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MGMT 363 > Exam 1 > Flashcards

Exam 1 Flashcards

1
Q
  1. What are the two primary individual outcomes with which OB is concerned?
A

Job performance, organizational commitment

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2
Q

What does organizational behavior study?

A

Understanding, explaining, and improving the attitudes and behaviors of individuals and groups in organizations

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3
Q

what are the 5 individual mechanisms that influence Job performance and org commitment?

A

1) Job satisfaction
2) stress
3) motivation
4) trust justice and ethics
5) learning and decision making

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4
Q

What are the 2 individual characteristics of the 5 individual mechanisms of job performance & org commitment?

A

1) ability
2) Personality and cultural values

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5
Q

4 group mechanisms of job performance & org commitment

A

1) Leadership: styles & behaviors
2) Leadership: power and negotiation
3) Teams: processes and communication
4) Teams: characteristics and diversity

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6
Q

Two organizational mechanisms of job performance and org commitment

A

1) organizational culture
2) organizational structure

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7
Q

1/8th rule?

A

At best, 1/8th or 12% of organizations will actually do what is required to build profits by putting people first

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8
Q

the 4 ways we know something

A

1) method of experience
2) method of intuition
3) method of authority
4) method of science

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9
Q

how do we measure relationships between variables

A

Through correlation; r. 0.5 = strong, 0.3 = moderate, 0.1= weak

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10
Q

How does meta-analysis reinforce what we know

A

Meta analysis takes the result of many studies to see if there is still correlation across all studies

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11
Q

how do we prove causality

A

1) two variables are correlated
2) presumed cause precedes presumed effect in time
3) no alternative explanation exists for the correlation

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12
Q

Which is more important regarding performance, behaviors or outcomes?

A

Behaviors, because outcomes leads to bad employee mentality, employees may violate policies to enhance performance, results are often out of employee control

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13
Q

3 types of performance

A

1) task performance
2) citizenship behavior
3) counterproductive behavior

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14
Q

3 types of task performance

A

1) routine: habitual responses to routine demands
2) adaptive: responses to unusual demands
3) creative: degree employees develop useful and unique ideas

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15
Q

How do we know what tasks are associated with a job

A

Job analysis

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16
Q

what is citizenship behavior?

A

voluntary employee behaviors that contribute to organizational goals by improving the context in which work takes place

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17
Q

6 types of citizenship behavior

A

split into two categories organizational and interpersonal.
Organizational: 1) voice 2) civic virtue 3) boosterism
Interpersonal: 1) helping 2) courtesy 3) sportsmanship

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18
Q

What is counterproductive behavior?

A

Employee behaviors that intentionally hinder organizational goal accomplishment

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19
Q

Types of counterproductive behavior

A

Production deviance: wasting resources

Property deviance: sabotage, theft

Political deviance: Gossip

Personal aggression: harassment

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20
Q

4 ways to manage performance/employee evaluations

A

1) management by objective: have/have not specific goals been met
2) behaviorally anchored rating scales: use specific incidents
3) 360 degree feedback: ratings from everyone you interact with
4) forced ranking: managers rank employees into top 20, vital 70, and bottom 10

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21
Q

3 types of organizational commitment

A

1) affective commitment: want to
2) continuance commitment: cost based, need to
3) normative commitment: obligation based, should/ought to

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22
Q

What is the role of the erosion model in affective commitment

A

Erosion model suggests employees with fewer bonds are most likely to quit, have lower affective commitment.

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23
Q

what do people who are affectively committed feel after they leave

A

sad

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24
Q

why do people who are affectively committed stay?

A

their membership to an org is a sense of self

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25
Q

why do people with continuance commitment stay?

A

stay because they need to: tight job market, due for promotion, benefits

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26
Q

How do people with continuance commitment feel after they leave?

A

anxious

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27
Q

Role of sunk costs and embeddedness in continuance commitment

A

Sunk costs: already put so much into the org
Embeddedness: employee’s sense of fit into the org and community

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28
Q

Why do people with normative commitment stay?

A

stay because they should. boss has done a lot for them, gave them their start.

29
Q

How do people who are normatively committed feel after they leave

A

guilty

30
Q

To whom or what are people committed?

