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Social Psychology in Organisations - Leiden University (21-22) > W.1 - Introduction & Organisational Behavior (lecture & chapter 1, 2, 4) > Flashcards

W.1 - Introduction & Organisational Behavior (lecture & chapter 1, 2, 4) Flashcards

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1
Q

Hawthorne effect

A

positive responses in attitudes and performance when researchers pay attention to a particular group of workers

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2
Q

Hawthorne studies

A

a focus on the role of human behavior in

organisations.

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3
Q

“theory of motivation”

A

Mayo’s work was the beginning of

the human relations movement.

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4
Q

What is organisational behaviour (OB)?

  • research?
  • type of psychology field?
A
  • the study of individuals and their behaviors at work.
  • Interdisciplinary and multi-level research.
  • focus on applied social psychology
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5
Q

Evidence-based management (EBM)

A
  • The ability to translate research into practice

- reduces judgement error in decisions making

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6
Q

EBM (3 categories)

A
  • select the best available evidence
  • systematic decision making
  • re-evaluating & adapting
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7
Q

Four kinds of evidence in EBM

A
  • Scientific (emperical studies)
  • Practitioners (professional expertise)
  • Organisation (internal data)
  • Stakeholders (values & concerns)
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8
Q

Critical thinking:

A

“… persistent effort to examine any belief or supposed form of knowledge in the light of evidence that supports it and the further conclusions to which it tends”

(examination, beliefs, knowledge, evidence, conclusion)

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9
Q

Critical thinking skills: 5 parts

A
  • Logic
  • Reflection
  • Dual processing
  • Attention to detail
  • Decision making
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10
Q

Critical thinking skills: Logic

A

• Logic (rely on reason, weigh evidence)

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11
Q

Critical thinking skills: Reflection

A

• Reflection (examine assumptions, recognise

biases)

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12
Q

Critical thinking skills: Dual processing

A

• Dual processing (consider different

viewpoints, start over when necessary)

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13
Q

Critical thinking skills: Detail

A

• Attention to detail (study many sources, be

thorough)

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14
Q

Critical thinking skills: Decision

A

• Decision making (develop contingency plans)

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15
Q

Agile working

A

Agile working =
independent of place
(and time)

  • flexible work spaces (work from home)
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16
Q

Outcome variables in OB

A

• Performance and productivity
- Quality and quantity of work

  • Motivation
  • Work-related attitudes
  • Organisational commitment
  • Job satisfaction
  • Engagement
  • Employee well-being
  • Employee withdrawal
  • Turnover (intentions)
  • Absenteeism
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17
Q

What is personality?

A

…defined as “regularities in feeling, thought and action that are characteristic of an individual”

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18
Q
  1. transformational leadership style

2. transactional leadership style

A

transactional leadership: (motivates w. rewards)
leadership behaviors that motivate followers through rewards and corrective actions

transformational leadership: (work for change)
leadership behaviors that mobilize extra effort from followers through emphasis on change through articulating a new vision for the organization

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19
Q

From DNA to personality: 7 theories/tests/models

A
  • Myers-Briggs Type Indicator
  • The Big Five
  • Psychological capital
  • Type A vs Type B
  • Machiavellianism
  • Self-monitoring
  • Risk taking
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20
Q

The Myers-Briggs Type Indicator (MBTI)…

A

… is the most often administered personality test

in organisational setting

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21
Q

The Myers-Briggs Type Indicator (MBTI):

  • based on what theories:
  • assesses what personality type?
  • predicts what?
A

• Based on Carl Jung
• Claims to assess your ‘true’ (unconscious)
personality type
• Predicts behaviour

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22
Q

Myers-Briggs Type Indicator, Four general personality preferences:

A
  • Introversion (I) vs extraversion (E)
  • Sensing (S) vs intuition (N)
  • Thinking (T) vs feeling (F)
  • Judging (J) vs perceiving (P)
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23
Q

Critical thinking of the Myer Briggs Type Indicator (MBTI) (4 parts)

A
  • Assumes 4 dichotomies, not continuous traits
  • Judging vs perceiving, not Jungian theory
  • Test-retest reliability between 61-90%
  • Classifying people into 16 categories is questionable
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24
Q

The Big Five

A
  • Openness to experience
  • Conscientiousness
  • Extraversion
  • Agreeableness
  • Neuroticism
25
Q

The Big Five: Conscientiousness

A
  • reliable predictor of job performance
  • predicts entrepreneurship
  • predicts deviant behavior
  • predicts turnover
26
Q

