Organizational Behavior PDF

ORGANIZATIONAL BEHAVIOR CHAPTER 1 INTRODUCTION What is organizational behavior An integrative model of organizational behavior A field of study devoted...

ORGANIZATIONAL BEHAVIOR CHAPTER 1 INTRODUCTION What is organizational behavior An integrative model of organizational behavior A field of study devoted to understanding explaining and ultimately improving the attitudes and behaviors of individuals and groups in organizations Human resources management: Takes theories and principles studied in OB and explores the application of those principles in organizations Strategic management: Focus on product choices and industry characteristics that affect profitability. Role of management theory - provide a systematic framework for understanding, guiding, and improving the management of organizations - Fredrick Taylor - scientific management - Engineer focused on optimal and efficient work process by using the scientific method to test Max Weber- Bureaucracy - Focus on entire organization (hierarchy, chain of command, rules/procedures, prioritize decision making) Human relations movement: Field of study that recognizes that the psychological attributes of individual workers and social forces within groups have important effects on behaviors. The Hawthorne Studies: (1924–1932) revealed that workers' productivity improved when they felt observed and valued, a phenomenon known as the Hawthorne Effect The resource based view of the firm 1. Rare 2. Inimitable (difficult to imitate) - History (collective pool of experience,wisdom and knowledge that can’t be bought) - Numerous small decisions (behind the scenes decisions) - Socially complex ressources (culture, trust, reputation) Ex: Apple products Research evidence Firms with strong organizational behavior (OB) practices see better performance and profitability. - A study found that improving OB practices by 1% reduced turnover, increased sales per employee, increased market value, and profits. - Firms that value OB have a 19% higher survival rate The rule of On eEighth ⅛ - ½ *½ *½ - Practices of management in the population of org - One half believes the connection between management and profit and one half don't - Internally different - Half of the org will implement very little ex 1 change in hopes to change their problem but only one half of a half… will sustain the practice and follow thru Epistemology Methods of knowing - Experience - Intuition - Authority - Science The scientific method​​related to OG (Sir Francis Bacon 1600s) 1. Theory - A collection of assertions (verbal/symbolic) that specify how/why variables are related - Conditions in which they (should/should not) be related 2. Hypothesis (measure of relation) 3. Data (could use different ways to conduct the research) 4. Verification Ex: workers in office, the correlation between -/+ productivity Example theory: Theory: A collection of assertions (both verbal and symbolic) that specify how and why variables are related, as well as the conditions in which they should (and should not) be related The correlation - Perfect positive relationship: 1 - Perfect negative relationship: -1 -.3/.5 is good - 0=no pattern -.50/strong,.30/moderate,.10/weak (except $ behavior theft/ethical violations) - Strength of the correlation inferred from judging the compactness of a scatter plot of the X-Y values - More compact = stronger correlation - Less compact = weaker correlation Correlation and causation - Correlation does not prove causation Proving causation/ Causal inference requires: - Correlation - Temporal precedence (cause before effect in time) - Elimination of alternative explanations R-squared - Shows how well the observed values of dependant fits model - Like in math 2 neg = positive - Strength between dependant and independent - Ranges from 0-1, 0 = no fit and 1 is perfect fit Meta-Analysis ​The correlations from multiple studies get averaged together using a technique called meta-analysis - Meta-analyses can then form the foundation for evidence-based management (scientific findings should form management education and practice) - Ex:argue that HR should be transformed to R&D for managing people  ORGANIZATIONAL BEHAVIOR CHAPTER 2 JOB PERFORMANCE 2.2 What is Task Performance Job performance: The value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment. Not the consequences or results of behavior—the behavior itself. Being a good performer: Categories of behavior relevant to a job performance - Task performance - Citizenship behavior - Counterproductive behavior Task Performance: The behaviors directly involved in transforming organizational resources into the goods or services an organization produces (ex: behaviors included in one’s job description) Typically a mix of: 1. Routine task performance Well known responses to demands that occur in a normal, routine or predictable way 2. Adaptive task performance (adaptability) Employee responses to a task demands that are novel, unusual or unpredictable 3. Creative task performance (novelty and usefulness) Degree to which individuals develop ideas or physical outcomes that are both novel and useful 2.3 How do organizations identify behavior that underlie task performance How to identify relevant behaviors? Job analysis 1. Using observations, surveys, interviews; generate a list of major activities involved in the job 2. Have “subject matter experts” evaluate the importance and frequency of each activity 3. Organize the activities into categories or dimensions of performance The national occupational classification (NOC) Primary reference on occupations in Canada that organizes over 40,000 job titles into 500 occupational groups descriptions - Used to analyze, compile, and communicate info about occupations and understand jobs found through Canada’s labor market - U.S database Occupational Info (ONET) includes characteristics of jobs in tasks, behaviors, and requirements. 2.4 What are citizenship behaviors? Citizenship behaviors Voluntary employee activities that may or may not be rewarded but contribute to the organization by improving overall quality of the setting in which work takes place. Interpersonal citizenship behavior Behavior benefits coworkers and colleagues and involves assisting supporting and developing other organization members in a way that goes beyond normal job expectations - Helping - assisting coworkers in personal and work related matters - Courtesy - keeping coworkers informed of info value to them - Sportsmanship - good attitude towards co workers even through hard times Organizational citizenship behavior These behaviors benefit the larger organization by supporting and defending the company, working to improve operations, and loyalty. - Voice - Speaking up and offering constructive suggestions - Civic Virtue - Participating in company operations in deeper than normal level ex: voluntary meeting or events - Boosterism - Representing the organization positively in public and away from office/work 2.5 Counterproductive Behavior Counterproductive behavior Employee behavior that intentionally hinder organizational goal accomplishment - Has a strong negative correlation with citizenship behavior but is only weakly related to task performance 4 points about counterproductive behavior 1. Evidence shows people who engage in one form of counterproductive behavior also engage in others 2. Counterproductive behavior is relevant to any job 3. Counterproductive behavior may be contagious and negative consequences may ripple throughout an organization 4. Which employees engage in counterproductive behavior What does it mean to be a good performer? Prosocial counterproductive behavior Counterproductive behavior however well-intentioned violate norms, rules, laws and policy that could harm the organization 2.6 What workplace trends are affecting job performance in today's organizations Trends affecting performance Knowledge work - Cognitive emphasis - Fluid, dynamic in nature Service work - Growing segment providing intangible goods to customers - Requires direct interaction with customers - Emphasizes need for high level of citizenship behavior and low levels of counterproductive behavior 2.7 How can organizations use job performance info to manage employee performance Performance measurement - Management by objectives (MBO) - If employee achieves specific performance goals - Behaviourally anchored rating scales (BARS) - Directly assessing job performance behaviors - 360-degree feedback - Collecting performance info from supervisor and others with first hand knowledge - Forced rankings - Forces managers to rank their people in 3 categories (rank and yank) - Social networking systems - nApps for goals setting or feedback  ORGANIZATIONAL BEHAVIOR CHAPTER 3 ORGANIZATIONAL COMMITMENT 3.1 What is organizational commitment, withdraw behavior and how are they connected Organizational commitment: Desire on the part of an employee to remain a member of the organization Withdrawal behavior Set of actions that employees perform to avoid the work situation- behaviors that may eventually culminate in quitting 3.2 What are the 3 forms of organizational commitment The 3 forms of organizational commitment Organizational commitment and employee withdrawal 1. Affective commitment (emotion based) - Staying because you WANT to because of an emotional attachment to, or involvement ex:sadness 2. Continuance commitment (cost based) - Staying because you NEED to because of the awareness of the costs associated with leaving ex:anxious 3. Normative commitment (obligation based) - Staying because you OUGHT to because a feeling of obligation ex:guilt Focus commitment Various people, places, and things that can inspire a desire to remain a member of an organization Affective commitment Employees who feel a sense of