- organizational citizenship behavior - also known as a contextual behavior

- counterproductive work behavior - also call deviant behaviors

Behaviors at work Flashcards by Thomas Hays

What is an OCB?

organizational citizenship behavior

- also known as a contextual behavior

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What is a CBW

counterproductive work behavior

- also call deviant behaviors

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Definie job performance.

-employees actions and behaviors that are relevant to organization goals

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How many dimensions do jobs have?

-8

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How many dimensiopns are essential for every job?

-3

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How many dimensions are not essential for all jobs?

-5

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What is job performance determined by?

-employees declaritive knowledge, procedural knowledge, and motivation.

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How is knowledge determined?

-by the the employees’ ability, interests, education, personality, etc.

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How is motivation determined?

-by goals, expectations, job characteristics, rewards(motivation theories)

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What are the direct determinants of performance?

-declarative knowledge, procedural knowledge and skills, motivation

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What three performance dimensions are essential for all jobs?

job-specific task proficiency
maintaining personal discipline
demonstrating effort

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What five performance dimensions are not essential for all jobs?

non-specific task proficiency
written and oral communication
facilitating peer and team performance
supervisions/leadership
management/administration

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What is declaritive knowledge?

-factual knowledge needed for a particular job such as facts, principles, self-knowledge

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What is procedural knowledge and skills

knowledge of how to do things at work such as psychomotor skills, physical skills, self-management skills, interpersonal skills

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What is motivation

-choice regarding the direction, intensity, and persistence of behavior at work such as goals, rewards, VIE, expectations (self-fulfilling prophecy

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What are three ways to improve employee job performance?

recruitment and personnel selection: experience, education which is done through the job analysis
improve their knowledge and skills through training and certification process(mentoring)
motivation: see lecture on it.

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What did campbell’s model focus on?

-task performance which is the performance of tasks employees are hired to perform.

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How did Borman and Motowidlo expand Campbell’s model?

included behaviors that are not related to the performance of the core job duties
contextual performance

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Describe overall performance as it relates to BandW model

-all behaviors that are valuable to the organization.

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Describe task performance.

proficiency with which an employee performs activities that contribute to the organizations technical core
activities that are part of the job description

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Describe contextual performance.

behaviors that contribute to org effectiveness through supporting favorable environment in the organization.
extra role behaviors aka OCB

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What are the three dimensions of contextual performance?

conscientious inititative
organizational support
personal support

Describe conscientious initiative

persist with extra effort when needed
take the initiative to perform extra duties, even if not part of the job description
develop own knowledge and skills

Describe organizational support.

represent an organization favorably
show loyalty(stay with organization at times of hardship)
comply with organizational rules and procedures.

Describe personal support.

- help other people at work - provide emotional support. - cooperate with others. - show consideration, tact and courtesy in relations with others.

Is peformance static?

No, it changes overtime.

What is typical performance?

- theway an employee typically performs. | - Campbell and BandW model describe typical performance

What is maximal performance?

-the very best a person can do in situations such as job interviews, emergencies, deadlines

What is the honeymoon effect?

- first 6 months on the job: individuals perform well and are more committed to the organization . - after this period, the novelty and challenge of the task or job wanes.

Describe the transition stage.

individuals learn the new tasks and skills required to perform well on the job.

Describe the maintenance stage.

- individuals focus on applying what they have already learned - longer than transition

Describe Murphy's model.

-transition and maintenance stage

Describe CWB.

-dark side of work behavior as ooped to job performance and contextual performance(OCB)

Definition of CWB.

-intentional behaviors that violate organizational norms and threaten the well-being of the organization, its members or both.

What is CWB also called?

-deviant behaviors or deviance.

What are two major types of CWB

- CWB-I which is directed against other people in the organization. - CWB-O which is directed against the organization

Give examples of interpersonal deviance.

- harrassment - gossip - verbal abuse - fighting

Give examples of property deviance.

-theft, property damage, sabotage.

Give examples of production deviance.

-absence, tardiness, long breaks, substance abuse, sloppy work

Which employees are likely to engage in CWB

- low conscientiousness and disagreeableness | - dark triad traits.

What situational factors make employees engage in CWB?

-abusive supervisors, stress and unfair procedures and unfair treatment.

HOw do you prevent cWB>

-personnel selection such as personalitly, hypothetical situations in interviews and biodata(past disciplinary actions)

How to prevent CWB with techniques other than selection?

- establish behavioral code - managers and supervisors are good role models. - reduce stress - use fair procedures and treat employees with respect and dignity. - change elements of environment that facilitate CWB - punish employees for CWB

What is the hot stove rule?

- punishment is effective if it is immediate, contingent on behavior, intense, consistent, impersonal, informational. - know that employee had an option to engage in CWB.

What are two types of employee withdrawal

work and job

Describe job withdrawal.

- individual remains on the job but neglect their work. | - daydreaming, withholding effort, taking longer breaks, leaving earlier, lateness, absenteeism, types of CWB.

Describe job withdrawal

- individual leaves the organization or the job. | - turnover, retirement

How does withdrawal progress?

- lower job satisfaction and organizational commitment - milder forms of work withdrawal (reduced effectiveness) - lateness - absenteeism - turnover

What are early signs of withdrawal?

-reduced effectiveness and occasional lateness.

What are important factors that influence a decision to quit.

- shock which is an unepected event that triggers thoughts about quitting. - job satisfaction - availability of alternatives

Describe the 5 paths to leaving the organization.

- shock: quit without considering attachment or searching for alternatives - shock:reconsider attachment, quit without searching for alternatives. - shock:reconsider attachment, search for alternatives, quit if alternatives are available. - no shock: dissatisfaction salient over time, quit without alternatives. - no shock: dissatisfaction, quit with alternative.

what is creativity?

producing novel and useful ideas.

What factors make groups creative?

- composed of creative group members. | - individuals engage in effective interpersonal and task-related interactions.