Organizational Behavior Test 1 Prof Wagner
Internal Dimensions
age, race, ethnicity, gender, physical, ability, and sexual orientation.
Environmental Characteristics
all the elements outside ourselves that influence what we do, how we do it, and the ultimate results of our actions. (Ties in with person factors for distinction in OB.)
Positive Practices
amplifying or escalating effect on positive outcomes, and can also buffer or reduce the impact of negative events and stressors by enhancing what is called psychological capital.
Job Satisfaction
an affective response towards various facets of one's job.
Affirmative Action
an artificial intervention aimed at giving management a chance to correct an imbalance, an injustice, a mistake, or outright discrimination that occurred in the past.
Intrinsic Motivation
an individual is turned onto one's work because of the positive internal feelings that are generated by doing well.
Withdrawal Cognitions
an individual's overall thoughts and feelings about quitting
Stereotype
an individual's set of beliefs about the characteristics or attributes of a group.
Organizational Behavior
an interdisciplinary field drawn from many disciplines
Flexible Differences
attitudes and emotions that change over time, from situation to situation, and can be altered more easily
Access-and-legitimacy perspective of managing diversity
based on recognition that the firm's markets and constituencies are culturally diverse
Kelley's Model of Attribution
behavior can be attributed to either internal factors within a person or to external factors within the environment
Thorndike's "Law of Effect"
behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear.
Meaningfulness
belonging to and serving something that you believe is bigger than yourself.
Turnover
beneficial when it involves a low-performing employee, but losing a good employee can be costly.
Contingency Approach
calls for using OB concepts and tools when situationally appropriate, instead of trying to rely on "one best way".
Inputs
classified using the person-environment distinction
Processes and Outcomes
classified using the three levels of OB- individual, group, and organization
Ajzen's Theory of planned behavior
commonly used to explain the relationship between attitudes and behavior
Evaluating
comparing performance measures to expectations or goals.
Emotions
complex, relatively brief responses aimed at a particular target, such as a person, information, experiences, event or nonevent.
Ethics
concerned with behavior-right versus wrong, good versus bad, and the many shades of gray in between.
Self-Efficacy
confidence in your ability to do something.
Long-term Memory
consists of separate but connected categories: event, sematic, or person memory.
McClelland's Acquired Needs Theory
contends that people differ in the extent to which they possess needs for achievement, affiliation, and power.
Consistency
decided by judging if the individual's performance on a given task is consistent over time.
Step 1 in PM
define performance expectations and set goals.
Onboarding Program
designed to help employees integrate, assimilate, and transition to new jobs and can help to avoid voluntary turnover.
Distinctiveness
determined by comparing a person's behavior on one task with his or her behavior on other tasks.
Locus of Control
differences in how much personal responsibility individuals take for their behavior and its consequences.
Idiosyncratic Deals (I-Deals)
employees and individual managers jointly discuss the type of tasks employees complete at work.
Bottom-Up Approach to Job Design
employees proactively change or redesign their own jobs, their by boosting their own motivation and engagement.
Diversity Climate
employees' aggregate perceptions about an organization's diversity-related formal structure characteristics and informal values.
Managing Diversity
enables people to perform up to their maximum potential.
Total Rewards
encompass not only compensation and benefits, but also personal and professional growth opportunities and a motivating work environment that includes recognition, job design, and work-life balance.
Extrinsic Rewards
financial, material, and social rewards that come from the environment.
Process Theories of Motivation
focus on explaining the process by which internal factors and environmental characteristics influence employee motivation
Content Theories (of motivation)
focus on identifying internal factors such as needs and satisfaction that energize employee motivation.
Employee engagement
harnessing of organization members' selves to their work roles; in engagement people employ and express themselves physically, cognitively, and emotionally during role performance.
Perceived Stress
has a strong, negative relationship with job satisfaction.
Integrative Framework for Understanding and Applying OB
helps people understand and apply OB knowledge and tools and improve their problem solving.
Positivity Effect
how all living systems are attracted toward giving life, positive energy and away from life depleting, negative energy.
