chapter 8

• Employee Behavior


  The pattern of actions by the members of an organization that directly or indirectly influences the organization's effectiveness
• Forms of Employee Behavior

  • Performance Behaviors
  • Organizational Citizenship
  • Counterproductive Behaviors
• Performance Behaviors


  The total set of work-related behaviors that the organization expects employees to display (behaviors directly targeted at performing jobs)
• Organizational Citizenship


  Positive behaviors that do not directly contribute to the bottom line but provide positive benefits in more indirect way
• Counterproductive Behaviors


  Behaviors that cost the organization
• Personality


  The relatively stable set of psychological attributes that distinguish one person from another
• The "Big Five" Personality Traits

  • Agreeableness
  • Conscientiousness
  • Emotionality
  • Extraversion
  • Openness
• Agreeableness


  A person's ability to get along with others (high-vs low level)
• Conscientiousness


  A reflection of the number of things a person tries to accomplish (Highly conscientious vs less conscientious)
• Emotionality


  The degree to which people tend to be positive or negative in their outlook and behaviors toward others (Positive emotionality can better handle stress, pressure, tension)
• Extraversion


  A person's comfort level with relationships (Extravert vs introvert)
• Openness


  Reflects how open or rigid a person is in terms of his or her beliefs (low vs high levels)
• Myers-Briggs Type Indicator (MBTI)


  A popular questionnaire that some organizations use to assess personality types
• Four General Dimensions of MBTI

  • Extraversion vs. Introversion
  • Sensing vs. Intuition
  • Thinking vs. Feeling
  • Judging vs. Perceiving
• Extraversion vs. Introversion


  How do you direct and receive energy—by focusing on the outside world, interacting with people and taking action, or by focusing on your inner world and reflecting on ideas, memories, and experiences?
• Sensing vs. Intuition


  How do you take in information—by focusing on what you perceive using your five senses or by seeing the big picture and looking for relationships and patterns?
• Thinking vs. Feeling


  How do you decide and come to conclusions—by logically analyzing the situation or by considering what's important to the people involved?
• Judging vs. Perceiving


  How do you approach the outside world—in a planned, orderly way or a more flexible, spontaneous way?
• Attitudes


  A person's beliefs and feelings about specific ideas, situations, or people
• Key work-related Attitudes


  • Job Satisfaction (morale)
  • Organizational Commitment (job commitment)
• Job Satisfaction


  The degree of enjoyment that people derive from performing their jobs
• Organizational Commitment


  An individual's identification with the organization and its mission
• Motivation


  The set of forces that cause people to behave in certain ways
• Classical Theory of Motivation

  F. Taylor: theory holding that workers are motivated solely by money
• Hawthorne Effect


  The tendency for productivity to increase when workers believe they are receiving special attention from management
• Theory X


  Theory of motivation holding that people are naturally lazy and uncooperative
• Theory Y


  Theory of motivation holding that people are naturally energetic, growth-oriented, self-motivated, and interested in being productive
• Maslow's Hierarchy of Needs Model


  Theory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher-level needs
• Two-Factor Theory


  Theory of motivation holding that job satisfaction depends on two factors, hygiene and motivation
• Expectancy Theory


  Theory of motivation holding that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining
• Equity Theory


  Theory of motivation holding that people evaluate their treatment by the organization relative to the treatment of others
• Enhancing Motivation


  • Reinforcement/Behavior Modification
  • Using Goals to Motivate Behavior
  • Participative Management and Empowerment
  • Team Structure
  • Job Enrichment and Job Redesign
  • Modified Work Schedules and Alternative Workplaces
• Positive Reinforcement


  Reward that follows desired behaviors
• Punishment


  Unpleasant consequences of an undesirable behavior
• Social Learning


  Observing the behaviour of others
• Management by Objectives (MBO)


  A collaborative goal setting set of procedures involving both managers and subordinates in setting goals and evaluating progress
• Participative Management


  Method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company
• Job Enrichment


  Method of increasing job satisfaction by adding one or more motivating factors to job activities
• Job Redesign

  Method of increasing job satisfaction by designing a more satisfactory fit between workers and their jobs
• Work Sharing (Job Sharing)

  Method of increasing job satisfaction by allowing two or more people to share a single full-time job