Outcomes (in the Job Characteristics Theory)

High Internal, Work Motivation, High-Quality, Work Performance, High Satisfaction with the Work, Low Absenteeism and Turnover

General Adaptation Syndrome

In the study of stress, what does GAS stand for?

Paid time off is an example of what?

Indirect Compensation

According to Victor Vroom, what is the belief that performance will result in obtaining a particular reward.

Instrumentality

Interpersonal value conflict

Occurs when being happy pulls us to spend quality time with our family, but personal ambition pulls us to work longer hours.

Issues to Consider in Developing Reward Systems

PAY SECRECY, EMPLOYEE PARTICIPATION, FLEXIBLE SYSTEM, ABILITY TO PAY, ECONOMIC AND LABOR, MARKET FACTORS, IMPACT ON ORGANIZATIONAL PERFORMANCE, EXPATRIATE COMPENSATION

Type A

Peeps who are impatient, competitive, ambitious, and uptight are said to have what personality type?

A key component of equity theory is that employees compare their own input/output ratios with the input/outcome ratios of other employees. What's the term for this?

Social Comparison

Which dimension of self-efficacy refers to beliefs about how confident the person is that the task can be accomplished?

Strength

Hygiene Factors (Herzberg's Dual-Structure Theory)

Supervision, Working Conditions, Interpersonal Relationships, Pay and Job Security, Company Policies

Each receives 3%, but one's coworkers receive 5% while others receives 1% so one is less happy than other why do their raises have different reactions?

Symbolic Value

True

T/F the third stage of GAS, exhaustion, does not always happen.

Attribution

Term refers to how peeps explain the causes of their own as well as other peep's behaviors and achievements?

Employee engagement

Term that refers to a heightened emotional and intellectual connection that an employee has for job, organization, manager, or coworkers that, in turn, influences them to apply additional discretionary effort to work.

Key elements of a performance management system

Timing and Frequency of Evaluations, Determination of Who Appraises Whom, Measurement Procedures, Storage and Distribution of Information, Recording Methods

T/F? Employees may improve their own productivity if they are able to participate in making decisions about how their jobs are done.

True

T/F? MBO has value as a way to motivate employees.

True

T/F? Workers are likely to improve performance when they believe that needs are important to their well-being will be satisfied if they do so.

True

Extrinsic work values

Values Related to the outcomes of the work, such as financial gain.

Behavior that is reinforced after periods of time, with the time span varying from one time to the next is called?

Variable-Interval

Structured Learners

What Type of learners are most likely to enjoy making outlines of text and lecture material?

Affectivity

What term refers to a general tendency of an individual to experience a particular mood or to react to things in a particular way or with certain emotions?

Normative commitment

What term refers to feeling obliged to stay with an organization for moral or ethical reasons?

Information processing capacity

What term refers to the manner in which individuals process and organize information during learning?

EUSTRESS

Which of the following refers to a positive type of stress?

Gustatory-sense of taste

Which sensory modality is LEAST important to learning?

All of these (hiring customers, realistic job previews and using employee referrals)

Which strategy/strategies give job candidates realistic information about what it would be like to work for a given firm?

Both of these (because they get bored with one vocation or because they have diverse interests, or both)

Why might some peeps pursue multiple vocations during the course of their careers?

360-degree feedback system includes what?

Wide range of feedback, as well as intangible and subjective measures of performance

All of these (threats, verbal abuse, & intimidation)

Workplace bullying can include which of the following?

Management by objectives (MBO)

a collaborative goalsetting process through which organizational goals cascade down throughout the organization

intention

a component of an attitude that guides a person's behavior.

Goal

a desirable objective.

Flexible work schedules or flextime

a flexible work arrangement that gives employees more personal control over the hours they work each day.

Extended work schedule

a flexible work arrangement that requires relatively long periods of work followed by relatively long periods of paid time off.

Quality circle

a group of employees who voluntarily meet regularly to identify and propose solutions to problems related to quality.

Motivated behavior

a kind of behavior usually begins when a person has one or more important needs.

Workplace behavior

a pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness.

360-degree feedback

a performance management system in which people receive performance feedback from those on all "sides" of them in the organization—their boss, their colleagues and peers, and their own subordinates.

