ADM 2336
What is organizational behavior?
- Field of study made to understand, explain, and improve the attitudes and behaviors of
individuals/groups in organizations
Role of management theory
- Scientific management: observation, measurement, experimentation
- Bureaucracy: strict chain of command, individuals must report to higher up, ensured
consistency, impartiality, and impersonality
- Human relations movement: psychological attributes of individual workers
Resource-based view
- Describes what makes resources valuable
- Suggests that value of resources depends on several factors: rare and inimitable (cannot be
easily copied)
Week 1 – Job Performance
Employee behaviors that contribute either pos/neg towards goals
Categories
1. Task performance
Directly involved in transforming resources to goods/services. Determined via “job analysis”.
- Routine:
o Well-known, habitual responses, everyday aspects
- Adaptive:
o Thoughtful responses, unique/unusual demands, changes
- Creative:
o Useful ideas/outcomes
2. Citizenship behavior
Voluntary behaviors that help improving environment/context where work takes place
- Interpersonal:
o Directed to fellow employees
o Helping others, courtesy, sportsmanship
- Organizational:
o Directed to improving, supporting, and defending the organization
o Voice/speaking up, civic virtue (attending meetings/events), boosterism (positive
representation of company)
Does not mean unimportant – effect on bottom line
, - “Quiet quitting”: not attending meeting/completing tasks or “work to rule”: ex. Just
teaching, no office hours/help for students
Does not mean unrewarded – effect on performance evaluations
3. Counterproductive behavior
Behaviors that intentionally harm organizational goals
- Organizational – directed to the organization
o Property deviance (serious): harming assets/possessions e.g. sabotage, theft
o Production deviance (minor): reducing efficiency of work e.g. wasting resources,
substance abuse
- Interpersonal – directed to fellow employees
o Political deviance (minor): disadvantaging others e.g. gossiping, incivility (rude,
impolite)
o Personal aggression (serious): hostile verbal/physical actions e.g. harassment,
abuse
Performance management
Continuously reevaluating how employees/team get the work done
- Goal directed: comparing employees’ performance to specific goals from organization
strategies
Tools:
- Management by objectives (MBO)
o Did you achieve your goals?
o Easier to link to organizational strategy
o Generally accepted by employees
o Easy to monitor
o Can cause neglect of other parts of the job
o Employees don't know how to improve
o May not be motivating if results depend on outside factors
- Behavioral anchored rating scales (BARS)
o Measures by directly assessing job performance behaviors
o Use critical incidents: short description of effective/ineffective behaviors
o Averages in all dimensions of behavior
o Specific feedback to help improvement
o In-depth analysis
o Low subjectivity
o Difficult to develop/upkeep
o Assumes “one best way”
- Ranking/forced ranking
, o Easy to develop and use
o Not always accurate reflection of talent
o No feedback; subjective/biased
o “Bad performance” can still be good enough – just don’t get last
- 360 feedback
o employers collect all performance info: self, peers, supervisors, customers
Week 2 – Organizational commitment
Defined as the desire on the part of an employee to remain a member of the organization
Affective – staying because you want to, positive relationship, support, emotion-based
Normative – feel like you should, norm of reciprocity, nature of business, cost-based
Continuance – because you must, no alternatives, what you must lose, obligation-based
Erosion model
- Affective behavior is influenced by bonds between employees
- Fewer bonds = more likely to quit
Lack of commitment = withdrawal behavior
- Psychological: “neglect”, daydreaming, socializing, looking busy
- Physical withdrawal: “exit”, missing meetings, quitting, long breaks
Organizational identification & psychological contracts
Identification – degree to which a person defines themself with the organization
- Merch, sample items
Overidentification – too much of an individual’s identity overlaps with the organization
Psychology contract – employee beliefs about what they owe the organization/what the
organization owes them
- Relational: open-ended, mutual loyalty
- Transactional: narrow, monetary obligation
Job satisfaction
Pleasurable emotional state resulting from appraisal of their job or job experience
- How you feel about your job (mood/emotions)
- What you think about your job (value-precept theory, job characteristics theory)
Value-precept theory
- How much you want (v_want)
- How much you have (v_have)
What is organizational behavior?