affective commitment identify with the organization, accept organizations goals and values, and will put in the extra work (when you identify with the organization, organizational membership is as important to their sense of self) *connection with citizen behavior Embeddedness and continuance commitment OB assessments - Survey of affective commitment and self reflection of the company - Average score is 20 on a scale of 1-5 (strongly agree) A Social Network diagram → Erosion model Employees with fewer bonds will be more likely to quit the organization Social influence model Employees who have direct linkages with “leavers” will more likely want to leave Continuance commitment When a profit associated with staying and cost associated with leaving, with high continuance commitment making it difficult to change organizations because of the penalties associated with the switch What increases continuance commitment? - Lack of employment alternatives - Penalties associated with the switch Normative commitment Sense of staying due to moral or right thing to do driven by the fact that you should stay based on personal work philosophies or general codes of right and wrong Ex: could be built by implementing corporate volunteering or create a feeling of an employee's debt to the organization Forms of commitment in combination You can combine the forms of commitment keeping in mind that forms of commitment vary based on a person's personal values and views Withdrawal Behaviour - 60% of employees think about looking for jobs - Difficult times put an employees commitment and loyalty to the test 3.3 Four primary responses to negative events at work Exit (active, ends or restricts organizational membership) Voice (active, efforts to improve situation) Loyalty (passive, maintains public support while hopes for improvement) Neglect (passive, interest and effort decline) - Common employee reactions to negative work events - Organizational commitment decrease exit and neglect (destructive) and increase voice and loyalty (constructive) Other forms of withdrawal - Set of actions that employees perform to avoid the work situation - 51% was found to be productive working and the the other 49% was allocated to personal breaks/reasons 3.4 What are some examples of psychological, physical withdrawal and how do the different forms relate to each other Moonlighting (use of work time/resources to complete something outside job duties) Psychological and Physical withdrawal Cyberloafing (using internet, email messaging access for personal use Types of withdrawal Independent forms (various withdraw behaviors are uncorrelated with one another, occur for different reasons, fulfill different needs on the part of employees) Compensatory forms (various withdrawal behaviors negatively correlate with one another- that doing one reduces the probability of doing another) Progression model (various withdrawal behavior are positively correlated- domino effect) 3.5/3.6 Trends that affect commitment in today's organizations Diversity in the workplace - Becoming older - Growing more racially and ethnically diverse - Including more foreign-born workers The changing employee-employer relationship - Psychological contracts (employees beliefs about what they owe the organization and what it owes them) - Transactional contracts (narrow set of specific monetary obligations) - Relational contracts (broader set of open ended and subjective obligations) Perceived organizational support (degree that employees believe that the company values them and their well being)  ORGANIZATIONAL BEHAVIOR CHAPTER 4 PERSONALITY,CULTURAL VALUES AND ABILITY 4.1 What is personality, cultural values and abilities? Personality - Structure and propensities (behavior) inside a person that explain their characteristic pattern of thoughts, emotions and behaviors - Ex: What a person is like, Determines social reputation, Described by adjectives, Traits Traits - Recurrent regularities or trends in people's responses to their environment Cultural values - Shared beliefs about desirable end states or modes of conduct given a culture - Capturing inherent preferences for certain situations and outcomes that are shaped during someone's upbringing - Can influence the development of a person's personality traits Ability - Relatively stable capabilities people have to perform a particular range of different but relative activities - Skills can be improved by training and practice, but ability is relatively stable/slow over time with repetition but has a limit. - Ability captures what people can do 4.2 The Big Five Taxonomy Research shows that 5 broad dimensions or factors can be used to summarize our personalities 1. Conscientious 2. Agreeableness 3. Extraversion 4. Neuroticism 5. Openness to experience Conscientiousness Relevant adjectives: Dependable, organized, reliable, ambitious, hardworking, persevering - Biggest influence