Intro To Organizational Behavior ➔ Employee turnover refers to ➔ Perception plays a major role

workers parting ways with the in environmental scanning,

Managers rely on assets (financial institution or company they and creativity and motivation
reserves, earnings) and resources work for. influence how managers set
(technology, equipment, raw materials, goals, strategies, and tactics
information, operating systems and The organization= affected by the for their organization.
processes). presence and absence of the individual.
➔ Understanding of factors such Organizing- basic structure/ framework.
The center- people who work for the as a firm’s performance the process of designing jobs, grouping
organization evaluation and reward jobs into manageable units, and
➔ Talent, effort, skill and ability systems, its decision-making establishing patterns of authority among
is what differentiates them and communication patterns, jobs and groups of jobs.
from effective/ less effective and the structure of the firm ➔ ( In apple) The structure
organizations. itself can provide added includes several hierarchical
insight into why some people layers and spans myriad
Managers work to enhance employee choose to leave a company activities and areas of
performance behaviors, commitment and and others elect to stay. responsibility. Smaller firms
engagement, and citizenship behaviors can often function with a
and to minimize dysfunctional ➔ Roles/ identities in relatively simple and
behaviors. organizations: be consumers, straightforward form of
employees, suppliers, organization.
competitors, owners, or
All organizations have one thing in investors. Leading- major managerial function, the
common—they are made up of people. process of motivating members of the
Global mindset reflects your ability to organization to work together toward the
➔ make decisions about the influence people, groups, and organization’s goals.
strategic direction of a firm organizations from a variety of ➔ An Old Navy store manager,
➔ acquire the resources the firm backgrounds and cultures. Combines for example, must hire people,
uses to create new products, cultural intelligence and a global business train them, and motivate them.
and it is they who sell those orientation.
products. Controlling- The process of monitoring
➔ manage a firm’s corporate ➔ Multinational companies’ and correcting the actions of the
headquarters office locations, ability to create globally organization and its people to keep them
its warehouses and integrated systems depends headed toward their goals.
distribution centers, and its on their ability to get
information technology employees, managers, and ➔ A manager at Best Buy has to
facilities, executives to understand and control costs, inventory, and so
➔ who clean up at the end of the adapt to the realities of a on. Again, behavioral
day. globalized economy. processes and characteristics
➔ no position called are a key part of this function.
What exactly is meant by the term “organizational behavior Performance evaluation and
“organizational behavior”? manager” not a defined reward systems, for example,
business function or area of both apply to control.
➔ the study of human behavior in responsibility. Not a defined ➔ Control is of vital importance
organizational settings, of the business function or area of to all businesses, but it may
interface between human responsibility be especially critical to smaller
behavior and the organization, ones.
and of the organization itself. One central value of organizational
behavior is that it isolates important
aspects of the manager’s job and offers
specific perspectives on the human side of
management: people as organizations,
people as resources, and people as
people.

The organization influences and is

influenced by the individual, we cannot
fully understand the individual’s behavior
without learning something about the
organization.

