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MGT 3023 > Behaviors at work > Flashcards

Behaviors at work Flashcards

1
Q

What is an OCB?

A
  • organizational citizenship behavior

- also known as a contextual behavior

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2
Q

What is a CBW

A
  • counterproductive work behavior

- also call deviant behaviors

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3
Q

Definie job performance.

A

-employees actions and behaviors that are relevant to organization goals

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4
Q

How many dimensions do jobs have?

A

-8

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5
Q

How many dimensiopns are essential for every job?

A

-3

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6
Q

How many dimensions are not essential for all jobs?

A

-5

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7
Q

What is job performance determined by?

A

-employees declaritive knowledge, procedural knowledge, and motivation.

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8
Q

How is knowledge determined?

A

-by the the employees’ ability, interests, education, personality, etc.

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9
Q

How is motivation determined?

A

-by goals, expectations, job characteristics, rewards(motivation theories)

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10
Q

What are the direct determinants of performance?

A

-declarative knowledge, procedural knowledge and skills, motivation

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11
Q

What three performance dimensions are essential for all jobs?

A
  • job-specific task proficiency
  • maintaining personal discipline
  • demonstrating effort
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12
Q

What five performance dimensions are not essential for all jobs?

A
  • non-specific task proficiency
  • written and oral communication
  • facilitating peer and team performance
  • supervisions/leadership
  • management/administration
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13
Q

What is declaritive knowledge?

A

-factual knowledge needed for a particular job such as facts, principles, self-knowledge

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14
Q

What is procedural knowledge and skills

A

knowledge of how to do things at work such as psychomotor skills, physical skills, self-management skills, interpersonal skills

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15
Q

What is motivation

A

-choice regarding the direction, intensity, and persistence of behavior at work such as goals, rewards, VIE, expectations (self-fulfilling prophecy

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16
Q

What are three ways to improve employee job performance?

A
  • recruitment and personnel selection: experience, education which is done through the job analysis
  • improve their knowledge and skills through training and certification process(mentoring)
  • motivation: see lecture on it.
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17
Q

What did campbell’s model focus on?

A

-task performance which is the performance of tasks employees are hired to perform.

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18
Q

How did Borman and Motowidlo expand Campbell’s model?

A
  • included behaviors that are not related to the performance of the core job duties
  • contextual performance
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19
Q

Describe overall performance as it relates to BandW model

A

-all behaviors that are valuable to the organization.

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20
Q

Describe task performance.

A
  • proficiency with which an employee performs activities that contribute to the organizations technical core
  • activities that are part of the job description
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21
Q

Describe contextual performance.

A
  • behaviors that contribute to org effectiveness through supporting favorable environment in the organization.
  • extra role behaviors aka OCB
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22
Q

What are the three dimensions of contextual performance?

A
  • conscientious inititative
  • organizational support
  • personal support
23
Q

Describe conscientious initiative

A
  • persist with extra effort when needed
  • take the initiative to perform extra duties, even if not part of the job description
  • develop own knowledge and skills
24
Q

Describe organizational support.

A
  • represent an organization favorably
  • show loyalty(stay with organization at times of hardship)
  • comply with organizational rules and procedures.
25
Q

Describe personal support.

A
  • help other people at work
  • provide emotional support.
  • cooperate with others.
  • show consideration, tact and courtesy in relations with others.
26
Q

Is peformance static?

A

No, it changes overtime.

27
Q

What is typical performance?

A
  • theway an employee typically performs.

- Campbell and BandW model describe typical performance

28
Q

What is maximal performance?

A

-the very best a person can do in situations such as job interviews, emergencies, deadlines

29
Q

What is the honeymoon effect?

A
  • first 6 months on the job: individuals perform well and are more committed to the organization .
  • after this period, the novelty and challenge of the task or job wanes.
30
Q

Describe the transition stage.

A

individuals learn the new tasks and skills required to perform well on the job.

31
Q

Describe the maintenance stage.

A
  • individuals focus on applying what they have already learned
  • longer than transition
32
Q

Describe Murphy’s model.

A

-transition and maintenance stage

33
Q

Describe CWB.

A

-dark side of work behavior as ooped to job performance and contextual performance(OCB)

34
Q

Definition of CWB.

A

-intentional behaviors that violate organizational norms and threaten the well-being of the organization, its members or both.

35
Q

What is CWB also called?

A

-deviant behaviors or deviance.

36
Q

What are two major types of CWB

A
  • CWB-I which is directed against other people in the organization.
  • CWB-O which is directed against the organization
37
Q

Give examples of interpersonal deviance.

A
  • harrassment
  • gossip
  • verbal abuse
  • fighting
38
Q

Give examples of property deviance.

A

-theft, property damage, sabotage.

39
Q

Give examples of production deviance.

A

-absence, tardiness, long breaks, substance abuse, sloppy work

40
Q

Which employees are likely to engage in CWB

A
  • low conscientiousness and disagreeableness

- dark triad traits.

41
Q

What situational factors make employees engage in CWB?

A

-abusive supervisors, stress and unfair procedures and unfair treatment.

42
Q

HOw do you prevent cWB>

A

-personnel selection such as personalitly, hypothetical situations in interviews and biodata(past disciplinary actions)

43
Q

How to prevent CWB with techniques other than selection?

A
  • establish behavioral code
  • managers and supervisors are good role models.
  • reduce stress
  • use fair procedures and treat employees with respect and dignity.
  • change elements of environment that facilitate CWB
  • punish employees for CWB
44
Q

What is the hot stove rule?

A
  • punishment is effective if it is immediate, contingent on behavior, intense, consistent, impersonal, informational.
  • know that employee had an option to engage in CWB.
45
Q

What are two types of employee withdrawal

A

work and job

46
Q

Describe job withdrawal.

A
  • individual remains on the job but neglect their work.

- daydreaming, withholding effort, taking longer breaks, leaving earlier, lateness, absenteeism, types of CWB.

47
Q

Describe job withdrawal

A
  • individual leaves the organization or the job.

- turnover, retirement

48
Q

How does withdrawal progress?

A
  • lower job satisfaction and organizational commitment
  • milder forms of work withdrawal (reduced effectiveness)
  • lateness
  • absenteeism
  • turnover
49
Q

What are early signs of withdrawal?

A

-reduced effectiveness and occasional lateness.

50
Q

What are important factors that influence a decision to quit.

A
  • shock which is an unepected event that triggers thoughts about quitting.
  • job satisfaction
  • availability of alternatives
51
Q

Describe the 5 paths to leaving the organization.

A
  • shock: quit without considering attachment or searching for alternatives
  • shock:reconsider attachment, quit without searching for alternatives.
  • shock:reconsider attachment, search for alternatives, quit if alternatives are available.
  • no shock: dissatisfaction salient over time, quit without alternatives.
  • no shock: dissatisfaction, quit with alternative.
52
Q

what is creativity?

A

producing novel and useful ideas.

53
Q

What factors make groups creative?

A
  • composed of creative group members.

- individuals engage in effective interpersonal and task-related interactions.

MGT 3023 (11 decks)

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