Introduction to Organizational Behavior (OB) | PDF

**[Introduction to Organizational Behavior (OB)]** **Definition:**\ Organizational Behavior (OB) is the study of human behavior within organizations, aiming to understand, predict, and intervene in workplace dynamics to achieve better outcomes. **Levels of Analysis:** - **Individual Level:** Fo...

**[Introduction to Organizational Behavior (OB)]** **Definition:**\ Organizational Behavior (OB) is the study of human behavior within organizations, aiming to understand, predict, and intervene in workplace dynamics to achieve better outcomes. **Levels of Analysis:** - **Individual Level:** Focuses on personality, motivation, and job satisfaction. - **Group/Team Level:** Examines communication, leadership, and group dynamics. - **Organizational Level:** Includes structure, culture, and policies. **OB as a Science:**\ OB uses **scientific methods** to test hypotheses, unlike intuition or authority-based decision-making. The goal is to provide evidence-based insights. - Other types of methods that don't hold are - Experience, Intuition, and authority **Correlations:** - Correlation measures the relationship between two variables: - **Positive Correlation:** Both variables increase together (e.g., effort and productivity). - **Negative Correlation:** One variable increases as the other decreases (e.g., stress and job satisfaction). - **No Correlation:** No consistent pattern between variables. - Correlation values: - **Strong:** ±0.50 and higher. - **Moderate:** ±0.30. - **Weak:** ±0.10. ⚠️ **Important Note:** Correlation does not imply causation. For causation, research must establish: 1. Relationship exists between variables. 2. Temporal progression (cause précèdes effect). 3. No alternative explanations (controlled research). **[Decision-Making]** **Definition:**\ Decision-making is the process of selecting a course of action from multiple options. It can be: - **Programmed:** Routine decisions made using established rules. - **Non-Programmed:** Complex, unique decisions requiring creative solutions. **Common Issues:** 1. **Limited Information:** - **Bounded Rationality:** We can\'t consider all information, so we simplify decisions. - **Satisficing:** Choosing an option that is \"good enough.\" 2. **Faulty Perceptions:** - **Selective Perception:** Only noticing information that confirms pre-existing beliefs. - **Stereotypes** - **Projection Bias:** Assuming others think the same way we do. - **Heuristics:** Mental shortcuts (e.g., anchoring, framing) that can lead to errors. 1. **Anchoring:** people\'s tendency to rely too heavily on the first piece of information they receive on a topic. 2. **Contrast:** a form of cognitive bias in which you evaluate someone\'s abilities, work performance, or characteristics by comparing them to others you\'ve recently evaluated instead of using an objective standard or criteria. 3. **Attribution Theory**: perceivers try to "attribute" the observed behavior to a type of cause: - Internal behavior is believed to be under the personal control of the individual - External the person is forced into the behavior by outside events/causes 4. **Faulty Attributions:** - **Fundamental Attribution Error:** tendency to attribute other's behavior to internal factors, rather than external - **Self-Serving Bias:** tendency for individuals to overestimate their own (internal) influence on successes and overestimate the external influences on their failures - **Hindsight Bias:** describes our tendency to look back at an event that we could not predict at the time and think the outcome was easily predictable. It is also called the "knew-it-all-along 5. **Escalation of Commitment:**\ Continuing a failing course of action due to sunk costs, even when evidence suggests changing direction would be better. **[Job Performance (Individual Outcome)]** **Definition:**\ Job performance is the set of behaviors that contribute to achieving organizational goals. It focuses on behaviors, not just outcomes. It is the culmination of behaviors vs the end result - Ex. Job performance at HNTB - Set of behaviors, going through the pdfs, calculating totals, copy reviews, ect - The final digital recap report - Drawbacks to results oriented job performance - Lack of teamwork, ignores other behaviors that might i **Dimensions: What is a good performer** 1. **Task Performance:**\ Core responsibilities - **Routine:** Regular, predictable tasks. 1. Filling out new hire paperwork - **Adaptive:** Responding to change and emergencies. 2. A manager training one person vs another - **Creative:** Generating innovative ideas or solutions. 