Test 1 (Chap 1 -8)

Question 1

if it is rare and inimitable. This includes the factors of its history, numerous small decisions, and socially complex resources.

Answer 1

What Makes a Resource Valuable?

Question 1

field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations

Answer 1

Organizational Behavior

Question 2

One-half of organizations will not believe the connection between how they manage their people and the profits they earn. One-half of those who do see the connection will do what many organizations have done—try to make a single change to solve their problems, not realizing that the effective management of people requires a more comprehensive and systematic approach. Approximately one-eighth of organizations believe that organizational behavior is effective in the pursuance of competitive advantage.

Answer 2

The rule of ⅛

Question 3

Methods of Knowing * Experience * Intuition * Authority * Science

Answer 3

How Do We Garner Knowledge about Organizational Behavior?

Question 4

A collection of assertions—both verbal and symbolic—that specify how and why variables are related, as well as the conditions in which they should (and should not) be related

Answer 4

What is a theory?

Question 5

We gather data on the variables included in our hypotheses.
We then use variants of the correlation coefficient to test hypotheses, to see if they verify our theory.
Strength of the correlation inferred from judging the
compactness of a scatterplot of the X-Y values
More compact = stronger correlation
Less compact = weaker correlation

Answer 5

How do we test a theory?

Question 6

The correlations from multiple studies get averaged together
Form the foundation for evidence-based management—the use of scientific findings to inform management practice. Well-supported theories become helpful tools for answering why questions, like:
* Why your best and worst coworkers act so differently
* Why you sometimes think, feel, and act a certain way

Answer 6

Meta analysis and importance:

Question 7

• Correlation
• Temporal precedence
• Elimination of alternative explanations

Answer 7

Proving causation requires:

Question 8

The value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment.

Answer 8

Job performance:

Question 9

Task performance:

Answer 9

The behaviors directly involved in transforming organizational resources into the goods or services an organization produces (i.e., the behaviors included in
one’s job description)
Typically a mix of:
* Routine task performance
* Adaptive task performance
* Creative task performance

Question 10

Job analysis
* Determine the requirements associated with a specific job.
* Rate the tasks on frequency and importance.
* Use most frequent and important tasks to define task
Performance.

Answer 10

How do we identify relevant behaviors?

Question 11

Voluntary activities that may or may not be rewarded but that contribute to the organization by improving the quality of the setting where work occurs.

Answer 11

Citizen behavior:

Question 12

including voice (Speaking up and offering constructive suggestions), civic virtue (Participating in the company’s operations at a deeper-than-normal level), and boosterism (Representing the organization in a positive way when out of the office)

Answer 12

organizational citizenship behavior:

Question 13

including helping (Assisting new coworkers or those with heavy workloads), courtesy (Keeping coworkers informed about matters that are relevant to them), and sportsmanship (Maintaining a positive attitude with coworkers)

Answer 13

Interpersonal types of behavior:

Question 14

wasting resources or substance abuse.

Answer 14

Counterproductive Behavior production deviance:

Question 15

sabotage or theft.

Answer 15

Counterproductive Behavior property deviance:

Question 16

gossiping or incivility

Answer 16

Counterproductive Behavior Political deviance:

Question 17

harassment or abuse.

Answer 17

Counterproductive Behavior Personal aggression:

Question 18

Cognitive emphasis and Fluid, dynamic in nature

Answer 18

Knowledge work (affects performance):

Question 19

Growing segment providing non-tangible goods to
customers
* Requires direct interaction with customers
* Emphasizes need for high levels of citizenship behavior and
low levels of counterproductive behavior

Answer 19

Service work (affects performance):

Question 20

is a desire on the part of an employee to remain a member of an organization.
* May be based on want, need, or feeling of obligation

Answer 20

Organizational commitment:

Question 21

Their relationship is inverse. If withdrawal behavior is low, then organizational commitment is high. If withdrawal behavior is moderate, then organizational commitment is moderate. If withdrawal behavior is high, then organizational commitment is low.

Answer 21

Organizational commitment and withdrawal behavior’s relationship is

Question 22

A desire on the part of an employee to remain a member
of an organization because of an emotional attachment to, and involvement with, that organization
* You stay because you want to.
* What would you feel if you left?

Answer 22

Affective Commitment:

Question 23

A desire on the part of an employee to remain a member of an organization because of an awareness of the costs associated with leaving it.

Answer 23

Continuance Commitment:

Question 24

A desire on the part of an employee to remain a member of an organization because of a feeling of obligation.

Answer 24

Normative Commitment:

Question 25

a set of actions that employees perform to avoid the work situation

Answer 25

Withdrawal:

Question 26

also known as neglect, includes daydreaming, looking busy, cyber- loafing, socializing, and moonlighting.

Answer 26

Psychological withdrawal,

Question 27

also known as exit, includes tardiness, missing meetings, quitting, long breaks, and absenteeism.

Answer 27

Physical withdrawal

Question 28

Job satisfaction depends on whether you perceive that your job supplies the things that you value.

Answer 28

Value-percept theory:

Question 29

pay, promotion, supervision, coworker, satisfaction with the work itself.

Answer 29

Overall job satisfaction is affected by five components

Question 30

Pay has a correlation of just over .20, or moderate. Promotion has a correlation of
nearly .40, or moderate. Supervision has a correlation of just over .50, or strong.
Coworker has a correlation of just over .50, or strong. Work itself has a correlation of
.70, or strong.

Answer 30

The correlation between overall job satisfaction and specific facets of job satisfaction are as
Follows:

Question 31

Jobs are more enjoyable when work tasks are challenging and fulfilling. Characteristics that make some jobs more rewarding than others: (VISAF)
* Variety
* Identity
* Significance
* Autonomy
* Feedback

Answer 31

Job Characteristics Theory:

Question 32

explains how stressors are perceived and appraised, as well as how people respond. “hindrance and challenge”.

In a work situation, hindrance stressors include role conflict, role ambiguity, role overload, and daily hassles, while challenge stressors include time pressure, work complexity, and work responsibility.

In a non-work situation, hindrance stressors include work-family conflict, negative life
events, and financial uncertainty, while challenge stressors include family time demands,
personal development, and positive life events. The location and the type of stressor leads
to two stress appraisals: primary (is this stressful?) and secondary (how can I cope?).

Answer 32

Transactional theory of stress:

Question 33

refers to the negative consequences associated with stress.
* Physiological strains (physical illness)
* Psychological strains (mental illness)
* Behavioral strains (drinking etc.)

Answer 33

Strain:

Question 34

A set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence.

Answer 34

Motivation:

Question 35

The belief that a high level of effort will lead to the successful performance of a task

Pros: past accomplishments, verbal cues
Cons: inadequate budget, time delays

Answer 35

Expectancy Theory:

Question 36

Motivation is fostered when employees are given specific and difficult goals rather than no goals, easy goals, or “do your best” goals.

Answer 36

Goal setting theory:

Question 37

Performance → Outcomes The belief that successful performance will result in certain outcomes.

Answer 37

Instrumentality:

Question 38

An intrinsic form of motivation derived from the belief
that one’s work tasks are contributing to some larger
purpose
Fostered by four beliefs:
* Meaningfulness
* Self-determination
* Competence
* Impact

Answer 38

Psychological empowerment