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• What is organizational behaviour?

  Field of study devoted to understanding, explaining, and improving attitudes of individuals and groups of organizations (research-based)
• How does OB contrast with HUMAN RESOURCE MANAGEMENT?

  Theories from OB -> HRM explores applications of these theories (application based)
• How does OB contrast with Strategic Management?

  Product choices and industry characteristics that affect profitability
• Frederick Taylor: How to make everything efficient use science (scientific management, kept testing and shit)
• Max Weber: “Bureaucracy” -> Specialization, strict chain of command, formal rules/procedures, decision-making at the top of the organization
• Human Relations Movement


  Recognizing the psychological attributes of individual workers, their needs and attitudes
• Hawthorne Studies

  Revealed limitations of classical approach
• Thus, Contemporary management theory

  Recognizes the dependencies between the classical and human relations approach
• Two primary outcomes of OB

  1. Job performance
  2. Organizational commitment
• Resource based view

  Argues that rare and inimitable (can not be easily copied) resources help firms maintain competitive advantage -> financial (revenue, equity), physical (buildings, machines, technology)
• Examples of inimitable resources

  1. History: basically how entrenched they are, how far back they go -> “collective pool of experience, wisdom, and knowledge that benefits the organization”
  2. Numerous small decisions: they are “behind the scenes” decisions, big ones can be copied
  3. Socially Complex Resources: culture, teamwork, trust, and reputation
• Finally, why is OB good?

  Good people are both rare and inimitable and therefore offer the organization a resource that is valuable for creating competitive advantage
• Rule of one-eighth

  At best, 12 percent of organizations will actually do what is required to build profits by putting people first.
• Scientific Method (1): Theory 


  Assertions that specify why variables are related and the conditions in which they should (and should not) be related
• Scientific Method (2): Hypotheses


  Written predictions that specify relationships between variables.
• Scientific Method (3): Data

  Data: to support your hypothesis -> correlations:

  R = .50 = strong

  R = .30 = moderate

  R = .10 = weak
• Scientific Method (4): Verification

  Testing whether there is no other alternative explanation
• Meta-analysis

  Results of multiple scientific studies by calculating a weighted average correlation across studies
• Evidence-based management:


  A perspective that scientific findings should form the foundation for management education
• What is job performance?

  Employee behaviors that either positively or negatively contribute to an organization's goals
• Job performance fits into three broad categories:

  1. Task performance
  2. Citizenship behavior
  3. Counterproductive behavior
• What is task performance?

  Set of behaviours directly involved in the transformation of resources to goods & services
• Routine task performance:

  Well known/habitual responses by employees
• Adaptive task performance:


  Employee responses to unique or unpredictable task demands
• Creative task performance:


  Ideas or physical outcomes that are both novel and useful
• Job analysis helps organizations identify the behaviors that underlie task performance. It includes:

  1. Listing all activities involved in the job 
  2. Each activity on the list is rated by “subject-matter experts”
  3. Activities that are rated highly in terms of their importance and frequency are retained to define task performance 
• When organizations find it impractical to use job analysis to identify the set of behaviors needed to define task performance?

  • They turn to the National Occupational Classification (NOC) , it is a reference on occupations in Canada that organizes over 40,000 job titles into 500 occupational group descriptions 
  • It can identify the routine task performances but can not tailor it to unique ways that are in line with a particular corporate culture
• What is citizenship behavior?

  Voluntary employee activities that may or may not be rewarded but do contributed to the organization by improving overall quality of the setting in which work takes place
• What is one category that benefits from citizenship behaviour

  Co-workers/Interpersonal Citizenship Behaviour

  1. Interpersonal citizenship behaviour, assisting, supporting, and developing other organization members outside of normal job expectations 
  2. Courtesy: sharing important info with co-workers (that is relevant to them)
  3. Sportsmanship: maintaining a good attitude with co-workers, even when they are annoying/being a bitch
• What is one category that benefits from citizenship behaviour

  The Organization/Organizational Citizenship Behavior

  • Voice: involves speaking up and offering constructive suggestions 
  • Civic virtue: participating at a deeper than normal level, keeping up with organizational announcements and news that affects the company
  • Boosterism: representing the organization in a public way outside of the office/work
  • Citizen fatigue: the sense that one is worn out and on edge from engaging in citizenship 
  • Citizenship behaviours relate strongly to supervisor evaluations of job performance
• What is counterproductive behavior?


  Intentionally hinder organizational goal accomplishment

  • Production Deviance (wasting resources, substance abuse)
  • Property Deviance (sabotage, theft)
  • Political Deviance (gossiping, incivility)
  • Personal Aggression (harassment, abuse)
• Production Deviance:


  Basically anything that reduces the efficiency of work output

  • Wasting resources
  • Substance abuse
• Property Deviance


  Behaviors that harm the organization's assets and possessions

  • Theft
  • Stealing shit from the org
  • Sabotage is the intentional destruction of physical equipment, organizational processes, or company products
• Political Deviance


  Behaviours that intentionally disadvantage other individuals rather than the larger organization

  • Gossiping
  • Incivility (communication that is rude, impolite, discourteous, and lacking in good manners)
• Personal aggression


  Hostile verbal and physical actions directed toward other employees

  • Harassment, unwarranted physical contact/verbal remarks from a colleague 
  • Abuse: employee is assaulted or endangered that may cause physical and psychological injuries
  • Humiliation, social isolation, and systematic maltreatment
• THERE IS NO CORRELATION BETWEEN POOR PERFORMANCE AND COUNTERPRODUCTIVE BEHAVIOR
• THERE'S A WEAK CORRELATION BETWEEN TASK PERFORMANCE AND COUNTERPRODUCTIVE BEHAVIOR
• What are prosocial counterproductive behaviours? 


  Intended to benefit others/org but are counterproductive because they violate norms, policies, and laws and can harm the organization and its goals

  • Civil engineer covering up serious mistake made by a coworker
• What does it mean to be a “good performer?"

  Follow task performance (1)

  • Routine
  • Adaptive
  • Creative
• What does it mean to be a “good performer?"

  Citizenship Behaviour (2)

  • Interpersonal: helping, courtesy, sportsmanship
  • Organizational: voice, civic virtue, boosterism