- Field of study made to understand, explain, and improve the attitudes and behaviors of
individuals/groups in organizations
Role of management theory
- Scientific management: observation, measurement, experimentation
- Bureaucracy: strict chain of command, individuals must report to higher up, ensured
consistency, impartiality, and impersonality
- Human relations movement: psychological attributes of individual workers
Resource-based view
- Describes what makes resources valuable
- Suggests that value of resources depends on several factors: rare and inimitable (cannot be
easily copied)
Week 1 – Job Performance
Employee behaviors that contribute either pos/neg towards goals
Categories
1. Task performance
Directly involved in transforming resources to goods/services. Determined via “job analysis”.
- Routine:
o Well-known, habitual responses, everyday aspects
- Adaptive:
o Thoughtful responses, unique/unusual demands, changes
- Creative:
o Useful ideas/outcomes
2. Citizenship behavior
Voluntary behaviors that help improving environment/context where work takes place
- Interpersonal:
o Directed to fellow employees
o Helping others, courtesy, sportsmanship
- Organizational:
o Directed to improving, supporting, and defending the organization
o Voice/speaking up, civic virtue (attending meetings/events), boosterism (positive
representation of company)
Does not mean unimportant – effect on bottom line
, - “Quiet quitting”: not attending meeting/completing tasks or “work to rule”: ex. Just
teaching, no office hours/help for students
Does not mean unrewarded – effect on performance evaluations
3. Counterproductive behavior
Behaviors that intentionally harm organizational goals
- Organizational – directed to the organization
o Property deviance (serious): harming assets/possessions e.g. sabotage, theft
o Production deviance (minor): reducing efficiency of work e.g. wasting resources,
substance abuse
- Interpersonal – directed to fellow employees
o Political deviance (minor): disadvantaging others e.g. gossiping, incivility (rude,
impolite)
o Personal aggression (serious): hostile verbal/physical actions e.g. harassment,
abuse
Performance management
Continuously reevaluating how employees/team get the work done
- Goal directed: comparing employees’ performance to specific goals from organization
strategies
Tools:
- Management by objectives (MBO)
o Did you achieve your goals?
o Easier to link to organizational strategy
o Generally accepted by employees
o Easy to monitor
o Can cause neglect of other parts of the job
o Employees don't know how to improve
o May not be motivating if results depend on outside factors
- Behavioral anchored rating scales (BARS)
o Measures by directly assessing job performance behaviors
o Use critical incidents: short description of effective/ineffective behaviors
o Averages in all dimensions of behavior
o Specific feedback to help improvement
o In-depth analysis
o Low subjectivity
o Difficult to develop/upkeep
o Assumes “one best way”
- Ranking/forced ranking
, o Easy to develop and use
o Not always accurate reflection of talent
o No feedback; subjective/biased
o “Bad performance” can still be good enough – just don’t get last
- 360 feedback
o employers collect all performance info: self, peers, supervisors, customers
Week 2 – Organizational commitment
Defined as the desire on the part of an employee to remain a member of the organization
Affective – staying because you want to, positive relationship, support, emotion-based
Normative – feel like you should, norm of reciprocity, nature of business, cost-based
Continuance – because you must, no alternatives, what you must lose, obligation-based
Erosion model
- Affective behavior is influenced by bonds between employees
- Fewer bonds = more likely to quit
Lack of commitment = withdrawal behavior
- Psychological: “neglect”, daydreaming, socializing, looking busy
- Physical withdrawal: “exit”, missing meetings, quitting, long breaks
Organizational identification & psychological contracts
Identification – degree to which a person defines themself with the organization
- Merch, sample items
Overidentification – too much of an individual’s identity overlaps with the organization
Psychology contract – employee beliefs about what they owe the organization/what the
organization owes them
- Relational: open-ended, mutual loyalty
- Transactional: narrow, monetary obligation
Job satisfaction
Pleasurable emotional state resulting from appraisal of their job or job experience
- How you feel about your job (mood/emotions)
- What you think about your job (value-precept theory, job characteristics theory)
Value-precept theory
- How much you want (v_want)
- How much you have (v_have)