➔ OB helps explain and predict 4 Basic Functions of Management: POLC

how people and groups ➔ to conceptualize the activities
interpret events, react, and performed by managers as
behave in organizations and reflecting one or more of four
describes the role of basic functions then applied to
organizational systems, resources. Resources: human, financial, physical,
structures, and processes in information
shaping behavior. Planning- the process of determining the ➔ To efficiently and effectively
organization’s desired future position and attain the goals of the
➔ Each individual brings to an deciding how best to get there. organization.
organization a unique set of
personal characteristics and a Target includes studying and analyzing the Critical Management Skills and
unique personal background environment, deciding on appropriate Organizational Behavior
and set of experiences from goals, outlining strategies for achieving ➔ an element of managerial work
other organizations. those goals, and developing tactics to help is mastery of the skills
execute the strategies. necessary to carry out basic
functions and fill fundamental
roles.
 Businesses can choose to pursue rather than technical or
Technical skills- necessary to competitive advantage by using an array financial issues.
accomplish specific tasks within the of different sources.
organization. Origins of Organizational Behavior
➔ Designing a new mobile game • Innovation: developing new products,
app for Gameloft. Developing services, and markets and improving Scientific management- Based on the
a new weight loss supplement current ones belief that productivity is maximized when
for Advocare. • Distribution: dominating distribution organizations are rationalized with precise
➔ Manager is teaching a new channels to block competition sets of instructions based on
sales clerk how to operate the • Speed: excelling at getting your product time-and-motion studies. The four
store’s payment system. or service to consumers quickly principles of Taylor’s scientific
Humble beginnings of CEOs • Convenience: being the easiest for management are:
customers to do business with
Interpersonal skills- communicate with, • First to market: introducing products and 1. Replace rule-of-thumb work
understand, and motivate individuals and services before competitors methods with methods based
groups. • Cost: being the lowest-cost provider on scientifically studying the
• Service: providing the best customer tasks using time-and-motion
Conceptual skill- ability to think in the support before, during, or after the sale studies.
abstract. To see “The big picture ( Steve • Quality: providing the highest-quality
Jobs) product or service ➔ Frederick Winslow Taylor-
• Branding: developing the most positive scientific management. He
Diagnostic skills- allow managers to image advocated that managers
better understand cause-and-effect should study the jobs of
relationships and to recognize the optimal Types of Business Strategies workers, “one best way” -
solutions to problems. (AT&T incident) ➔ Partially planned and partially number of units they
reactive to changing produced.
—--------------- circumstances. An
Organizational Behavior and Human organization may pursue 2. Scientifically select, train, and develop
Resource Management different strategies in different all workers rather than leaving them to
business units. passively train themselves.
➔ Human resource management 3. Managers provide detailed instructions
(HRM) is the set of Cost leadership- strive to be the and supervision to workers to ensure that
organizational activities lowest-cost producer in an industry for a they are following the scientifically
directed at attracting, particular level of product quality. developed methods.
developing, and maintaining ➔ (e.g., designing products with 4. Divide work nearly equally between
an effective workforce. a minimum number of parts workers and managers. Managers should
➔ HR managers select new needing assembly) apply scientific management principles to
employees, develop rewards planning the work, and workers should
and incentives to motivate and ➔ Operational excellence- actually perform the tasks.
retain employees, and create Maximizing the efficiency of
programs for training and the manufacturing or product ➔ Although scientific
developing employees. development process to management improved
➔ Who to hire: Personality Traits minimize costs. productivity, it also
➔ Reward/Retain: motivation unfortunately increased the
theories Differentiation- Developing a product or monotony
➔ Walmart example: strategic service that has unique characteristics ofwork.Dehumanizing
context of OB valued by customers. Apple
(user-friendliness) Hawthorne effect- people improve some
➔ product innovation- aspect of their behavior or performance
Developing new products or because they know they are being
services, new ideas (Johnson observed or assessed. Western Electric
& Johnson, Nike, and Apple) plant workers in Hawthorne, just outside of
➔ Help develop a customer Chicago.
service culture, and a reward
structure tied to customer Human relations movement viewed
service. organizations as cooperative systems and
treated workers’ orientations, values, and
Specialization- Focusing on a narrow feelings as important parts of
market segment or niche and pursuing organizational dynamics and performance.
either a differentiation or cost leadership employee-centered management by
THE STRATEGIC CONTEXT OF
strategy within that market segment. recognizing employees’ social needs and
ORGANIZATIONAL BEHAVIOR
(Chuck E. Cheese, Dunkin’ Donuts, and highlighted the importance of people to
Starbucks). Customer intimacy- Delivering organizational success.
Competitive advantage- Anything that
unique and customizable products or
gives a firm an edge over rivals in
services to meet customers’ needs and Follett- “groupthink” effect in meetings (in
attracting customers and defending itself
increase customer loyalty. (starbucks) which faulty decisions are made because
against competition.
➔ help develop a customer group members try to minimize conflict
service culture, and a reward and reach consensus by neglecting to
➔ well-made or low-priced
structure tied to customer critically analyze and test ideas).
products, excellent customer
service. ● Later became management by
service,convenience, short
objectives, total quality
product development times,
Growth strategy- Company expansion management, advocating
and well-known brand name.
organically or through acquisitions power-sharing arrangements
➔ According to Michael Porter, to
➔ response to investor in organizations.
have a competitive advantage,
preferences for rising earnings
a company must ultimately be
per share, and the required The systems perspective, or the theory of
able to give customers
business expansion systems, was first developed in the
superior value for their money
➔ Mergers and acquisitions often physical sciences system is an
(a combination of quality,
fail because of culture issues interrelated set of elements that function
service, and acceptable price)
as a whole.
 A person with a high level of commitment Hypotheses—- Written predictions
● An organizational system is likely to see himself or herself as a true specifying expected relationships between
receives four kinds of inputs member of the organization (e.g., referring certain variables
from its environment: material, to the organization in personal terms like
human, financial, and “We make high-quality products”)
Independent variable—- The variable
informational. MHFI
that is predicted to affect something else
Organizational citizenship- The behavior
● The organization’s managers
of individuals that makes a positive overall
then combine and transform dependent variable—- The variable
contribution to the organization
these inputs and “return” them predicted to be affected by something else
to the environment in the form
of products or services, ➔ a good performer who is not
correlation— Reflects the size and
employee behaviors, profits or willing to help other is not
strength of the statistical relationship
losses, and additional considered a good
between two variables; ranges from −1 to
information. Then the system organizational citizen
+1
receives feedback from the
environment regarding these
Dysfunctional behaviors
outputs. The statistical correlation ranges from −1
to +1 and so can be positive or negative.
Universal model, presumes a direct ● Those that detract from, rather
cause-and-effect linkage between than contribute to,
0= no correlation
variables. organizational performance
● For example, it suggests that ● If the individual who leaves is
whenever a manager a good performer or if the —correlation of +1 means that there is a
encounters a particular organization has invested perfect positive relationship—the higher
problem or situation (such as heavily in training the person, the goal, the more products assembled. A
motivating employees to work this individual’s departure is correlation of +1.0 is as strong a positive
harder), a universal approach costly relationship as we can get and shows that
exists (such as raising pay or ● theft & sabotage, sexual we can predict the number of products
increasing employee harassment, politicized assembled perfectly from the level of the
autonomy) that will lead to the behavior, bullying, workplace assembler’s goals.
desired outcome. violence
—1.0 is as strong a negative relationship
Situational perspective -in most
Organizations are also commonly as we can get. It would indicate that the
organizations, situations and outcomes
assessed in terms of financial higher an assembler’s goal, the lower his
are influenced by other variables.
performance: stock or share price, return or her performance. A negative correlation
Contingency-the precise relationship
on investment, growth rates, and so on. is not necessar- ily bad. In this case, it
between any two variables is likely to be
would simply mean that to maximize
situational (i.e., dependent on other
assemblers’ performance, the manager
variables). ➔ evaluated in terms of their
should set lower goals
ability to survive and the
extent to which they satisfy
important stakeholders such ——-we also include a correlation of
as investors, government +0.30, which is more common in OB
regulators, employees, and research.
unions.

Common sense is not common, not

always right.

