Survey of Org. Flashcards
Organization— Diff from other types of social relationships; a collection with relatively identifiable boundary, a normative order, rank of authority, communication systems, and membership-coordinating systems, the collectivity exists on a relatively continuous basis in an environment that engages in activities that are usually related to a set of goals.
Hall (1982) – org. has functional features
Functional roles
Authority ranks
Incentive system
Work towards the common goal
If you do your job well; clear defined compensation exchange
If the organization has power over the person, then it is considered real
Organizations as actors of their own
-Max Weber- boundary, parts of population, hierarchy of authority/division of labor, interaction is associative rather than communal (REASON) diff from other social relationships
Katz and Kahn (1978)— Open Systems (characteristics), dependent on external environment, adaptable/always changing, 5 Basis Subsystems
entity/interact/fixed boundary
THE ORGANIZATION
Job attitudes – tendency that is expressed by evaluating a particular entity with some degree a favor or disfavor, does not have to be tied to specific source, pos./neg. value degree to which performance or the behavior
Org. Commitment is a Job Attitude (Solinger et al., 2008)
CWB, OCB, withdrawal, commitment, turnover, job satisfaction
Cross Cultural Issues: Biased (Westernized) – individual self/choice
Formed? They are formed from your experiences on the job, evaluate it, positive or negatively
Why Care? Tied to org. commitment outcomes, POS
Farhm, Hackett and Liang (2007)—the extent to which an individual accepts the unequal distribution of power in institutions and orgs.
Submission to authority, filial piety, ancestor worship (Chinese Traditionality)
Power distance- universal measure originating from a workplace place framework of reference, carrying fewer cultural and moralistic overtones than traditional.
Universality of the social exchange theory !!
First study to compare the relative moderating influence of Traditionality and Power Distance as they both have been assumed to moderate between justice perceptions (or perceived support) and employee outcomes
Main effects of POS on employee attitudes and behaviors do not replicate well in a sample of Chinese works drawn from various organizations in the PRC
Social exchange- based explanations for worker attitudes and performance may apply less well to Chinese employees in PRC than they do to Americans in the US
INDIVIDUAL AND CULTURAL DIFFERENCES
Shannock & Eisenberger (2006)-
POS – employee perceptions of org. support its members, Looked at Supervisor’s POS from the subordinates
PSS— your perception of how your manager supports you
Supervisor feels valued to the org., feeds into the subordinates
Supervisors POS was positively related to their subordinates’ PSS. That was related POS
These findings demonstrate supervisors own POS has important implications for the perceptions and performance of their subordinates
Found evidence that supervisors play an important role as an agent of the organization
Judge et al. – outcomes
PERCEIVED ORGANIZATIONAL SUPPORT
Job Satisfaction—a multidimensional psychological response to one’s job. Incorporates cognitive (evaluative judgments), affective (emotional) and behavioral components
Boswell, 2009—affective reaction to one’s job; typically argued to be a function of situational factors (nature of the work. Human resource elements/pay/opportunities/org. environment) changes over time for newcomer, curvilinear pattern of job satisfaction with job change.
Most importantly, timing and frequency of the measurement period allow for precision in understanding the temporal pattern of job satisfaction consistent with the expected rate of a newcomers attitudinal change from org entry through the 1st year of employment.
The experience of changing to and entering a new situation should stimulate an initial high and a tapering off of job satisfaction regardless of the reason for the job change. The experience you had from your previous job, brief honeymoon phase, carry over affect from past job (hangover affect).
High job satisfaction at old job continues into new job.
JOB SATISFACTION
Chen et al., 2011— want to create a new model how and when changes in job satisfaction influence job turnover intention, conversation of resources—job satisfaction can change, if you lose your resources (motivation)
Work expectation is a mechanism through which job satisfaction (dynamic/changing) relates to turnover intentions when organizational tenure Is higher.
Integrated four theories – look at relationship job satisfaction and turnover intentions (mediator- work expectation/ moderator- tenure)
Sense making theory—need to make sense of their work experiences, affects changes in job satisfaction
Neg. change in job satisfaction relates to positive change in turnover intentions., addresses limitations of prior research.
