Managing People in Organizations PDF

Managing people in org Organizational Behavior (OB) Individual - group/team - organization Understand - predict - intervene OB as a science Experience ​ Consistent with path experiences/observations ​ Example- You believe “opposites attract” because you’re dating someone very different...

Managing people in org Organizational Behavior (OB) Individual - group/team - organization Understand - predict - intervene OB as a science Experience ​ Consistent with path experiences/observations ​ Example- You believe “opposites attract” because you’re dating someone very different than yourself Intuition ​ “Gut feeling”, obvious or self-evident answer ​ Example- It just makes sense that “opposites attract” Authority ​ Particular source with agency/authority/power “said so” ​ Example- Oprah says “opposites attract” Science ​ Testable hypotheses; capable of replication ​ Multiple studies have demonstrated that “opposites attract” Thursday, Jan 23 Correlations ​ Characterize the relationship between two variables ​ Range from -1.0 to 1.0 (Strong = +/-.5, Moderate = +/-.3, Weak = +/-.1) ​ Positive can mean both increase or one increase ​ Negative means one decreases Correlations is not equal to causation (you have to prove these if it is equal) 1.​ Relationship does exist between variables 2.​ Temporal progression 3.​ No alternative explanations Tuesday, January 28, 2025 ​ What is job performance? A culmination of behaviors vs. an end result ​ Ex. “job” performance in MGT 3400, set of behaviors = reading the materials prior to class, attendance, engagement, team player:” End result = final grade Drawbacks to results orientated definition of job performance “The value of a set of employee behaviors that contribute, either positively or negatively. Job performances Task performance - behaviors directly involved in transforming organizational resources into the goods or service an organization produces ​ Job dependent; core responsibilities of the job Three types of task performance ​ Routine task performance ​ Adaptive task performance ​ Creative task performance Citizenship Behavior- behaviors not identified in job description ​ “Above and beyond”, Discretionary effort Counterproductive behaviors (CWBs) ​ Production Deviances - Wasting resources, substance abuse​ Organizational, Minor ​ Property Deviances- Sabotage, theft​​ ​ ​ Organizational, Serious ​ Political Deviances- Gossiping, Incivility​ ​ ​ Interpersonal, Minor ​ Personal Aggression- Harassment, abuse​ ​ ​ Interpersonal, Serious Research also has found that CWBs are only weakly related to task performance. Research has found strong positive correlations between the different types of CWBs (if you do one the likelihood of them doing another one is high) The “Brilliant Jerk” -if counterproductive behavior has a strong negative correlation with citizenship behavior, and is weakly related to task performance, should we let “high performers” get away with bad behavior? Do we tolerate “brilliant jerks”? Talent Management ROEs ​ Behavior does not occur in a vacuum; even if we dont understand it, people react/behave in a way for a reason; be aware of fundamental attribution error and other biases ​ You are what you measure; everything you do/say is an intervention; reward the good; develop the negative ​ Compassion and criticism are not mutually exclusive; words matter; praise in public; punish in private -​ When in doubt, reach out to hr/legal Thursday, January 30, 2025 Behaviorally Anchored Rating Scale (BARS) for “Planning, Organizing, and Scheduling  Excellent (5) (4) Average (3) (2) Unacceptable (1) ​ Develops ​ Develops adequate ​ Project plans are comprehensive plans; anticipates poorly defined, project plans; some unforeseen unrealistic, or documents events nonexistent progress well, ​ Tracks some ​ Does not seek to obtains all progress indicators, learn from necessary but can be failures approval… inconsistent, miss ​ Misses deadlines ​ Communicates key indicators, gloss ​ Has little effectively over misses/setbacks understanding of ​ Continuously how to complete charts progress; job requirements optimizes project plans based on data Jack Welch’s Vitality Curve (Performance Evaluation Strategy) -​ Graded on what rank you are in the group (like finance) -​ Top 10: A ; Bottom 10: D 3 types of Organizational Commitment ​ Affective Commitment (emotion-based) -​ Examples- My best friends work in my office.. I’d miss them if i left -​ Staying because you want to ​ Continuance Commitment (Cost-based) -​ Example- I'm due for a promotion soon… Will I advance as quickly at the new company? -​ My salary and benefits get us a nice house in our town.. The cost of living is higher in this new area -​ Staying because you need to ​ Normative Commitment (Obligation-based) -​ Example- My organization gave me my start.. It hired me when others thought I wasn’t qualified -​ My employer has helped me out of a jam on a number of occasions… How could I leave now? -​ Staying because you ought to (obligated to stay) Research Summary ​ Employees higher in affective commitment engage in more citizenship behaviors such as helping, sportsmanship, and boosterism ​ Continuance commitment is unrelated to citizenship behavior or any other type of job performance Withdrawal Behavior- ​ Psychological withdrawal (neglect)- looking busy, daydreaming, socializing, cyberloafing ​ Physical Withdrawal- tardiness, … Building Organizational Commitment ​ Significant driver of affective commitment social life ​ Know your workforce- increase diversity, expectations of the social contract ​ Respond accordingly- create equitable and inclusive cultures, reward accordingly, create beneficial work conditions, value others, minimize impact of politics February 4, 2025 Tuesday Attitudes ​ Evaluative Statements- either favorable or unfavorable - concerning objects, people or events -​ Example, “i like my job” -​ Simple Statements but complex constructs Job Satisfaction A positive evaluation about a job ​ General/global vs. facet satisfaction -​ Global: thoughts about the job in general (overall, how satisfied are you with your job) -​ Facet: thoughts about specific aspects of the job (do you enjoy working with your coworkers) What do we know about employees and satisfaction? ​ Generally more satisfied than dissatisfied ​ Decreasing trend Satisfaction varies according to specific facets Satisfaction varies according to culture Caveat: much of what we know about satisfaction based in research conducted in the united states and western europe -​ Research is needed beyond this perspective Value-Percept Theory Values- “at a general level, employees are satisfied when their job provides the things they value” Value-percept theory- job satisfaction depends on whether you perceive that your job supplies the things that you value -​ People evaluate job satisfaction according to specific “facets” of the job Dissatisfaction = ( Vwants - Vhave) * (Vimportance) Vwant reflects how much of a value an employee wants Vhave indicates how much of that value the job supplies Vimportance reflects how important the value is to the employee Identity has to do with identity of the task ( of a complete piece of work) February 6 -​ Study objectives for test on tuesday