Chapter 1-7 Flashcards
Type A Behaviour Pattern
A type of behaviour exhibited by people who tend to experience more stressors, to appraise more demands as stressful, and to be prone to experiencing more strains than most others.
Identity
The degree to which the job requires completing a whole, identifiable piece of work from beginning to end with a visible outcome.
Satisfaction with the work itself
Employees’ feelings about their actual work tasks, including whether those tasks are challenging, interesting, respected, and make use of key skills rather than being dull, repetitive, and uncomfortable.
- strong correlation to job satisfaction
- most important
Behavioural strains
Patterns of negative behaviours associated with other strains.
- teeth grinding, alcohol abuse, compulsive eating
Significance
The degree to which the job has a substantial impact on the lives of other people, particularly people in the world at large.
Behavioural coping
Physical activities used to deal with a stressful situation.
Relationship between motivation and job performance.
Strong positive correlation between motivation and job performance.
Instrumentality
Represents the belief that successful performance will result in some outcome(s).
Pay satisfaction
Employees’ feelings about the compensation for their jobs.
- moderate correlation to job satisfaction
- least important
Prosocial counterproductive behaviour
Workplace behaviours that are intended to benefit others or the organization but are also counterproductive because they violate norms, rules, policies, or laws. Ex. a police officer who engages in perjury to help convict a suspect.
Compensatory forms model
Argues that the various withdrawal behaviours negatively correlate with one another, that doing one means you’re less likely to do another. The idea is that any form of withdrawal can compensate for a sense of dissatisfaction, which makes other forms unnecessary.
Progression model
Argues that the various withdrawal behaviours are positively correlated; the tendency to daydream leads to the tendency to come in late or take long breaks, which leads to the tendency to be absent or quit. Studies support this model.
What is interpersonal citizenship behaviour?
Going beyond normal job expectations to assist, support, and develop co-workers and colleagues.
• helping - assisting coworkers
•courtesy - keeping coworkers informed
• sportsmanship - maintaining a good attitude with co-workers, even when they’re annoying
Expectancy
Represents the belief that exerting a high level of effort will result in the successful performance of some task.
Embeddedness
Summarizes employees’ links to their organization and community, their sense of fit with their organization and community, and what they would have to sacrifice for a job change.
Job characteristics theory
A theory that argues that five core characteristics (variety, identity, significance, autonomy, and feedback) combine to result in high levels of satisfaction with the work itself.
Task performance
Employee behaviours that are directly involved in the transformation of organizational resources into goods or services that the organization produces.
• core tasks, duties, responsibilities
• explicit obligations to receive compensation and continued employment
Psychological empowerment
An energy rooted in the belief that tasks are contributing to some larger purposes.
Equity theory
A theory that suggests that employees create a mental ledger of the outcomes they receive for their job inputs, relative to some comparison other.
Primary appraisal
Evaluation of whether a demand is stressful and, if it is, the implications of the stressor in terms of personal goals and well-being.
Psychological strains
Negative psychological reactions from stressors such as depression, anxiety, and anger.
Expectancy theory
A theory that describes the cognitive process employees go through to make choices among different voluntary responses. It argues that employee behaviour is directed toward pleasure and away from pain or, more generally, toward certain outcomes and away from others. It suggests that our choices depend on three specific beliefs based on our past learning experiences.
Social influence model
Employees who have direct linkages with “leavers” will themselves be more likely to leave.
Relationship between hindrance stressors and job performance
Hindrance stressors have a weak negative relationship with job performance. (Hindrance stressors result in strains and negative emotions that reduce the overall level of physical, cognitive, and emotional energy that people could otherwise bring to their job duties.)
What is a strong, moderate, and weak correlation?
The range is 0 to - or + 1
Strong - 0.50
Moderate - 0.30
Weak - 0.10
Occupational equity
Comparing to others doing the same job in other companies, with similar levels of education, seniority, and performance.
The two primary outcomes in organizational behaviours
Job performance and organizational commitment.
Extraversion
Talkative, sociable, passionate, assertive, bold, dominant.
- Easiest to judge in zero acquaintance situations.
- Not necessarily related to job performance across all jobs.
- Status striving.
High in positive affectivity - a tendency to experience pleasant, engaging moods.
What is organizational citizenship behaviour?
Going above and beyond normal expectations to improve operations of the organization, defend it, and be loyal to it.
* Voice - offering suggestions regarding opportunities to improve organizational functioning or to address problems. Promotive voice - suggestions focused on enhancing the organization.
Prohibitive voice - problems that need to be addressed to prevent harm.
* Civic virtue - participating in the company’s operations at a deeper than normal level (ex. attending voluntary meetings.)
* Boosterism - representing the organization in a positive way when out in public.
Counterproductive behaviour
Employee behaviours that intentionally hinder organizational goal accomplishment.
* Property deviance - behaviours that harm the org’s assets and possessions. Ex. sabotage & theft. (Organizational, serious.)
* Production deviance - intentionally reducing organizational efficiency of work output. Ex. wasting resources. (Organizational, minor).
* Political deviance - behaviours that intentionally disadvantage other individuals. Ex. gossip, incivility. (Interpersonal, minor).
* Personal aggression - hostile verbal and physical actions directed towards other employees. Ex. harassment, abuse. (Interpersonal, serious.)
Emotion-focused coping
Behaviours and cognitions of an individual intended to help manage emotional reactions to the stressful demands.
Relational contracts
Based on a broader set of open-ended and subjective obligations. Ex. employee owes loyalty and willingness to go above and beyond; organization owes job security, development and support.
Coworker satisfaction
Employees’ feelings about their co-worker, including their abilities and personalities.
- Strong correlation to job satisfaction.
- 3rd most important.
External comparisons
Comparing oneself to someone in a different company.
