1
Q
For organizations to survive and adapt people must
A
- Be motivated to join and remain in the organization
- Carry out their basic work reliability in terms of productivity, quality, service
- Be willing to continuously learn and upgrade their knowledge/skills
4, Be flexible and innovative
2
Q
Taylorism/Bureaucrazy
A
- High degree of specialization
- Routinized procedures
- Decision making power in upper management
Staff is motivated by promotion
3
Q
Faults of Taylorism
A
- Repetitive work is boring - people do not develop new skills
- People lose sight of the significance of their work when tasks are specialized
- Strict rules can lead people to do the bare minimum or rebel
- Upper management decisions = missed opportunities, perpetual mistakes
4
Q
1930’s
A
- Social influence on workers
- Human relations movement: Hawthrone
- Increased productivity with more medium breaks, food and early end
- Improvements removed: increased performance - workers felt heard and valued (happy)
5
Q
Contingency Approach
A
circumstantial guidance - there is no one best way to manage and appropriate management style depends on the situation.
6
Q
Contemporary Management Concerns
A
Diversity, talent management/engagement, CSR, emploee health and wellbeing
7
Q
Personality
A
the relatively stable set of psychological characteristics that influence the way an individual interacts with their environment
8
Q
Dispositional approach
A
individuals possess stable traits of characteristics that influence their attitudes and behaviours. (ex. Using personality tests for hiring)
9
Q
Situational approach
A
characteristics of the organizations setting influences people’s attitudes and behaviours (ex. Rewards, emotions, processes)
10
Q
interactionist approach
A
individuals attitudes and behaviors are a function of both dispositions and situations.
11
Q
Strong situations
A
clear demands that restrict people from displaying their true traits
12
Q
Weak situations
A
places few constraints on behavior making their traits more clear
13
Q
Trait activation theory
A
traits lead to certain behaviors only when the situation makes the need for the trait. - FIT is important.
14
Q
Personality trait
A
characteristics on which people differ that are relatively stable across situations and over time
15
Q
Extraversion
A
extent to which is person is outgoing, sociable, assertive vs. shy, withdrawn, little change over life
16
Q
Emotional Stability
A
extent to which a person has appropriate emotional control. People with high emotional stability are calm, self-confident and have high self esteem. Those with low are nervous, insecure and prone to stress. Increases in adulthood
17
Q
Agreeableness
A
- extent to which a person is friendly, warm and approachable.
- More agreeable = tolerant, cooperative, friendly, eager to help others
- Less agreeable = cold, rude, uncaring, disagreeable.
- increases (across life) - develop experience and empathy
18
Q
Conscientiousness
A
- extent to which a person is responsible and achievement oriented.
- High = dependable, responsible, hardworking, motivated
- Low = careless, impulsive, irresponsible, lazy
- Related to retention, attendance, theft
- Increases (fast at first, then slower) - responsibilities increase
19
Q
Openness to experiences
A
- extent to which a person thinks flexibly and is receptive to new ideas
- High = curious, original, creative
- Less = inquisitive, traditional
- Increases, then decreases - know yourself better with age - more selective with experiences
20
Q
Traits to job satisfaction
A
Emotional stability > conscientiousness > extraversion > agreeableness (openness unrelated to job sat.)
21
Q
traits to job performance
A
conscioentiusness is biggest indicator
22
Q
traits to unsafe behavior
A
extraversion, low emotional stability
23
Q
traits for less deviance
A
high conscientiousness, agreeableness and emotional stability
24
Q
best traits for Motivation
A
emotional stability and conscientiousness
25
best traits for teamwork
onscientiousness, extraversion, agreeableness and emotional stability
26
best traits for income and status
extraversion, conscientiousness and emotional stability
27
Locus of control
beliefs about if behavior is controlled by internal or external forces
28
High external control
- behavior is determined by fate, luck, powerful people
| - Typically very religious people, Uncertainty generates stress
29
High internal control
- self-initiative, personal actions, free will
- Higher job and life satisfaction, committed, more money and promotions.
- Less stress, less burnout, plan their career better, less absent
30
Self monitoring
extent which people observe and regulate how they appear in social settings.
