organizational behavior
the actions of people at work
individual behavior
attitudes, personality, perception, leraning, and motivation
group behavior
norms, roles, team building, leadership, and conflict
organizational behavior
structure, culture, and human resource policies and practices
goals of organizational behavior
to explain, predict and influence behavior
employee productivity
a performance measure of both efficiency and effectiveness
absenteeism
the failure to report to work when expected
turnover
the voluntary and involuntary permanent withdrawal from an organization
organizational employee behaviors (OCB)
discretionary behavior that is not a part of an employee's formal job requirement, but which promotes this effective functioning of the organization
job satisfaction
the individual's general attitude toward his or her job
workplace misbehavior
any intentional employee behavior that has negative consequences for the organization or individuals within the organization
1) deviance
2) aggression
3) antisocial behavior
4) violence
what are the four types of workplace misbehavior?
attitudes
evaluative statements - either favorable or unfavorable - concerning objects, people, or events
1) cognitive
2) affective
3) behavioral
what are the three components of an attitude?
cognitive component of attitude
the beliefs, opinions, knowledge, or information held by a person
affective component of attitude
the emotional or feeling part of an attitude
behavioral component of attitude
the intention to behave in a certain way
job satisfaction
what is affected by level of income earned and by the type of job a worker does?
job involvement
the degree to which an employee identifies with his or her job, actively participates in it, and considers his or her performance to be important to his or her self-worth
organizational commitment
the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization
organizational commitment
what leads to lower levels of both absenteeism and turnover?
perceived organizational support
the general belief of employees that their organization values their contribution and cares about their well-being
1) consistency AMONG their attitudes
2) consistency BETWEEN their attitudes and behaviors
what are the two ways that people seek consistency?
1) alter their attitudes
OR
2) alter their behavior
OR
3) develop a rationalization for the inconsistency
if an inconsistency arises, individuals do what?
cognitive dissonance
any incompatibility or inconsistency between attitudes or between attitudes and behavior
1) the importance of the factors creating the dissonance
2) the degree to which an individual believes that the factors causing the dissonance are controllable
3) rewards available to compensate for the dissonance
the intensity of the desire to reduce the dissonance is influenced by what?
attitude survey
a instrument/document that presents employees with a set of statements or questions eliciting how they feel about their jobs, work groups, supervisors, or their organization
attitude survey
provide management with feedback on employee perceptions of the organization and their jobs
personality
the unique combination of emotional, thought and behavioral patterns that affect how a person reacts and interacts with others
myers briggs type indicator (MBTI)
a general personality assessment tool that measures the personality of an individual using four categories
1) extraversion
2) agreeableness
3) conscientiousness
4) emotional stability
5) openness to experience
what are the five components of the big-five model
extraversion component
social, talkative, and assertive
agreeableness component
good-natured, cooperative, and trusting
conscientiousness component
responsible, dependable, persistent, and achievement oriented
emotional stability component
calm, enthusiastic, and secure or tense, nervous, and insecure
openness to experience component
imaginative, artistically sensitive, and intellectual
internal locus of control
persons who believe that they control their own destiny
external locus of control
persons who believe that what happens to them is due to luck or chance
machiavellianism (mach)
the degree to which an individual is pragmatic, maintains emotional distance, and seeks to gain and manipulate power�ends can justify means
self-esteem
the degree to which people like or dislike themselves
self-monitoring
an individual's ability to adjust to his or her behavior to external, situational factors
emotions
intense feelings (reactions) that are directed at specific objects (someone or something)
emotional intelligence
the ability to notice and to manage emotional cues and information
self-awareness
knowing what you're feeling
self-management
managing emotions and impulses
self-motivation
persisting despite setbacks and failures
empathy
sensing how others are feeling
social skills
handling the emotions of others
personality job fit theory
an employee's job satisfaction and likelihood of turnover depends on the compatibility of the employee's personality and occupation
1) realistic
2) investigative
3) social
4) conventional
5) enterprising
6) artistic
six components of holland's typology of personality and sample occupations
holland's realistic component
prefers physical activities that require skill, strength, and coordination.
holland's investigative component
prefers activities involving thinking, organizing, and understanding
holland's social component
prefers activities that involve helping and developing others
holland's conventional component
prefers rule-regulated, orderly, and unambiguous activities
holland's enterprising component
prefers verbal activities in which there are opportunities to influence others and attain power
holland's artisitic component
prefers ambiguous and unsystematic activities that allow creative expression
perception
a process by which individuals give meaning (reality) to their environment by organizing and interpreting their sensory impressions
1) the perceiver's personal characteristics
2) the target's characteristics
3) the situation
what are the three factors that influence perception?
attribution theory
how we perceive other peoples' actions depends on what meaning (causation) we attribute to their behavior
internally caused behavior
under the individual's control
external caused behavior
due to outside factors
distinctiveness
different behaviors in difference situations
consensus
behaviors similar to others in the same situation
consistency
regularity of the same behavior
fundamental attribution error
the tendency to underestimate the influence of external factors and to overestimate the influence of internal or personal factors
self-serving bias
the tendency of individuals to attribute their successes to internal factors while blaming personal failures on external factors.
assumed similarity
assuming that others are more like us than they actually are
stereotyping
judging someone on the basis of our perception of a group he or she is a part of
halo effect
forming a general impression of a person on the basis of a single characteristic of that person
learning
any relatively permanent change in behavior that occurs as a result of experience
learning
a continuous, life-long process
operant conditioning
the theory that behavior is a function of its consequences and is learned through experience.
operant behavior
voluntary or learned behaviors
shaping behavior
attempting to "mold" individuals by guiding their learning in graduated steps such that they learn to behave in ways that most benefit the organization
positive reinforcement
rewarding desired behaviors. Example: Say "thank you" when something good is done
avoidance
removing an unpleasant consequence once the desired behavior is exhibited. Example: On-time employees [students] rewarded when they avoid supervisor's criticism
punishment
penalizing an undesired behavior. Example: Firing a bad employee
extinction
eliminating a reinforcement for an undesired behavior. Example: Ignore [do not reward] a previously rewarded behavior (working with new equipment or new techniques means unlearning the old)
repeated
all rewarded behavior (good and bad) will be what?