on job performance of any big five - Accomplishment striving (strong desire to accomplish task related goals) - Virtually all jobs/occupations, correlated to career success, good health Agreeableness Relevant adjectives: warm kind cooperative, sympathetic, helpful, courteous - Communion striving (strong desire to obtain acceptance in personal relationships) - Related to performance in some jobs or occupations (teamwork) but not at all - Beneficial in service jobs Extraversion Relevant adjectives: Talkative, sociable, passionate, assertive, bold, dominant - Easiest to judge in zero acquaintance situations (people have just met) - Related to perform in some jobs or occupations  - Status Striving- strong desire to obtain power and influence within social structure - Extraversion correlated with leadership emergence (coming together) and effectiveness with job satisfaction - Positive affectivity- a dispositional (character) tendency to experience pleasant, engaging moods such as enthusiasm, excitement and elation Neuroticism (emotional stability/adjustment) Relevant adjectives: nervous, moody, emotional, insecure and jealous - Second most important in Big Five - Few jobs benefit from these traits - Negative affectivity (dispositional tendency to experience unpleasant moods like hostility, annoyance… - Experience lower job satisfaction - Affects how people deal with stress Differential exposure-being more likely to appraise day to day situations as stressful Differential reactivity-being less likely to believe that one can cope with the stressors experienced on a daily basis - Locus of control-whether people attribute the causes of events to themselves or to the external environment - (neurotic people hold an external locus of control and less neurotic people hold an internal) Openness to experience Relevant adjectives: Curious, imaginative, creative, complex, refined, sophisticated (inquisitiveness, intellectualness culture) - Beneficial in some jobs like scientist or artist not in others - Helpful in jobs that are dynamic, creative, opportunities to learn - When jobs need incumbents (holder of office) to be good at finding new and better approaches Cultural values Culture: Shared values, beliefs, motives, identities, and interpretations that result from common experiences of members of a society - Transmitted across generations Cultural values: Shared beliefs about desirable end states or modes of conduct in a given culture. - Provide societies with their own distinctive personalities - Reflect a feeling of how things “should be done” in a given society Taxonomy of cultural values developed in the 1970s by Geert Hofstede. ****IGNORE Globe project for midterm Cultural Values (continued) Research into cultural values emphasizes the distinction between individualism and collectivism, which is relevant to topics within organizational behavior. Collectivists exhibit - Higher levels of task performance and citizenship behaviors in work team settings - Lower levels of counterproductive and withdrawal behaviors - Greater commitment to employers - Preference for group rewards versus rewards tied to individual achievement Awareness of cultural variations is critical because differences can influence reactions to change, conflict management styles, negotiation approaches, and reward preferences. Ability The relatively stable capabilities people have to perform a particular range of different but related activities - In contrast to skills, which are more trainable and improvable - As with personality, about half of the variation in ability levels is due to genetics 4.4 What are types of cognitive ability Cognitive ability Capabilities related to the acquisition and application of knowledge in problem solving - Verbal - Quantitative - Reasoning - Spatial - Perceptual Measuring cognitive ability A good example of a valid and useful measure of cognitive ability is the Personnel Assessment Form (PAF) - See Sigma Assessment Systems, based in London, Ontario The PAF has been carefully designed to help managers and human resource professionals quickly assess cognitive ability in adults and adolescents (age 16 and older). - In 15 minutes, this online assessment provides scores on two subtests measuring verbal and quantitative ability. - The verbal subtest of the PAF measures general verbal aptitude (e.g., knowledge of words and verbal concepts), and the quantitative subtest measures math ability, reasoning ability, and problem solving skills. - The verbal and quantitative subtests can be scored on their own or combined to derive an overall measure of general cognitive ability. 