Interactionalism attempts to explain how

people select, interpret, and change —— Intuition vs scientific method
various situations. Suggests that
individuals and situations interact
continuously to determine individuals’
behavior.

Enhancing Individual and Team

Performance Behaviors

Productivity - efficiency and is measured

in terms of the output created per unit of Meta-analysis- A statistical technique
input. used to combine the results of many
different research studies done in a variety
of organizations and for a variety of jobs
Performance- an individual-level outcome
variable, made up of all work-related Scientific method- Method of knowledge —-The goal of meta-analysis is to
behaviors. generation that relies on systematic estimate the true relation- ship between
studies that identify and replicate a result various constructs and to determine
using a variety of methods, samples, and whether the results can be generalized to
Personal factors, such as an individual’s settings all situations or if the relationship works
needs and aspirations, determine this differently in different situations.
attitude, along with group and
Theory - A collection of verbal and ———Chapter 2
symbolic assertions that specify how and five of the central environmental forces for
organizational factors, such as why variables are related, and the
relationships with coworkers and change faced by today’s managers:
conditions under which they should and diversity, globalization, technology, ethics
supervisors, as well as working conditions, should not relate
work policies, and compensation. and corporate
Five Types of Diversity
1. Surface-level diversity: observable Collectivism tends to be a dominant
differences in people, including gender, cultural value in many Asian countries. As
race, age, ethnicity, and physical abilities a result, workers such as these
2. Deep-level diversity: individual have a tight social framework and closely
differences that cannot be seen directly, identify with their co-workers.
including goals, values, personalities,
decision-making styles, knowledge, and
attitudes power distance (also orientation to
3. Separation: differences in position or authority) The extent to which people
opinion among group members reflecting accept as normal an unequal distribution
disagreement or opposition, especially of power
with regard to group goals or processes- • Stereotypes- Generalizations about a
dissimilarity in an attitude or value, for person or a group of persons based on uncertainty avoidance (also preference
example (a type of deep-level diversity) certain characteristics or traits for stability) The extent to which people
4. Variety: differences in a certain type or • Prejudices -Judgments about others feel threatened by unknown situations and
category, including group members' that reinforce superiority or inferiority prefer to be in clear and unambiguous
expertise knowledge, or functional beliefs Primary Dimensions situations
background (a type of deep-level diversity) Primary dimensions -Factors that are
5. Disparity: differences in the either inborn or exert extraordinary masculinity (also assertiveness or
concentration of valuable social assets or influence on early socialization materialism) The extent to which the
resources- including dissimilarity in rank, • Age, race, ethnicity, gender, sexual dominant values in a society emphasize
pay, decision-making authority, or status orientation, physical/mental abilities aggressiveness and the acquisition of
(a type of deep-level diversity) • Secondary Dimensions money and other possessions as opposed
-Factors that matter to us as individuals to concern for people, relationships
and that to some extent define us to among people, and overall quality of life
● Team Separation’s diversity is others
in their attitudes toward the • Educational background, geographical
best approach to use. Half of location, income, marital status, military Assimilation | Minority groups follow
the team prefers creative experiences, parental status, religious majority ~effects of this
brainstorming while the other beliefs, work experiences Knowledge workers | on-call lawyers in a
half prefers basing the product company
on objective, data-based Globalization- The internationalization of
customer analysis. business activities and the shift toward an long-term values Include focusing on the
integrated global economy. future, working on projects that have a
● Members of Team Variety distant payoff, persistence, and thrift.
vary in their functional areas of cultural competence- The ability to
expertise. One is a marketing interact effectively with people of different short-term values More oriented toward
professional, one a materials cultures the past and the present and include
specialist, and the others respect for traditions and social
represent manufacturing, There are four components of cultural obligations
product safety, advertising, competence:
and law. 1. Awareness of our own cultural global perspective A willingness to be
worldview, and of our reactions to people open to and learn from the alternative
● Team Disparity varies in their who are different. systems and meanings of other people
rank in the organization. One 2. Our attitude toward cultural differences. and cultures, and a capacity to avoid
member of the team is a vice 3. Knowledge of different worldviews and assuming that people from everywhere
president, two are mid-level cultural practices. are the same
managers, and three are 4. Cross-cultural skills.
lower-level employees
culture- The set of shared values, often Corporate social responsibility often
———Trends in Diversity taken for granted, that help people in a includes businesses living and working
age-based diversity is a major issue facing group, organization, or society understand together for the common good and valuing
many organizations today. which actions are considered acceptable human dignity.
and which are deemed unacceptable.
seniors (1922–1943); baby boom- ers knowledge workers Those employees
(1943–1963); Generation X (1964–1980); Specific Cultural Issues • Geert Hofstede's who add value in an organization simply
and Generation Y, also referred to as the Research because of what they know
Millennial Generation (1980–2000). -Attitudes and behaviors differ significantly
because of values and beliefs that
As managers, diversity awareness will characterize different countries outsourcing- The practice of hiring other
enable us to hire, retain, and engage the firms to do work previously performed by
best talent, which will help to maximize the the organization itself; when this work is
orga- nization’s performance. moved overseas, it is often called
Offshoring
Title VII of the Civil Rights Act of 1964,
amended in 1991. It prohibits employment A contingent worker is a person who
discrimination based on race, color, works for an organization on something
religion, sex, or national origin other than a permanent or full-time basis.
Categories of contingent workers include
Workforce Diversity independent contractors, on-call workers,
-The important similarities and differences temporary employees (on call lawyers,
among the employees of organizations doctors, etc)

psychological contract- A person’s set

of expectations regarding what he or she
individualism- Exists to the extent that
people in a culture define themselves will contribute to an organization and what
primarily as individuals rather than as part the organization, in return, will provide to
of one or more groups or organizations the Individual.
 Person-organization fit Personality is the relatively stable set of
The fit between an individual’s values, psychological attributes that distinguish
beliefs, and personality and the values, one person from another.
norms, and culture of the organization.
● For example, even if Maria is
technically well qualified as a
researcher, if she avoids risk,
is indecisive, and tends to
ruminate over a decision, she
Ethics A person’s beliefs regarding what may be unsuccessful in an
is right or wrong in a given situation innovative, fast-paced
company

