Exam 3, Chapter 11
to help avoid abuses/discrimination lawsuits when using personality/psychological testing employment decisions, use these cautions about personality tests:
-use professions (reputable, licenses psychologists for selecting/overseeing administrative scoring and interpretation -dont hire on the basis of personality test results alone (reference checks, personal interviews, ability tests, and job performance records-no distinct managerial personality) -be alert for gender, racial, and ethnic basis -graphology tests don't work, but integrity tests do
role conflict
occurs when one feels torn by the different expectations of important people in one's life
role overload
occurs when others' expectations exceed one's ability (trying to do too much)
evaluating behavior when employees are working: performance and productivity
often jobs have a history of accomplishments (from previous job holders), so it's possible to quantify performance behavior can take months to years to make a deal with huge corporations or to make drugs -method of evaluating performance must match the job being done
examples of this bias
police shootings in Ferguson resumes with stereotypically black names that were used vs. stereotypically white names=50% more likely to result in call back of ran interview
stress created by the environment and culture
poultry processing, asbestos removal, coal mining, firefighting, police work, ambulance driving, etc. poor lighting, too much noise, improper placement of furniture, and no privacy rapidly changing technology and financial pressures stress top executives
less open
pragmatic, data-driven, cautious
emotional labor jobs
pretending to be cheerful or smiling all the time- can be particularly demanding low-level jobs can be more stressful than high level jobs because employees often have less control over their lives and thus have less work satisfaction
what do diversity and variety in staffing produce
produce organizational strength=diversity in thinking=faster/better ways of solving problems
low levels of emotional stability
prone to anxiety and tend to view the world negatively
buffers examples
administrative changes that manager's can make to reduce the stressors that lead to employee burnout ie extra staff at peak periods, increased freedom to make decisions, recognition for accomplishments, time off for personal development, assignment to a new position, retreats, sabbatical leave programs
3 components of attitudes
affective, cognitive, and behavioral
what is the most common drug of abuse
alcohol, but the misuse of others may also affect a person's productivity
what is low self-efficacy associated with; what does it mean
algorithmic, routine, repetitive, continuous constructive feedback learned helplessness: the debilitating lack of faith in one's ability to control one's environment
employee engagement
an individual's involvement, satisfaction, and enthusiasm for work
transgender
an umbrella term for people whose sense of their gender differs from what's expected based not he sex characteristics with which they're born
employee assistance programs (EAPs)
a host of programs aimed at helping employees to cope with stress, burnout, substance abuse, health-related problems, family/marital issues, and any problem that negatively influences job performance
evaluating behavior when employees aren't working: absenteeism and turnover
a lot of no-show behavior is related to job dissatisfaction top 3 reasons for employees taking bogus sick days are for doing personal errands, catching up on sleep, and relaxing absenteeism may be a precursor to turnover (except in low-skilled industries)
self-fulfilling prophecy (Pygmalion effect)
a phenomenon by which people's expectations of themselves or others lead them to behave in ways that make those expectations come true
emotional intelligence (EI or EQ)
ability to monitor your and others' feelings and to use this information to guide your thinking and actions (ability to carry out accurate reasoning about emotions and the ability to use emotions/emotional knowledge to enhance thought)
values
abstract ideals that guide one's thinking/behavior across all situations values represent the ideals that underlie how we behave at work
personality
center of diversity wheel because it's defined as the stable physical and mental characteristics responsible for a person's identity
less agreeable
challenging, detached, competing
common ideals at workplace
concerns for others, self-enhancement, independence, and security
what do engaged employees feel
feelings of urgency, intensity, and enthusiasm, as well as focus, making them more committed to their employer and put more effort into their jobs (give it their all)
less conscientious
flexible, easy-going, careless
holistic wellness program
focuses on self-responsibility, nutritional awareness, relaxation techniques, physical fitness, and environmental awareness try balance physical, mental, and social well-being by accepting personal responsibility for developing adhering to a health promotion program
extroversion what does higher extroversion lead to
how outgoing, talkative, sociable, and assertive one is higher extroversion=higher success in sales and managers
emotional stability
how relaxed, secure, and unworried one is
agreeableness
how trusting, good-natured, cooperative, and soft-hearted one is
identity
