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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
why do people with continuance commitment stay?
stay because they need to: tight job market, due for promotion, benefits
26
How do people with continuance commitment feel after they leave?
anxious
27
Role of sunk costs and embeddedness in continuance commitment
Sunk costs: already put so much into the org Embeddedness: employee's sense of fit into the org and community
28
Why do people with normative commitment stay?
stay because they should. boss has done a lot for them, gave them their start.
29
How do people who are normatively committed feel after they leave
guilty
30
To whom or what are people committed?
their boss/manager
31
EVLN model of withdrawal behavior
Exit, voice, loyalty, neglect
32
Exit (EVLN)
absent from work/quitting, active destructive response
33
Voice (EVLN)
employee speaks up for change. Active constructive response
34
Loyalty (EVLN)
maintaining effort despite unhappiness. Passive constructive
35
Neglect (EVLN)
interest and effort decline. Passive destructive
36
4 categories of employees
1) lone wolves: low org commitment, high task performance 2) Stars: high both 3) citizens: high commitment, low performance 4) apathetics: low both
37
5 types of psychological withdrawal behaviors
1) daydreaming 2) looking busy 3) cyberloafing 4) socializing 5) moonlighting
38
5 types of physical withdrawal behaviors
1) tardiness 2) missing meetings 3) quitting 4) long breaks 5) absenteeism
39
3 models that show relationship between physical and psychological withdrawals
1) independent forms: various withdrawal behaviors are uncorrelated 2) compensatory forms: behaviors are negatively correlated 3) progression: positively correlated progression is most accurate
40
2 types of psychological contracts
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
How can organizations improve commitment?
Increase perceived organizational support
42
Job satisfaction definition
good emotion resulting from the appraisal of one's job. How you feel about your job.
43
2 components of job satisfaction
1) cognitive: beliefs about the org 2) affective: feelings induced by the org
44
Value percept model of job satisfaction
job satisfaction depends on whether employee perceives that their job supplies things they value
45
5 facets of job satisfaction
1) pay satisfaction 2) promotion satisfaction 3) supervision satisfaction 4) coworker satisfaction 5) satisfaction with the work itself
46
5 core job characteristics
VISAF; variety, identity, significance, autonomy, feedback
47
3 psychological states of job characteristics model
1) meaningfulness of work 2) responsibility for outcomes 3) knowledge of results
48
2 moderators of job characteristics model
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
3 methods of used to improve job satisfaction
1) job rotation 2) job enlargement: increasing job duties in quantity 3) job enrichment: increasing job duties in quality
50
Moods
mild states of feeling that arent directed at anything. Last a while
51
emotions
intense feelings, are directed at someone/something, short periods of time
52
emotional labor
when employees must manage their emotions to complete job duties successfully. Ex: customer service
53
emotional contagion:
emotions are contagious
54
job satisfaction relation to job performance
moderate positive effect
55
job satisfaction relation to org commitment
strong positive effect
56
stress
psychological response to demands when there is something at stake for you, and coping with these demands tax or exceed your capacity
57
stressors
demands that cause stress
58
strains
negative consequences of stress response
59
transactional theory of stress
1) primary appraisal: evaluate whether demand is stressful and its implications 2) secondary appraisal: figure out how to deal with stress
60
hindrance stressors
demands that get in the way of personal goals work ex: role conflict/ambiguity/overload nonwork ex: work-family conflict, negative life events
61
challenge stressors
demands that give an opportunity to improve work ex: time pressure, work complexity/responsibility nonwork ex: family demands, positive life events
62
ways people cope with stress
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
3 types of strains
1) Physiological strains: illness, aches/pains 2) Psychological strains: depression, anxiety 3) Behavioral strains: alcohol/drug use, gluttony
64
3 individual differences that influence the impact of stress
if employee is; 1) type A or B 2) has sufficient recovery 3) has high or low social support
65
Hindrance stressors relation to job performance
weak negative
66
Hindrance stressors relation to org commitment
strong negative
67
Challenge stressors relation to job performance
weak positive
68
challenge stressors relation to org commitment
moderate positive
69
how do orgs manage stress?
1) assess causes of stress; stress audit 2) reduce stressors 3) provide resources 4) reduce strains

MGMT 363 (4 decks)

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