Barriers to Diversity
inaccurate stereotypes and prejudice, ethnocentrism, a negative diversity climate, an unsupportive and hostile working environment, difficulty balancing career and family issues, fears of reverse discrimination, diversity not being seen as an organizational priority, the need to revamp the organization's performance appraisal and reward system, and resistance to change.
Structural Level in OB (another distinction in OB concepts)
individual, group, and organizational levels
Feedback
information about individual or collective performance shared with those in a position to improve the situation.
Soft Skills
interpersonal skills and personal attributes related to our human ineractions
Encoding and Simplification
interpreting or translating raw information into mental representations, which are then assigned to cognitive categories.
Ethical Dilemmas
involve situations with two choices, neither of which resolves the situation in an ethically acceptable manner.
Consensus
involves a comparison of an individual's behavior with that of his or her peers.
Virtuous Leadership
is focused on helping individuals, groups, and organizations to elevate, enrich, and flourish.
Operant Behavior
is learned when one "operates on" the environment to produce desired consequences.
Satisfaction via Dispositional/Genetic Perspective
job satisfaction is partly a function of both personal traits and genetic factors.
Pay-For-Performance Incentives
link at least some portion of one's pay directly to results or accomplishments.
Top-Down Approaches
managers change employee's tasks with the intent of increasing motivation and productivity
Monitoring Performance
measuring, tracking, or otherwise verifying progress and ultimate performance
Goal Setting
motivates by focusing one's attention, regulating one's effort, motivating one to persist, and encouraging the development of task strategies and action plans.
Maslow's Need Hierarchy Theory
motivation is a function of five basic needs: physiological, safety, love, esteem, and self-actualization.
Unethical Behavior
negatively affects not only the offending employees but also their coworkers and employers.
The Norm of Reciprocity
obliges us to return the favorable treatment when someone treats us well.
Whistleblowing
often creates a particuarly challenging type of ethical dilemma since there can be negative ramifications for blowing the whistle on the unethical actions of others at work.
Felt Emotions vs Displayed Emotions
one may not match the other.
Key Work Attitudes
organizational commitment, employee engagement, perceived organizational support, and job satisfaction
Attribution Theory
people attempt to infer causes for their own and other's observed behavior
Internal Locus of Control
people believe they control the events and consequences that affect their lives.
Optimists
people who view their successes as due to their personal, permanent, and pervasive causes, and negative events to external, temporal, and situation-specific ones.
Step 2 PM
performance monitoring and evaluation
External Dimensions
personal characteristics that can be changed, such as religion, income, and marital status.
Prosocial Behaviors
positive act performed without expecting anything in return.
Need Fulfillment Models
propose that satisfaction is determined by the extent to which the characteristics of a job allow an individual to fulfill his or her needs.
Herzberg's Motivator-Hygiene Theory
proposes separate and distinct clusters of factors associated with job satisfaction and dissatisfaction
Step 4 in PM
provide consequences by administering rewards and punishment.
Individual differences
refers to a broad category used to collective describe the vast number of attributes that describe people.
Performance Management (PM)
refers to a set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations.
Job Design
refers to any set of activities that involve the alteration of jobs with the intent of improving employees' job experiences and their on-the-job productivity.
Fundamental Attribution Bias
reflects one's tendency to attribute another person's behavior to his or her personal characteristics rather than to situational factors
Organizational Commitment
reflects the extent to which an individual identifies with an organization and is committed to its goals.
Continuous Reinforcement Schedule
reinforces every instance of the target behavior.
Core Self-Evaluations
represent a broad personality trait comprised of four narrower individual personality traits: 1) genralized self-efficacy, 2) self-esteem, 3) locus of control, and 4) emotional stability.
Psychological Contracts
represent an individual's perception abou the terms and conditions of a reciprocal exchange between himself/herself and another party.
Attitudes
represent our feelings or opinions about people, places, and objects, and range from positive to negative.
Person Factors (a fundamental distinction in OB concepts)
represent the infinite number of characteristics that give employees their unique identities
Met Expectations
represent what individuals expect to receive from a job and what they actually do receive from a job.
Intelligence
represents a person's capacity for constructive thinking, reasoning, and problem solving.
