BUS 272 Midterm Chapters PDF

10/20/24, 9:59 AM BUS 272 Midterm Chapters Chapter 1 The Importance of ❖ Helps organizations attract and keep high-performing employees Interpersonal Skills in the ❖ Strong associations btw the qu...

10/20/24, 9:59 AM BUS 272 Midterm Chapters Chapter 1 The Importance of ❖ Helps organizations attract and keep high-performing employees Interpersonal Skills in the ❖ Strong associations btw the quality of workplace relationships and employee Workplace job satisfaction, stress and turnover ❖ Lower stress at work and lower intentions to quit ❖ Increasing the OB element in organizations can foster social responsibility awareness Defining Organizational A field of study that looks at the impact of indv, groups, and structure Behaviour have on behaviour within organizations effectiveness Often applied to as job satisfaction, absenteeism, employment turnover, productivity, human performance and management ❖ ORGANIZATION: Consciously coordinated social unit, composed or people, that functions on a relatively continuous basis to achieve a common goal or set of GOALS  ❖ Complementing Intuition with ❖ Systematic study: Systematic Study Looks at relationships, attempting to attribute causes and effects, and basing our conclusions on scientific evidence-- by data under controlled situations and measured and interpreted Evidence-based management(EBM): Basing manager decisions on the best available scientific evidence Disciplines that Contribute to The Building Blocks of OB: the OB field ❖ psychology , social psychology, sociology, anthropology P SP S A S/SP/P/A (SPA) about:blank 1/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters ❖ Psychology Seeks to measure, explain, and change the behaviour of humans and other animals learning/personality theorists, counselling psychologists, industrial and organizational psychologists Studied the problems of fatigue and boredom and stuff that impede on work performance ❖ Social Psycohology Focus on peoples influence on one another Change- how to implement it and how to reduce barriers to its acceptance Measuring, understanding, and changing attitudes; identifying communication patterns; and building trust ** study of communication, intergroup behaviour, power, and conflict ❖ Sociology Studies ppl in relation to their social environment or culture Group behaviour in organizations(formal and complex organizations) Organizational culture and change, formal organization theory and structure, organizational technology, communication, and conflict ❖ Anthropology Learn abt human beings and their activities Work on cultures and environments to understand differences in fundamental values, attitudes, and behaviour among ppl in dif countries and within dif organization Understands organizational culture, organizational climate and differences among national cultures OB Has Few Absolutes ❖ Contingency approach: considers behaviour within the context in which it occurs → WHAT IS AN EXAMPLE OF THIS? Challenges and Opportunities in the Canadian Workplace ❖ There are different employment options nowadays about:blank 2/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters Blurred content of page 3 about:blank 3/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters Chapter 2:Perception, Personality, and Emotions Perception and ❖ Perception → process by which we organize and interpret impressions to give Factors that meaning to our environment Influence it Perception is imp to OB bc people's behaviour is based on their perception of what reality is, not reality itself ❖ Factors That Influence Perception Perceiver: looks at a target, your interpretation of what you see is influenced by your attitudes, motives, interests, past experiences and expectations Target: we dont look at targets in isolation, the relationship of a target to its background influences perception Situation: context matters Perceptual Errors Formed by first impressions and small cues that have little supporting evidence Attribution Theory Explains the ways we judge ppl differently, depending on the meaning we attribute to a given behaviour Internally - observer believes to be under the personal behaviour control of another indv Externally - what we imagine the situation forced the ind to do 3 determinants whether a behaviour is internal or external:distinctiveness, consensus, consistency Distinctiveness→ whether an indv acts similarly across a variety of situations Consensus → a behavioural rule that considers whether everyone faced with a similar situation responds in the same way consistency→ whether an indv has been acting in the same way over time about:blank 4/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters ❖ Fundamental Attribution error→ underestimate the influence of external factors and overestimate the influence of internal factors when making judgements about the behaviour of others ❖ Self-serving bias → attribute their own successes to internal factors while putting the blame for failures on external factors ❖ Selective perception→ what they see based on