MGMT 363 exam 1 review
What are the two primary individual outcomes with which OB is concerned?
1. Job performance 2. organizational commitment
What are the four ways that we "know" something? Be familiar with the scientific method.
1. Method of experience: people hold firmly to some belief because it is consistent with their own experiences or observations. 2. Method of intuition: people hold firmly to some belief "because it just stands to reason" -it seems obvious or self-evident 3. Method of authority: people hold firmly to some belief because some respected official, agency, or source has said it's so. 4. method of science: people accept some belief because scientific studies have tended to replicate that result using a series of samples, settings, and methods Scientific method: Theory>hypotheses>data>verification>back to theory
What are the three methods used to improve job satisfaction using this model?
1. Satisfaction potential score 2. Job enrichment: the job is expanded to provide more variety 3. Job Crafting: employees help shape, mold, and redefine their jobs in a proactive way.
What are the five individual mechanisms that influence those outcomes? The two individual characteristics?
1. job satisfaction 2. stress 3. motivation 4. trust, justice, and ethics 5. learning and decision making Characteristics: 1. ability 2. personality and cultural values
What are the three types of task performance? How do we know what types of tasks are associated with a job?
1.Routine task performance 2. adaptive task performance 3. creative task performance Companies use Job analysis to differentiate what types of tasks are associated with a job.
What is the 1/8th rule?
At best, 12 percent of organizations will actually do what is required to build profits by putting people first.
How is the changing relationship between employer and employee influencing organizational commitment? (Be sure to take into account involuntary turnover and the two types of psychological contracts).
Because of the large increase in downsizing (involuntary turnover), employees have lost their loyalty to businesses and no longer trust them to give security over their careers. Instead, employees now see work as quasi-contractual. There are 2 types of psychological contracts: Transactional contracts: based on a narrow set of monetary obligations (employee owes attendance and protection of proprietary information and the company owes pay and advancement opportunities). Relational contracts: broader and more open ended/subjective. (the employee owes loyalty and the willingness to go above and beyond; the organization owes job security, development, and support). Downsizing is a breach of an employee's psychological contract, and research shows that this leads to psychological and physical withdrawal.
Which is more important regarding performance? Behaviors or outcomes?
Behaviors
What is citizenship behavior? What are the six types?
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 or context in which the work takes place. organizational: voice, civic virtue, boosterism interpersonal: helping, courtesy, sportsmanship
Be familiar with the EVLN model of withdrawal behavior. How are the behaviors related to organizational commitment?
Exit: an ACTIVE, destructive response in which a member either ends or restricts their organizational membership Voice: ACTIVE, constructive response in which individuals attempt to improve the situation by trying to voice an option for resolution. Example: meeting with a coworker who is angry at you and trying to work out the situation. Loyalty: a PASSIVE, constructive response that maintains public support for the situation while the individual privately hopes for improvement. example: hiding your frustration at a project so as to not spread the feeling. Neglect: a PASSIVE, destructive response in which interest and effort in the job decline. example: slacking off on your work to get back at a boss.
What are the four group and two organizational mechanisms that have an impact on the two primary outcomes?
Group: 1. leadership: styles and behaviors 2. leadership: power and negotiation 3. teams: processes and communications 4. teams: characteristics and diversity Organizational MECHANISMS: 1. organizational culture 2. organizational structure
How do we measure relationships between variables? How do we prove causality? How do meta-analyses reinforce what we know?
Hypotheses are written predictions that specify relationships between variables. to prove causality requires 3 steps: 1. that the 2 variables are correlated 2. that the presumed cause precedes the presumed effect in time. 3. no alternative explanation exists for the variable. They give us a more clear picture of the correlation of variables by taking a weighted average of the studies done on said correlation with the degree of weight varying on how big or small the size of the study is.
What are the three types of performance?
Job Performance Task performance: The employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces. Trends affecting performance
How does job satisfaction relate to performance and organizational commitment?
Job satisfaction has a MODERATE POSITIVE relationship with job performance and a STRONG POSITIVE relationship with organizational commitment.
What is job satisfaction? What are the two main components of job satisfaction?
Job satisfaction: a pleasurable emotional state resulting from the appraisal of one's job or job experiences. 2 main components: How you THINK about your job and how you FEEL about your job.
Be familiar with the four ways to manage performance.
Management by Objectives (MBO): Bases an employee's evaluations on whether they achieve specific performance goals. behaviorally anchored rating scales (BARS): measures performance by directly assessing job performance behaviors. 360-degree feedback: collects performance information not just from the supervisor but from anyone else who might have firsthand knowledge about the employee's performance behaviors. forced ranking: required ranking of all subordinates
Be familiar with how moods and emotions influence job satisfaction. Know the difference between the two and how they are classified.