4.5 what are the other types of emotional ability Emotional Intelligence Capabilities related to the management and use of emotions when interacting with others - Sometimes labeled EQ or EI - Especially vital in jobs that require a lot of “emotional labor” - Comes in four varieties Self awareness - The ability of an individual to understand the types of emotions he/she is experiencing, the willingness to acknowledge them, and the capability to express them accurately Other awareness - The ability of an individual to recognize and understand the emotions that other individuals are feeling Emotion regulation - The ability to quickly recover from emotional experiences and control one’s feelings Use of emotions - The ability of an individual to harness emotions and use them to improve their chances of being successful in a given area 4.6 What are the various types of physical ability Physical abilities Importance varies according to the nature of the job - Strength - Stamina - Flexibility and coordination - Psychomotor - Sensory 4.7 How do individual differences affect job performance and organizational commitment Effects of personality on performance and commitment Situational strength: strong situations have clear behavior expectations, incentives or instructions that make differences between individuals less important, but weak situations lack these cues. Trait activation: some situations provide cues that trigger the expression of a trait  ORGANIZATIONAL BEHAVIOR CHAPTER 5 JOB SATISFACTION 5.1 What is job satisfaction Job satisfaction A pleasurable emotional state resulting from the appraisal of one's job/ experience - Based on how you think and feel about your job - Employees with high satisfaction experience positive feelings when they think of duties or take part in activities vs employees with low job satisfaction experience negative feelings 5.2 What are values and how do they affect job satisfaction Value Fulfillment Value-percept theory: Job satisfaction depends on whether you perceive that your job supplies the things that you value V=Value 5.3 Specific facets do employees consider when evaluating their job satisfaction Value-percept theory - People evaluate job satisfaction according to specific facets of the job Correlations between satisfaction facets and overall satisfaction - Satisfaction with the work itself is the strongest drawer of overall job satisfaction 5.4 Which job characteristics can create a sense of satisfaction with the work itself Satisfaction with the work itself Job Characteristics Theory - Jobs are more intrinsically (natural) enjoyable when work tasks are challenging and fulfilling - 5 core job characteristics combine to make some jobs more rewarding than others Variety: Skills, activities and talents Identity: degree to which the job requires completing a whole, identifiable piece of work from start to finish with a visible outcome “there I did that”. Autonomy: Freedom independence and discretion to the individual performing the work 5.5 How is job satisfaction affected by day to day events 5.6 What are moods and emotions and what specific forms do they take Moods can be categorized as pleasantness and activation Affective events theory: workplace events that generate affective reactions (influence attitudes and behaviors) Emotional labor- need to manage emotions to complete job duties successfully ex:flight attendants Emotional contagion- catch or infected by emotions of another 5.7 How does job satisfaction affect job performance and og commitment, how does it affect life satisfaction? Life satisfaction and job satisfaction linked - Happier the job the happier the life 5.8 What steps can organizations take to assess and manage job satisfaction Job Descriptive index (JDI) - Asses all 5 satisfaction facets - Includes Job In General (JIG) which asses general job satisfaction - JIG is anonymous by HR or outside source  ORGANIZATIONAL BEHAVIOR CHAPTER 6 STRESS 6.1 What is stress, how is it different from stressors and strains? Definition of stress Psychological response to demands where there is something at stake and where coping with the demands taxes or exceeds a person’s capacity or resources Stressors The demands that cause people to experience stress Hindrance stressors: stressful demands that hinder personal performance Challenge stressors:stressful demands that provide opportunities to grow and learn Strains Negative consequences that occur when demands tax or exceed a person's capacity or resources (stress) Textbook video - Get me out of here - Unrealistic goals - Stressful job as intern Transactional theory of stress Theory explains how stressors are perceived and appraised as well as how people respond to those perceptions and appraisal Primary appraisal The process when people first encounter stressors Benign job demands Jobs demands that tend not to be appraised as stressful 6.2 What are the 4 main types of stressors Hindrance stressors Challenge stressors Work stressors - Role conflict - Time pressure - Role ambiguity - Work complexity - Role overload - Work responsibility - Daily hassles Non-work - Work-family conflict - Family time demands stressors - Financial uncertainty - Personal