how you project yourself to others and the world (YOU control this)
locus of control
indicates how much people believe they control their fate through their own efforts
casual attributions
inferring causes for observed behavior we constantly formulate cause-and-effect explanations for our own and others' behavior
age stereotypes
the belief that older workers are less motivated, more resistant to change, less trusting, less healthy, and more likely to have problems with work-life balance (research refuted all of these)
ethnocentrism
the belief that one's native country, culture, language, abilities, or behavior is superior to those of another culture when differences are viewed as being weaknesses, this may be expressed as a concern that diversity hiring will lead to sacrifice in competence and quality
emotional stress
the feeling of being overwhelmed; the perception that events/circumstances have challenged, or exceeded, a person's ability to cope
2 attributional tendencies
the fundamental attribution bias and the self-serving bias
glass ceiling
the metaphor for an invisible barrier preventing women and minorities from being promoted to top executive jobs (obstacles to women's progress)
physical stress
the nonspecific response of the body to any demand made upon it
cognitive dissonance
the psychological discomfort a person experiences between his or her cognitive attitude and incompatible behavior people seek to reduce this
stress
the tension people feel when they are facing or enduring the extraordinary demands, constraints, or opportunities and are uncertain about their ability to hand them effectively -feeling of tension and pressure
households making less than $50,000 and stress
they have higher stress and those with higher stress about money are more likely to say they engage in unhealthy behaviors to manage their stress
what do values and attitude do together
they influence people's workplace behavior: their actions and judgments
evaluating behavior that harms the organization: counterproductive work behaviors (CWB) example
types of behavior that harm employees and the organization as a whole (organization needs to respond to these behaviors immediately) opposite of organizational citizenship behaviors ie absenteeism/tardiness, drug/alcohol abuse, and disciplinary problems-but also accidents, sabotage, sexual harassment, violence, theft, and white-collar crimes
how do organizations overcome these limitations
use games to assess cognitive ability and decisions making (like Pymetrics and Knack did) other companies are looking to genetic testing
informal aspects
values, attitudes, personalities, perceptions, conflicts, culture
are values (global) and attitudes (specific) generally in harmony example
yes, but not always ie manager may put a positive value on helpful behavior (global) yet may have a negative attitude toward helping an unethical coworker (specific)
external locus of control
you believe external forces control you prefer standards of achievement (i.e. 99% accuracy)
internal locus of control
you believe you control your own destiny resist close supervision
identity vs. image
you control your identity, others control your image identity (reality) is not equal to image (perception)
Daniel Goleman
psychologist who popularized the trait of EI, concluded that EI is composed of 4 key components/traits
core self-evaluation
represents a brand personality trait comprising of 4 positive individual traits: self-efficacy, self-esteem, locus of control, and emotional stability managers need to be aware of these traits to understand workplace behavior
diversity
represents all the ways people are unlike and alike- the differences and similarities in age, gender, race, religion, ethnicity, sexual orientation, capabilities, and socioeconomic background
how to take steps forward
requiring intergroup contact, positive feedback, clear norms of behavior (police departments are doing this)
behavioral signs
sleeplessness, change in eating habits, and increased smoking/alcohol/drug abuse+reduced performance and job satisfaction
Leon Festinger
social psychologist that proposed the term cognitive dissonance
introvert
solitary, reserved, self-absorbed
fear of discrimination against majority group members
some employees are afraid that attempts to achieve greater diversity in their organization will result in bias against the majority group
proactive personality
someone who is more apt to take initiative and persevere to influence the environment more positive organization experiences and reflection of the 5 big personality dimensions (if you're high on all 5) it's not right or wrong
stressor
source of stress
5 distortions in perception
stereotyping, implicit bias, the halo effect, the recency effect, and casual attributions,
key correlates
stronger motivation, job involvement, and life satisfaction; less absenteeism, tardiness, turnover, and stress
sex-role stereotypes
the belief that differing traits/abilities make males and females particularly well suited to different roles
formal aspects
goals, policies, hierarchy, structure
how is the relationship between stress and performance shaped
inverted U-shaped (low stress=low performance; high stress=energy-sapping fight-or-flight response that produces low performance; optimal performance=moderate levels of stress)
type A behavior pattern what is it associated with