Employee Motivation
represents a psychological process that arouses our interest in doing something, and it directs and guides our behavior.
Organizational Citizenship Behavior
represents individual behavior that is discretionary, not directly or specifically recognized by the formal reward system, and that in the aggregate promotes the affective functioning of the organization.
Self-serving Bias
represents one's tendency to take greater personal responsibility for success than for failure.
Motivation
represents psychological processes that underlie the direction, intensity, and persistence of behavior or thought
Extrinsic Motivation
results from the potential or actual receipt of extrinsic reward such as recognition, money, or a promotion.
Step 3 in PM
reviewing the performance through feedback and coaching.
Satisfaction According to the Equity Model
satisfaction is a function of how fairly an individual is treated at work.
Salient Stimuli
something that stands out from its context and that people pay attention to.
Fixed Differences
stable over time and across situations, and include intelligence, cognitive abilities and personality.
Negative Reinforcement
strengthens behavior by contingently withdrawing something displeasing.
Positive Deviance
successful performance that dramatically exceeds expectations in the positive direction.
Hard Skills
techinical expertise and knowledge to do a particular task or job function, such as financial analysis, accounting, or operations.
Emotional Intelligence
the ability to monitor one's own and other's feelings and motions, to discriminate among them, and to use this information to guide one's thinking and actions.
Practical Intelligence
the ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to, shape, and select environments.
Social Support
the amount of perceived helpfulness derived from social relationships.
Mindfulness
the awareness that comes from paying attention on purpose, in the present moment, and nonjudgmentally to the unfolding of experience moment by moment.
Resilience
the capacity to bounce back from adversity and to sustain oneself in the face of the demands of positive events.
Personality
the combination of stable physical and mental characteristics that give an individual his or her identity.
Well-Being
the combined impact of five elements - positive emotions, engagement, relationships, meaning, and achievement (aka PERMA).
Job involvement
the extent to which an employee is personally engaged in his or her work role.
Flourishing
the extent to which our lives contain PERMA.
Perceived Organizational Support
the extent which employees believe their organization values their contributions and genuinely cares about their well-being.
Organizational Values
the ideals taht are supported, shared, and endorsed by the organization as a whole.
Diversity
the multitude of individual differences and similarities that exist among people.
Job Crafting
the physical and cognitive changes individuals make in the task or relational boundaries of their work.
Organizational Practices
the procedures, policies, practices, routines, and rules that organizations use to get things done.
Attention
the process of becoming consciously aware of something or someone.
Positive Reinforcement
the process of strengthening a behavior by contingently presenting something desirable.
Punishment
the process of weakening behavior through either the contingent presentation of something displeasing or the contingent withdrawal of something desirable.
Human Capital
the productive potential of an individual's knowledge, skills, and experiences.
Social Capital
the productive potential resulting from relationships, goodwill, trust, and cooperative effort.
Vroom's Expectancy Theory
the strength of a tendency to act in a certain way depends on the strength of an expectancy that the act will be followed by a given consequence and on the value or attractiveness of that consequence to the individual.
Positive OB
the study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today's workplace.
Value Attainment
the underlying idea is that satisfaction results from the perception that a job allows for fulfillment of an individual important work values.
Extinction
the weakening of behavior by ignoring it or making sure it is not reinforced.
Waypower
there can be seen one or more ways to achieve one's goals, even when faced with adversity.
Willpower
there is a goal and the determination to achieve it.
Self-determination Theory
three innate needs must be satisfied for people to flourish: the need for competence, need for autonomy, and the need for relatedness.
Counterproductive Work Behaviors
types of behavior that harm employees, the organization as a whole, or organizational stakeholders such as customers and shareholders.
Conscious Capitalism
when a firm practices positive ob throughout every aspect of their organizations.
Equity Theory
when an individual's ratio of perceived outputs to inputs is equal to the ratio of a relevant other.
Cognitive Dissonance
when attitudes or beliefs are incompatible with ones behavior
Positive Psychological Capital
when people have high levels of hope, efficacy, resilience, and optimism (aka HERO).
