midterm Flashcards
What is organizational behaviour?
a science!
understand: peoples lives at work, knowing ‘what’, seeing our employees perspectives as managers,
explain: why people react in a certain way
satisfaction in employees
(lowest to highest) pay promotion supervision co-worker work itself
do ceos or base line workers have more stress
People in higher positions tend to actually have less anxiety/stress than people at the bottom
People have more social capital at the top of organizations: they have control over the company, they have better pay,
what are attitudes
fairly stable (un)favorable evaluations of specific objects, situations, people
components of attitude
affective (feel)
cognitive (think)
=behaviour
remember your ABC’s
Job Satisfaction
a pleasurable emotional state resulting from the appraisal of one’s job
how one feels and thinks about their job
what determines job satisfaction? (1)
Disposition
does the job satisfy my values?
value-percept theory formula
dissatisfaction= V want - V have x V importance
facets of satisfaction
pay promotion supervisors coworkers job itself
what determines job satisfaction? (2)
the work itself - job characteristics theory
Job characteristics theory acronym
Variety Identity Significance Autonomy Feedback
what determines job satisfaction? (3)
mood and emotions
affective events theory
workplace events -> emotional reactions -> job satisfaction & behaviors
satisfaction can fluctuate day to day
why is commitment important?
unengaged employees are expensive
turnover is expensive
organizational commitment (definition)
the desire to remain a member of the organization
Affective commitment definition
staying because you WANT to
emotional bond
employees’ emotional attachment to, and involvement with, the organization
affective commitment models
erosion: people not involved in company expected to have higher turnover
social influence: pulled out of an organization by people who’ve already left, strong ties to people on outside already
Continuance commitment
staying because you NEED to
perceptions of costs associated with staying vs leaving
may stay due to lack of alternatives
feeling embedded in the organization
normative commitment
staying because you OUGHT to
feeling of obligation to remain loyal
responses to negative work events
loyalty
voice
neglect
exit
kind of behaviour that managers should watch out for
withdrawal (2 types)
psychological withdrawal (neglect) -daydreaming, socializing, looking busy, cyber-loafing, moonlighting
physical withdrawal (exit) -tardiness, long breaks, missing meetings, absenteeism, quitting
psychological contracts
transactional - narrow set of obligations
relational -
what is personality
set of base traits and predicts how we behave
what people are like, make us who we are
relatively stable psychological characteristics … that influence how we interact with our environment
the Big 5
C.A.N.O.E
Conscientiousness
degree to which somebody is dependable, organized, reliable, self disciplined
hermione granger from harry potter
agreeableness
the extent to which a person is cooperative, helpful, friendly, approachable
snow white
trust others quickly
have a lot of sympathy/empathy
Neuroticism
eor from winnie the poo
feeling vulnerable, anxious, likely to be fearful or sad
openness to experience
having an active imagination, creative, intellectual creativity
ann green gables
Extraversion
outgoing, sociable, talkative
task performance =
conscientiousness - neuroticism + extraversion + agreeableness + openess
citizenship behaviours
conscientiousness
counterproductive behaviours
conscientiousness (-)
training proficiency
openness to experience
extraversion
conscientiousness
situational strength
how strong is the situation
behaviours are products of who we are and the situation that we happen to be in at that very moment
some situations have very clear rules as to how you should behave
conscientiousness task performance relationships are…
more pronounced when occupations lack:
structure
situational constraints
industry norms
Self-Esteem
degree to which a person has a positive self-evaluation
Work Centrality
the extent to which work is an individual’s life interest
“the major satisfaction in my life comes from my job”
cognitive ability
general intelligence involves the ability to: reason solve problems comprehend complex thoughts learn from experience
emotional ability (emotional intelligence)
self-awareness: can you pinpoint your own emotions
other awareness: can you recognize emotion in others
emotional regulation: recovering quickly from strong feelings of emotion
use of emotion: using your emotions
what is stress?
psychological response to demands
when something is at stake
when demands > capacity to cope
work hindrance stressors
things that block our goal or achievement
role overload
role conflict
role ambiguity
daily hassles
work hindrance stressors: interpersonal conflict
difficult coworkers, supervisor, someone you feel as though you have to manage even though its not your job
harassment and bullying
work hindrance stressors: working conditions
physical/environmental
being in a difficult environment: hot, noisy, etc
poorly equipped office
psychological/procedural
(steel making, working conditions)
work challenge stressors
this is more of a positive trait
time pressure
work complexity: doing new tasks, more exciting things
work responsibility: working on things of importance
non-work hindrance stressors
negative life events: deaths, fam problems, etc.
financial uncertainty
work life conflict
work-life conflict
work and non work enter and conflict one another
bi directional
time based conflicct: one role makes you less successful in another role
behaviour-based conflict: type of behaviours we are expected to follow in one role are incompatible for another role
non-work challenge stressors
family time demands (hosting parties, travelling, talking to them, etc.)
positive life events (new relationships, holiday szn, marriage, new house, etc.)
personal development activites (things that allow us to grow), volunteer work, music lessons, etc.
the stress process: strain
negative consequences of the stress response
strains: psychological
anger anxiety frustration depression job dissatisfaction reduced affective commitment difficulty concentrating
strains: physical
dizziness headaches tight muscles pounding heart stomach distress difficulty sleeping shortness of breath illness
strains: behavioural
increased accidents at work
changes in performance (negative)
substance abuse
absenteeism & turnover
aggression
other counterproductive work behaviours
strains: burnout
exhaustion:
emotionally drained
mentally exhausted
physical exhaustaion
cynicism
treating people like objects
low self-efficacy
feel as though you’re unable to accomplish your goals
reducing and managing stress
work planning decreased/compressed workweek (not less hours but compressed) flextime flexplace/telecommuting personal days/hours job sharing
reducing and managing stress: work training
knowledge
skills
interactions
