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Organization Behavior Revision Full

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Organization Behavior Revision
Organizational behavior (OB) is the field of study devoted to understanding, explaining, and ultimately
improving the attitudes and behaviors of individuals and groups in organizations.
Human resource management takes the theories and principles studies in OB and explores the “nutsand-bolts” applications of those principles in organizations.
OB Foundations
• Industrial and organizational psychology: Job performance and individual characteristics
• Social psychology: Satisfaction, emotions, and team processes
• Sociology: Team characteristics and organizational structure
• Anthropology: Organizational culture
• Economics: Motivation, learning, and decision making
Integrative Model of Organizational Behavior: Individual Outcomes
What Makes a Resource Valuable? • Rare •Inimitable “Cannot be copied”
The Rule of One-Eighth (1/8): At best 12 percent (1/8) of organizations will actually do what is required
to build profits by putting people first.
How do we know what we know about OB?
• Method of Experience – People hold firmly to some belief because it is consistent with their own
experience and observations.
• Method of Intuition – People hold firmly to some belief because it “just stands to reason”—it seems
obvious or self-evident.
• Method of Authority – People hold firmly to some belief because some respected official, agency, or
source has said it is so.
• Method of Science – People accept some beliefs because scientific studies have tended to replicate
that result using a series of samples, settings, and methods.
Job performance is the value of the set of employee behaviors that contribute, either positively or
negatively, to organizational goal accomplishment.
Task performance includes employee behaviors that are directly involved in the transformation of
organizational resources into the goods or services that the organization produces.
Routine task performance involves well-known responses to demands that occur in a normal, routine, or
otherwise predictable way. Ex: Starting a car
Adaptive task performance, or more commonly “adaptability,” involves employee responses to task
demands that are novel, unusual, or, at the very least, unpredictable. Ex: Avoiding a stalled vehicle
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Creative task performance is the degree to which individuals develop ideas or physical outcomes that
are both novel and useful.
Citizenship Behavior:
Voluntary employee activities that may or may not be rewarded but that contribute to the organization
by improving the overall quality of the setting in which work takes place.
Interpersonal • Helping, courtesy, sportsmanship
Organizational • Voice, civic virtue, boosterism
Interpersonal Citizenship Behavior
Behaviors that benefit coworkers and colleagues and involve assisting, supporting, and developing other
organizational members in a way that goes beyond normal job expectations.
a. Helping involves assisting coworkers who have heavy workloads, etc.
b. Courtesy refers to keeping coworkers informed about matters that are relevant to them.
c. Sportsmanship involves maintaining a good attitude with coworkers, even when they’ve done
something annoying.
Organizational Citizenship Behaviors
Behaviors that benefit the larger organization by supporting and defending the company, working to
improve its operations, and being especially loyal to it.
a. Voice involves speaking up and offering constructive suggestions for change.
b. Civic virtue requires participating in the company’s operations at a deeper than-normal level.
c. Boosterism means representing the organization in a positive way when out in public, away from the
office, and away from work.
Counterproductive Behaviors
Counterproductive behaviors are employee behaviors that intentionally hinder organizational goal
accomplishment.
a. Property Deviance
Refers to behaviors that harm the organization’s assets and possessions. Theft represents another form
of property deviance and can be just as expensive as sabotage (if not more).
b. Production Deviance
Is also directed against the organization but focuses specifically on reducing the efficiency of work output.
Wasting resources is the most common form of production deviance when employees use too many
materials or too much time to do too little work. • Working too slowly, taking too many breaks.
c. Political Deviance
Refers to behaviors that intentionally disadvantage other individuals rather than the larger organization.
Gossiping: is having casual conversations about other people in which the facts are not confirmed as true.
• Undermines morale.
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d. Personal aggression
Refers to hostile verbal and physical actions directed toward other employees. Abuse occurs when an
employee is assaulted or endangered in such a way that physical and psychological injuries may occur.
Organizational Commitment
Organizational commitment is defined as the desire on the part of an employee to remain a member of
the organization. Employees who are not committed to their organizations engage in withdrawal
behavior, defined as a set of actions that employees perform to avoid the work situation— behaviors that
may eventually culminate in quitting the organization.
Types of Commitment
• Affective commitment – a desire to remain a member of an organization due to an emotional
attachment to, and involvement with, that organization. You stay because you want to.
• Continuance commitment - a desire to remain a member of an organization because of an awareness
of the costs associated with leaving it. You stay because you need to.
• Normative commitment - a desire to remain a member of an organization due to a feeling of obligation.
You stay because you ought to.
Reactions to negative work events
• Exit - active, destructive response by which an individual either ends or restricts organizational
membership.
• Voice - an active, constructive response in which individuals attempt to improve the situation.
• Loyalty - a passive, constructive response that maintains public support for the situation while the
individual privately hopes for improvement.
• Neglect - defined as a passive, destructive response in which interest and effort in the job decline.
Task Performance and Organizational Commitment
• Stars possess high commitment and high performance and are held up as role models for other
employees. Likely respond to negative events with voice.
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• Citizens possess high commitment and low task performance but perform many of the voluntary
“extra-role” activities that are needed to make the organization function smoothly. Likely to respond
to negative events with loyalty.
