MGMT 330 UNIT 1-4

Question 1

What is Organizational Behavior?

Answer 1

A field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations

Question 2

Micro OB

Answer 2

Study of individual & group behavior in organizations (e.g. personality, performance, motivation)

Question 3

Macro OB

Answer 3

Study of structural characteristics of organizations (e.g. structure, culture, strategy)

Question 4

What is Resource-Based View?

Answer 4

Argues that firms possess resources, a subset of which enable them to achieve competitive advantage, and a subset of those that lead to superior long-term performance. Resources that are valuable and rare can lead to the creation of competitive advantage. (Rare, Imitable, Non-substitutable)

Question 5

Case Studies: How is it used?

Answer 5

Analyzes the data, results, and offer support recommendations to the general manager regarding the satisfaction and engagement of the company’s workforce.

Question 6

Empirical Arguments

Answer 6

Empirical evidence is the information obtained through observation and documentation of certain behavior and patterns or through an experiment

Question 7

What did each of these studies find?

Answer 7

“The 100 Best” firms outperformed their matches over a 5-year period.

Question 8

Reliability

Answer 8

If you measure the same thing, do you get the same result?

Question 9

Test-retest reliability

Answer 9

Measures same thing across multiple times—

If a person takes the same test on multiple occasions, will the score be relatively similar?

Question 10

Inter-rater reliability

Answer 10

Measures same thing across multiple raters—

If different raters evaluate the same person, will their ratings be relatively similar?

Question 11

Inter-item reliability

Answer 11

Measure the same thing across multiple items—

If different items on the same test are supposed to be measuring the same thing, will their ratings be similar?

Question 12

Validity

Answer 12

Are you measure what you think you’re measuring?

Question 13

A valid measure is one that is not:

Answer 13

Contaminated: Includes things that it shouldn’t be measuring & Deficient: doesn’t include things that it should be measuring

Question 14

Assessing the validity of our measures:

Answer 14

Content Validation: Does the measure make sense to the group? & Predictive Validation: Is the measure related to the things it should be related to

Question 15

The relationship between reliability and validity

Answer 15

A measure CAN be reliable even if it isn’t valid.

A measure CANT be valid if it isn’t reliable.

Question 16

What is Correlation?

Answer 16

Measures the strength of that relationship

Question 17

How do we interpret a correlation?

Answer 17

Magnitude

—The stronger the (absolute) value of the correlation, the stronger the relationship between the variables

Question 18

How do we interpret the magnitude of correlation?

Answer 18

Strong: .50
Moderate: .30
Weak .10

Question 19

Positive Correlation

Answer 19

As the value of X increases, the value of Y increases

Question 20

Negative Correlation

Answer 20

As the value of X increases, the value of Y decreases

Question 21

What is needed to infer causality from a correlation? (3)

Answer 21

(1) Covariance: There is correlation between X and Y
(2) Temporal Procedure: X changed before Y
(3) Elimination of Alternative Explanations: No alternative reasons that caused both changes in satisfaction and performance

Question 22

What is Meta-Analysis?

Answer 22

A statistical technique for summarizing the relationships between variables by combining multiple effects from multiple different studies

Question 23

What is Job Performance?

Answer 23

The value of the set of behaviors that contributes, either positively or negatively, to organizational goal accomplishment

Question 24

Advantages of looking at results:

Answer 24

(1) More objective
(2) Match more easily with job goals/descriptions
(3) More strongly related to organization’s “bottom line”

Question 25

Advantages of looking at behaviors:

Answer 25

(1) Driven by factors within the employee's control (2) Easier to evaluate individual performance in a team (3) Easier to determine good/bad

Question 26

Internal behavior for measurement:

Answer 26

Job Analysis

Question 27

External behavior for measurement:

Answer 27

O*NET

Question 28

How to conduct a job analysis?

Answer 28

Create a scale that asses the extent to which the employee performs each behavior

Question 29

Routine Task Performance

Answer 29

Involves well-known responses to demands that occur in a normal, routine, or otherwise predictable way

Question 30

Adaptive Task Performance

Answer 30

Involves employee responses to task demand that are novel, unusual, or, at the very least, unpredictable

Question 31

Creative Task Performance

Answer 31

Involves the development of ideas or physical outcomes that are both novel and useful

Question 32

Interpersonal Citizenship Behavior

Answer 32

Benefit coworkers and colleagues beyond normal job expectations

Question 33

Organizational Citizenship Behavior

Answer 33

Benefit the larger organization beyond normal job expectations

Question 34

Counterproductive Behavior

Answer 34

Employee behaviors that intentionally hinder organizational goal accomplishment

Question 35

Organization Counterproductive Behavior:

Answer 35

(1) Property deviance | (2) Production deviance

Question 36

Interpersonal Counterproductive Behavior:

Answer 36

(1) Political Deviance | (2) Personal Aggression

Question 37

Organizational Commitment

Answer 37

Organizational commitment refers to the connection or bond employees have with their employer (the organization).

Question 38

Affective Commitment

Answer 38

A desire on the part of the employee to remain a member of the organization because of an emotional attachment to, or involvement in, that organization "I stay because I want to"

Question 39

Continuance Commitment

Answer 39

A desire on the part of the employee remain a member of the organization because of an awareness of the cost associated with leaving "I stay because I need to."

Question 40

Normative Commitment

Answer 40

A desire on the part of the employee to remain a member of the organization because of a feeling of obligation "I stay because I ought to"

Question 41

Factors that influence the different dimensions of commitment?

Answer 41

Management, Work Team, Department

Question 42

Erosion Model

Answer 42

Who is most likely to leave?

Question 43

Model of Social Influence

Answer 43

How is information/attitudes/rumors/moods/emotions, etc.

Question 44

Withdrawal

Answer 44

A set of actions that employees perform to avoid the work situation

Question 45

Exit

Answer 45

Ending or restricting organizational membership

Question 46

Voice

Answer 46

Attempting to improve the situation

Question 47

Loyalty

Answer 47

Remaining supportive and hoping for the best

Question 48

Neglect

Answer 48

Reducing interest and effort on the job