development - Negative life events - Positive life events 6.3 How do individuals cope with stress Coping with stressors Stressful life events Focus of coping - Problem solving coping (mix of behavioral and cognitive) - regulation of emotions (personal reaction) - First man NASA Neil Armstrong Experience of strain Negative consequences associated with stress - Physiological strains - Psychological strains - Behavioral strains 6.4 How does type A Behavior Pattern influence the stress process Accounting for individuals People differ in their ability to cope with stressors as a function of 1. Type A Behaviour (strong sense of time urgency, impatient, competitive, aggressive and controlling) Type B is opposite 2. Recovery 3. Social support - Instrumental support (direct help) - Emotional support (addressing distress) 6.5 How does stress affect job performance and organizational commitment How important is stress - Stressors and the stress process influence strains and ultimately peoples health and well being - Stressors also have an impact on job performance and organizational commitment 6.6 What steps can organizations take to manage employee stress Assessment - Stress audit (assess the level and sources of stress) Reducing stressors - Job sharing (reduce role overload for foster work-life balance) - Managing hindrance stressors - Improving work life balance through job sharing, sabbaticals Providing resources - Training interventions - Supportive practices - Ex; flexible hours, work from home when possible and appropriate, eliminate unnecessary priorities Reducing strains - Relaxation techniques - Cognitive-behavioral techniques - Health and wellness programs - Employee assistance programs  ORGANIZATIONAL BEHAVIOR CHAPTER 7 MOTIVATION 7.1 What is Motivation? Motivation Set of energetic forces that originates both within and outside an employee initiates work-related effort, and determines its direction, intensity and persistence - Motivation is considered a vector Theories of motivation - Expectancy theory - Goal setting theory - Equity theory - Psychological empowerment Engagement: Contemporary synonym more or less for high levels of intensity and persistence in work effort Expectancy theory Describes the cognitive process that employees go through to make choices among different voluntary responses Motivation is generated when the employee believes three things 1. That effort will result in performance; Expectancy (E) 2. That performance will result in outcomes; Instrumentality (I) 3. That those outcomes outcomes will be what they value; Valence (V) M=ExIxV Motivation = (E-P) x {[ (P-O) x V] 7.2 What 3 beliefs help determine work effort, according to expectancy theory Expectancy: Represents the belief that exerting a high level of effort will result in a successful performance or task - Effort - Performance Can be shaped by self efficacy (belief of being capable) by thinking about - Past accomplishments - Vicarious experiences - Verbal persuasion - Emotional cues Instrumentality Performance - Outcomes The belief that successful performance will result in certain outcomes Can be hindered by… - Inadequate budget to provide outcomes even when performance is high - Use of policies, such as attendance or seniority - Time delays in rewarding good performance Valence: Anticipated value of outcomes Positive - Prefer having the outcome (salary increases, bonuses) - Outcome that satisfy needs are more positively valenced Negative - Prefer not having outcome (disciplinary action) Zero - No interest in the outcome either way (bored with outcome) Factors of Valence: - Needs based theory (Maslow hierarchy of theory) - Different theories (Clayton Alderfer, Frederick Herzberg, Douglas McGregor) - Clayton Alderfer- 3 primary needs and all must be satisfied; simultaneously, existence, relatedness and growth (ERG) - Frederick Herzberg- 2 factor theory; motivation and demotivation are on separate scales therefore not opposites - Douglas McGregor- Theory X Theory Y; Theory X-Assumes people only work because they have to Theory Y- self motivated and enjoy challenge of work Needs theory - Cognitive groupings of clusters of outcomes that are viewed as having as having critical psychological physiological consequences - Needs same some outcomes more attractive or positively valenced than others Extrinsic Outcomes: motivation controlled by some contingency that depends on task performance (people or object based) Intrinsic Outcomes: motivation felt when task performance serves as its own reward (personal) Meaning of money - Achievement - Respect - Freedom 7.3 What two qualities make goals strong predictors of task performance according to goal theory? Goal setting theory - Motivation is generated when employees are given specific and difficult goals - SMART goals and achievable goals - Rather than no goals, easy goals, or “do your best” goals Strategies for