Words
chap 15
behavior: The actions of people organizational behavior (OB) The study
of the actions of people at work
employee productivity: A performance measure of both efficiency and
effectiveness
absenteeism: The failure to show up for work
turnover: The voluntary and involuntary permanent withdrawal from an
organization
organizational citizenship behavior (OCB): Discretionary behavior that is
not part of an employee’s formal job requirements, but which promotes
the effective functioning of the organization
job satisfaction: An employee’s general attitude toward his or her job
counterproductive workplace behavior: Any intentional employee
behavior that is potentially damaging to the organization or to individuals
within the organization
attitudes: Evaluative statements, either favorable or unfavorable,
concerning objects, people, or events
cognitive component: That part of an attitude that’s made up of the
beliefs, opinions, knowledge, or information held by a person
affective component: That part of an attitude that’s the emotional or
feeling part
behavioral component: That part of an attitude that refers to an intention
to behave in a certain way toward someone or something
job involvement: The degree to which an employee identifies with his or
her job, actively participates in it, and considers his or her job
performance to be important to self-worth
organizational commitment: The degree to which an employee identifies
with a particular organization and its goals and wishes to maintain
membership in that organization
perceived organizational support: Employees’ general belief that their
organization values their contribution and cares about their well-being
employee engagement: When employees are connected to, satisfied
with, and enthusiastic about their jobs
cognitive dissonance: Any incompatibility or inconsistency between
attitudes or between behavior and attitudes
attitude surveys: Surveys that elicit responses from employees through
questions about how they feel about their jobs, work groups, supervisors,
or the organization
personality: The unique combination of emotional, thought, and
behavioral patterns that affect how a person reacts to situations and
interacts with others
locus of control: A personality attribute that measures the degree to
which people believe they control their own fate
Machiavellianism: A measure of the degree to which people are
pragmatic, maintain emotional distance, and believe that ends justify
means
self-esteem: An individual’s degree of like or dislike for himself or herself
self-monitoring: A personality trait that measures the ability to adjust
behavior to external situational factors
proactive personality: A personality trait that describes individuals who
are more prone to take actions to influence their environments
resilience: An individual’s ability to overcome challenges and turn them
into opportunities
emotions: Intense feelings that are directed at someone or something
emotional intelligence (EI): The ability to notice and to manage
emotional cues and information
perception: A process by which we give meaning to our environment by
organizing and interpreting sensory impressions
attribution theory: A theory used to explain how we judge people
differently depending on what meaning we attribute to a given behavior
fundamental attribution error: The tendency to underestimate the
influence of external factors and overestimate the influence of internal
factors when making judgments about the behavior of others
self-serving bias: The tendency for individuals to attribute their own
successes to internal factors while putting the blame for failures on
external factors
assumed similarity: The assumption that others are like oneself
stereotyping: Judging a person based on a perception of a group to
which that person belongs
halo effect: A general impression of an individual based on a single
characteristic
learning: Any relatively permanent change in behavior that occurs as a
result of experience
operant conditioning: A theory of learning that says behavior is a
function of its consequences
social learning theory: A theory of learning that says people can learn
through observation and direct experience
shaping behavior: The process of guiding learning in graduated steps
using reinforcement or lack of reinforcement
15.1 IDENTIFY the focus and goals of individual behavior within
organizations.
Just like an iceberg, it’s the hidden organizational elements (attitudes,
perceptions, norms, etc.) that make understanding individual behavior so
challenging.
Organizational behavior (OB) focuses on three areas: individual
behavior, group behavior, and organizational aspects. The goals of OB
are to explain, predict, and influence behavior.
Employee productivity is a performance measure of both efficiency and
effectiveness.
Absenteeism is the failure to report to work.
Turnover is the voluntary and involuntary permanent withdrawal from an
organization.
Organizational citizenship behavior (OCB) is discretionary behavior
that’s not part of an employee’s formal job requirements, but it promotes
the effective functioning of an organization.
Job satisfaction overall positive or negative feeling about one’s job
Counterproductive workplace behavior is any intentional employee
behavior that is potentially harmful to the organization or individuals
within the organization.
15.2 EXPLAIN the role that attitudes play in job performance.
The cognitive component refers to the beliefs, opinions, knowledge, or
information held by a person.
The affective component is the emotional or feeling part of an attitude.
The behavioral component refers to an intention to behave in a certain
way toward someone or something.
Job satisfaction refers to a person’s general attitude toward his or her
job.
Job involvement is the degree to which an employee identifies with his
or her job, actively participates in it, and considers his or her job
performance to be important to his or her self-worth.
Organizational commitment is the degree to which an employee
identifies with a particular organization and its goals and wishes to
maintain membership in that organization.
Employee engagement is when employees are connected to, satisfied
with, and enthusiastic about their jobs.
Job satisfaction positively influences productivity, lowers absenteeism
levels, lowers turnover rates, promotes positive customer satisfaction,
moderately promotes OCB, and helps minimize counterproductive
workplace behavior. Individuals try to reconcile attitude and behavior
inconsistencies by altering their attitudes, altering their behavior, or
rationalizing the inconsistency. Many organizations regularly survey their
employees about their attitudes.
15.3 DESCRIBE different personality theories.
The MBTI measures four dimensions
1. Social interaction (introversion vs. extraversion)
2. Data gathering preference (sensing vs. intuition)
3. Decision-making preference (thinking vs. feeling)
4. Decision-making style (judging vs. perceiving)
The Big Five Model consists of five personality traits: extraversion,
agreeableness, conscientiousness, emotional stability, and openness to
experience.
Other key traits in organizations: locus of control, Machiavellianism,
self-esteem, self-monitoring, and risk-taking.
Other personality traits include Type A/Type B personalities, proactive
personality, and resilience.
How people respond emotionally and how they deal with their emotions
is a function of personality. A person who is emotionally intelligent has
the ability to notice and to manage emotional cues and information.
15.4 DESCRIBE perception and factors that influence it.
Perception is how we give meaning to our environment by organizing
and interpreting sensory impressions.
Distinctiveness is whether an individual displays different behaviors in
different situations.
Consensus is whether others facing a similar situation respond in the
same way.
Consistency is when a person engages in behaviors regularly and
consistently.
→ Ba yếu tố này giúp xác định hành vi đến từ nguyên nhân bên trong
hay bên ngoài.
Some mistake
The fundamental attribution error is underestimate the influence of
external factors and overestimate the influence of internal factors.
The self-serving bias is to attribute our own successes to internal
factors and to put the blame for personal failure on external factors.
→ Three shortcuts used in judging others are assumed similarity,
stereotyping, and the halo effect.
15.5 DISCUSS learning theories and their relevance in shaping behavior.
Operant conditioning argues that behavior is a function of its
consequences. Managers can use it to explain, predict, and influence
behavior.
Social learning theory says that individuals learn by observing what
happens to other people and by directly experiencing something.
1. Attentional processes.
2. Retention processes.
3. Motor reproduction processes.
4. Reinforcement processes.
