Robbins Judge Chapter 1 Definition of Organizational behavior BUSMHR 3200 Notes Part 1 A field of study that investigates the impact that individuals groups and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization s effectiveness The goal is to understand and predict human behavior in organizations Complexities of human behavior are not easy to predict but neither are they random Contributing fields to Organizational behavior field Psychology learning motivation personality emotions perception training leadership effectiveness job satisfaction individual decision making performance appraisal attitude measurement employee selection work design work stress Social psychology behavioral change attitude change communication group processes group decision making communication power conflict intergroup behavior Sociology formal organization theory organizational technology organizational change organizational culture Anthropology comparative values comparative attitudes cross cultural analysis organizational culture organizational environment power Evidence based management Complements systematic study by basing managerial decisions on the best available scientific evidence Argues that managers should become more scientific in how they think about management questions Adds to intuition or those gut feelings about what makes others tick Contingency Variables Humans are complex so the ability to make simple accurate and sweeping generalizations Is limited This means that OB concepts must reflect situational or contingency situations Robbins Judge Chapter 2 Attitudes Evaluative statements either favorable or unfavorable about objects people or events They reflect how we feel about something Components of attitudes Cognitive Component a description of or belief in the way things are o My supervisor gave a promotion to a co worker who deserved it less than me My Affective Component The emotional or feeling segment of an attitude supervisor is unfair o I dislike my supervisor Behavioral Component Describes an intention to behave in a certain way toward someone or something o I m looking for other work I ve complained about my supervisor to anyone who would listen Cognitive dissonance theory Any incompatibility an individual might perceive between two or more attitudes or between behavior and attitudes Humans will seek a stable state which is a minimum of dissonance Job satisfaction A positive feeling about a job resulting from an evaluation of its characteristics High level of job satisfaction means positive feelings Low level of job satisfactions means negative feelings Influence of Job satisfaction on employee behaviors Job Involvement measures the degree to which people identify psychologically with their job and consider their perceived performance level important to self worth Psychological Empowerment employees beliefs in the degree to which they influence their work environment their competence the meaningfulness of their job and their perceived autonomy Organizational commitment An employee identifies with a particular organization and its goals and wishes to remain a member Three separate dimensions o Affective Commitment an emotional attachment to the organization and a belief in its values organization o Continuance Commitment the perceived economic value of remaining with an o Normative Commitment an obligation to remain with the organization for moral or ethical reasons An employee spearheading a new initiative may remain with an employer because he feels he would leave the employer in the lurch if he left Perceived organizational support The degree to which employees believe the organizations values their contribution and cares about their well being Perceived supportive when o Rewards are deemed fair o Employees have a voice in decisions o When they see their supervisors as supportive Employee engagement An individual s involvement with satisfaction with and enthusiasm for the work she does Exit Voice Loyalty Neglect framework Helpful in understanding the consequences of dissatisfaction Exit The exit response directs behavior toward leaving the organization including looking for a new position as well as resigning Voice The voice response includes actively and constructively attempting to improve conditions including suggesting improvements discussing problems with superiors and undertaking some forms of union activity Loyalty The loyalty response means passively but optimistically waiting for conditions to improve including speaking up for the organization in the face of external criticism and trusting the organization and its management to do the right thing Neglect The neglect response passively allows conditions to worsen and includes chronic absenteeism or lateness reduced effort and increased error rate Robbins Judge Chapter 3 Affect vs moods vs emotions Affect o Defined as a broad range of feelings that people experience o Can be experienced in the form of emotions or moods Moods o Cause is often general and unclear o Last longer than emotions hours or days o More general two main dimensions positive affect and negative affect that are composed of multiple specific emotions o Generally not indicated by distinct expressions o Cognitive in nature Emotions o Caused by specific event o Very brief in duration o Specific and numerous in nature many specific emotions such as anger fear sadness happiness disgust surprise o Usually accompanied by distinct facial expressions o Action oriented in nature General aspects of emotions There are dozens of different emotions that can be displayed Even emotions we rarely experience such as shock can have a powerful effect on us Researchers have agreed on six essentially universal emotions anger fear sadness happiness disgust and surprise Positive Effect a mood dimension consisting of positive emotions such as excitement self assurance and cheerfulness Negative Effect a mood dimension consisting of nervousness stress and anxiety at the high end and relaxation tranquility and poise at the low end Sources of emotions and moods Personality Day of the week and time of the day Weather o Illusory correlation when people associate two events that in reality have no connection explains why people tend to think nice weather improves their mood o Usually increase positive mood and have little effect on negative mood o Reduced sleep impairs decision making and makes it difficult
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