Organisational Behaviour 1-7
Foundations of employee motivation
Values
Relatively stable, evaluative beliefs that guide a persons preferences of an outcome or course of action in various situations
Ethics
The study of moral principle or values that determine whether actions are right or wrong and outcomes are good or bad
Individual Behaviour, Personalities and values
Role Perceptions: the degree to which a individual understands the job duties assigned to or is expected off him/her
Types of individual behaviour: Task performance, organisational citizenship, counter-productive behaviour, joinging/staying with the organisation and maintaining attendence
Personality
The relatively enduring pattern of thoughts, emotions and behaviours that characterises a person, along with the psychological processes behind those characteristics
Five models of personality traits : Openness to experience, Conscientiousness, Extraversion, Agreeableness, Neuroticism
Resilience: the capability of individuals to cope successfully with significant change
Self-efficacy: this refers to a persons belief that he or she can successfully complete a task
Shalom Schwartz value circumplex: universalism, benevolence, tradition, conformity, security, power, achievement, hedonism, stimulation and self direction.
Moral intensity: the degree to which an issue demands the applications of ethical principles
Moral sensitivity: a persons ability to recognise the presence of an ethical issue and determine its relative importance
Cross-cultral values: Individualism, collectivism, power distance, uncertainty avoidance, achievement orientation
Perceiving ourselves and others in organisations
Self-concept characteristics and processes: Self - enhancement, social self, self-evaluation, self-verification.
Self- concept: complecity, consistency, clarity
Locus of control- defined as a persons general belief about the amount of control he or she has over personal life events
External - events are due to fate, luck or conditions in the external environment
Internal - more positive self-evaluation, believe personal characteristics will influence life's outcomes
Social identity theory- a theory stating that people define themselves by the groups to which they belong or have an emotional attachment
Stereotyping - the process of assigning traits to people based on their social membership category
Perception- the process of retrieving and making sense of the world around us
Selective attention- the process of attending to some information received by our senses and ignoring other information
Confirmation bias- the process of screening out information that is contrary to our values and assumptions to more readily accept confirming information
Categorical thinking - organising people and objects into preconceived categories that are stored in our long-term memory
Mental models- Knowledge structures that we develop to describe, explain and predict the world around us
Attribution theory- attribution process describes the perceptual pricess of deciding whether an observed behaviour or event is caused largely by internal or external factors.
Distinctiveness - act the same way in other situations?
Consistency - act same way over time?
Consensus - act same as others in same situation?
Halo effect- a perceptual error whereby our general impression of a person, usually based on one prominent characteristic, influences our perception of the other characteristics
False- consensus effect - a perceptual error in which we overestimate the extent which others have beliefs and characteristics similar to our own
primacy effect- a perceptual error in which we quickly form an opinion of other people based on the first information we receive about them
recency effect- a perceptual error in which the most recent information dominates our perception of others
Workplace emotions, attitudes and stress
Attitudes - the cluster of beliefs, assessed feelings and behavioural intentions towards a person, object or event
Cognitive dissonance- a condition that occurs wjem we perceive an inconsistency between our beliefs, feelings and behaviour
Dissonance theory suggests that it might be possible to change a persons attitudes by first changing their behaviour
Emotional labour- the effort, planning and control needed to express organisationally desired emotions during interpersonal transactions
Emotional dissonance- the psychological tension experienced when the emotions people are required to display are quite different from the emotions they actually experience at that moment
EVLN model for job satisfaction- exit, voice, leave, neglect when there is job satisfaction
Service profit chain model- a theory explaining how employees job satisfaction influences company profitability indirectly through service quality, customer loyalty and related factors
Organisational commitment- affective commitment: an individuals attachment to the organisation
normative commitment: the obligation an individual feels to staying with the organisation
continuance commitment: the individuals calculations that it is his or her best interest to stay with the organisation considering the cost of leaving
Conservation of resources theory- a theory that proposes that individuals seek to retain and protect their personal resources (due to stress from work)
Psychological capital- individuals positive psychological resources of resilience, self efficacy, hope and optimism
Motivation - The forces within a person thay affect the direction, intensity and persistence of voluntary behaviour
Maslows hierarchy of needs - Physiological, safety, belongingness, esteem, self-actualization
David McClelland needs for achievement affiliation and power.
Need for achievement: people with a strong need for achievement want to accomplish reasonably challenging goals through their own efforts.
Need for affiliation: need for affiliation refers to desire to seek approval from others, conform to their wishes and expectations, and avoid conflicts and confrontation.
Need for power: people with a high need for power want to exercise control over others and are concerned about maintaining their leadership position.
Four drive theory - a motivational theory based on the innate drives to acquire, bond, comprehend and defend and that incorporates both emotional and cognitive processes
Drive to acquire- this is the drive to seek, take, control and retain objects and personal experiences.The theory stats that the drive to acquire is insatiable, because the human motivation is to achieve a higher position than others, not just to fulfil one's phsiological needs.
Drive to bond - This is the drive to form social relationships and develop mutual caring commitments with others.
Drive to comprehend- this is the drive to satisfy our curiosity, to know and understand ourselves and the environment around us. When observing something that is inconsistent with or beyond our current knowledge, we experience a tension that motivates us to close that close that information gap