Performance behaviors

all of the total set of work-related behaviors that the organization expects the individual to display their consistency, and their distinctiveness.

Indirect compensation

also called benefits, it is an important element in most compensation plans.

Job enlargement

also called horizontal job loading

Punishment

an unpleasant, or aversive, consequence that results from behavior. (forms of reinforcement)

need

anything an individual requires or wants

outcome

anything that results from performing a particular behavior.

Dysfunctional behaviors

are behaviors that detract from organizational performance.

Incentive systems

are plans in which employees can earn additional compensation in return for certain types of performance.

Perquisites

are special privileges awarded to selected members of an organization, usually top managers.

negative affectivity

being generally downbeat and pessimistic, seeing things in a negative way, and seeming to be in a bad mood.

positive affectivity

being upbeat and optimistic, having an overall sense of well-being, and seeing things in a positive light.

Job specialization

can help improve efficiency in job performance, but it can also promote monotony and boredom (as advocated by scientific management)

Neuroticism

characterized by a person's tendency to experience unpleasant emotions such as anger, anxiety, depression, and feelings of vulnerability.

Affective

commitment that is defined as the degree to which an employee feels positive emotional attachment to the organization and strong identification with its values and goals.

performance management system (PMS)

comprises the processes and activities involved in performance appraisals

reward system

consists of all organizational components—including people, processes, rules and procedures, and decision making activities—involved in allocating compensation and benefits to employees in exchange for their contributions to the organization

Maslow's Hierarchy of Needs

consists of five basic categories of needs arranged in a hierarchy of importance

person's cognitions

constitute the knowledge a person presumes to have about something.

Extinction

decreases the frequency of behavior by eliminating a reward or desirable consequence that follows that behavior. (forms of reinforcement)

Contributions from the individual (in a psychological contract)

effort, ability, loyalty, skills, time, competencies

key components of expectancy theory

effort-to-performance expectancy, performance-to-outcome expectancy, outcomes and valence

"big five" personality traits

fundamental personality traits presumed to be important in determining the behaviors of individuals in organizations

person's affect

his or her feelings toward something.

Job design

how organizations define and structure jobs.

Job enlargement

involves giving workers more tasks to perform.

The Attribution Process

involves observing behavior and then attributing causes to it.

Job enlargement

is expanding a worker's job to include tasks previously performed by other workers.

Participation

it occurs when employees have a voice in decisions about their own work.

surface value (of a reward to an employee)

its objective meaning or worth.

symbolic value (of a reward to an employee)

its subjective and personal meaning or worth

Reinforcement theory

motivation theory based on the idea that behavior is a function of its consequences.

dual-structure theory of motivation

motivation theory identifying motivation factors, which affect satisfaction, and hygiene factors, which determine dissatisfaction.

Equity theory

motivation theory which focuses on people's desire to be treated with what they perceive as equity and to avoid perceived inequity.

ERG theory

need theory which describes existence, relatedness, and growth needs.

Absenteeism

occurs when an individual does not show up for work.

Turnover

occurs when people quit their jobs.

Inducements from the organization (in a psychological contract)

pay, job security, benefits, career opportunities, status, promotion opportunities

Individual differences

personal attributes that vary from one person to another.

basic forms of reinforcement

positive reinforcement, avoidance, extinction, and punishment.

Fixed-ratio reinforcement

provides reinforcement after a fixed number of behaviors. (schedules of reinforcement)

Fixed-interval reinforcement

provides reinforcement on a fixed time schedule. (schedules of reinforcement)

Conscientiousness

refers to the number of goals on which a person focuses.

Perception

set of processes by which an individual becomes aware of and interprets information about the environment.

Expectancy theory

suggests that people are motivated by how much they want something and the likelihood they perceive of getting it.

Attribution theory

suggests that we attribute causes to behavior based on our observations of certain characteristics of that behavior.

Job rotation

systematically moving workers from one job to another in an attempt to minimize monotony and boredom

Agreeableness

the ability to get along with others.

Cognitive dissonance

the anxiety a person experiences when simultaneously possessing two sets of knowledge or perceptions that are contradictory or incongruent.