involved in a chronic, determined struggle to accomplish more in less time associated with increased performance in the work of professional, students, and life insurance brokers, but also associated with greater cardiovascular activity and higher blood pressure and heart disease born worriers=gene mutation BDNF of people who chronically obsess over negative thoughts
Maslach Burnout Inventory
lists 22 elements
why, as a manger, do you need to learn how to manage individual differences
so you can influence employees to do their best work
physiological signs
sweaty palms, restlessness, backaches, upset stomach, nausea, hypertension, and heart attacks
perception
the process of interpreting and understanding one's environment
role ambiguity
occurs when others' expectations are unknown
high levels of emotional stability
tend to show better job performance
self-awareness
the most essential trait; the ability to read your own emotions and gauge your moods accurately, so you know how you're affecting others
personality
the stable psychological traits and behavioral attributes that give a person his/her identity WHAT you THINK and HOW you ACT
what are lifelong behavior patterns dictated by
by values that are fairly well set by the time people are in their early teens (can later be reshaped by significant life-altering events)
examples of halo effect
face and body characteristics can lead us to fall back on cultural stereotypes (height=perception of prosperity=higher income and occupational success) excess weight can be stereotypically associated with negative traits such as laziness, incompetence, and lack of discipline attractive people are treated better than unattractive people (attractive people are seen as having better personalities, better skills, more successful, and treated better)
stresses can be ______ or ________ what do both of these mean
hassles: simple irritants crises: sudden occasions of overwhelming terror
what percentage of organizations (with 100+ employees) use personality tests how much do they spend on them
76% spending $500 million annually
cognitive component
"I believe" beliefs and knowledge one has about a situation (ie _________ doesn't care about its customers) (i.e. what do you THINK about people talking loud on the phone)
what affects behavior
attitudes
why do you need to understand personality attributes as a manager
because they affect how people perceive and act within an organization
what is the US becoming
becoming more diverse in its ethnic, racial, gender, and age makeup-more nonwhite, single, working parents
self-efficacy
belief in one's ability to do a task (personal belief you have what it takes to successfully complete a specified task)
what do organizations believe personality tests will help with
believe that hiring decisions will be more accurate/predictive of high performers
what do managers who understand an employees values better suited with
better suited to assign them to meaningful projects and help avoid conflicts between work activities/personal values
image
how others view you as you project your identity (OTHERS control this)
symptoms of (negative) stress
physiological signs, psychological signs, and behavioral signs
implicit bias
"I really don't think I'm biased, but I just have feelings about some people" attitudes or beliefs that affect our understanding, actions, and decisions in an unconscious manner
affective component
"I feel" feelings or emotions one has about a situation (ie I don't like the way ___________ treats me) (i.e. how you FEEL bout people talking on loud; feeling annoyed or indifferent)
behavioral component
"I intend" how one intends or expects to behave toward a situation (internal component) (ie "I will never buy from_______ again!") (i.e. what would you INTEND TO DO if someone's talking loud on the phone)
what can managers do
-create positive performance expectations -recognize that everyone has the potential to increase performance -introduce new employees as if they have outstanding potential -encourage employees to visualize successful execution of tasks -help employees master key skills
what can managers do
-employees with internal locus of control should probably be placed in jobs requiring high initiative and lower compliance (low structure) -employees with external locus of control might do better in highly structured jobs requiring greater compliance -internals may prefer and respond more productively to incentives such as merit pay or sales commission so, managers should expect different degrees of structure/compliance and different reward systems
what can managers do about self-esteem
-reinforce employees positive attributes and skills -provide positive feedback whenever possible -break larger projects into smaller tasks and projects -express confidence in employees' abilities to complete their tasks -provide coaching when employees are struggling to complete task
organizational strategies for reducing unhealthy stressors
-roll out employee assistance programs (EAPs) -recommend a holistic wellness approach -create a supportive environment (organizational environment less formal, more personal, and more supportive of employees-mentors can help) -make jobs interesting (allow freedom) -make career counseling available
organizational barriers to diversity (people in the organization=organizational barriers)