Person-vocation fit is the fit between a

service organization is one that person’s interests, abilities, values, and
transforms resources into an intangible personality and a profession.
output and creates time or place utility for ● For example, a social
its customers. (uber, grab) individual who is low in
conscientiousness and dislikes
Technology refers to the methods used to working with numbers would
create products, including both physical be a poor fit with the
goods and intangible services. engineering vocation

Manufacturing is a form of business that

combines and transforms resources into
tangible outcomes that are then sold to ➔ Sensing (S)/Intuition (N):
others. (The good year tire, apple) Sensing people are detail
oriented. They want and trust
Tiered workforce- exists when one group facts.
of an organization's workforce has a ➔ Intuitive people seek out
contractual arrangement with the patterns and relationships
organization objectively different from that among the facts that they have
of another group performing the same learned. They trust their
jobs. intuition Fand look for the “big
picture.” Do you prefer to
Self-motivation persisting in the face of focus on the information you
Chapter 3 obstacles, setbacks and failures. take in (sensing) or do you like
Locus of control The extent to which one to interpret and add meaning
individual differences Personal believes one’s circumstances are a (intuition)?
attributes that vary from one person to function of either one’s own actions or of ➔ Thinkers value fairness and
another (physical, psychological, and external factors beyond one’s control.
decide things impersonally
emotional)
based on objective criteria and
Openness capacity to entertain new ideas
logic.
Person-Job Fit: An employee’s talents and to change as a result of new
➔ Feelers value harmony and
need to meet a job’s requirements, and information
the job needs to meet the employee’s focus on human values and
needs and motivations Sensory modality A system that interacts needs as they make decisions
with the environment through one of the or judgments.
Person-group fit recognizes that basic senses. ➔ Judging people are decisive
employees often must work effectively Self management: managing your own and tend to plan. They focus
with their supervisor, workgroup, and emotions and impulses. on completing tasks, take
teammates to be successful. action quickly, and want to
Person-group fit leads to improved job realistic job previews (RPJ)- Involve the know the essentials. They
satisfaction, organizational commitment, presentation of both positive and develop plans and follow
and intent to stay with the company. potentially negative information to job them, adhering to deadlines.
candidates ➔ Perceptive people are
➔ An executive at Men’s ● Hiring customers and using adaptable, spontaneous, and
Wearhouse once terminated employee referrals are among curious. They start many tasks
one of the men’s suits retail the methods many companies and often find it difficult to
store’s most successful use to give job candidates complete them. Deadlines are
salesperson because he realistic information about meant to be stretched
focused only on maximizing what it would be like to work at ➔ Affect a person's feelings
his own sales as opposed to that company
toward something.
working with the other sales
staff as a Team. After firing the RJPs may be useful for organizations
salesperson, sales at the store trying to reduce turnover rates for jobs
where he worked increased
significantly.
 Learning Style Orientations

1. Discovery learning: an inclination for

exploration during learning. Discovery
learners prefer subjective assessments,
interactional activities, informational
methods, and active-reflective activities.
2. Experiential learning: a desire for
hands-on approaches to instruction.
Experiential learning is positively related
to a preference for action activities.
1. Linguistic: words and language
3. Observational learning: a preference for
2. Logical–mathematical: logic and
external stimuli such as demonstrations
numbers 3. Musical: music, rhythm, and
and diagrams to help facilitate learning.
sound 4. Bodily–kinesthetic: body
Observational learning is positively related
movement and control 5. Spatial–visual:
to preference for informational methods
images and space 6. Interpersonal: other
and active-reflective methods.
people’s feelings 7. Intrapersonal:
4. Structured learning: a preference for
self-awareness
processing strategies such as taking
notes, writing down task steps, and so
Emotional intelligence (EI) is an
forth. Structured learning is related to
interpersonal capability that includes the
preferences for subjective assessments.
ability to perceive and express emotions,
“Machiavellianism” is now used to 5. Group learning: a preference to work
to understand and use them, and to
describe behavior directed at gaining with others while learning. Group learning
manage emotions in oneself and other
power and controlling the behavior of is related to preferences for action and
people.
others. interactional learning
➔ CEO of Tyco International, had
a high degree
ofMachiavellianism. He
apparently came to believe
that his position of power in
the company gave him the
right to do just about anything
he wanted with company
resources

