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MGMT363-Test 1
| Question | Answer |
|---|---|
| Organizational behavior (OB) | is the field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations. |
| Human resource management | takes the theories and principles studies in OB and explores the “nuts and bolts” applications of those principles in organizations |
| . Strategic management | focuses on the product choices and industry’s characteristics that affect an organizations profitability |
| Industrial and organizational psychology | Job performance and individual characteristics |
| Social psychology | Satisfaction, emotions, and team processes |
| Sociology | Team characteristics and organizational structure |
| Economics | motivation, learning, and decision making |
| Theory X | controlling employees and holding onto power |
| Theory Y | involving employees and sharing power |
| What Makes a Resource Valuable? | Rare (Resources, people), Inimitable (History, Numerous small decisions, Numerous small decisions, socially complex resources) |
| Method of Experience | People hold firmly to some belief because it is consistent with their own experience and observations. |
| Method of Intuition | People hold firmly to some belief because it “just stands to reason”—it reason seems obvious or self-evident. |
| Method of Authority | People hold firmly to some belief because some respected official, agency, or source has said it is so. |
| Method of Science | people accept some belief because scientific studies have tended to replicate that result using a series of samples, settings and methods |
| Theory | A collection of assertions—both verbal and symbolic—that specifies how and why variables are related, as well as the conditions under which they should (and should not) be Related |
| Hypotheses | written prediction that specifies relationships between variables |
| Data | collection and observation of behaviors and outcomes related to the hypothesis |
| Verification | use of statistical methods to determine whether or not a hypothesis can be disconfirmed |
| Correlation (r) | Describes the statistical relationship between two variables. Can be positive or negative and range from 0(no statistical relationship) to ± 1 (a perfect statistical relationship) |
| Meta-analysis | takes all of the correlations found in studies of a particular relationship and calculates a weighted average (such that correlations based on studies with large samples are weighted more than correlations based on studies with small samples). |
| Job performance | the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment |
| A “Good Performer” | Task performance, Citizenship behavior, Counterproductive behavior |
| Task performance | includes employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces. |
| Routine task performance | involves well-known responses to demands that occur in a normal, routine, or otherwise predictable way. |
| Adaptive task performance | or more commonly “adaptability,” involves employee responses to task demands that are novel, unusual, or, at the very least, unpredictable. |
| job analysis | Each activity on this list is rated by “subject matter experts” according to things like the importance and frequency of the activity. |
| The Occupational Information Network (or O*NET) | is an online database that includes, among other things, the characteristics of most jobs in terms of tasks, behaviors, and the required knowledge, skills, and abilities. |
| Citizenship Behavior | Voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting in which work takes place. |
| Interpersonal Citizenship Behavior | Behaviors that benefit coworkers and colleagues and involve assisting, supporting, and developing other organizational members in a way that goes beyond normal job expectations.(Helping, Courtesy, Sportsmanship) |
| Helping | involves assisting coworkers who have heavy workloads, etc. |
| Courtesy | refers to keeping coworkers informed about matters that are relevant to them. |
| Sportsmanship | involves maintaining a good attitude with coworkers even when they have done something annoying. |
| Organizational Citizenship Behaviors | Behaviors that benefit the larger organization by supporting and defending the company, working to improve its operations, and being especially loyal to it. (Voice, Civic Virtue, Boosterism) |
| Voice | involves speaking up and offering constructive suggestions for change. |
| Civic virtue | requires participating in the company’s operations at a deeper than normal level. |
| Boosterism | means representing the organization in a positive way when out in public, away from the office, and away from work |
| Counterproductive behaviors | are employee behaviors that intentionally hinder organizational goal accomplishment. |
| Property deviance | refers to behaviors that harm the organization’s assets and possessions organization s possessions. |
| Production deviance | is also directed against the organization but focuses specifically on reducing the efficiency of work output. |
