Organizational behavior Flashcards
Affect means
Instinctive feeling a personal experience in a response to stimuli
Affect in emotion means
Brief intense affect caused by an event
Mood in affect means
Enduring, yet mild affect with not one cause
Trait affectivity
Degree to which a person has enduring tendency to experience either positive or negative affect and involves hi levels of activation
Attitude means
Psychological tendency expressed by evaluating something with a degree of favor or disfavor
ABC model of attitude
A equals affect and it’s measured by verbal statement about feelings. B equals behavioral intention- it is a verbal statement about intention. C equals cognition and it’s measured by verbal statements about beliefs (why)
Attitude to behavior linkage: cognitive dissonance
A state of tension that is produced when an individual experiences conflict between attitudes and behavior.
Job satisfaction
Positive emotional state resulting from one’s appraisal of whatever it may be. example workers, boss, environment
Attitudes are formed by one or more of these factors affecting belief (cognitive) and feelings (affect): 3 factors…
Direct experience, personality traits, social learning
Job satisfcation: intrinsic, extrinsic
One: you want to do something it’s meaningful to you
Two: things need to put you into a position to do something
Three factors of job satisfaction
Work characteristics, pay benefits, supervisors and coworkers
Link between job satisfaction and job performance is stronger when
Employees have complex jobs, high rewards, when both the affect and cognitive component of satisfaction are constant
Job satisfaction consequences
Only moderately predicts turnover and being absent, but strongly correlates negatively with intention to turn over and withdrawal
organizational citizenship behavior is
Good behavior. It is a helping behavior that supports psychological and social environment
Organizational commitment
Strength of a persons identification with their organization and their desire to stay in the organization
Three facets of organizational commitment
Affective- emotionally connected
continuance- too costly to leave; need to stay for resources normative- perceived obligation to stay; could be moral or could be because it’s perceived as a good job
Three factors that influence the success of persuasion an attitude changes
Source- expertise, trustworthiness, attractiveness (Who is talking)
target – self-esteem, attitude strength, mood
Message – big knowledge all sides of attitude, threat level
Individual differences
Skill, perception, attitude etc.
Their effects on organizational behavior are best understood through an interactional perspective
Personality is shaped by
Genetics, up to 50% and environment: example- family, culture, education
Big five
Extroversion, agreeableness, conscientiousness, emotional stability, openness to experience
Agreeableness Is cooperative, warm, agreeable
conscientiousness is hard-working, organized, dependable
Emotional stability is Calm, self confident. Low es is calm and cool, higher is more insecure
ABC model of attitude
A equals affect and it’s measured by verbal statement about feelings. B equals behavioral intention- it is a verbal statement about intention. C equals cognition and it’s measured by verbal statements about beliefs (why)
Attitude to behavior linkage: cognitive dissonance
A state of tension that is produced when an individual experiences conflict between attitudes and behavior.
Job satisfaction
Positive emotional state resulting from one’s appraisal of whatever it may be. example workers, boss, environment
Attitudes are formed by one or more of these factors affecting belief (cognitive) and feelings (affect): 3 factors…
Direct experience, personality traits, social learning
Job satisfcation: intrinsic, extrinsic
One: you want to do something it’s meaningful to you
Two: things need to put you into a position to do something
Three factors of job satisfaction
Work characteristics, pay benefits, supervisors and coworkers
Link between job satisfaction and job performance is stronger when
Employees have complex jobs, high rewards, when both the affect and cognitive component of satisfaction are constant
Job satisfaction consequences
Only moderately predicts turnover and being absent, but strongly correlates negatively with intention to turn over and withdrawal
organizational citizenship behavior is
Good behavior. It is a helping behavior that supports psychological and social environment
Organizational commitment
Strength of a persons identification with their organization and their desire to stay in the organization
Three facets of organizational commitment
Affective- emotionally connected
continuance- too costly to leave; need to stay for resources normative- perceived obligation to stay; could be moral or could be because it’s perceived as a good job
Three factors that influence the success of persuasion an attitude changes
Source- expertise, trustworthiness, attractiveness (Who is talking)
target – self-esteem, attitude strength, mood
Message – big knowledge all sides of attitude, threat level
Individual differences
Skill, perception, attitude etc.