their interests, background, experience, and attitudes ❖ Halo effect→ drawing a general impression of an indv on the basis of a single characteristics ❖ Contrast effects→ concept that our reaction to one person is often influenced by other people we have recently encountered ❖ Self-fulfilling prophecy → a concept that proposes a person will behave in ways consistent with how he/she is perceived by others Personality: way its ❖ Personality → the sum of the ways in which an indv reacts to and interacts with measures and factors others that shape it ❖ Measuring personality → self-report surveys and indvs report themselves ❖ Personality determinants Heredity and environment Myers- Briggs Type Indicator (MBTI) ❖ 100 question personality test that asks ppl how they usually feel or act in particular situations E or I, Sor N, T or F, J or P 16 personality types by identifying one trait from each of the four paies INTJ→ visionaries, ESTJ→ organizers, ENTP→ conceptualizers A problem= forces a person into either one type or another, theres no in between Or when ppl take the test again, they get a dif result The Big Five Personality Model ❖ Proposes that 5 basic personality dimensions underlie all others and encompass most of the significant variation in human personality Conscientiousness, Emotional Stability, Extraversion, Openness to experience, Agreeableness about:blank 5/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters Blurred content of page 6 about:blank 6/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters acting as a stimulus ❖ Moral emotions → emotions that have moral implications because of our instant judgement of the situation that evokes them Anger about injustice done to others Emotional labour When an employee expresses organizationally desired emotions during interpersonal interactions → key component of effective job performance ❖ Affective events theory → employees react emotionally to things that happen to them at work, and this reaction influences their job performance and satisfaction Emotional intelligence Persons ability to perceive emotions in the self and others, understand the meaning of these emotions and regulate his/her own emotions accordingly in a cascading model Emotion Regulation ❖ Surface acting → putting on a face Techniques ** ❖ Deep acting → actually trying to experience the emotion ❖ Emotional suppression ❖ Cognitive reappraisal → reframing the outlook on the emotional situation ❖ Social sharing → venting Perception and ❖ People act on the basis of their perception of reality Attributions ❖ Personality attributes provide a framework for predicting behaviour about:blank 7/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters Chapter 3 Values ❖ Represent basic convictions that a specific mode of conduct or end-state existence is personally or socially preferable to an opposite or converse mode of conduct or end state of existence Rokeach Value Survey Terminal values→ desirable end-states of existence Goals that indv would like to achieve during their lifetime → ex. A comfortable life, happiness, equality Instrumental values → means for achieving the terminal values Ambitious, capable, honest, imaginative Hodgson’s General Moral Principles ethics ; study of moral principles that guide our behaviour and inform us whether actions are right or wrong Hofstede;s Framework for Assessing Cultures Power distance Degree to which ppl in a country accept that power in institutions and organizations is distributed unequally A high rating on power distance = large inequalities of power and wealth exist and are tolerated in the culture Individualism vs Collectivism Individualism → degree to which people prefer to act as individuals rather than as members of groups and believe in individual rights above else collectivism → emphasized a tight social framework in which pl expect others in groups of which theyre part in to look after them and protect them Masculinity vs femininity Masculinity → traditional masculine role → achievement, power and control ot viewing women as not equals Femininity → little difference btw male and female roles and treats them equally Uncertainty avoidance Structured vs unstructured → higher of this = anxiety abt uncertainty and ambiguity and does not want change Long-term vs. short term orientation Long term → look to the future and value thirft, persistence and tradition short-term→ here and now, they accept change Indulgence vs restraint Restraint → need to control gratification of needs Indulgence → encourage free gratification of basic and human desires related to enjoying life Canada → lower score on masculinity vs US, low on uncertainty avoidance, high on individualistic score, short-term orientation, and is low in power about:blank 8/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters Blurred content of page 9 about:blank 9/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters Attitudes ❖ The components of an attitude: cognitive, affective, behavioural Job satisfaction ❖ Influenced by job conditions, personality (core self-evaluations → inner work and basic competence), pay ❖ Indv w higher job satisfaction perform better, and organizations w more satisfied employees tend to be more effective ❖ OCB (engaging in citizenship behaviour) is led by job satisfaction bc of TRUST ❖ Customer service → satisfied employees increase customer satisfaction and loyalty How employees can express dissatisfaction Exit Leaving the organization, like looking for a new position Destructive from the works POV Voice Actively and constructively attempting to improve conditions, inc suggesting improvements, and discussing problems w superiors, and undertaking union activity Loyalty Passively but optimistically waiting for conditions to improve Trusting organization to do the right thing Neglect Passively allowing conditions to worsen Chronic absenteeism or lateness, reduced effort, and increased error rate Action is destructive form the POV of the organization ❖ CWB → counterproductive work behaviour → deviant behaviour in the workplace Due to job dissatisfaction ❖ Turnover → about:blank 10/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters When employees have high human capital, job dissatisfaction is more likely to translate into turnover bc they have many available alternatives ❖ Job involvement and psychological empowerment is high in job satisfaction Organizational ❖ Affective commitment Commitment Indv emotional attachment to an organization and a belief in its values Involvement with what she believes in ❖ Normative commitment The obligation an indv feels to stay w an organization for moral or ethical reasons Employee would seem like shes betraying them ❖ Continuance commitment An indv perceived economic value of remaining w an organization Getting paid well Perceived ❖ POS → employees believe the organization values their contributions and cares about Organizational Support they well-being ❖ Ppl perceive rheir organization as supportive when rewards are deemed fair Job Engagement ❖ POS is important in countries where power distance is lower High power distance → china - employee POS perceptions arent as deeply based on demos of fairness, support, and encouragement Employee engagement → indv involvement with, satisfaction with, and enthusiasm for the work they do ❖ Top 2 reasons for job engagement - having a good manager they enjoy wokring for and feeling appreciated by their supervisor Managing Diversity in ❖ Surface-level diversity → dif. In easily perceived characteristics, that dont necessarily the Workplace reflect the ways ppl think or feel but that may activate certain stereotypes ❖ Deep-level diversity → dif. In values, personality, and work preferences that become progressively more imp for determining similarity as ppl get to know one another better ❖ Try to be inclusive by having these effective programs available for protected groups Cultural Intelligence ❖ CQ → ability to understand someones unfamiliar and ambiguous gestures in the same way as would ppl from that persons culture Sometimes this isnt enough bc they lack cultural code-switching → ability to modify behaviour in specific situations to accommodate varying cultural norms Chapter #4 Motivation ❖ Process that accounts for an indv’s intensity, direction, and persistence of effort toward reaching a goal ❖ McGregor view: Theory X→ negative- how ppl dont life their work and avoid it Theory Y→ positive and exercise self-direction and self-control ❖ Intrinsic motivators → person’s internal desire to do something, due to interest, about:blank 11/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters Blurred content of page 12 about:blank 12/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters ❖ Need for affiliation→ desire for friendly and close interpersonal relationships Relationship of Various Needs of Theories about:blank 13/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters Summary of Theories Expectancy Theory ❖ Effort will lead to good performance, good performance will lead to organizational rewards, such as salary increases, and rewards will satisfy employees’ personal goals ❖ Three relationships (expectancy, instrumentality, and valence) about:blank 14/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters Blurred content of page 15 about:blank 15/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters Four ways to increase self-efficacy: ❖ Enactive mastery→ gaining relevant experience w the task ❖ Vicarious modelling→ becoming more confident bc you see someone else doing the task ❖ Verbal persuasion→ someone convinces u that you have the skills to be successful ❖ arousal→ energized state so the person gets psyched up and performs better Reinforcement Theory ❖ Behaviour is a function of its consequences→ behaviouristic view, arguing that (opposite from reinforcement conditions behaviour goal-setting-cognitive) ❖ Behaviourism → a theory that argues behaviour follows stimuli in a relatively This is behavioural unthinking manner ❖ Schedules of Reinforcement Continuous reinforcement→ desired behaviour is reinforced each and every time it is