-stereotypes and prejudices (ethnocentrism) -fear of discrimination against majority group members -resistance to diversity program priorities -a negative diversity climate -lack of support for family demands -a hostile work environment for diverse employees
experience demonstrates 5 practical ways to reduce turnover:
1. base hiring decisions on the extent to which an applicant's values fit the organization's values 2. provide post-hiring support (onboarding-making them familiar with the cooperation policies, procedures, culture, and politics) 3. focus on enhancing employee engagement 4. incorporate realistic job previews (RJPs) into the hiring process 5. offer employee benefits, such as flexible work hours that meet their needs and values
3 way stop reduce dissonance
1. change attitude/behavior 2. belittle importance of inconsistent behavior 3. find consonant elements and outweigh dissonant ones
6 sources of job-related stress
1. demands created by individual differences (type A personality) 2. individual task demands (the job itself) 3. individual role demands (role overload, role conflict, and role ambiguity) 4. group demands (created by coworkers and managers) 5. organizational demands (created by environment and organizational culture) 6. nonwork demands (our personal lives)
what can mangers do about self-efficacy
1. give constructive pointers and positive feedback (positive feedback=most impact) 2. create goals that are progressively more challenge (what they can do to improve different ways) 3. offer guided experiences, mentoring, and role modeling (it can be nurtured) assign jobs accordingly (complex, challenging, and autonomous jobs enhance people's perceptions of self-efficacy; boring, tedious jobs do the opposite)
how people deal with the discomfort depends on:
1. importance: can you live with the ambiguity? 2. control: how much control do you have over the situation) 3. rewards: what rewards are at stake with the dissonance?
how to develop self-esteem
1. initially provide positive feedback 2. chunking (small parts) 3. match job and task difficult to past job performance 4. add constructive feedback later
evaluating the performance of employees should include (types of behaviors):
1. performance and productivity 2. absenteeism and turnover 3. organizational citizenship behaviors 4. counterproductive work behaviors
4 layers of diversity
1. personality 2. internal dimensions 3. external dimensions 4. organizational dimensions
4 steps in the perceptual process
1. selective attention ("did I notice something?") 2. interpretation and evaluation ("what was it I noticed and what does it mean?") 3. storing in memory ("remember it as an event, concept, person, or all 3?") 4. retrieving from memory to make judgments and decisions ("what do I recall about that?")
how many people consider themselves to be unprejudiced
85% of Americans consider themselves to be unprejudiced, but researchers conclude most hold some degree of implicit racial bias
trends in workforce diversity: people with differing physical and mental abilities Americans with Disabilities Act (ADA)
ADA: prohibits discrimination against the disabled and requires organizations to reasonably accommodate an individual's disabilities they have difficulty finding work less than half of disabled people are employed
is IQ or EI more important
EI because it can be changed, modified, and improved
trends in workforce diversity: sexual orientation
LGBT people become more visible more tolerant of them over half of them hid who they are at work they report higher levels of stress compared with other workers gay and bisexual males earned 10-32% less than equally qualified heterosexual counterparts
alcoholism
a chronic, progressive, and potentially fatal disease characterized by a growing compulsion to drink (every occupation and social class) may not interfere until it shows up in absenteeism, accidents, slipshod work, or significant use of company's medical benefits
burnout
a state of emotional, mental, and physical exhaustion, expressed as listlessness, indifference, or frustration
a negative diversity climate what is diversity climate
a subcomponent of an organization's overall climate and is defined as the employee's aggregate perceptions about the organization's diversity-related formal structure characteristics and informal values positive when employees view the organization as being fair to all types of employees, which promotes employee loyalty and overall firm performance and enhances psychological safety
what 2 areas does OB look at
a. individual behavior (individual attributes as values, attitudes, personality, perception, and learning) b. group behavior (norms, roles, and teams)
how is empathy enhanced
by 1. understand how others feel about what they are communicating and 2. gaining appreciation of what people want from an exchange journal/reflect to improve EI/empathy and also read
what are overstressed employees apt to do
call in sick, miss deadlines, take longer lunch breaks, and show indifference to performance
is stress good or bad
can be negative or positive (bad=distress; illness and anxiety are results) (good=eustress; can stimulate a person to better coping/adaptation)
strong stressors
can dramatically strain a person's ability to adapt-extreme physical discomfort
what can stress cause