| Political deviance | refers to behaviors that intentionally disadvantage other individuals rather than the larger organization. |
| Personal aggression | refers to hostile verbal and physical actions directed at other employees. |
| Property Deviance | Sabatoge and theft |
| Sabotage | represents the purposeful destruction of physical equipment,organizational processes, or company products |
| Theft | represents another form of property deviance and can be just as expensive as sabotage (if not more). |
| Production Deviance | Wasting resources and Substance abuse |
| Wasting resources | is the most common form of production deviance, when employees use too many materials or too much time to do too little work. |
| Substance abuse | is the abuse of drugs or alcohol before coming to work or while on the job. |
| Political Deviance | gossiping and incivility. |
| Gossiping | is having casual conversations about other people in which the facts are not confirmed as true. |
| Incivility | represents communication that is rude, impolite, discourteous, and lacking good manners. |
| Personal Aggression | Harrasment and abuse. |
| Harassment | occurs when employees are subjected to unwanted physical contact or verbal remarks from a colleague. |
| Abuse | occurs when an employee is assaulted or endangered in such a way that physical and psychological injuries may occur. Service work |
| Management by objectives (MBO) | is a management philosophy that bases an employee’s evaluations on whether the employee achieves specific performance goals. |
| Behaviorally anchored rating scales (BARS) | assess performance by directly assessing job performance behaviors. |
| The 360 degree feedback | approach involves collecting performance information not just from the supervisor but from anyone else who might have firsthand knowledge about the employee’s performance behaviors. |
| Organizational commitment | is defined as the desire on the part of an employee to remain a member of the organization. withdrawal behavior |
| Types of Commitment | Affective commitment, continuance commitment, normative commitment, focus of commitment. |
| Affective commitment | a desire to remain a member of an organization due to an emotional attachment to, and involvement with, that organization. |
| Continuance commitment | a desire to remain a member of an organization because of an awareness of the costs associated with leaving it. |
| Normative commitment | a desire to remain a member of an organization due to a feeling of obligation. |
| Focus of commitment | refers to the various people, places, and things that can inspire a desire to remain a member of an organization |
| Affective Commitment | Employees who feel a sense of affective commitment identify with the organization, accept that organization’s goals and values and are more willing to exert extra values, effort on behalf of the organization. |
| erosion model | suggests that employees with fewer bonds will be most likely to quit the organization. |
| social influence model | suggests that employees who have direct linkages with “leavers” will themselves become more likely to leave. |
| Continuance Commitment | exists when there is a profit associated with staying and a cost associated with leaving. |
| Embeddedness | summarizes a person’s links to the organization and the community, his sense of fit with that organization and community and what he community, would have to sacrifice for a job change. |
| Normative commitment | The sense that people should stay with their current employers may result from personal work philosophies or more general codes of right and wrong developed over the course of their lives. |
| Withdrawal Behaviors | Exit, Voice, Loyalty, Neglegt |
| Exit | active, destructive response by which an individual either ends or restricts organizational membership. |
| Voice | an active, constructive response in which individuals attempt to improve the situation. |
| Loyalty | a passive, constructive response that maintains public support for the situation while the individual privately hopes for improvement. |
| Neglect | defined as a passive, destructive response in which interest and effort in the job declines. |
| Stars | possess high commitment and high performance and are held up as role models for other employees. |
| Citizens | possess high commitment and low task performance but perform many of the voluntary “extra-role” activities that are needed to make the organization function smoothly. |
| Lone wolves | possess low levels of organizational commitment but high levels of task performance and are motivated to achieve work goals for themselves, not necessarily for their company. |
| Apathetics | possess low levels of both organizational commitment and task performance and merely exert the minimum level of effort needed to keep their jobs. |
| Psychological withdrawal | consists of actions that provide a mental escape from the work environment. Daydreaming |
| Socializing | verbal chatting about non-work topics that goes on in cubicles and offices or at the mailbox or vending machines. |