31
High self monitors
use social cues to guide their own behavior “Social chameleon”
Gravitate towards role playing jobs, good at adapting (law, PR, politics)
32
Low self monitors
use their own attitudes and beliefs to guide their own behavior
“What you see is what you get”, hearts on their sleeve
33
self esteem
degree to which a person has a positive evaluation of himself
34
high self esteem
positive relationship with job performance and satisfaction
35
low self esteem
susceptible to external influence, behavior modelling, respond poorly to negative feedback - great candidates for mentorship (behavioral plasticity theory)
36
Affectivity
emotional disposition that predicts emotional tendencies
37
Positive affectivity
propensity to view the world and self in a positive light (joyful, cheerful)
38
Negative affectivity
propensity to view the world and self in a negative light (anxiety, fear)
39
General self efficacy
individual's belief in ability to perform in variety of situations. Influenced by performance mastery, observation, mental state and persuasion.
40
Core self evaluation
consists of self-esteem, self-efficacy, locus of control, and emotional stability - best predictors of job satisfaction and performance.
41
Positive reinforcement
application/addition of a stimulus that increases probability of a behavior (Clapping after successfully learning a dance move in class)
42
Negative reinforcement
removal of bad stimulus to increases probability of a behavior
Know you are successfully doing your job when nagging is removed
43
Errors made with reinforcement
1. Confusing rewards with reinforcement
2. Neglecting diversity in reward preferences
3. Neglecting important sources of reinforcement: feedback and social recognition
44
Reinforcement
additional or removal of a stimulas to improve, maintain or descrease a behavior
45
Reinforcement strategies
- Fast acquisition: applied immediately and everytime (continuous) - short term
- Persistence: partiel use of reinforcement after it occurs - shapes long-term
46
Reducing Bad behaviors strategies
extinction and punishment
47
extinction
stopping the reinforcement that is creating the unwanted behavior.
48
Punishment
applying an adverse stimulus following bad behavior
- make sure punishment is aversive, punish immediately, do not reward bad behaviors before/after punishment, do not inadvertently punish good behavior
49
Culturally different work values
- Power distance: extent to which an unequal distribution of power is excepted
- Uncertainty Avoidance: extent to which people are uncomfortable with uncertain/ambiguous situations
- Masculinity/femininity
- Individualism/collectivism:
- Long/short term orientation
50
Cultural variation in the workplace
OB theories will not all work, appreicate global customers, develop global employees
51
Attitudes
stable evaluative tendency to respond consistently to a situation, person or object
Job interferes w family (belief) + family (value) = dislike job (attitude) → quit (behavior)
52
Job satisfaction
collection of attitudes that workers have about their jobs
53
Determinants of job satisfaction
discrepancy, Rewards, promotions and adequate compensation
| Optimally Challenging work, Personality Traits, social relationships, fairness
54
Instrumental relationships
help you develop your knowledge, skills, abilities
55
affiliative relationships
you enjoy spending time with them), personality traits
56
distributive fairness
receive the outcomes they think they deserve (equity theory)
57
procedural fairness
processes used to determine work outcomes
| Consistent over time/people, use accurate info, unbiased, allow two way communication, welcomes appeals
58
Interactional fairness
people feel they have received respectful/informative communication about an outcome
59
Impact of job satisfaction
- Weak relationship with task performance
- Medium relationship with customer satisfaction and turnover
- Strong relationship to organizational citizenship behavior
- Ex. Nuns who wrote positive things about themselves lived an extra 10 years. Probability of survival increases when positive emotions are used vs. negative
60
Sources of stress
role abiguity, role conflict, load demands, heavy work load, role overload, heavy responsibilities, interpersonal conflict, sexual harrassment, job insecurity, work conditions, poor job design
61
Managing stress by organization
Job redesign, family - friendly HR policies, stres smanagement programs
62
Disposition theory
some people are predispositioned to be more or less satisfied despite changes in fairness. - Extroverted and conscientious are most satisfied with their jobs
63
Affective events theory
moods and emotions on the job affect satisfaction
emotional labour, regulation and contagion
64
Emotional regulation strategies
antecedent (emotional regulation), response
65
Antecedent emotional regulation
- Event: try and limit your time with the stressor / choose your situation
- Appraisal: the positive/negative way you think about a stressor
- Teacher study showed this has more benefits (cheerfulness, calm)
66
Response based emotion regulation strategies
Going online, drinking, having a smoke does not deal with source of stress
67
Is stress bad?