conflicts at work, fatigued all the time, and generate problems like insomnia, backaches, headaches, and chest pain workplace stress diminishes positive emotions, job satisfaction, organizational commitment and job performance, and higher alcohol/drug use, sleelessness, overeating, and job turnover
organization behavior (OB) (informal focus)
dedicated to better understanding/managing people at work helps mangers explain and predict workplace behavior so they can better lead/motivate their employees to perform productively
resistance to diversity program priorities
diversity approaches=offering special classes teaching tolerance for diversity and seminars in how to get along some employees may see diversity programs as distracting them from the organization's "real work" and they may be resentful of diversity-promoting policies that are reinforced through special criteria in the organization's performance appraisals and reward systems
what to do if you're a manager that witnesses alcoholism in an employee
don't make accusations, but point out that productivity is suffering and try steering them to the HR department
organizational dimensions
elements of the organization management status, union affiliation, work location, seniority, work content, and division/department
what is the biggest driver of EI
empathy
3 types of attitudes managers are primarily interested in
employee engagement, job satisfaction, and organizational commitment
examples of the recency effect
employee has recently made a mistake, and it ends up being the only topic of a performance review some stock market investors leap into holdings that are doing well and cash out investments that are doing poorly, ignoring trends (more likely to buy a stock if they see it in the news)
job satisfaction what does job satisfaction depend on
extent to which you feel positively or negatively about various aspects of your work depends on how you feel about several components, such as work, pay, promotions, coworkers, and supervision
psychological signs
forgetfulness, boredom, irritability, nervousness, anger, anxiety, hostility, and depression
halo effect
forming an impression of an individual based on a single trait "one trait tells me all I need to know"
strategies for fighting gender discrimination
getting more women on board, increasing the diversity of the applicant pool, evaluating work assignments to ensure they're fairly distributed, making everyone's salary public, and helping with work/life management
abstract ideals (values)
global beliefs and feelings that are dedicated toward all objects, people, or events consistent both over time and over related situations
conscientiousness what does higher conscientiousness lead to
how dependable, responsible, achievement-oriented, and persistent one is higher conscientiousness=higher job performance
openness to experience
how intellectual, imaginative, curious, and broad-minded one is
what does high self-efficacy lead to
heuristic, complex, non-repetitive, autonomous (self-direct/self-guide) confident about ability=tend to succeed high expectations of self-efficacy linked to all kinds of positives: success, reduced anxiety, and increased tolerance for pain
what is internal locus of control associated with
higher motivation, high expectancy, higher salaries, and higher job autonomy less anxiety and stronger expectations that effort leads to permanence
a hostile work environment for diverse employees
hostile work environments are characterized by sexual, racial, and age harassment and can be in violation of EEO law they're demeaning and unethical and called "work environment pollution"
what are multiple assumptions, and are they true or false
illegal immigrants dramatically impact the US economy= false, they represents about 5.1% of the civilian workforce customer bias favoring white men has just about disappeared: false young workers earn less than they used to: true, dropped 2.5% between 2000 and 2015
what is the forefront of public discussion in 2016
implicit bias
external dimensions of diversity
include an element of choice; they consist of the personal characteristics that people acquire, discard, or modify throughout their lives educational background, marital status, parental status, religion, income, geographic location, work experience, recreational habits, appearance, and personal habits secondary dimensions of diversity because we have a greater ability to influence/control them than we do internal dimensions exert a significant influence on our perceptions, behavior, and attitudes
social awareness
includes empathy, showing others that you care, and organizational intuition, so you keenly understand how your emotions and actions affect others
internal vs. external casual attributes
internal is caused by you, external is other factors that cause effects
relationship between satisfaction with performance
job satisfaction and performance are moderately related, meaning job satisfaction is a key work attitude managers should consider when trying to increase performance also, the relationship between the 2 is complex and seems that both variables influence each other through a hows of individual differences and work-environment characteristics
attitude
learned predisposition toward a given object beliefs/feelings that are dedicated toward specific objects, people, or events directly influence behavior
are personality tests a valid predictor of job performance, why