Their effects on organizational behavior are best understood through an interactional perspective
Personality is shaped by
Genetics, up to 50% and environment: example- family, culture, education
Big five
Extroversion, agreeableness, conscientiousness, emotional stability, openness to experience
Agreeableness Is cooperative, warm, agreeable
conscientiousness is hard-working, organized, dependable
Emotional stability is Calm, self confident. Low es is calm and cool, higher is more insecure
Locus of control
A belief that events in one’s life are mostly controlled by oneself or by the situation or by others (internal or external)
Self-esteem, self efficacy, self-monitoring
self-esteem is the overall feeling of self-worth. Self efficacy is belief of how effectively One can perform, cope, or succeed. Self monitoring is extent to which people base their behavior on cues from other people and situations. They know how to pay attention to what is important
Different ways to measure personality
Projective test is a response to extract stimuli. Behavioral measures are observing an individual behavior and in a controllable situation. Self reporting questionnaire and MBTI.
Social perception is
Process of intercepting information about another person; add meaning to information gathered by senses
Three things that influence our perception
One: perceiver characteristics-familiarity, moods, self-concept. Two: target characteristics- appearance, verbal communication, nonverbal three: situational- context, situation, strength
Social perception barriers
One selective perception; you care and see only one thing exploring other information. Two – stereotyping; generalize a group characteristic to all members of that group. 3– 1st impression error: see multiple characteristics from one brief encounter. 4- self fulfilled prophecy; a prediction that directly or indirectly causes itself to become true
MBTI is
People are not exclusively one way or another- they are merely their preferences
(Can be abused by judging others)
ERG recategorized Maslow into
Growth, existence, relatedness
Growth: self esteem & self actualization
Existence: physiological and physical safety
Relatedness: interpersonal safety, love, interpersonal esteem
Attribution
We observe ours or others behavior and we attribute certain causes to that behavior
Attribution Biases
Fundamental attribution error is tendency to make internal attributions when observing others behavior.
Self-serving bias is the tendency to make internal attributions (im smart) for our successes external attributions for our failures. (Blame outsider circumstances)
Motivation
A process that accounts for intensity, direction, persistence of effort but it individual exhibits towards obtaining goals.
Intensity: how much effort
Direction: where effort will be exerted
Persistence: how long will the effort last
Maslows need hierarchy
Well A need is lacking, people are motivated to take action that fulfill it
Three major expansions to marslows need hierarchy
One: can be regressive
Two: hierarchy has a cultural bias three: higher level needs can still be motivators
Theory X & Y
1: Managers just believe employees are lacking ambition and responsibility. 2: The opposite is managers believe that their employees are motivated By higher needs
Need tendencies
Need for achievement, need for power, need for affiliation
Fundamental needs are
Autonomy: have control over your own decisions, adequate resources
Competency: feedback, rewards, recognition
Relatedness: identifying with others, helping someone etc.
Engagement
Persistent and positive affective relationship and a state of fulfillment.
Mutual commitment
Energy recovery
Equity is
Social exchange and involves demands and contributions
Expectation Theory
Expectancy explains how employees make choices among alternative behaviors and levels of effort
Social perception barriers
One selective perception; you care and see only one thing exploring other information. Two – stereotyping; generalize a group characteristic to all members of that group. 3– 1st impression error: see multiple characteristics from one brief encounter. 4- self fulfilled prophecy; a prediction that directly or indirectly causes itself to become true
Expectation Theory
Expectancy explains how employees make choices among alternative behaviors and levels of effort
Equity is
Social exchange and involves demands and contributions
Engagement
Persistent and positive affective relationship and a state of fulfillment.
Mutual commitment
Energy recovery
Fundamental needs are
Autonomy: have control over your own decisions, adequate resources
Competency: feedback, rewards, recognition
Relatedness: identifying with others, helping someone etc.
Need tendencies
Need for achievement, need for power, need for affiliation
Theory X & Y
1: Managers just believe employees are lacking ambition and responsibility. 2: The opposite is managers believe that their employees are motivated By higher needs
Three major expansions to marslows need hierarchy
One: can be regressive
Two: hierarchy has a cultural bias three: higher level needs can still be motivators
Maslows need hierarchy
Well A need is lacking, people are motivated to take action that fulfill it
Motivation
A process that accounts for intensity, direction, persistence of effort but it individual exhibits towards obtaining goals.
Intensity: how much effort
Direction: where effort will be exerted
Persistence: how long will the effort last
Attribution Biases
Fundamental attribution error is tendency to make internal attributions when observing others behavior.
Self-serving bias is the tendency to make internal attributions (im smart) for our successes external attributions for our failures. (Blame outsider circumstances)
Attribution
We observe ours or others behavior and we attribute certain causes to that behavior
ERG recategorized Maslow into
Growth, existence, relatedness
Growth: self esteem & self actualization
Existence: physiological and physical safety
Relatedness: interpersonal safety, love, interpersonal esteem
MBTI is
People are not exclusively one way or another- they are merely their preferences
(Can be abused by judging others)