The Big Five: Openness to experience

A
  • predicts entrepreneurship

- predicts turnover

27
Q

The Big Five: Neuroticism

A
  • predicts entrepreneurship
28
Q

The Big Five: Agreeableness

A
  • predict entrepreneurship

- predicts turnover

29
Q

The Big Five: Extraversion

A
  • predicts turnover
30
Q

Turnover:

A

the rate at which employees leave a workforce and are replaced

31
Q

Person-Environment (PE) fit:

A

when an individual’s personality is aligned with their environment, it results in job satisfaction, organisational commitment, and better performance on the job

32
Q

Two types of PE fit:

A
  • Person-Organisation (PO) fit

* Person-Job (PJ) fit

33
Q

Person-Organisation (PO) fit:

A
  • Match between a person’s individual values and
    those of the organisation they work for
  • Selection by the organisation as well as the
    employee
  • Results in increased job satisfaction,
    organisational commitment, and better performance
34
Q

Person-Job (PJ) fit:

A

Job characteristics are aligned with employees’ personality, motivations, and abilities

35
Q

Person-Job (PJ) fit: Two forms

A

Two forms:
• Demands-abilities (DA) fit
• Needs-supplies (NS) fit

36
Q

Person-Job (PJ) fit: Poor vs Good

A
  • Poor fit = burnout

- Good fit = higher salary

37
Q

What is an attitude?

A

Attitude = A psychological tendency expressed by evaluating a particular entity with some degree of favour or disfavour

–> how positive or negative you feel about, think about, or act towards a topic or entity

38
Q

What is an attitude?

triangle situation

A
  • Cognitive (belief)
  • Affective (feelings)
  • Behavioral (intention)
39
Q

Job satisfaction

A

“A pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience.”

40
Q

Job satisfaction: classifications

A
  • Antecedents
  • Correlates
  • Consequences
41
Q

Job Description Index

A
  • Work
  • Pay
  • Promotion
  • Supervision
  • Coworkers
42
Q

Organizational commitment: definition

A

an employee’s desire to remain a member of an organization

43
Q

Organizational commitment: related to (+ & -)

A

Commitment is related to:
• absenteism (-)
• work motivation (+)
• performance (+)

44
Q

Organizational commitment: Three components

A

• Affective commitment (emotional
attachment)

• Continuance commitment (cost of
leaving)

• Normative commitment (moral
obligation to stay)

45
Q

Perceived Organisational Support (POS)

A

Employees’ perception of whether or not the organisation values their contributions and cares about their wellbeing

46
Q

Perceived Organisational Support (POS): Favourable treatment

A

Favourable treatment in terms of:
• fairness
• supervisor support
• rewards & job conditions

47
Q

How to INCREASE POS (Perceived Organizational Support)

A

• Implement supportive workforce services
(Give recognition for work, promotion opportunities)

• Be fair and equitable
(Use fair and transparent procedures)

• Set realistic goals and provide rewards
(Reward high individual performance, differentiate
high achievers)

• Offer individualized benefits
(Not everyone values the same rewards)

• Support supervisors
(Supported supervisors can more easily support their subordinates)

• Train people to be supportive
(Supervisors who feel supported by their employees treat them better)

• Promote social networks
(Employees can also support each other)

• Start support even before employment
(Positive expectations of POS result in higher POS after employment)

48
Q

Absenteeism

A

any failure to report for or remain at work as scheduled, regardless of the reason.

49
Q

Applied Cognitive Psychology

A

the study of how people interact in groups and addresses significant
challenges facing leaders as organizations use teams more regularly to get things done

50
Q

job satisfaction + employee

A

OB researchers study how job satisfaction

affects employee well-being

51
Q

Evidence-Based Approach

A

integrating individual clinical expertise with the best available external clinical evidence from systematic research

52
Q

Individual level:

Industry level:

A

individual level: the most basic level
industry level: the aggregate of productive enterprises in a particular field, often named after its principal product or service (for example, the health care industry)

53
Q

organizational citizenship behavior (OCB):

A

considered to be performance beyond the expectations of a person’s job description—
extra-role performance

54
Q

organizational level:

A

an entire entity structured and managed to pursue collective goals with a structure that determines relationships between the different activities and the members

55
Q

team level:

A

the group level of analysis

56
Q

What does it mean;
Theory X:
Theory Y:

A

Theory X:
leaders assume that people are basically lazy, don’t like to work, and avoid responsibility

Theory Y:
leaders assume that people are internally motivated, like to work, and will accept responsibility

57
Q

turnover intentions:

A

employees’ thoughts about quitting their jobs

58
Q

The Hawthorne Effect

A

… refers to the fact that people will modify their behavior simply because they are being observed.

Social Psychology in Organisations - Leiden University (21-22) (3 decks)

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