3. Finding a way to decrease turnover with a payday breakfast 2. **Citizenship Behavior:**\ Discretionary actions that help others and improve the organization (e.g., mentoring, helping coworkers). These behaviors are not in job descriptions but improve morale and productivity. - **Organizational** 4. Voice 5. Civic virtue 6. Boosterism - **Interpersonal** 7. Courtesy 8. Helping 9. Sportsmanship 3. **Counterproductive Work Behavior (CWB):**\ Actions that harm the organization - **Organizational** 10. Minor: Production Deviance, Substance abuse 11. Major: Sabotage, Theft - **Interpersonal** 12. Minor: Gossiping, Incivility 13. Major: Harassment, Abuse - Research found that Counterproductive behaviors are weekly related to task performance - Research has found strong positive correlations between the different types of CWB's **Key Debate:** - Should high performers (the \"brilliant jerks\") be excused for bad behavior? Research suggests that allowing toxic behavior can harm overall team morale and productivity. Talent Management ROE - Behavior doesn't occur in a vacuum, people behave for a reason - You are what you measure, everything said is an intervention, reward the good develop the negative - Compassion and criticism are not mutually exclusive, words matter, praise in public, punish in private **Evaluation Methods:** - **Behaviorally Anchored Rating Scales (BARS):** Rates performance based on observable behaviors. - **Forced Ranking:** Assigns performance ratings on a bell curve (top 10%, middle 70%, bottom 10%). - Results in a lack of teamwork and increases stress and competition among employees and can increase sabotage **[Organizational Commitment (Individual Outcome)]** **Definition:**\ Organizational commitment is the degree to which an employee identifies with the organization and wants to remain a member. **Types of Commitment:** 1. **Affective Commitment:** Emotional attachment to the organization; staying because you *want* to. - Example: Strong friendships or a positive work atmosphere. 2. **Continuance Commitment:** Commitment based on costs associated with leaving; staying because you *need* to. - Example: Financial benefits, job security, or relocation difficulties. 3. **Normative Commitment:** Commitment based on obligation; staying because you *ought* to. - Example: Feeling loyal due to mentorship or the organization giving them their first job. [Employees higher in affective commitment engage in more citizenship behaviors ] [Continuance commitment is unrelated to citizenship behavior or any other type of job performance] **Withdrawal Behavior** 1. **Psychological Withdrawal (Neglect)** a. Daydreaming, socializing, looking busy, cyberloading, moonlighting (Having another job at the same time) 2. **Physical Withdrawal (Exit)** b. Tardiness, Missing meetings, quitting, absenteeism, long breaks **Responses to Negative Events:**\ The **Exit-Voice-Loyalty-Neglect (EVLN)** framework categorizes how employees respond to dissatisfaction. - **Exit:** Leaving the organization. - **Lone Wolves, High job performance, Low organizational commitment** - **Voice:** Attempting to improve conditions by discussing issues. - **Stars, High job performance, high organizational commitment** - **Loyalty:** Passively waiting for improvement while maintaining performance. - **Citizens, Low Job performance, high organizational commitment** - **Neglect:** Reduced effort and attention to work. - **Apathetics, Low job performance, low organizational commitment** **Drivers of Commitment:** **Significant driver of affective commitment is social life** - **Erosion Model:** Employees with fewer social ties are more likely to leave. - **Social Influence Model:** Turnover spreads through social networks within organizations. **Building Commitment:** - Create equitable work environments. - Foster meaningful relationships. - Provide job security and minimize organizational politics. - Social bonds: Strong workplace relationships increase affective commitment. - Job conditions: Positive work environments enhance commitment. - **Definition:** A positive evaluation about a job - Types**:** - **Global Satisfaction:** Overall evaluation of the job. - Ex. Overall how satisfied are you with your job - **Facet Satisfaction:** Evaluations of specific job components like pay, coworkers, supervision, tasks, and promotion opportunities. - Ex. How satisfied are you with your work tasks? - **Evaluative statements-** - either favorable or unfavorable concerning objects people or events - Ex. "I hate my job! - Generally employees are more satisfied than dissatisfied, but now it's a decreasing trend - Satisfaction varies according to specific facets - Satisfaction varies according to culture - Much of what we know is based on Western Europe and US. We need more countries to study - **Value-Percept Theory:**\ Satisfaction depends on whether a job provides things that an individual values. - People evaluate job satisfaction according to specific facets of the job - **VWANT:** How much of a value an employee desires. - **VHAVE:** How much of that value is actually present. - **VIMPORTANCE:** The importance of that value to the individual. - **Variety:** The job involves a range of tasks and challenges. - **Identity:** The ability to complete an identifiable piece of work from start to finish. - **Significance:** The job has a meaningful impact on others. - **Autonomy:** Independence in how tasks are performed. - **Feedback:** Receiving direct information on performance. - Improved task and organizational performance. - Increased customer satisfaction, due to this - Increased citizenship behavior - Decreased counterproductive work behaviors - Higher levels of commitment - Decreased absenteeism and turnover