Organizational Behaviour

1.     Machiavellianism: conquer, winner, corrupt, unethical, goal oriented

2.     Narcissism: Arrogant, entitled

3.     Psychopathy: unempathetic, don't feel the pain they inflict, unremorsful

- Core self-evaluation: to truly know myself (strengh, weakness)

- Self-Monitoring: adjustment of behavior

- Proactive Personality: showing initiative

Detail Orientation Required: (concientiousness) high: accountant, low: Masseusse

Social Skill Required: (extraversion, agreeableness) high: therapist, low: Technician

Competitve Required: (concientiousness, agreeableness) high: Sales rep., low: Historian

Innovation Required: (openness to experience) high: Product developer, low: Archivist

Dealing with angry People Required: (Agreeableness, Neuroticism, Extroversion) high: flight attendent, low: bioligist

Time Pressure Required: (concienciousness, Neurotisiscm) high: Editor, low: fitness trainer

- Values represent belief systems

- have judgmental element and carry individuals ideas about righ and wrong

Trust, Loyalty, Honesty, Freedom, Fun, Modesty, Team Spirit etc.

1. Performance Orientation

2. Assertiveness

3. Future Orientation

4. Humane Orientation

5. Institutional Collectivism

6. In-Group Collectivism

7. Gender Egalitarianism

8. Power Distance

9. Uncertainty Avoidance

Eastern Europe, Latin America, Latin Europe, Confucian Asia, Nordic Europe, Anglo, Sub-Saharan Africa, Southern Asia, Germanic Europe, Middle East

- Realistic, Investigative, Artistic, Social, Enterprising, Conventional

- individuals are most effective when their values, needs, and interests are aligned

--> employee commitment, satisfaction, retention, organizational performance and individual health

- Process indiviudals organize and interpret impressions to give meaning to environment --> behaviours are based on perception of reality and not reality itself

Influences:

Perceiver: Attitude, Motive, Experience

Situation: Time, work setting, social setting

Target: Motion, Sound, Size

Attribution theory determines wheather behavior is caused:

Internally (under personal control of individual) or

externally (results from outside causes)

Determination factors:

1.     Distinctiveness (different behavior in different situations): high external, low internal

2.     Consensus (everyone responds the same): high external, low internal

3.     Consistency (consistent in persons action): high internal, low external

Type 1: Fundamental attribution level

when judging others, we tend to…

-       Underestimate the influence of external factors

-       Overestimate the influence of internal, personal factors

Type 2: Self-serving bias

When judging ourselves, we tend to…

-       Attribute our own successes to internal factors

-       Put blame for failures on external factors (e.g. bad luck)

Selective Perception: interpretation on the basis of interests, background, experience and attitudes

Halo Effect: Drawing a general impression about a person on basis of a single characteristic

Contrast Effects: We do not evaluate a person in isolation, a reaction to one person is influenced by other persons we have recently encountered

Stereotype: Judging someone based on our perception of the group to which he or she belongs

Application in: employment interview, Performance expectation (self-fulfilling prophecy), performance evaluation

Decisions are choices made from two or more alternatives.

Link:

• Decisions require us to interpret and evaluate information

--> our perception filters the available information

• When developing alternatives …

--> our perception processes will weigh the outcome

1. Rational Decision Making: (Pro/con list, prudential algebra/numerical weight)

define Problem, identify decision criteria, allocate weights to criteria, develop alternative, evaluate alternative, select best alternative

2. Process of bounded Rationality:

 - choices constrained by earlier choice, facts are undiscovered, ignored

- looking for a search that is "good enough", satisfactory and sufficient

3. Intuition:

-       it relies on holistic associations, or links

-       between disparate pieces of information

-       is fast

-       emotionally charged

-       "System 1“: fast, instinctive and emotional

-       "System 2": slower, more deliberative and more logical

1. Overconfidence Bias: Overestimate performance and ability

2. Anchoring Bias: fixating on initial information, failing to adapt to subsequent information

3. Confirmation Bias: Seeks for reaffirming past choices and ignore contradicting judgement

4. Availability Bias: Tendency of judging information that is already available

5. Escalation of Commitment: Staying with a decision although it’s clear that it’s wrong

6. Randomness Error: Tendency to believe we can predict random event outcomes

--> decision making becomes impaired

7. Risk Aversion: Preferring a sure thing instead of a risky outcome

8. Hindsight Bias: believing falsely that one has correctly predicted an outcome after the outcome is actually known

-       To influence productivity, assess how your employees perceive

their jobs

-       Discuss their perceptions about fairness, compensation, and

other abstract measures with them to clear up any perceptual

distortions

-       Combine rational analysis with intuition

-       Be aware of biases and try to minimize their impact

Cognitive = evaluation: supervisor gave promotion to someone less deserving than me = my supervisor is unfair

Affective = feeling: I dislike my supervisor!