Survey employees at multiple points in time (managerial implications)
Show support, enhance employees work experiences/give them feedback
Affective—emotional
Dispositional— tend to assess situations more positive or negatively
Social information processing—
Job-Based—
Schleicher et al., 2004—ACC (affective cognitive attitudes)—stability and attitudes, they are saying employees that are high in ACC, stronger positive relationships btwn job satisfaction and performance, compared to low in ACC significant moderator of job satisfaction and performance (found significant results)
Multifaceted, dynamic, multidimensional – changes over time, managers should be aware about that and should enhance worker experiences/show support, work being valued, implications for turnover intentions
Turnover intentions
JOB SATISFACTION/ TURNOVER
Week 5— Affect, Emotions, Mood
- Affect—Emotions + Mood
- Emotion— tied to specific cue
- Mood—not tied to specific thing, enduring
- Trait: Stable/ State: how a person feels at any given at time
Burnout—emotional/ physical exhaustion enduring over time; basically having no resources left; surface acting (lower job satisfaction)
Grandey, 2003—surface acting and not deep acting was related to stress; surface acting/faking- not really changing how you really feel to match your behavior
Deep Acting— shift your attitude to match the situation/behaviors
Inner feelings align with the display rules of the organization (DEEP ACTING)
Training can influence to reframe work place situations as challenges as threats (“this is fun!”)
More acting occurs when people are displeased with their jobs
Employees would benefit from training in deep acting that would entail learning techniques of emotional regulation
Hulsheger, 2013—mindfulness/techniques bringing attn to the experiences occurring in the moment; may increase job satisfaction and set free resources and lead to higher level of mindfulness creating a positive upward spiral, can prevent burnout in terms of emotional exhaustion (cynicism/ depersonalization)
SURFACE/DEEP ACTING AND MINDFULNESS
George, 1991— positive mood fosters prosocial behavior (helping behaviors to benefit other individual/or the org.)
Fairness, supervisor
Pay cognitions
Extra role (outside of your actual role prescription)
The positive mood fosters prosocial org behaviors, those who experienced positive moods ta work were engaged in both role prescribed (customer service) and extrarole (altruism).
Physical surroundings of your work, job-fit, if your job entails interactions, characteristics of one’s primary work group, significant life events may be significant determinants of positive moods.
Positive mood and social interaction may be reciprocally related. Interactions and time in conversation with coworkers?
Positive mood make people more helpful.
Why Care?
In a customer service setting, this can influence customer experiences and impact if the customer was willing to return back at a later time or spend more money.
POSITIVE MOOD/PROSOCIAL BEHAVIOR
Self-Efficacy—one’s belief in his or her ability to successfully perform a task
Role of self efficacy in self regulation/ resource allocation
In a math test, it was demonstrated that when time is scare resource allocation is reduced with high self efficacy
When time is scare, individuals drew upon self efficacy to balance resource allocation across competing demands
Frequency/specificity of the feedback (HELPFUL)
Beck and Schmidt, 2015 Self-efficacy basically helps you decide what is the most important thing to dedicate your time/energy/resources to without wasting on unattainable goals/or investing more than needed, or wasting insufficient resources on attainable goals.
Self-efficacy was negatively related to resource allocation under scarce time conditions and positively related under abundant time conditions.
In turn, resource allocation was curvilinearly related to overall performance.
Self-efficacy influences resource allocation, allows you to know how to invest resources
Resource allocation mediates the relationship between self-efficacy and overall performance.
Abundant timing = self-efficacy positively related to resource allocation
Scare time= self-efficacy negatively related to resource allocation
Increasing self-efficacy (feedback/training)— frequent check-ins keeps people on tasks and assures abundant timing (hitting goals/clarity)
Johnson et al., 2010
Continuance- based on whats currently avail., job market
Normative- ought to stay
Affective Commitment- you’re staying bc you want to stay
Promotion Focused
Regulatory Focused- approach oriented motivation that is focused on achieving gains and setting ideal goals
Prevention Focused- preventing losses/setting fear out to goals
3 diff identity that are associated with diff commitments,
Locke & Latham, 2002- Specific and high set goals lead to better performance more so than encouraging ppl to do their best. Goals have a directive function where you can use direct attention and effort toward goal-relevant activities and away from goal-irrelevant activities. Cognitive and behavioral.
