Introduction to Organizational Behavior: Definition, Decision Making, Job Performance 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:** 2. **Contrast** 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** 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