Dr. Kelly - Physiological signs of stress are preparations to meet a challenge
Stress response includes oxytocin (motivational)
Stress is bad if you think it is bad for you, but if you welcome it has no health effect
68
Organizational citizenship behavior
voluntary, informal behavior that contributes to organizational effectiveness - tied closely with job satisfaction
69
Organizational commitment
affective, continuance, normative
70
Affective commitment
identification and involvement with the org.
| Have task significance and role clarity
71
Continuance commitment
costs that would be incurred to leave org.
| Having pension funds, promotions, etc can lock people in on this
72
Normative commitment
feelings of obligation towards an org.
| Add benefits by staying such as tuition reimbursement, specialized training
73
Intrinsic Motivation
usually self-applied. Ex. feelings of achievement.
74
Extrinsic motivation
external, usually applied by others. Examples: pay, bonuses
- Some motivators may have both intrinsic and extrinsic qualities, such as a compliment from a boss (applied by extrinsic factor for intrinsic accomplishment).
75
General cognitive ability
- basic information-processing capacities and cognitive resources.
- Predicts learning, training, career success and job performance
- Strongest relationship to job performance from ANYTHING
- Verbal Ability, Quantitative Ability, Reasoning Ability
76
Emotional Intelligence
- ability to understand & manage own and other’s feelings/emotions.
- Myths: emotions impede rational thinking, emotions cause bad decisions
- Truth: emotions are useful and functional - self preservation and social coordination
- Skills: Ability to use, perceive, understand and regulate emotions
- Identify, use, understand and regulate/manage emotions
- Positive relationship with emotional intelligence and salary & job performance
77
The Motivation-Performance Relationship
High motivation will not result in high performance if employees have low general cognitive ability and emotional intelligence.
78
Maslow’s Hierarchy of Needs
Psychological needs (pay), Safety needs (safe conditions), Belongingness (interaction), Esteem needs, Self-actualization (potential for growth)
79
Alderfer’s ERG Theory
Existence needs (material substance), relatedness needs (communication with others), growth needs
80
McClelland’s Theory of Needs
Need for achievement (perform hard tasks), need for affiliation (interpersonal relationships), need for power (influence others)
81
Applications of need theories
Appreciate diveristy of needs, appreciate intrinsic motibation
82
Self-determination theory
When people have their basic psychological needs for satisfied, their motivation will be autonomous. When they are not satisfied, it will be controlled.
83
Autonomous motivation
intrinsic motivation when people feel in control of motivation
84
Controlled motivation
externally controlled.
85
Expectancy theory
motivation is determined by expected result of their actions on the job (outcomes, instrumentality - probability 1st outcome will have 2nd, valence - value, expectancy, force - effort for 1st )
86
Managerial implications of expectancy theory
boost expectancies, clarify reward contingencies, appreciate diverse needs
87
Equity Theory
employees compare the inputs they invest in a job and the outcomes they recieve to the inputs and outcomes of other workers
- Lower compensation: unmotivated, decreased productivity and performance
- Higher compensation: justifies the compensation they recieve (rightfully or not)
A self-serving bias, undeservingly compensating will not increase performance
88
Goal setting theory
employees are motivated to attain goals that are specific, challenging that they are committed to and receive feedback throughout
- Goals are most effective when accepted or created with workers. (Sense of ownership and accountability)
- Goals are most effective with frequent feedback, support and extrinsic rewards
- Goals increase effort, persistence, attention and strategies
89
What predicts behavior
Personality is necessary and sufficient to predict typical behavior, Ability is necessary but insufficient predict typical behavior - must have motivation!
