mgmt final

• Behavioral strain examples


  • Alcohol and drug use
  • Teeth grinding
  • Compulsive behaviors
  • Overeating
• Physiological strains


  • Illness
  • High blood pressure
  • Heart disease
  • Headache
  • Back pain
  • Stomachaches
• Psychological strains


  • Depression
  • Anxiety
  • Irritability
  • Forgetfulness
  • Inability to think clearly
  • Reduced confidence
  • Burnout
• Joy


  A feeling of great pleasure
• Expectancy Theory


  Effort > Performance > Outcomes which are valuable
• Expectancy Theory

  The cognitive process that employees go through to make choices among different voluntary responses
• Instrumentality

  Performance → Outcomes

  The belief that successful performance will result in certain outcomes
• Factors that can hinder instrumentality

  • Low budget to provide outcomes, even when performance is high
  • Use of policies that reward things besides performance
  • Time delays in rewarding good performance
• Goal Setting Theory


  Motivation is fostered when employees are given specific and difficult goals rather than non, easy, or do your best goals
• Equity Theory


  Motivation is maximized when an employee's ratio of "outcomes" to "inputs" matches those of some "comparison other" Motivation also depends on the outcomes received by other employees
• Motivation also depends on the outcomes received by other employees
• Psychological Empowerment


  An intrinsic form of motivation derived from the belief that one's work tasks are contributing to some larger purpose
• Beliefs that foster psychological empowerment

  • Meaningfulness
  • Self-determination
  • Competence
  • Impact
• Organizational Behavior

  A field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations
• Meta-analysis


  Combining several studies with different samples and measures to explain some organizational behavior phenomenon.
• Correlation

  summarizes the statistical relations between variables
• Theory


  A collection of assertions - verbal and symbolic - that specify how and why variables are related as well as the conditions where they should and shouldn't be related
• Rule of 1/8ths


  • One-half of organizations will not believe the connection between how they manage their people and profits

  One-half of those who do see the connection will try to make a single change to solve their problems, not realizing that the effective management of people requires a more comprehensive and systematic approach

  Of the firms that make comprehensive changes, one-half will persist with their practices long enough to actually derive economic benefits
• Job Performance


  The value of the set of employee behaviors that contribute, positively or negatively, to organizational goal commitment

  Not the consequences of behavior, behavior itself!
• Types of Task Performance

  • Routine task performance: well known responses to normal job demands that occur in a predictable way

  Adaptive task performance: responses to job demands that are novel, unusual, or unpredictable

  Creative task performance: the degree to which individuals develop ideas or physical outcomes that are both novel and useful
• Job Analysis


  The process by which an organization determines the requirements associated with a specific job
• Categories of Citizenship Behavior

  • Interpersonal

  Organizational
• Citizenship Behavior


  Voluntary activities that may or may not be rewarded but that contribute to the organization by improving the quality of the setting where work occurs
• Types of Organizational Commitment

  • Continuance commitment: desire to remain with an organization because of awareness of costs associated with leaving

  Affective commitment: remain part of an organization due to an emotional attachment and involvement with

  Normative commitment: remain with organization because of a feeling of obligation
• Withdrawal


  A set of actions that employees perform to avoid the work situation
• Primary Responses to Negative Work Events

  • Neglect: reduced interest and effort in the job

  Voice: a constructive response where individuals attempt to improve the situation

  Exit: ending or restricting organizational membership

  Loyalty: a passive response where the employee remains supportive while hoping for improvement
• Values


  Those things that people consciously or subconsciously want to seek or obtain
• Job Satisfaction


  A pleasurable emotional state resulting from the appraisal of one's job or job experiences
• Value Percept Theory


  Theory that argues job satisfaction depends on whether an employee perceives that his or her job supplies the things that they value
• Values in Value Percept Theory

  • Pay

  Promotion

  Supervision

  Coworker

  Satisfaction with the work itself
• Mood and emotions also contribute to job satisfaction alongside the 5 values
• Life Satisfaction


  The degree to which people feel a sense of happiness with their lives
• One of the strongest predictors of life satisfaction is job satisfaction
• Job Characteristics Theory

  Variety, identity, significance, autonomy and feedback make the work itself more satisfying
• Pay Satisfaction

  Most employees base their desired pay off of job duties and pay to comparable colleagues
• Autonomy


  The degree to which a job provides freedom, independence, and direction to the individual performing the work
• Identity


  The degree to which the job requires completing an identifiable piece of work from beginning to end with a visible outcome
• Variety


  The degree to which the job requires a number of different activities, skills, and talents
• Feedback


  The degree to which carrying out the activities required by the job provides employees with clear information about how well they are performing
• Significance


  The degree to which the job has a substantial impact on the lives of other people/world at large