Behavioral = action: i'm looking for another job and complained about my supervisor to anyone who would listen to me

All of these three components are closely related and show a negative attitude toward supervisor in this example

• Job (Work) Satisfaction: positive feeling about job

 --> comes from evaluating characteristics:

-       Single global rating: how satisfied are you with your job?

-       Summation of job facets (nature of work, supervision, salary, promotion, relation with coworkers)

• Job Involvement

• Psychological Empowerment

• Organizational Commitment: allows org. to grow and be more competitive

--> key variable in determining Org. performance

• Perceived Organizational Support (POS)

• Employee Engagement: enthusiastic feeling towards work, passion, devotion to work

Outcomes on:

Job performance: Productivity

Organizational citizenship behavior OCB: more likely to engage in OCB

Customer Satisfaction: increase

Life Satisfaction: positively correlated with job satisfaction

Counterproductive work behavior: damaging actions against organization

- Absenteeism: the less satisfied, the more likely to miss work

- Turnover: a pattern of lowered job satisfaction --> predicts intent to leave

- Workplace Deviance: unionisation, stealing, undue socializing, tardiness

1. Employee Engagement

2. Net Promoter Score NPS (measures customer experience & predicts business growth)

3. Cost-to income ratio: measures cost of running vs. operating income of business

-->the lower the ratio, the more profitable the company is (efficiency of operation)

Separation of feelings into:

Emotions: intense feelings directed at something or someone (e.g. Joy, Anger, Sadness, Disgust, Fear)

Moods: less intense feelings that lack a contextual stimulus

high positive affect: excited, happy

low negative affect: bored, fatigued

high negative affect: stressed, nervous

low positive affect: relaxed, content

Personality, time of day, day of week, social activities, stress, sleep, exercise, age, gender

Deep acting: felt, actual emotion --> expressing true inner feelings based on display rules

Surface acting: appropriate, required emotions --> hiding inner feeling and emotional expression while responing to display rules

- Acknowledging rather than suppressing emotional responses

- Reevaluating events after occurence

- Venting

- Mindfulness

- perceive emotions in one self and in others

- understand the meaning of these emotions

- regulate emotions

+ EI: intuivite, predicts criteria that matters, biologically based

- EI: too vague as a concept, not measurable, same as personality

Selection

-       Emotional Intelligence (EI) serves as a hiring factor, especially for social jobs

Decision Making

-       Positive emotions can lead to better decisions

Creativity

-       Positive mood increases flexibility, openness, and creativity

Motivation

-       Positive mood affects expectations of success. Feedback amplifies this effect.

Leadership

-       Emotions are important to acceptance of messages from organizational leaders

Negotiation

-       Emotions can affect negotiations

Deviant Workplace Behaviours

               -       Negative emotions lead to workplace deviant behaviors

• humour and praise increases employees’ positive moods
• Being in a good mood oneself can result in more positivity and better cooperation
• Selecting positive team members can have an emotional contagion effect
• Encourage positive displays of emotion, which make customers feel more positive and thus improve customer service interactions and negotiatiations
• Be careful not to ignore co-workers’ and employees’ emotions; do not assess others behavior as if it were completely rational
• don't do dangerous work when in a bad mood

• tendency for individuals to seek consistency among their cognitions (i.e., beliefs, opinions)

• inconsistency between attitudes or behaviours (dissonance)

--> something must change to eliminate the dissonance

emotional labor: process of managing feelings and expressions to fulfill the emotional requirements of a job

emotional dissonance: employees have to project one emotion while simultaneously feeling another

Passive:

- understanding a term when others use it

- identifying and naming observed, described phenomenon correctly

Active:

- understanding directly what the term means

- using term in a sensible way showing knowledge and expertise

perceivers incorrect belief about another person

--> perceiver makes other person act in expected behavior

Intensity: how hard a person tries

Direction: can an organization benefit from a persons effort

Persistence: how long can a person uphold his effort toward a goal

Behavior is a function of its consequences and is caused through environment

Positive Reinforcement: Positive behavior = positive consequences ( praise by manager)

--> much better tool than punishment

Negative Reinforcement: Positive behavior followed by removal of negative consequences (Manager stops criticizing)

Punishment: negative behavior = negative consequences ( Manager demotes employee)

--> stops behavior without offering alternative, creates negative, bad feelings, suppresses behavior without eliminating it

Extinction: Negative behavior followed by removal of positive consequences (Manager ignores behavior)

Repetitive Reinforcement: conditions certain behavior

--> elimination of repetitive reinforcement will decline motivation to perofrm said behavior