Convergers: depend primarily on active

experimentation and abstract
conceptualization to learn. People with
this style are superior in technical tasks
and problems and inferior in interpersonal
learning settings. 2. Divergers: depend
primarily on concrete experience and
reflective observation. People with this
style tend to organize concrete situations
from different perspectives and structure
their relationships into a meaningful
General mental ability is the capacity to whole. They are superior in generating
rapidly and fluidly acquire, process,and alternative hypotheses and ideas and tend
apply information. It involves reasoning, to be imaginative and people- or
remembering, understanding, and feeling-oriented. 3. Assimilators: depend
problem solving on abstract conceptualization and
Information processing capacity reflective observation. These individuals
involves the way individuals process and tend to be more concerned about abstract
organize information. concepts and ideas than about people.
They also tend to focus on the logical
➔ Explain differences between soundness and preciseness of ideas,
experts and novices on task rather than the ideas’ practical values;
learning and performance, as they tend to work in research and planning
experts process and organize units. 4. Accommodators: rely mainly on
information more efficiently active experimentation and concrete
and accurately than novices. experiences and focus on risk taking,
opportunity seeking, and action.
multiple intelligences Suggests that Accommodators tend to deal with people
there are several distinct forms of easily and specialize in action oriented
intelligence that everyone possesses in jobs, such as marketing and sales.
varying degrees
Chapter 4 that, in turn, influences him or her to apply negative affect, which comprises feelings
additional discretionary effort to his or her of being upset, fearful, and distressed
Attitudes: A person's complexes of work
beliefs and feelings about specific ideas,
situations and other people. values Ways of behaving or endstates
that are desirable to a person or to a
Cognition The knowledge a person group
presumes to have about something
Terminal values reflect our long-term life
Affect A person’s feeling toward goals and may include prosperity,
something happiness, a secure family, and a sense
of accomplishment

Instrumental values are our preferred

means of achieving our terminal values or
our preferred ways of behaving. Terminal
values influence what we want to
accomplish; instrumental values influence
intention Component of an attitude that how we get there.
guides a person’s behavior
Intrinsic work values relate to the work perception The set of processes by which
itself. For example, some employees an individual becomes aware of and
For instance, you may like a particular
want challenging jobs with a lot of variety interprets information about the
professor (affect), believe that she or he is
environment
a great instructor (cognition), and plan to
take another class from the professor next Extrinsic work values are related to the
outcomes of doing work. Employees who selective perception The process of
semester (behavioral intention).
work to earn money or to have health screening out information that we are
benefits are satisfying extrinsic work uncomfortable with or that contradicts our
values. beliefs

intrapersonal value conflict Conflict ➔ A manager who finds an

between the instrumental value of employee outstanding, the
ambition and the terminal value of manager may assume that the
happiness worker stayed up working late
the night before and is just
interpersonal value conflicts Occur taking a short nap
cognitive dissonance An incompatibility when two different people hold conflicting
or conflict between behavior and an values Stereotyping is categorizing or labeling
attitude or between two different attitudes. people on the basis of a single attribute
individual–organization value conflict (1) costing the organization valuable talent
job satisfaction Reflects our attitudes When an employee’s values conflict with for both sets of jobs, (2) violating federal
and feelings about our job (the factors that the values of the organization law, and (3) behaving unethically.
have the greatest influence on job
satisfaction are the work itself, attitudes, Traditional/secular-rational values The halo effect is when we form a general
values, and personality) reflect the contrast between societies in impression about something or someone
which religion is very important and those based on a single (typically good)
organizational commitment Reflects the in which it is not. Survival values characteristic. For example, people tend
degree to which an employee identifies emphasize economic and physical to associate beauty with other positive
with the organization and its goals and security characteristics
wants to stay with the organization
emotions Intense, short-term horns effect This occurs when we form a
Affective commitment leads employees physiological, behavioral, and general impression based on a single
to stay with an organization because they psychological reactions to a specific “bad” characteristic
want to and is related to higher object, person, or event that prepare us to
performance. respond to contrast effect occurs when we evaluate
our own or another person’s
Normative commitment: feeling obliged Moods are short-term emotional states characteristics through comparisons with
to stay with an organization for moral or that are not directed toward anything in other people we have recently
ethical reasons particular. encountered who rank higher or lower on
the same characteristics
Continuance commitment leads Affectivity represents our tendency to
employees to stay with an organization experience a particular mood or to react to Projection occurs when we project our
because they feel that they have to. things with certain emotions. own characteristics onto other people.

positive affect, which reflects a First impression bias may also be

combination of high energy and positive relevant. negative impressions are harder
employee engagement Heightened evaluation characterized by emotions like to change than positive ones.
emotional and intellectual connection that elation
an employee has for his or her job, Our impressions and expectations of
organization, manager, or coworkers others also can become self-fulfilling
prophecies. *Trainees labeled with high ➔ interpersonal fairness, which The physical demands of a job are its
aptitude - rated higher* reflects the degree to which physical requirements on the worker;
people are treated with these demands are a function of the
Attribution refers to the way we explain politeness, dignity, and respect physical characteristics
the causes of our own as well as other by authorities or third parties
people’s behaviors and achievements, involved in executing Role demands can also be stressful to
and understand why people do what they procedures or determining people in organizations. A role is a set of
do outcomes. expected behaviors associated with a
➔ informational fairness, which particular position in a group or
Consistency: Has the person regularly focuses on the extent to which organization. As such, it has both formal
behaved this way or experienced this employees receive adequate (i.e., job-related and explicit) and informal
outcome in the past? information and explanations (i.e., social and implicit) requirements.
about decisions affecting their
Distinctiveness: Does the person act the working lives interpersonal demands: group pressures,
same way or receive similar outcomes in leadership, and interpersonal conflict.
different types of situations? Trust is the expectation that another Group pressures may include pressure to
person will not act to take advantage of us restrict output, pressure to conform to the
Consensus: Would others behave regardless of our ability to monitor or group’s norms, and so forth
similarly in the same situation or receive control him or her
the same outcome? Burnout is a general feeling of exhaustion
stress as a person’s adaptive response to that develops when a person
a stimulus that places excessive simultaneously experiences too much
psychological or physical demands on him pressure and has too few sources of
or her satisfaction

general adaptation syndrome (GAS) Work–life relationships, then, include any

Identifies three stages of response to a relationships between dimensions of the
stressor: alarm, resistance, and person’s work life and the person’s
exhaustion personal life