Four Step Process
1) Categorizing people into groups 2) infer that all people within a particular group possess the same traits or characteristics 3) we form expectations of others and interpret their behavior 4) stereotypes maintained by a) overestimating the frequency of stereotypic behaviors, b) incorrectly explaining expected and unexpected behaviors, and c) differentiating minority individuals from oneself.
Intrinsic Rewards
(aka psychic rewards) are self-granted.
Perceptual Errors that Hinder Performance Management
- halo - leniency - central tendency - recency effects - contrast effects.
Three Approaches to Job Design
1 ) top-down approaches 2) bottom-up approaches 3) idiosyncratic deals (i-deals)
Two Key Inhibitors of Mindfulness
1) Attentional Deficit 2) Attentional Hyperactivity
Skinner's Two Types of Behavior
1) Respondant 2) Operant
3-Stop Approach for Applying OB Concepts
1) define the problem 2) identify the OB concepts or theories that can be used to solve the problem 3) make recommendations
Components of Organizational Justice
1) distributive justice 2) procedural justice 3) interactional justice
The Process Theories of Motivation
1) equity/justice theory 2) Vroom's expectancy theory 3) goal setting
Two Types of Goals
1) performance goals (target a specific end-result) 2) learning goals (strive to enhance knowledge or skill)
Four Steps in Implementing a Goal Setting Program
1) setting goals 2) promoting goal commitment 3) providing support and feedback 4) creating action plans
Two Components of Hope
1) waypower 2) willpower
How to improve "luck"
1. Be active and involved 2. Listen to your hunches about luck 3. expect to be lucky no matter how bad the situation 4. Turn your bad luck into good fortune
Proactive Personality
An action-oriented person who shows initiative and perseveres to change things.
Emotion Display Norms
Dictate which types of emotions are expected and appropriate for their members to show.
Big Five personality dimensions
Extraversion, agreeablenes, conscientiousness, emotional stability, and openness to experience.
Organizational Dimensions
Factors such as seniority, job title, and work location.
Multiple Intelligences
Gardner's eight intelligences include linguistic, logical-mathematical, musical, bodily-kinesthetic, spatial, interpersonal, intrapersonal, and naturalist intelligence.
360-Degree Feedback System
Individuals compare perceptions of their own performance with behaviorally specific performance information from their manager, subordinates, and peers.
External Locus of Control
Individuals tend to attribute outcomes to environmental causes.
Emotional Stability
Individuals with high levels tend to be relaxed, secure, unworried, and less likely to experience negative emotions under pressure, while those with low levels are prone to anxiety and tend to view the world negatively.
Four Layers of Diversity
Personality, internal, external, and organizational dimensions
Intermittent Reinforcement Schedule
Reinforce some but not all instances of the target behavior.
Five Principle Top-Down Approaches to Job Design
Scientific Management, job enlargement, job rotation, job enrichment, and the job characteristics model
SMART Goals
Specific Measurable Attainable Results Oriented Time Bound
Respondant Behavior
Unlearned reflexes or stimulus response connections
Self-esteem
a belief about one's own self worth based on an overall self-evaluation.
Perception
a cognitive process that allows us to interpret and understand our surroundings
Coaching
a customized process between two or more people with the intent of enhancing learning and motivating change, can translate feedback into change.
Deliberate Practice
a demanding, repetitive, and assisted program to improve one's performance.
Problem
a difference between an actual and a desired situation
Mcgregor's Theory Y
a modern and positive set of assumptions about people at work: that they are self-engaged, committed, responsible, and creative.
Self-efficacy
a person's belief about his or her chances of successfully accomplishing a specific task.
Schema
a person's mental picture or summary of a particular event or type of stimulus.
Mcgregor's Theory X
a pessimistic view of employees: that they dislike work, must be monitored, and can only be motivated with rewards and punishment.
Personality
a stable set of characteristics that is responsible for a person's identity.
Problem Solving
a systematic process of closing the gap between an actual and a desired situation.
Personality Testing
a widely used way of making employment decisions, but may not be a valid predictor of job performance.
Values
abstract ideas that guide one's thinking and behavior across all situations.
3 Components of Attitude
affective, cognitive, and behavioral