Moods: they are milder states that occur over long periods of time and are not directed at anything. "I just feel sort of relaxed" - Some organizations take steps to create positive moods among their employees. emotions: harsher states that occur over short periods of time and are directed at or caused by something. "I am so angry at my boss right now" - companies need to make sure emotions do not control their employees but instead that employees can use them to finish their tasks.
What is organizational commitment? What are the three types?
Organizational commitment is the desire of an employee to remain a member of an organization. Affective commitment: a desire to remain a member due to an emotional attachment to and involvement in an organization. Continuance commitment: you stay because you need to normative commitment: you stay because you feel like you owe it to the organization.
What are the five types of psychological withdrawal behaviors? What are the five types of physical withdrawal behaviors? What are the three models that show how these behaviors are related? Which once is most accurate?
Psychological withdrawal: daydreaming, socializing, looking busy, moonlighting, cyberloafing Physical withdrawal: tardiness, missing meetings, quitting, long breaks, absenteeism Independent forms model/compensatory forms model/progression model: PROGRESSION model has received the most support and evidence
What are the four categories of employees when taking into account differing levels of performance and organizational commitment?
Stars: high org commitment, low task performance Citizens: high org, low task Lone wolves: low org, high task Apathetics: low org, low task
What is the role of the erosion model in affective commitment? Why do people with affective commitment stay with organizations and how would they feel if they left?
The erosion model suggests that people with fewer bonds will be most likely to quit the organization. Affective commitment can increase the bonds between people in organizations and therefore decrease employee turnover. People with affective commitment stay at organizations because they are emotionally attached in some way. They would feel sad if they left.
To whom or what are people committed?
The work itself? The organization?
How can organizations improve commitment?
They can be SUPPORTIVE: providing adequate rewards, protecting job security, improving work conditions, and minimizing the impact of politics. They can also employ specific practices that promote the forms of organizational commitment.
Why do people with normative commitment stay with the organization? How would they feel if they left the organization?
They stay because they should or they ought to. maybe the organization has put a lot of resources and time into them as an employee (training time, mentorship, opportunity). they would feel guilty for leaving.
The 3 psychological states of job satisfaction
Three psychological states: meaningfulness of work: does the work "count" in the employee's system of philosophies and beliefs? responsibility of outcomes: the degree to which employees feel like they are key drivers of the work they do. knowledge of results: the extent to which employees know how well or poorly they are doing.
Be familiar with the job characteristics model. What are the five core job characteristics?
VISAF variety: are the workdays different identity: can the employee see the fruits of their labor and say "I did that" when they finish a project significance: the job impacts the lives of other people, particularly the world at large autonomy: job provides freedom, independence, and discretion feedback: does the job itself show how well the employee is performing? Can they tell when they have messed up or done well?
Be familiar with the value-precept model of job satisfaction. What are the five major facets of job satisfaction?
Value-percept theory: Dissatisfaction = (V_want - V_have) X (V_Importance) Pay satisfaction promotion satisfaction: are you getting enough promotions supervision satisfaction: your feelings about your boss (are they competent, polite, and a good communicator) Coworker satisfaction Satisfaction with the work itself
The 2 moderators of Job satisfaction (VISAF)
What are Moderators? - moderators influence the strength of relationships between variables. employees with low moderators might not get much value out of the five core job characteristics (VISAF). 1. Knowledge and skill 2. growth need strength - whether employees have strong needs for personal accomplishment or developing themselves beyond where they currently are.
What is emotional labor? Emotional contagion?
emotional labor: the need to manage emotions to complete job duties successfully. Emotional contagion: the phenomena that one person can be influenced by another persons emotional state. If everyone in the office is excited, you are more likely to be excited.
What is counterproductive behavior? Be familiar with the various types of counterproductive behavior.
intentional employee behaviors that hinder organizational goal accomplishment Production deviance: wasting resources, substance abuse property deviance: sabotage, theft political deviance: gossiping, incivility personal aggression: harassment, abuse
What does the field of organizational behavior study
organizational behavior is a study devoted to understanding, explaining, and ultimately improving the attitudes of individuals and groups in organizations.
Why do people with continuance commitment stay with the organization? How would they feel if they left the organization? What are the roles of sunk costs and embeddedness in continuance commitment?
they stay because they need to. they would feel anxious and concerned. sunk costs and embeddedness play a large role because the employee feels like they have committed a large amount of resources into the organization and want it to pay off. Example being, an employee who is about to get a promotion has a high continuance commitment because of the effort they have put into getting said promotion.