demonstrated Intermittent reinforcement→ desired behaviour is reinforced often enough to make the behaviour worth repeating, but not every time it is demonstrated Fixed vs variable about:blank 16/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters Equity Theory ❖ A theory that asserts that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any equities Employees compare what they get from their job to what they put into it Take the ratio of their outcomes to their inputs and compare the ratio of others about:blank 17/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters Blurred content of page 18 about:blank 18/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters Theory previously enjoyed task feel more like an obligation than a freely chosen activity will undermine motivation ❖ Pursuing goals from intrinsic rewards is more sustaining to human motivation than are extrinsic rewards Cognitive evaluation ❖ Offering extrinsic rewards for work effort that was previously rewarding intrinsically theory will tend to decrease the overall level of a person’s motivation Extrinsic rewards are used by organizations as payoffs for superior performance, the intrinsic rewards, which are derived from individuals doing what they like, are reduced ❖ Suggest that providing extrinsic incentives may undermine intrinsic motivation ❖ Self-concordance → considers how strongly ppls reasons for pursuing goals bc of intrinsic interest are more likely to attain goals, are happier when they do Some ppl pursue goals for extrinsic reasons are less likely to attain goals and less happy when they do bc goals are less meaningful to them Means that managers should provide intrinsic as well as extrinsic incentives by making the work interesting, providing recognition, and supporting employee growth and development Motivation for Whom? ❖ Job engagement → the investment of an employee’s physical, cognitive, and emotional energies into job performance ❖ Recognize individual differences so managers know how to align goals, level of involvement and rewards with indv needs ❖ Use goals and feedback → should hav specific goals and challenging goals ❖ Allow employees to participate in decision that affect them → choosing their own benefit packages, solving productivity and quality problems to increase employee productivity, commitment to work goals, motivation and job satisfaction ❖ When giving rewards, be sure that they reward desired performance ❖ Check the system for equity → should perceive rewards as equating w the inputs they bring to the job Chapter 5 How to Pay: Rewarding ❖ Variable-pay program → a pay plan that bases a portion of an employee’s pay on some Individuals through individual and/or organizational measure of performance Variable-Pay Programs Piece-rate, merit-based, bonuses ❖ Individual-based incentives Piece-rate pay plan → an indv-based incentive plan in which employees are paid a fixed sum for each unit of production completed The # of bag they produce, the higher they make Merit-based pay → an indv-based incentive plan based on performance appraisal ratings Bonuses → significant component of total compensation for many jobs More vulnerable to cuts ❖ Organizational-based incentives Profit-sharing plan → distributes compensation based on some established about:blank 19/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters formula designed around acompany;s profitability Employer shares profits w employees based on a predetermined formula Employee stock ownership plan (ESOP) → company-established plan in which employees acquire stock as part of their benefits Flexible Benefits ❖ A benefits plan that allows each employee to put together a benefits package individually tailored to his or her own needs and situation ❖ Consistent w expectancy theory that organizational rewards should be linked to each employee’s personal goals Motivating by Job ❖ Job design → suggest that the way elements in a job are organized can influence employee Redesign effort and the job characteristics model → serve as a framework to identify opportunities for changes to those elements The Job Characteristics Model Skill variety → degree to which the job requires a variety of different activities so the employee can use specialized skills and talents Task identity→ the degree to which the job requires completion of a whole and identifiable piece of work Task significance→ degree to which the job has an impact on the lives or work of other people Autonomy→ degree to which the job provides the employee freedom, independence, and discretion in scheduling work each day and determining procedures for carrying it out Feedback → degree to which carrying out work activities generates direct and clear info about the employee’s own performance about:blank 20/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters Blurred content of page 21 about:blank 21/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters Blurred content of page 22 about:blank 22/23 10/20/24, 9:59 AM BUS 272 Midterm Chapters Blurred content of page 23 about:blank 23/23