Energizing/ diff mechanisms function, high goals lead to greater effort than low goals.
Higher goal, higher performance appraisal, significant increase in productivity
Self-efficacy enhances goal commitment. Moderators: Goal commitment, self-efficacy, Feedback**, task complexity, satisfaction.
MOTIVATION 1
Coloquitt et al., 2013— quality of social exchange has implications for how you work, behaviors you engage in (justice perspective) how do you foster justice in these relationships, how do you make sure employees feel justice
Justice perceptions can influence work motivation as well as work behavior (OCB, CWB, prosocial behavior) as people perceive exchanges of fair or just pay, promotions, etc. to be equivalent to what they deem appropriate.
Their perceptions of the workplace experience/their work lines up to what happens in the workplace.
Injustice deviance in the work place; showing up to work late- if supervisor does not support you enough/ not being valued
Social Exchange Theory – relies on the norm of reciprocity, how resources can be exchange following certain rules, how such exchanges can lead to high quality relationships, the contemporary approach to the theory, operationalizes social exchange by trust commitment, POS, LMX
How resources are exchange can relate to the relationships within the organization
Obligation/Expectation
Mediator btwn HR and organization
Can be a powerful motivator, performance-based pay, pay satisfaction associate with
High exchange relations are associated with extraole role behaviors, OCB, performance, commitment
MOTIVATION 2
Grant (2007) Work Design, structure the work design in ways that influence jobs and efficiency
Rynes et al., 2004
Importance of pay in employee surveys
Social desirable responding tendency—understand the importance of people bc they misjudge how they might react or due to social norms of money
Pay can be affective motivator but it needs to be contingent on performance, bc high performers want to be pay more
Money is not the only motivator and it is not the primary motivator for everyone. However, there is overwhelming evidence that money is an important motivator for most people. Money is not the only motivator and it is not the primary motivator for everyone. However, there is overwhelming evidence that
money is an important motivator for most people. Further, there is ample evidence that surveys asking people to rank order money and other motivators do not accurately reflect the important effects that changes in pay levels or the way pay is determined actually have on people’s decisions to join and
leave organizations. Likewise, the often modest survey rankings are at odds with behavioral
evidence on the powerful effects that monetary incentives have on the goals
that people choose to pursue within organizations and the effort and commitment they exert toward those goals. Thus, while managers will (and should) consider both financial and nonfinancial tools for attracting,
motivating, and retaining employees, it would be a mistake to conclude, based on general surveys, that monetary rewards are not highly important. Finally, as we have demonstrated, the importance (or potential
importance) of monetary rewards in any particular situation can be evaluated by considering both the situational variables (e.g., pay variability) and individual variables (e.g., performance level) that best describe
the context of a particular manager’s decision.
MONEY AS A MOTIVATOR
Wayne et al., 2002— social exchange theory; from a social exchange perspective- a high-quality exchange may create a sense of obligation on the part of the subordinate to reciprocate in terms of behaviors valued by the supervisor/ go beyond work duty (REFER TO PAPER NOTES)
Piccolo & Coloquitt, 2006— transformational leadership; idealized influence, inspirational motivation, intellectual stimulation, individualized consideration…. Influences followers/more implications for turnover, job satisfaction, outcomes
Our results suggest that leaders could influence perceived core characteristic levels by
changing the language, imagery, and symbols used to communicate meaning on the job.
Alternatively, day-to-day job assignments and interactions could be altered with the goal of using transformational actions to stretch followers in such a way that perceptions of the core characteristics are fostered.
Transformational behaviors could be incorporated into the training courses that new leaders are often required to complete.