The first stage is called “alarm.” At this Chapter 5 The Nature of Motivation
point, the person may feel some degree of Motivation- the set of forces that leads
Self-handicapping occurs when people
panic and begin to wonder how to cope. people to behave in particular ways.
create obstacles for themselves that make
Resisting the effects of the stressor.
success less likely.
Exhaustion- sleeping in desk without ➔ Students who start
resolution assignments several weeks
organizational fairness refers to
before they are due to ensure
employees’ perceptions of organizational
eustress The pleasurable stress that that their term papers are the
events, policies, and practices as being
accompanies positive events (promotion) best they can be
fair or not fair
distress The unpleasant stress that To reach high levels of performance, an
Distributive fairness refers to the
accompanies negative events (excessive employee must want to do the job well
perceived fairness of the outcome
pressure) (motivation); must be able to do the job
received, including resource distributions,
effectively (ability); and must have the
promotions, hiring and layoff decisions,
Organizational stressors are various materials, resources, equipment, and
and raises.
factors in the workplace that can cause information required to do the job
stress (environment).
➔ Imagine that you and a friend
both apply for a job with a
➔ Need deficiency
local company at the same
time. Although you believe that
The importance of motivation Job
you are more qualified, your
performance (P) depends upon
friend is offered a job and you
motivation (M), ability (A), environment(E)
are not.
Need deficiency- goal(to gain approval
from parents, get a good job)
Procedural fairness addresses the
Search for ways to satisfy the need
fairness of the procedures used to
Choice goal-directed behavior Enactment
generate the outcome (e.g., what rules
of behavioral choice (performance)
were followed, whether people had the
Experienced reward/ punishment
opportunity to express opinions and
Re-assessment of need deficiency
influence the outcome, etc.)

Interactional fairness is whether the

amount of information about the decision
Task demands are stressors associated
and the process was adequate, and the
with the specific job a person performs.
perceived fairness of the interpersonal
treatment and explanations received
Overload occurs when a person simply
during the decision-making process.
has more work than he or she can handle
scientific management approach to valence–instrumentality–expectancy)
motivation that assumes that employees Motivation factors such as achievement, Motivation depends on how much we
are motivated by money Human relations recognition, and the opportunity to plan want something and the likelihood they
approach- illusion and control their own work were often perceive of getting it . (ex: She will
cited by people as primary causes of probably apply for this position because
satisfaction and motivation. (1) she wants it and (2) she thinks she has
Human resource approach Assumes a reasonable chance of getting it. )
that people want to contribute and are Hygiene factors extrinsic to the work and
able to make genuine contributions to include factors such as pay and job Effort to performance expectancy
organizations security. came out in response to the The person's perception of the
Individual characteristics are internal questions about dissatisfaction and lack of probability that effort will lead to
motivational factors that are a part of who motivation. The respondents suggested performance. Choir keeps practicing
that pay, job security, supervisors, and but the choir is already always out of
we are and compel us to try harder and
working conditions, if seen as inadequate, tune.
exert more effort toward reaching some could lead to feelings of dissatisfaction.
goals as compared to others. Make an employee satisfied but not Performance to outcome
motivated. expectancy (instrumentality)
Task specific self- efficacy- belief you can The individual's perception of the
make the task. (E.g. HR tasks: Interview, Acquired needs framework probability that performance will lead to
Job suit) Centers on the needs, certain outcomes.
1. Magnitude: beliefs about how difficult a achievement, affiliation and power.
specific task is to be accomplished
2. Strength: beliefs about how confident need for achievement The desire
the person is that the specific task can be to accomplish a task or goal more
effectively than was done in the
accomplished past
3. Generality: beliefs about the degree to
which similar tasks can be accomplished
need for affiliation The need for
human companionship
Needs based on hierarchy Outcome Anything that results from
need for power The desire to performing a behavior
control the resources in one’s
environment Valence Degree of attractiveness to a
person or unattractiveness—the value—of
Process- based perspectives (on that outcome to the person. Pay raises,
motivation) Focus on how people promotions, and recognition might all have
behave in their efforts to satisfy their positive valences, whereas fatigue, stress,
needs. and less time to rest might all have
negative valences
Equity theory of motivation People
desire to be treated with equity (equally) Porter and Lawler Expectancy Model
(based on their input). Inequity, belief predicts that satisfaction is determined by
that we are being treated unfairly. Only if the perceived equity of intrinsic and
the other person’s outcomes seem extrinsic rewards for performance. That is,
disproportionate to his or her inputs does rather than satisfaction causing
Motivation factors
the comparison provoke a perception of performance, which many people might
Intrinsic to the work itself and includes predict, this model argues that it is actually
inequity.
factors such as achievement and performance that eventually leads to
recognition satisfaction.
The theory defines equity as the belief
that we are being treated fairly in relation
Existence needs—those necessary for to others and inequity as the belief that Performance results in two kinds of
basic human survival—roughly we are being treated unfairly compared rewards: Intrinsic rewards are
correspond to the physiological and with others intangible—a feeling of accomplishment,
security needs of Maslow’s hierarchy a sense of achievement, and so forth.
Extrinsic rewards are tangible outcomes
Inputs are an individual’s contributions to such as pay and promotion.
Relatedness needs—those involving the
the organization— such factors as
need to relate to others—are similar to
education, experience, effort, and loyalty. Learning is a relatively permanent
Maslow’s belongingness and esteem
Outcomes are what the person receives
needs. change in behavior or behavioral potential
in return—pay, recognition, social
growth needs are analogous to Maslow’s that results from direct or indirect
relationships, intrinsic rewards, and
needs for self-esteem and experience
similar things.
self-actualization.
Classical conditioning is a simple form
ERG theory- Describes existence,
relatedness, and growth needs of learning in which a conditioned
Satisfaction–progression ( after satisfying response is linked with an unconditional
one category of needs, a person stimulus - boss attire trauma
progresses to the next level) component
and a frustration–regression component ( reinforcement theory suggests that
a person who is frustrated by trying to behavior is a function of its consequences
satisfy a higher level of needs eventually
(trying to be close to boss but tries new
will regress to the preceding level)
behavior)
two-factor theory (dual-structure
theory, Herzberg’s theory) Identifies Social learning occurs when people
motivation factors, which affect observe the behavior of others, recognize
satisfaction, and hygiene factors, which
determine dissatisfaction Expectancy theory ( VIE theory, for
their consequences, and alter their own
behavior as a result