A

their boss/manager

31
Q

EVLN model of withdrawal behavior

A

Exit, voice, loyalty, neglect

32
Q

Exit (EVLN)

A

absent from work/quitting, active destructive response

33
Q

Voice (EVLN)

A

employee speaks up for change. Active constructive response

34
Q

Loyalty (EVLN)

A

maintaining effort despite unhappiness. Passive constructive

35
Q

Neglect (EVLN)

A

interest and effort decline. Passive destructive

36
Q

4 categories of employees

A

1) lone wolves: low org commitment, high task performance
2) Stars: high both
3) citizens: high commitment, low performance
4) apathetics: low both

37
Q

5 types of psychological withdrawal behaviors

A

1) daydreaming
2) looking busy
3) cyberloafing
4) socializing
5) moonlighting

38
Q

5 types of physical withdrawal behaviors

A

1) tardiness
2) missing meetings
3) quitting
4) long breaks
5) absenteeism

39
Q

3 models that show relationship between physical and psychological withdrawals

A

1) independent forms: various withdrawal behaviors are uncorrelated
2) compensatory forms: behaviors are negatively correlated
3) progression: positively correlated

progression is most accurate

40
Q

2 types of psychological contracts

A

1) transactional contract: low org commitment, employee owes attendance, org owes paycheck
2) relational contract: high org commitment, employee owes loyalty/citizenship behavior, org owes support/development

41
Q

How can organizations improve commitment?

A

Increase perceived organizational support

42
Q

Job satisfaction definition

A

good emotion resulting from the appraisal of one’s job. How you feel about your job.

43
Q

2 components of job satisfaction

A

1) cognitive: beliefs about the org
2) affective: feelings induced by the org

44
Q

Value percept model of job satisfaction

A

job satisfaction depends on whether employee perceives that their job supplies things they value

45
Q

5 facets of job satisfaction

A

1) pay satisfaction
2) promotion satisfaction
3) supervision satisfaction
4) coworker satisfaction
5) satisfaction with the work itself

46
Q

5 core job characteristics

A

VISAF; variety, identity, significance, autonomy, feedback

47
Q

3 psychological states of job characteristics model

A

1) meaningfulness of work
2) responsibility for outcomes
3) knowledge of results

48
Q

2 moderators of job characteristics model

A

1) knowledge and skill: do employees have the knowledge and skill to be successful
2) growth need strength: degree employees desire to develop themselves
Moderators influence the strength of relationships between variables, dont directly affect other variables

49
Q

3 methods of used to improve job satisfaction

A

1) job rotation
2) job enlargement: increasing job duties in quantity
3) job enrichment: increasing job duties in quality

50
Q

Moods

A

mild states of feeling that arent directed at anything. Last a while

51
Q

emotions

A

intense feelings, are directed at someone/something, short periods of time

52
Q

emotional labor

A

when employees must manage their emotions to complete job duties successfully. Ex: customer service

53
Q

emotional contagion:

A

emotions are contagious

54
Q

job satisfaction relation to job performance

A

moderate positive effect

55
Q

job satisfaction relation to org commitment

A

strong positive effect

56
Q

stress

A

psychological response to demands when there is something at stake for you, and coping with these demands tax or exceed your capacity

57
Q

stressors

A

demands that cause stress

58
Q

strains

A

negative consequences of stress response

59
Q

transactional theory of stress

A

1) primary appraisal: evaluate whether demand is stressful and its implications
2) secondary appraisal: figure out how to deal with stress

60
Q

hindrance stressors

A

demands that get in the way of personal goals
work ex: role conflict/ambiguity/overload
nonwork ex: work-family conflict, negative life events

61
Q

challenge stressors

A

demands that give an opportunity to improve
work ex: time pressure, work complexity/responsibility
nonwork ex: family demands, positive life events

62
Q

ways people cope with stress

A

Behavioral: action based
Cognitive: thoughts used to deal with stress
Problem focused: managing stressful situation itself
Emotion focused: manage their own emotional reactions to stress

63
Q

3 types of strains

A

1) Physiological strains: illness, aches/pains
2) Psychological strains: depression, anxiety
3) Behavioral strains: alcohol/drug use, gluttony

64
Q

3 individual differences that influence the impact of stress

A

if employee is;
1) type A or B
2) has sufficient recovery
3) has high or low social support

65
Q

Hindrance stressors relation to job performance

A

weak negative

66
Q

Hindrance stressors relation to org commitment

A

strong negative

67
Q

Challenge stressors relation to job performance

A

weak positive

68
Q

challenge stressors relation to org commitment

A

moderate positive

69
Q

how do orgs manage stress?

A

1) assess causes of stress; stress audit
2) reduce stressors
3) provide resources
4) reduce strains

MGMT 363 (4 decks)

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