| Looking busy | intentional desire on the part of the employee to look like he or she is working even when not performing work tasks. |
| Moonlighting | using work time and resources to complete something other than their job duties, such as assignments for another job. |
| Cyberloafing | using Internet, e-mail, and instant messaging access for their personal enjoyment rather than work duties. |
| Physical withdrawal | consists of actions that provide a physical escape, whether short term or long term, from the work environment. (Tardiness, Long Breaks, Missing Meetings, Quitting) |
| Tardiness | the tendency to arrive at work late (or leave work early). |
| Long breaks | involve longer-than-normal lunches, soda breaks, coffee breaks, and so forth that provide a physical escape from work. |
| Missing meetings | employees neglect important work functions while away from the office. |
| Absenteeism | occurs when employees miss an entire day of work. |
| Quitting | voluntarily leaving the organization |
| Independent forms model | of withdrawal argues that the various withdrawal behaviors are uncorrelated with one another occur for different reasons and another, reasons, fulfill different needs on the part of employees. |
| Compensatory forms model | of withdrawal argues that the various withdrawal behaviors negatively correlate with one another—that doing one means another you’re less likely to do another. |
| Progression model | of withdrawal argues that the various withdrawal behaviors are positively correlated |
| Job satisfaction | is a pleasurable emotional state resulting from the appraisal of one’s job or job experiences. |
| Values | are those things that people consciously or subconsciously want to seek or attain. |
| Value-percept theory | argues that job satisfaction depends on whether you perceive that your job supplies the things that you value. Dissatisfaction |
| Pay satisfaction | refers to employees’ feelings about their pay, including whether it is as much as they deserve, secure, and adequate for both normal expenses and luxury items |
| Promotion satisfaction | refers to employees’ feelings about the company’s promotion policies and their execution, including whether promotions are frequent, fair, and based on ability. |
| Supervision satisfaction | reflects employees’ feelings about their boss, including whether the boss is competent, polite, and a good communicator. |
| Coworker satisfaction | refers to employees’ feelings about their fellow employees, including whether coworkers are smart, responsible, helpful, fun, and interesting as opposed to lazy, gossipy, unpleasant, and boring. |
| Satisfaction with the work itself | reflects employees’ feelings about their actual work tasks, including whether those tasks are challenging interesting respected challenging, interesting, respected, and make use of key skills rather than being dull, repetitive, and uncomfortable. |
| Critical Psychological States | Meaningfulness of work, Responsibilities for outcomes, and Knowledge of results. |
| Meaningfulness of work | reflects the degree to which work tasks are viewed as something that “counts” in the employee’s system of philosophies and beliefs. |
| Responsibility for outcomes | captures the degree to which employees feel that they are key drivers of the quality of the unit’s work. |
| Knowledge of results | reflects the extent to which employees know how well they are doing. |
| Variety | is the degree to which the job requires a number of different activities that involve a number of different skills and talents. |
| Identity | the degree to which the job requires completing a whole identifiable piece of work from beginning to end with a visible outcome. |
| Significance | is the degree to which the job has a substantial impact on the lives of other people, particularly people in the world at large. |
| Autonomy | is the degree to which the job provides freedom, independence, and discretion to the individual performing the work. |
| Feedback | is the degree to which carrying out the activities required by the job provides the worker with clear information about how well he or she is performing. |
| Job enrichment | is the process of using the five items in the job characteristics model to create more satisfaction. |
| Moods | are states of feeling that are often mild in intensity, last for an extended period of time, and are not explicitly directed at or caused by anything. |
| Emotions | are states of feeling that are often intense, last for only a few minutes, and are clearly directed at (and caused by) someone or some circumstance. |
| Positive emotions | include joy, pride, relief, hope, love, and compassion. |
| Negative emotions | include anger, anxiety, fear, guilt, shame, sadness, envy, and disgust. |
| Emotional labor | is the need to manage emotions to complete job duties successfully. |
| Emotional contagion | shows that one person can “catch” or “be infected by” the emotions of another person |
| Life satisfaction | or the degree to which employees feel a sense of happiness with their lives. |
Created by:
bmiller912