Behavior modification is the application

of reinforcement theory to influence the
behaviors of people in organizational
settings

Negative reinforcement is based on the

removal of current or future unpleasant
consequences to increase the likelihood
that someone will repeat a behavior.

Punishment is the application of negative

outcomes to decrease the likelihood of a
behavior

extinction involves the removal of other

reinforcement (positive or negative)
following the incidence of the behavior to
be extinguished to decrease the likelihood
of that behavior being repeated.

1. Fixed-ratio: Desired behavior is

reinforced after a specified number of
correct responses—for example, receiving
pay bonuses for every ten error-free
pieces made per hour.
2. Fixed-interval: Desired behavior is
reinforced after a certain amount of time
has passed—for example, receiving
weekly paychecks. Job rotation- in training of employees
3. Variable-ratio: Desired behavior is (since employees are still in training and
reinforced after an unpredictable number not handling more than 1 job, not job
of behaviors—for example, a supervisor enlargement)
praises a call center representative after
the third call, then the seventh call after
that, and then the fourth call after that.
4. Variable-interval: Desired behavior is
reinforced after an unpredictable amount
of time has elapsed—for example, not
knowing when a regional supervisor will
visit your location for an inspection.

Chapter 6
 goal acceptance
The extent to which a person accepts a
goal as his or her own The appraiser alternative
The direct supervisor
goal commitment Multiple rater system (including self
The extent to which a person is personally evaluation)
interested in reaching a goal

management by objectives (MBO 360-degree feedback

A collaborative goal- setting process A performance appraisal method in which
through which organizational goals employees receive performance feedback
cascade down throughout the from those on all sides of them in the
organization. organization

● Requires customizing to each balanced scorecard or BSC

organization. A relatively structured performance
extended work schedule (nursing people management technique that identifies
working 12 hrs following long leaves) ● Can be effective for managing financial and nonfinancial performance
Work schedule that requires relatively long reward system when the measures and organizes them into a
periods of work followed by relatively long manager that individual single model
periods of paid time off interactions with each
employee
Goal
A desirable objective Research has consistently demonstrated
that goal difficulty and specificity are
Self efficacy closely associated with performance.
The extent to which we believe we can
accomplish our goals even if we failed to MBO also has a tendency to
do so in the past. overemphasize quantitative goals to
enhance verifiability.
Goal setting theory (Locke)
Assumes that behavior is a result of Performance measurement or appraisal
conscious goals and intentions. Therefore process
goals influence behavior (performance) the process by which someone Frequency of Appraisals
● (1) evaluates an employee’s -Determined by convenience for
goal difficulty work behaviors by administrative purposes, cultural
The extent to which a goal is challenging measurement and comparison appropriateness, and relevance
and requires effort with previously established
● A more realistic but still difficult standards, (2) documents the Performance Management: The
goal—perhaps a 20 percent results, and (3) communicates Process (cont'd)
increase in sales—would the results to the employee • Measuring Performance
probably be a better objective -Considerations
Performance management system • Desired decisions to be made based on
goal specificity Plays a variety of roles in most outcome
The clarity and precision of a goal organizations. This figure illustrates how • Instruments must be valid, reliable, and
● the goal of “increasing these roles can help managers judge an free of bias
productivity” is not very employee’s past performance and help -Choices of measurement methods
specific, whereas a goal of managers and employees improve future • Graphic rating scales, checklists,
“increasing productivity by 3 performance essays/diaries, behaviorally anchored
percent in the next six months” rating scales, forced-choice systems
is quite specific. • Comparative methods such as ranking,
forced distribution, paired comparisons,
Expanded Goal Setting Theory (Locke multiple rates
and Lathan)
The Goal Setting Process: goal directed Reward System
effort is a function of goal attributes -Consists of all organizational components
involved in allocating compensation and
benefits to employees in exchange for
their contribution to the organization
including
• People, Processes, Rules, Procedures, - Rewards for seniority, perfect Values
Decision-making activities attendance, zero defects (quality work), Ways of behaving or end states that are
cost reduction suggestions desirable to a person or to a group