• Lone wolves possess low levels of organizational commitment but high levels of task performance
and are motivated to achieve work goals for themselves, not necessarily for their company. Likely to
respond to negative events with exit.
• Apathetic possess low levels of both organizational commitment and task performance and merely
exert the minimum level of effort needed to keep their jobs. Respond to negative events with neglect.
Psychological Withdrawal
Psychological withdrawal consists of actions that provide a mental escape from the work environment.
• Daydreaming - when an employee appears to be working but is actually distracted by random
thoughts or concerns.
• Socializing - verbal chatting about non-work topics that goes on in cubicles and offices or at the
mailbox or vending machines.
• Looking busy - intentional desire on the part of the employee to look like him or she is working, even
when not performing work tasks.
Physical withdrawal
Consists of actions that provide a physical escape, whether short term or long term, from the work
environment.
• Absenteeism occurs when employees miss an entire day of work.
• Quitting - voluntarily leaving the organization.
Job satisfaction: is a pleasurable emotional state resulting from the appraisal of one’s job or job
experiences. It represents how you feel about your job and what you think about your job.
Facets of Job satisfaction
a) Pay satisfaction: refers to employees’ feelings about their pay, including whether it is as much as they
deserve, secure, and adequate for both normal expenses and luxury items.
b) Promotion satisfaction: refers to employees’ feelings about the company’s promotion policies and
their execution, including whether promotions are frequent, fair, and based on ability
c) Supervision satisfaction: reflects employees’ feelings about their boss, including whether the boss is
competent, polite, and a good communicator
d) Coworker satisfaction: refers to employees’ feelings about their fellow employees, including whether
coworkers are smart, responsible, helpful, fun, and interesting as opposed to lazy, gossipy, unpleasant,
and boring.
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e) Satisfaction with the work itself: reflects employees’ feelings about their actual work tasks, including
whether those tasks are challenging, interesting, respected, and make use of key skills rather than being
dull, repetitive, and uncomfortable. Satisfaction with work itself is the single strongest driver of overall
job satisfaction.
Job Characteristics
1. Variety is the degree to which the job requires a number of different activities that involve a
number of different skills and talents.
2. Identity is the degree to which the job requires completing a whole, identifiable, piece of work
from beginning to end with a visible outcome.
3. Significance is the degree to which the job has a substantial impact on the lives of other people,
particularly people in the world at large.
4. Autonomy is the degree to which the job provides freedom, independence, and discretion to
the individual performing the work.
5. Feedback is the degree to which carrying out the activities required by the job provides the
worker with clear information about how well he or she is performing.
Stress: is defined response to exceed a person’s capacity or resources. The demands that cause people
to experience stress are called stressors. The negative consequences that occur when demands tax or
exceed one’s capacity or resources are called strains.
Types of Stressors
a. Hindrance stressors stressful demands that are perceived as hindering progress toward
personal accomplishments or goal attainment. Tend to trigger negative emotions such as anger
and anxiety.
b. Challenge stressors stressful demands that are perceived as opportunities for learning, growth,
and achievement.
Work Hindrance Stressors
1. Role conflict refers to conflicting expectations that other people may have of us. • Call center
operator is expected to spend little time with people online and answer all their questions at the same
time.
2. Role ambiguity refers to the lack of information regarding what needs to be done in a role, as well as
unpredictability regarding the consequences of performance in that role. • Students working on projects
with few guidelines
3. Role overload occurs when the number of demanding roles a person holds is so high that the person
simply cannot perform some or all of the roles very effectively.
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4. Daily hassles reflects the relatively minor day-to-day demands that get in the way of accomplishing
the things that we really want to accomplish. Examples paper work, annoying interactions and useless
communications. • The Devil Wears Prada
Non-work Hindrance Stressors
1. Work–family conflict refers to a special form of role conflict in which the demands of a work role
hinder the fulfillment of the demands in a family role (or vice versa).
2. Negative life events they hinder the ability to achieve life goals and are associated with negative
emotions. • Divorce, death of family member
3. Financial uncertainty refers to conditions that create uncertainties with regard to the loss of
livelihood, savings, or the ability to pay expenses.
Work Challenge Stressors
1. Time pressure refers to a strong sense that the amount of time you have to do a task is just not quite
enough. When you manage to succeed, the outcome is satisfying.
2. Work complexity refers to the degree to which the requirements of the work, in terms of knowledge,
skills, and abilities, tax or exceed the capabilities of the person who is responsible for performing the
work. Being stretched beyond your capacity is well worth the discomfort.
3. Work responsibility refers to the nature of the obligations that a person has to others. • Generally
speaking, the level of responsibility in a job is higher when the number, scope, and importance of the
obligations in that job are higher.
Non-work Challenge Stressors
1. Family time demands reflect the time that a person commits to participate in an array of family
activities and responsibilities. • Traveling, hosting parties
2. Personal development Participation in formal education programs, music lessons
3. Positive life events • Marriage, pregnancy
The Experience of Strain
Physiological strains: illness, high blood pressure, back pain, stomach aches
Psychological strains Burnout is the emotional, mental, and physical exhaustion that results from having
to cope with stressful demands on an ongoing basis. • Depression, anxiety, anger, hostility, irritability,
inability to think clearly, forgetfulness
Behavioral strains grinding one’s teeth at night, being overly critical and bossy, excessive smoking,
compulsive gum chewing
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