Authoritarianism

the belief that power and status differences are appropriate within hierarchical social systems such as organizations.

Equity

the belief that we are being treated fairly in relation to others

inequity

the belief that we are being treated unfairly in relation to others

Openness

the capacity to entertain new ideas and to change as a result of new information

Goal specificity

the clarity and precision of the goal. (goal-setting theory)

Reinforcements

the consequences of behavior.

Valence

the degree of attractiveness or unattractiveness a particular outcome has for a person.

person's risk propensity

the degree to which he or she is willing to take chances and make risky decisions.

Feedback

the degree to which the job activities give the individual direct and clear information about the effectiveness of his or her performance (a core job dimension)

Task significance

the degree to which the job affects the lives or work of other people, both in the immediate organization and in the external environment (a core job dimension)

Autonomy

the degree to which the job allows the individual substantial freedom, independence, and discretion to schedule the work and determine the procedures for carrying it out (a core job dimension)

Skill variety

the degree to which the job requires a variety of activities that involve different skills and talents (a core job dimension)

Task identity

the degree to which the job requires completion of a "whole" and an identifiable piece of work; that is, the extent to which a job has a beginning and an end with a tangible outcome (a core job dimension)

need for achievement

the desire to accomplish a task or goal more effectively than was done in the past

need for power

the desire to control the resources in one's environment.

Goal difficulty

the extent to which a goal is challenging and requires effort. (goal-setting theory)

Goal acceptance

the extent to which a person accepts a goal as his or her own (goal-setting theory)

Job satisfaction

the extent to which a person is gratified or fulfilled by his or her work.

person's locus of control

the extent to which he believes his circumstances are a function of either his own actions or of external factors beyond his control.

Goal commitment

the extent to which he or she is personally interested in reaching the goal (goal-setting theory)

person's degree of organizational citizenship

the extent to which his or her behavior makes a positive overall contribution to the organization.

Emotional intelligence (EQ)

the extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills.

person's self-esteem

the extent to which that person believes he or she is a worthwhile and deserving individual.

Person-job fit

the extent to which the contributions made by the individual match the inducements offered by the organization.

Self-efficacy

the extent to which they feel that they can still meet their goals even if they failed to do so in the past. People's degree of pride or disappointment is affected by this.

Job specialization

the first widespread model of how individual work should be designed

Performance - to - outcome expectancy

the individual's perception of the probability that performance will lead to certain outcomes.

need for affiliation

the need for human companionship.

Avoidance, or negative reinforcement,

the opportunity to avoid or escape from an unpleasant circumstance after exhibiting behavior. (forms of reinforcement)

person's self-efficacy

the person's beliefs about his or her capabilities to perform a task.

Performance measurement (performance appraisal)

the process by which someone (1) evaluates an employee's work behaviors by measurement and comparison with previously established standards, (2) documents the results, and (3) communicates the results to the employee

Stereotyping

the process of categorizing or labeling people on the basis of a single attribute.

Empowerment

the process of enabling workers to set their own work goals, make decisions, and solve problems within their spheres of responsibility and authority.

Selective perception

the process of screening out information that we are uncomfortable with or that contradicts our beliefs.

Extraversion

the quality of being comfortable with relationships; the opposite extreme, introversion, is characterized by more social discomfort.

Personality

the relatively stable set of psychological attributes that distinguish one person from another.

Motivation

the set of forces that causes people to engage in one behavior rather than some alternative behavior

Motivation

the set of forces that leads people to behave in particular ways.

deficiency needs

the three sets of needs at the bottom of Maslow's Hierarchy of Needs

growth needs

the top two sets of needs (Maslow's Hierarchy of Needs) that focus on personal growth and development.

compensation package

the total array of money (wages, salary, commission), incentives, benefits, perquisites, and awards provided by the organization.

Schedules of reinforcement

used to indicate when or how often managers should reinforce certain behaviors.