Rewards' Purposes, Roles, and Types of values

Meanings Terminal Values ● Reflect our long term
• Purposes life goals and may include prosperity,
-To attract, retain, and motivate qualified happiness, a secure family , and a sense
employees of accomplishment
• Roles of compensation structures Instrumental Values ● Our preferred
-To be equitable and consistent means of achieving our terminal values or
-To be a fair reward for the individual's our preferred ways of behaving
contribution ◆ Intrinsic Work Values ● Relate to work
-To be competitive in the external labor itself
market ◆ Extrinsic Work Values ● Relate to the
• Meanings of rewards Managing Reward Systems outcomes of doing work
-Surface value: objective meaning or • Linking Performance and Rewards
worth of reward -Employee perception of link between pay CONFLICTS AMONG VALUES
-Symbolic value: subjective and personal and performance results in symbolic value ❖ Intrapersonal Value Conflict
meaning or worth of reward of pay ➢ Conflict between the
• Flexible Reward Systems instrumental value of ambition
Types of Individual Rewards -Allows employees to choose the and the terminal value of
• Compensation Package combination of benefits that best suits happiness
-The total array of money (wages, salary, their needs ❖ Interpersonal Value Conflict
commission), incentives, benefits, -Increases both employee satisfaction with ➢ Occur when two different
perquisites, and awards provided by the benefits and administrative costs for the people hold conflicting values
organization employer ❖ Individual-Organization Value Conflict
• Base Pay ➢ When an employee’s values
-Symbolizes an employee's worth conflict with the values of the
-Can improve motivation and performance • Participative Pay Systems organization
if part of an effectively planned and -Employees are involved in the design
managed pay system and/or administration of their HOW VALUES DIFFER AROUND THE
-Is a major cost of doing business compensation system WORLD
-Can reduce turnover and increase morale ● Values influenced by culture
when well-designed Pay Secrecy ● Traditional/secular-rational values reflect
-Employer makes no information available the contrast between societies in which
Types of Individual Rewards (cont'd) to employees regarding other employees' religion is very important and those in
• Incentive Pay Systems salaries, percentage raises, salary ranges which is not
Plans in which employees can earn and requires employees to not reveal their ● Survival values emphasize economic
additional compensation in return for compensation and physical security
certain types of performance: ○ Self-expression values emphasize
. Piecework programs • Expatriate Compensation subjective well-being, self-expression, and
2. Gain-sharing programs -Compensation packages of employees quality of life, giving high priority to
3. Bonus systems on overseas assignments must be environmental protection, diversity
4. Long-term compensation adjusted to account for differences in tolerance, and participation in decision
5. Merit pay plans costs of living and working conditions in making
6. Profit-sharing plans working aboard versus their home base
7. Employee stock option plans Emotions
◆ Intense, short-term psychological,
Individual Rewards (contd) Organizational Behavior in Action behavioral p, and psychological reactions
• Indirect Compensation (Employee After reading the chapter: to a specific object, person or event that
Benefits) -How would you motivate employees prepare us to
1. Payment for time not worked when their original goal is now impossible respond to it
2. Social Security contributions to achieve? ● Emotions are short events or episodes.
3. Unemployment compensation -On which aspects of the MBO process Emotions are relatively
4. Disability and workers' compensation would it be beneficial for college course short-lived. Emotions are directed at
benefits advisors to be trained? something or someone. This
5. Life and health insurance programs -Are both surface and symbolic values differentiates emotions from moods, which
6. Pensions or retirement plans associated with course grades? are short-term emotional
-On a scale of 1 (weak) to 10 (strongly), states that are not directed towards
• Perquisites how strongly linked are course grades to anything in particular
-Special privileges awarded to selected the actual performance capabilities of ● Emotions are experiences
members of an organization, usually top most students? ● Emotions create a state of readiness
managers ➔ Mood
-Add to the status of their recipients and Chapter 7 : Managing Stress and the ◆ Short term emotional states that
thus may increase iob satisfaction and Work-life balance are not directed toward
reduce turnover anything in particular
Values and Emotions in Organizations
• Other Awards
The Nature of Stress
• Stress Defined ➔ Organizational Consequences
-A person's adaptive response to a ◆ Performance
stimulus that places excessive ◆ Withdrawal
psychological or physical demands on that ◆ Attitudes
person ◆ Burnout
• The Stress Process (Hans Selye)
-General Adaptation Syndrome (GAS) MANAGING STRESS IN THE
• Identifies three stages of response to a WORKPLACE ➢ Organizational Coping
stressor: alarm, resistance, exhaustion Strategies
• Sources of stress ○ Institutional Programs
- Eustress: pleasurable stress ■ Design of jobs and work schedules
accompanying positive events ■ Fostering a healthy work culture
- Distress: unpleasant stress ■ Supervision
accompanying negative events ➢ Collateral Programs
○ Organizational programs specifically
Hardiness ○ A person’s ability to cope with created to help employees deal with
stress stress
➢ Optimism ■ Stress management p, health
○ The extent to which a person promotion, employee fitness programs,
sees life in relatively positively or career development WORK-LIFE
negative terms LINKAGES
➔ Fundamental Work-Life Relationships
Workplaces Stress Factors ◆ Interrelationships between a person’s
◆ Task demands ● Associated with the work life and personal life
specific job a person performs ➔ Balancing Work-Life Linkage
◆ Physical demands ● Associates with s ◆ Importance of long-term versus
the job’s physical setting and short-term perspectives
requirements ◆ Significance of evaluating trade offs
between values
● Associated with the
expected behaviors of a
particular position in a
group or organization
◆ Interpersonal demands
● Group pressures,
leadership, personality
conflicts
➔ Role
◆ A set of expected behaviors
associated with a particular
position in a group or organization

➔ Role stress
◆ Role ambiguity due to unclear
roles
◆ Role conflict due to:
● Interrole conflict
● Intrarole conflict
● Intersender conflict
◆ Role overload due to role
expectations exceeding an
individual’s capabilities

EXTERNAL CAUSES OF STRESS

➔ Life Stressors
◆ Events that take place outside
the organization
● Life change
○ Any meaningful change in a
Person’s personal or work
situation
● Life trauma
○ Any upheaval in an individual’s
life that alters his or her attitudes,
emotions or behaviors
CONSEQUENCES OF STRESS
➔ Individual Consequences
◆ Behavioral
◆ Psychological
◆ Medical