Liu et al., 2012—The Dark Side of Leadership— trickle down effect/decrease employee creativity/psychological stress for the employees, emotional exhaustion, alienation, depression (negative leadership/leadership abuse)
- Role model, reproduce behavior and motivating them
- When team members perceive team leader abusive supervision as triggered by the
positive intent of improving their performance and thus as conducive to their personal growth, the
team members are less likely to form negative feelings and lose enjoyment of and interest in their
jobs
- Team leader abusive supervision was found to account for the negative
influence of department leader abusive supervision
on team member creativity. This finding supports
social learning theory and sheds light on the socially
learned nature of workplace abusive behaviors
(Bandura, 1986). That is, middle-level managers
are likely to adopt their supervisors as role
models and thus mimic top management’s abuse by
abusing their own subordinates. Our results also
reinforce the veracity of the cascading effect of leader behaviors.
Hoch et al., 2016— looking at ethical/authentic (redundant to transformational leadership) and servant leadership was conceptually distinguished from transformational
LEADERSHIP
Illies et al. (2007)—Higher workload relates to negative affect which relates to spillover to work/home
Employees who reported high amounts of work-to-family conflict on particular day were less likely to interact socially with their families (came from spouses ratings, not their own).
Perceptions of work to family conflict impact the degree to which employees engage in social activities with their spouses/children.
- Enhancing employees work experiences, they are likely to enhance employee’s after work experiences as well.
Demerouti et al. (2001)— a syndrome of emotional exhaustion, depersonalization and reduced personal accomplishment that occur among people who do people work of some kind
Job Demands Response Model (JDR) job demands-m refer to the physical, social, org. aspects of the job that require sustained physical or mental effort that are therefore associated with certain physiological and psychological costs
When job demands are high, we predict that employees experience increased exhaustion (but not disengagement). When job resources are lacking, we predict high levels of disengagement
(but not exhaustion). In jobs with both high job demands and at the same time, limited job resources, we predict that employees develop both exhaustion and disengagement.
Adding resources and workplace intervention aimed at preventing burnout, can improve employee engagement/happiness at work
Sonnentag et al., 2008—psychological detachment/recovery experiences during the evening predicted negative activation and fatigue whereas mastery experiences during the evening positive activation and relaxation predicted serenity. Challenging off-job experiences that provide opportunities
Increasing evidence that affect at home is related to affect subsequently experienced at work
Psychological detachment is important and relates to less fatigue and high positive activation the next day (switch off), engage in relaxation and mastery experiences. Workplaces can take this into account by being mindful, and they can implement tools or resources for handling stress.
Adequate resources, work environment, not overworked, compensation overall health
OCCUPATIONAL STRESS
Allen et al., 2017—Relationships
Org, culture, know the norms, get socialized, mentoring helps bc it can help technical knowledge, developmentally learn job relevant knowledge and learning social norms,
Person environment fit (job satisfaction), turnover/retention
Informally vs. formally. Social tactic.
Baur et al., 2007— Newcomer Adjustment—
1. Lack of clarity 2. Self efficacy 3. Social acceptance
Outcome—performance, job satist.. commitment, turnover, intention to remain
Organizations (either passively or actively) create strong or weak situations under which newcomers must adjust to their new environments, representing different socialization tactics.
Psychological constructs and violations
Socialization and Mentoring
Thatchter & Patel, 2012— Faultline (dormant and non-dormant)— dividing line for diff compositional variables that exist in groups divide a team into subgroups; ways that you can prevent, newly formed members are interacting/orienting
Salas et al. – unique abilities of individuals and differences allow for better teamwork overall
Diff. competencies— coordination, communication, adaptability
De Wit et al. 2012—relationship conflict neg effects, task conflicts can increase innovation/creativity, redefine common ground or new ways of doing things
As task conflict increases cognitive load, it also interferes with effective cognitive processes
(e.g., Carnevale & Probst, 1998) and may result in narrow, black and-white thinking and, thereby, obstruct distal group outcomes, such as group effectiveness, creativity, and decision making
GROUPS AND TEAMS
Culture (shared values grounded in tradition, source of collective anthropology and sociology) identity vs. Climate (perception) policies, practices, and procedures)
Schneider— JAP Article of
Shein— Culture was formed with identity in leadership
Nishii, 2013— Inclusion, interpersonal bias is reduced in such a way that gender diversity is associated with lower levels of conflict
Zohar & Luria, 2005— leadership LMX, has implications for safety climate, policies are carried out by leaders
CLIMATE AND CULTURE