Flexible work arrangements

variable work schedules, flexible work schedules, extended work schedules, job sharing, and telecommuting

Variable-interval reinforcement

varies the amount of time between reinforcements. (schedules of reinforcement)

Variable-ratio reinforcement

varies the number of behaviors between reinforcements. (schedules of reinforcement)

Job design

work design addressed at the individual level

Examples of Indirect compensation

1. Payment for time not worked, both on and off the job 2. Social Security contributions 3. Unemployment compensation 4. Disability and workers' compensation benefits 5. Life and health insurance programs 6. Pension or retirement plans

Examples of incentive programs

1. Piecework programs 2. Gain-sharing programs 3. Bonus systems 4. Long-term compensation 5. Merit pay plans 6. Profit-sharing plans 7. Employee stock option plans

Supervisor can enrich job by doing what?

ANY (organizing teams, granting additional authority to peeps, & introducing new or harder tasks)

Motivation Factors (Herzberg's Dual-Structure Theory)

Achievement, Recognition, The Work Itself, Responsibility, Advancement and Growth

Which approach to performance management identifies financial and non-financial performance measures and organizes them into a single model?

Balanced scorecard

Dude makes $8 hr, plus 5% off his sales, he receives 2wks paid vacay a yr, and 50% matching in 401K. $8hr represents what?

Base Pay

Neuroticism

Being poised, calm, resilient, and secure displays low?

Firefighters (people who use movement in JOB)

Bodily-kinesthetic intelligence is most important for which of the following groups?

A goal is likely to be attained when?

Both (peeps given feedback showing progress toward the goal & strongly committed to the goal)

Agreeableness

Cooperative, forgiving, and understanding is high?

What is the first step in the organizational behavior modification process?

Defining what can be improved

Convergers

Depend primarily on active experimentation and abstract conceptualization to learn.

What is second step in performance appraisal process?

Documentation

What term refers to degree to which employee has the authority to make and implement decisions?

Empowerment

NOT a motivation factor in Herzberg's model?

JOB SECURITY (IN-achievement, recognition, responsibility, advancement & growth (opportunity to plan and control their own work))

Work group of three taking turns doing different jobs is what?

Job rotation

External

Luck, lack of resources, and other peeps are examples of what factors?

Confusion (7 UNIVERSAL EMotions-are joy, sadness, fear, surprise, anger, contempt, & disgust)

NOT one of the seven universal emotions

Both of these (heredity & environment)

Personality is a product of which of the following?

Basic Purpose of Performance Measurement

Provide Information About Work Performance

Machiavellianism

Refers to an individual's general strategy for dealing with other people and the degree to which they feel they can manipulate others in interpersonal situations.

Projection

Refers to attributing our own characteristics to other people

According to human relations approach, offering employees what is the best way to enhance motivation in the workplace?

Self-direction

Core Job Dimensions (in the Job Characteristics Theory)

Skill Variety, Task Identity, Task Significance, Autonomy, Feedback

Attitudes

a person's complexes of beliefs and feelings about specific ideas, situations, or other people.

Organizational commitment

a person's identification with and attachment to an organization.

Effort-to-performance expectancy

a person's perception of the probability that effort will lead to performance.

psychological contract

a person's set of expectations regarding what he or she will contribute to an organization and what the organization, in return, will provide to the individual.

Myers-Briggs Type Indicator (MBTI)

a popular questionnaire that some organizations use to assess personality types

Learning

a relatively permanent change in behavior or behavioral potential resulting from direct or indirect experience.

Positive reinforcement

a reward or other desirable consequence that a person receives after exhibiting behavior. (forms of reinforcement)

"big five" personality traits

a set of fundamental traits that are especially relevant to organizations.

Classical conditioning

a simple form of learning that links a conditioned response with an unconditioned stimulus.

balanced scorecard (BSC)

a structured performance management technique that identifies financial and nonfinancial performance measures and organizes them into a single model

Locke's goal-setting theory

a theory of motivation which assumes that behavior is a result of conscious goals and intentions.

Compressed work schedule

a variable work schedule in which employees work a full forty-hour week in fewer than the traditional five days.

Telecommuting

a work arrangement in which employees spend part of their time working off-site.

Job sharing

a work arrangement in which two part-time employees share one full-time job.

common types of rewards

base pay (wages or salary), incentive systems, benefits, perquisites, and awards.

Job enrichment

entails giving workers more tasks to perform and more control over how to perform them.