Organization Behavior Essay

Session 2
Job performance
Set of behaviors that contribute to organizational goal accomplishment
Quantifiable
All jobs have 2 other performance dimensions:
Citizenship behavior- voluntary activities that contribute to the organization by improving the quality of the setting where work occurs
Counterproductive behavior: hinder organizational goal accomplishment. Form of withdrawal
Application
Tools to manage job performance among employees
Management by objectives (MBO)
360 Degree feedback behaviorally anchored rating scales (BARS) forced Ranking: under Jack Welch at G&E (top 20- the vital 70- bottom 10)
Task Performance: involved in transforming organizational resources in to the goods or services an org produces (job description)
Routine task performance- day to day activities/ regular tasks
Adaptive task performance- Airplane example in case of an emergency, pilot or flight attendants have to perform
Creative task performance: ways to improve on how to do things
How do we identify relevant behaviors
Job analysis
Divide a job into major dimensions
List key tasks within each of those major dimensions
Rate the tasks on frequency and importance
In class activity: task performance of a server
See/greet customer and establish a positive and relaxing atmosphere
They provide specific informations on menu items
They ask about what customers want to eat and drink
Monitor the customers needs during the service, and provide with certain items if necessary
Bring the bill correctly
Onetonline.org: lists tasks performances/ job descriptions

Chapter 3
Organizational Commitment
Desire of an employee to remain a member of an organization
Comes in 3 forms:
Affective Commitment- emotional attachment or involvement in that organization. You choose to stay bc you want to. If you leave you will feel: sad, regret,
Normative commitment- obligation
Continuance commitment- stay bc you need to
Withdrawal
Independent forms
Compensatory forms
Progression
Application
What can organizations do ?
Increase commitment
Perceived org support
Job security
Rewards
Improve work conditions
Minimize politics

Chapter 4:
Job Satisfaction: pleasurable emotional state from the appraisal of ur job (how you think and feel about your job)
Why are some Employees more satisfied than others?
What kinds of things to you value in a job- what makes me satisfied?
Value-Percept Theory
Job Characteristics theory
Core job characteristics
Variety
Identity
Significance
Autonomy
Feedback

Job characteristics theory
Eventually the goals are to get employees to get:
Meaningfulness of work
Responsibility for outcomes
Knowledge of results
Knowledge of skill
Growth need strength In class activity: comedian: programmer president result show that the higher the SPS score is the more they satisfaction they get out of work
Mood and Emotions- mood swings throughout the day—depending on events
Feeling vs showing
Emotional labor- forced attitude
Emotional contagion- people follow you

moo

chapter 5: Stress
Definition:
Stressors: demands that cause people to be stressed
Strains: neg consequences that happen when demands are more than what the person can do
Do you want a stress free job?
Negative/ positive stress
Challenging job but not stressful
Why are some employees more stressed than others
Transactional theory of stress: how stressors are perceived and appraised and how people respond to those perceptions and appraisals. There are triggering events (stressors) depend on the following:
Primary appraisal: evaluation the significance of the meaning of the stressor. Something that you care about? Is this stressful
Secondary appraisal: how can I cope?
Benign job demands: not stressful
Types of stressors
Hindrace stressors
Role conflict
Role ambiguity
Role overload
Daily hassles
Challenge stressors: opportunities- motivate you for growth and development
Time pressure

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