Week 12 Flashcards
Author: Louis
Year: 1980
The article examines the challenges and psychological processes experienced by individuals entering unfamiliar organizations.
The entry experience involves three features:
Change: Objective differences between old and new settings (e.g., location, job roles).
Contrast: Subjective perceptions of differences, influenced by prior experiences.
Surprise: Discrepancies between expectations and realities, which can be both positive and negative.
Sense-making involves detecting, interpreting, and responding to these experiences, often relying on both personal and social inputs (e.g., insights from organizational insiders).
Author: Morrison
Year: 2002
examines how the structure and characteristics of newcomers’ social networks impact their socialization into organizations.
Informational Networks: These help newcomers acquire organizational knowledge, master tasks, and clarify roles. Networks with high diversity, size, and connections to high-status individuals are beneficial for learning.
Friendship Networks: These contribute to social integration and organizational commitment. Dense networks with strong ties are essential for emotional support and attachment.
Author: O’Reilly & Chatman
Year: 1986
The article investigates the dimensions of psychological attachment to organizations and their influence on behaviors like turnover and prosocial activities. Three Dimensions of Commitment:
Compliance: Commitment based on external rewards; individuals conform to organizational norms to gain specific benefits.
Identification: Commitment rooted in pride and affiliation with the organization.
Internalization: Commitment resulting from shared values between the individual and the organization.
Author: Morrison
Year: 1994
The article examines how individuals’ perceptions of their roles influence their engagement in organizational citizenship behaviors (OCBs). OCBs include discretionary actions like helping colleagues, being involved in organizational initiatives, and showing concern for organizational well-being.
Employees who see OCBs as part of their roles engage in these behaviors more frequently.
Author: Bergron
Year: 2007
The article explores the paradoxical impact of Organizational Citizenship Behavior (OCB) on individuals and organizations. OCB refers to discretionary behaviors that support the organizational environment, such as helping others, volunteering, or demonstrating civic virtue, which are not part of formal job roles.
Paradox of OCB:
While OCB positively impacts group and organizational performance (e.g., efficiency, effectiveness), it may detract from an individual’s task performance, which is more heavily weighted in performance evaluations, rewards, and career advancement.
Author: Kilduff & Day
Year: 1994
The article explores the role of self-monitoring, a personality trait that reflects an individual’s ability to adjust their behavior to suit social contexts, on career advancement.
High self-monitors are adept at adapting their behavior to fit social and organizational demands. They tend to develop extensive social networks and build relationships with influential individuals.
Low self-monitors are more consistent and authentic in their behavior across contexts but may lack the flexibility to navigate diverse social environments.
Author: Judge & Bono
Year: 2001
The article examines the relationship between self-esteem, generalized self-efficacy, locus of control, and emotional stability with job satisfaction and performance. The analysis is based on a meta-analysis of 18 studies, revealing strong correlations among these traits. The strong correlations among these traits suggest that enhancing these self-evaluations could lead to improved job outcomes, making them valuable for organizational development and employee training programs.
Author: Andersson & Pearson
Year: 1999
The article explores how workplace incivility, a low-intensity deviant behavior characterized by a lack of respect, can escalate over time, negatively impacting individuals and organizations. The study builds on social exchange theory, emphasizing how negative behaviors are reciprocated, even if unintentionally.
It integrates concepts from aggression literature to explain the escalation of conflict.
Author: Robinson & Bennett
Year: 1995
The authors categorize various forms of deviant behavior in the workplace and examine their implications for organizations.
Four categories emerge:
Production Deviance: Minor, organizational-focused (e.g., wasting resources, working slowly).
Property Deviance: Serious, organizational-focused (e.g., theft, sabotage).
Political Deviance: Minor, interpersonal-focused (e.g., favoritism, gossip).
Personal Aggression: Serious, interpersonal-focused (e.g., harassment, verbal abuse).
Author: Bacharach, Bamberger & Sonnenstuhl
Year: 2002
The article investigates how workplace factors contribute to employee problem drinking.
Workplace Risk Factors:
Workplace Culture: Permissive drinking norms are the strongest predictor of employee problem drinking. Workers adapt their drinking behaviors to match perceived coworker norms.
Alienation: Feelings of powerlessness or meaninglessness at work were hypothesized to influence drinking, but no significant direct or indirect effects were found.
Stress: Workplace stressors, such as role conflict, were associated with problem drinking, especially in environments with permissive drinking norms.
Policy Enforcement: Weak enforcement of alcohol policies correlated with higher problem drinking. Strong enforcement reduced permissive norms but had mixed effects depending on workplace culture.
Author: Meyerson
Year: 1994
The article examines how organizational culture and institutional settings influence the experience and interpretation of stress and its relationship to burnout.
Stress is not merely a psychological or physiological response but is culturally constructed and shaped by institutional norms and practices.
Organizational cultures that emphasize ambiguity, high demands, and unclear boundaries contribute to chronic stress and eventual burnout.
Institutional norms often produce ambiguity by creating conflicting demands and unclear role expectations.
Ambiguity can perpetuate stress by making it difficult for individuals to define, prioritize, and manage their responsibilities.
Author: Cordes & Dougherty
Year: 1993
The authors provide a comprehensive review and conceptual framework to understand job burnout. Burnout is a stress syndrome characterized by:
Emotional Exhaustion: Feeling drained and unable to give more emotionally.
Depersonalization: Developing a cynical or detached attitude toward others, particularly clients or coworkers.
Reduced Personal Accomplishment: Declining feelings of competence and achievement at work.
Author: Schaubroeck & Merritt
Year: 1997
The article examines how job control influences coping mechanisms for work-related stress. Self-efficacy plays a crucial role in determining the effectiveness of job control in managing stress. Enhancing self-efficacy may improve coping strategies among employees facing work stressors.
Author: Kahn
Year: 1993
The article examines how organizations provide support to employees who engage in emotionally demanding caregiving roles. Organizational caregiving refers to the structures, practices, and cultural norms that support employees in caregiving roles.
Effective caregiving by employees requires both emotional and practical resources, which organizations can provide to varying degrees.