many experts conclude that personality tests aren't a valid predictor of job performance because test takers don't describe themselves accurately and because companies use "of-the-shelf" tests possessing limited validity
what does research reveal about sex-role stereotypes
men were preferred for male-dominated jobs (i.e. firefighter, etc., but it didn't matter in female-dominating jobs), women have harder time being perceived as effective leaders, people prefer male bosses to female bosses (but women were seen as more effective when the organization faced a crisis and needed a turnaround), and women of color are more negatively affected by sex-role stereotypes than are white women
trends in workforce diversity: educational levels
mismatches between education and workforce needs -college graduates may be in jobs for which they're overqualified -underemployed: working at jobs that require less education than they have -high school dropouts and others may not have the literacy skills needed for many jobs
what is EI associated with
moderately associated with 1. better social relations, well-being, and satisfaction across all ages/contests 2. higher creativity 3. better emotional control 4. conscientiousness and self-efficacy, 5. self-rated performance
2 sources of stress
money and work (with salaries, lack of opportunities for growth/advancement, lack of recognition and dissatisfaction with their employer's work-life balance practices)
nonwork demands: stresses created by forces outside the organization
money problems, divorce, support of elderly relatives, etc. has significant effect of work
people with high self-estemm
more apt to handle failure better, emphasize the positive, and take more risks+ choose more unconventional jobs with pressure situations, they are more egotistical and boastful and some have aggressive/violent behavior
what positions are personality tests used for more often
more commonly used to hire managers than entry-level employees
trends in workforce diversity: age
more older people in the workforce (younger people is shrinking) -workers 55+ are expected to make up a full 1/4 of the labor force in 2024 -the in-betweeners 25-54 will account for 2/3 of the workforce
trends in workforce diversity: race and ethnicity
more people of color in the workforce minorities tend to earn less than whites and minorities experienced more perceived discrimination, racism-related stress, and less psychological support than whites
trends in workforce diversity: gender
more women working -men are decreasing -more businesses are owned by women -uneven pay between men and women, especially as you move up the pay scale and the higher education level=the wider the earnings gap
lack of support for family demands
mostly women who take care of children as well as other domestic chores when organizations aren't supportive in offering flexibility in hours and job responsibilities, these women may find it difficult to work evenings/weekends/overnight business trips
leading
motivating, directing, and otherwise influencing people to work hard to achieve the organization's goals
3 factors that hold women back
negative stereotypes, lack of mentors, and limited experience in line/general management
what can negative stress result in
negative stress is destructive, resulting in poorer-quality work, dissatisfaction, errors, absenteeism, and turnover
how do we view others' failures
others failure is internal, not external (our less kind view of others)
how do we view our own success vs. failure
our own success is internal; own failure is external (our kind view of self)
how much does workplace stress cost the US economy
over $300 billion per year in health care, missed work, and stress-reduction treatment
were men or women executives rated as more effective
peers, managers, direct reports, and judges rated women higher and men rated themselves as more effective than women evaluated themselves
even if you don't like the work you do, what can be a great source of satisfaction that can prevent stress
people
fundamental attribution bias and example
people attribute another person's behavior to his/her personal characteristics rather than to situational factors i.e. back pain associated to individual (by mangers' view=internal of employee) vs. environment (workers' view)
self-serving bias
people tend to take more personal responsibility for success than for failure
perceptual errors
perception is distorted and that has bearing on the manger's judgment and job perceptual errors can lead to mistakes that can be damaging to yourself, other people, or your organization
what are dimensions of the Big 5 associated with
performance, leadership behavior, turnover, creativity, and workplace safety
what is the greatest consequence of negative stress for organizations
reduced productivity
explicit bias
reflects attitudes/beliefs endorsed at a conscious level
organizational commitment
reflects the extent to which an employee identifies with an organization and is committed to its goals
psychological safety
reflects the extent to which people feel free to express they ideas and beliefs without fear of negative consequences
job satisfaction in: the work itself supervisor coworkers opportunity pay conditions security
responsibility, interesting, challenging? task help, social support? harmony, respect, friendly? promotion, learning, growth? compensation (actual and perceived), fair? comfort, safe, support? job, employment secure?