90
Strongest job perfromers
high on IQ /EI tests
| Extroverts, Conscientiousness, agreeableness, friendliness
91
Production job payment
piece rate: paid for each unit
92
problems with piece rate
- Lowered quality,
- reduced cooperation
- Differential opportunity: different external production factors cause disadvantages
- Incompatible job design: some jobs require many people for one task
- Restriction of productivity: fear that increased productivity will lead to reductions in the workforce or rate of payment to cut labour costs
93
merit pay problems
low discrimination (between quality), small increases, pay secrecy
94
pay to motivate teams
Profit Sharing, Employee Stock Ownership Plans, skill based pay
Gainsharing: group pay based on a productivity improvements (ex. Reduced costs)
95
Core Job characteristics
- Skill Variety: the more skills you must draw from to accomplish the job
- Task Identity: the extent to which you complete the work from beginning to end
- Task Significance: the importance and impact your work has on people
- Autonomy: the control you have about when and how your work gets done
- Feedback from Job
96
Skill variety
the more skills you must draw from to accomplish the job
97
Task identity
the extent to which you complete the work from beginning to end
98
Task significance
the importance and impact your work has on people
99
Autonomy
he control you have about when and how your work gets done
100
Job performance
extent to which an employee contributes to achieving org. objectives
101
Determinants of job performance
Task Performance: how well you do with formally assigned activities
Organizational CItizenship Behavior
Counterproductive Work Behavior
102
Job enrichment
enhance intrinsic motivation, quality of work life, and motivation
Combining tasks, external/external client relationships, reducing supervision, forming work teams, making feedback more direct
103
Problems with job enrichment
poor diagnosis (doesnt add value), lack of desire or skill, demand for rewards, union resistance, supervisory resistance
104
Arrangements that can be motivators
flex-time, compressed work week, job sharing, work sharing, telecommuting
105
Decision making
the process of developing a commitment to a course of action
106
Availability Heuristic
- make decisions based on what is easily accessible in their minds
- Information that is common or vivid is more easily retrievable from memory and more accessible
- Ex. N vs ING, plane crash seems worse than car crash but it is not
107
Representative Heuristic
look for characteristics the individual or event may have in common with previously formed thoughts, stereotypes, other opinions
Sample size of 1 - Better to ask around and see what you consistently hear from people
108
Framing Heuristic
- different decisions on the same problem depending on the way it is framed
- In terms of gain people want to go with a guarantee (little risk)
- Framed with loss people want to roll the dice (many risks)
109
Anchoring and Adjustment Heuristic
```
use anchors (initial piece of information) to begin their decision making process and then fail to adjust sufficiently (do not consider it carefully enough)
Ex. when negotiating if they are unprepared anchor them high, turkey weight
```
110
What are the heuristics?
availability, representativeness, framaing, anchoring/adjustment
111
The power of default
a number of decisions that people make are made for them
| Often unsure of preferences so we go with whatever was chosen for us
112
Contrast effects
information helps people make a decision by raising awareness of what they do not want
Introducing a 3rd irrelevant option (Ex. Rome with coffee, without and paris)
113
Escalation of commitment
People who have initiated a failing course of action all face a dilemma in deciding whether to continue down the same path or strike a new direction
Although attempts to salvage these situations make make matters worse, people tend to escalate their commitment to failing courses of action
114
Reasons for escalation of committment
self-justification, failure to treat sunk costs as such, social norm of consistency in behavior, avoid appearing wasteful, framing
115
How to prevent escalation of commitment
change frame, set specific goals, place more emphasis on the decision making process than the outcome
116
Perfect rationality model
analytical information processing is thorough and systematic
1. Complete information - aware of alternatives
2. Logical - in the way they work with that information
3. One criterion: economic gain
117
Bounded rationality
decision strategy that relies on limited information and that reflects time constraints and political considerations
118
Paradox with decision making rationalities
Most of the time, people make good decisions, mental shortcuts and heuristics are generally helpful BUT, it is impossible to make optimal decisions all the time and mistakes can be costly
Awareness is key - must know the flaws of the decision-making system and to correct for them when the stakes are high
Organizational Behavior
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