fostering goal commitment - Rewards - Publicity - Support - Participation - Ressources Equity theory - Motivation does not just depend on your own beliefs and circumstances but also on what happens to other people - Motivation is maximized when an employees ratio of “outcomes” to “inputs” matches those of some “comparison to others” - Ex: Life is not fair - Mateo 7.5 What is psychological empowerment, and what four beliefs determine empowerment levels Psychological empowerment An intrinsic form of motivation derived from the belief that one's work tasks are contributing to come larger purpose 1. Meaningfulness 2. Self determination 3. Competence 4. Impact 7.6 How does motivation affect job performance and organizational commitment 7.7 What steps can organizations take to increase employee motivation?  ORGANIZATIONAL BEHAVIOR CHAPTER 8 TRUST, JUSTICE, AND ETHICS 8.1 What is trust and how does it relate to justice and ethics Trust, Justice, and Ethics - Reputation is a valuable asset for firms, reflecting brand prominence and quality. (can be easily damaged) ○ Trust: Willingness to be vulnerable to a trustee based on positive expectations about the trustees actions and intentions ○ Trust = willing vulnerability/ Risk = becoming vulnerable ○ Justice: Perceived fairness in decision-making. ○ Ethics: Alignment of authority's behavior with accepted moral norms. 8.2 In what three sources can trust be rooted? Factors Influencing Trust Levels - Disposition based trust - Cognition based trust - Ability based trust Disposition-Based Trust: - Trust propensity is a general expectation of reliability in others. - Question for consideration: Is it more harmful to be overly trusting or overly suspicious? - Trust propensity: general expectation that the words promises and statements of individuals and groups can be relied upon 8.3 What dimensions can be used to describe the trustworthiness of an authority? Cognition-Based Trust - Trust is rooted in a rational assessment of authorities trustworthiness The characteristics of a trustee that inspire trust - Ability - Benevolence - Integrity Affect-Based Trust - Trust rooted in emotional bonds rather than rational evaluation, adding depth to trust. - Acts as a supplement to other types of trust Justice - Trustworthiness sometimes can be difficult to judge especially in work relationships - Justice can serve as behavioral evidence of trustworthiness, with types: ○ Distributive Justice: Fairness of decision-making outcomes. ○ Procedural Justice: Fairness in decision-making processes. ○ Interpersonal Justice: Fair treatment by authorities. ○ Informational Justice: Fairness in communication from authorities. Distributive Justice - Assesses fairness in outcomes such as pay, promotions, and assignments, often based on equity (more inputs=more outcomes) 8.4 What dimensions can be used to describe the fairness of an authority’s decision making Procedural Justice - Focuses on process fairness, upheld by rules like consistency, accuracy, and representation. Interpersonal Justice - Relates to fair treatment by authorities - Taken to extremes, interpersonally unjust actions create abusive supervision defined as the sustained display of hostile verbal and nonverbal verbal behavior including physical contact Fostered when authorities adhere to 2 rules; - Authorities treat employees by emphasizing dignity and sincerity - Refrain from making improper or offensive remarks Informational Justice Based on transparency and honesty in communication to employees from authorities. Fostered when authorities adhere to 2 rules; - Authorities explain decision making process and outcomes in a comprehensive and reasonable manner - Whether communication are honest and candid Ethics Ethics pertains to the moral alignment of authority’s actions: ○ Unethical Behavior ○ “Merely Ethical” Behavior - laws and contracts ○ “Especially Ethical” Behavior - whistleblowing 8.5 What is the four-component model of ethical decision making Moral Awareness Recognizing the presence of a moral issue, measured through dimensions like consequence magnitude and social consensus. Moral Judgment Evaluating actions as ethical or unethical, stages include: ○ Preconventional: Based on consequences for the individual. ○ Conventional: Based on societal expectations. ○ Principled: Based on established moral principles. Moral Intent Commitment to the ethical course of action, ensuring ethical decisions are acted upon. 8.6 How does trust affect job performance and organizational commitment Importance of Trust Trust is critical for focus and influences positive behaviors like citizenship and social exchange, contrasting with economic exchange relationships where trust is minimal. 8.7 What steps can organizations take to become more trustworthy Social Responsibility Corporate Social Responsibility (CSR) with components: ○ Legal compliance ○ Ethical behavior ○ Social commitments.