what do traits result from; what do they constitute
result from the interaction of your genes and environment, they constitute your personality
traits of EI
self-awareness, self-management, social awareness, and relationship management
less emotionally stable
sensitive, nervous, excitable
roles how may stress come about through roles
set of behaviors that people expect of occupants of a position stress may come about because of role overload, role conflict, and role ambiguity
what is organizational citizenship correlated with
significant and moderately positive correlation between organizational citizenship behaviors and job satisfaction, productivity, efficiency, and customer satisfaction
what does research show about this with other factors
significant positive relationship between organizational commitment and job satisfaction, performance, turnover, and organizational citizenship behavior
self-management
the ability to control your emotions and act with honesty and integrity in reliable and adaptable ways; you can leave occasional bad moods outside the office
race/ethnicity stereotypes what was perceived racial discrimination associated with
studies demonstrated that people of color experienced more perceived discrimination and less psychological support than whites perceived racial discrimination was associated with more negative work attitudes, physical health, psychological health, and organizational citizenship behavior
what should be done to avoid CWB
take preventative measures (screen for CWB during hiring process)= less likely to be involved in violence/property damage after they are hired if they score higher on cognitive ability (intelligence) tests -less lily to engage in CWB if they have satisfying jobs that offer autonomy or that don't require them to supervise too many people
how do proactive personality workers feel about their job
tend to be more satisfied with their job and committed to their employe+produce more work
what do we tend to be; what do casual attributes affect
tend to be self-serving and are often invalid, but it's important to understand how people formulate attributes because they profoundly affect organizational behavior
low self-esteem
tend to focus more on one's weaknesses, may be more dependent on others+ have primarily negative thoughts and less likely to take independent positions
stereotyping
tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs individual different obscured, group generalities illuminated could be positive or negative
recency effect
tendency to remember recent information better than earlier information (because when you activate your recall, alter recollections are still in present working memory)
relationship management
the ability to communicate clearly and convincingly, disarm conflict, and build strong personal bonds
emotional stability
the extent to which people feel secure/unworried and how likely they are to experience negative emotions under pressure
self-esteem (self-worth)
the extent to which people like/dislike themselves; their overall self-evaluation
what do managerial expectations influence what happens if you expect them to perform good vs. bad
they powerfully influence employee behavior and performance by raising managers' expectations for individuals performing a wide variety of tasks, higher levels of achievement/productivity can be achieved when you expect employees to perform badly, they probably will, and if you expect them to perform well, they probably will
evaluating behavior that exceeds work roles: organizational citizenship behaviors example
those employee behavior that are not directly part of the employees job description-that exceed their work-role requirements ie "such gestures" as constructive statements about the department, expression of personal interest in the work of others, suggestions for improvement, training new people, respect for the spirit+the letter of housekeeping rules, care for organizational property, and punctuality/attendance well beyond standard/enforceable levels
internal dimensions of diversity
those human differences that exert a powerful, sustained effect throughout every stage of our lives gender, age, ethnicity, race, sexual orientation, and physical abilities considered primary (beyond our control, yet they strongly influence our attitudes, expectations, and assumptions about others, which influence our behavior) they are visible and salient in people (and may be associated with stereotypes)
when are employees more likely to become engaged
when a culture promotes employee development, recognition, and trust higher engagement= higher commitment, effort, job performance, optimistic, proactive, conscientious, and job security
what's a great stressor between people
when people don't get along or coworkers stress might bother you, diminishing productivity
