BRIDGING PROGRAM 2

Mr. Ferdinand Mataac | reviewer

Topic Outline: AN INTEGRATIVE MODEL OF OB

● Organizational Behavior” TOPIC
● Job Performance EXAMPLE
● Organizational Commitment GROUP MECHANISMS
SUB-TOPIC
● Job Satisfaction ➢ They typically work in one or more work teams
● Stress led by some formal (or sometimes informal)
● Motivation
leader. Like the individual characteristics, these
group mechanisms shape satisfaction, stress,
ORGANIZATIONAL BEHAVIOR motivation, trust, and learning.
Organizational behavior (OB) is a field
ORGANIZATIONAL MECHANISMS
of study devoted to understanding, explaining,
➢ our integrative model acknowledges that the
and ultimately improving the attitudes and
teams described in the prior section are grouped
behaviors of individuals and groups in
into larger organizations that themselves affect
organizations.
satisfaction, stress, motivation, and so forth.
For example
AN INTEGRATIVE MODEL OF OB
➢ every company has an organizational structure
INDIVIDUAL OUTCOMES that dictates how the units within the firm link to
➢ The right-most portion of the model contains the (and communicate with) other units (Chapter
two primary outcomes of interest to 15).
organizational behavior researchers (and
employees and managers in organizations): job
performance and organizational commitment.
➢ Most managers have two primary goals for their
employees: to maximize their job performance
and to ensure that they stay with the firm for a
significant length of time.

INDIVIDUAL MECHANISMS
➢ Our integrative model also illustrates a number
of individual mechanisms that directly affect job
performance and organizational commitment
➢ These include job satisfaction, which captures
what employees feel when thinking about their jobs
and doing their day-to-day work (Chapter 4).
Another
individual mechanism is stress, which reflects
employees’ psychological responses to job
demands that tax or exceed their capacities
(Chapter 5).

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 HOW DO WE “KNOW” WHAT WE KNOW ABOUT
ORGANIZATIONAL BEHAVIOR?
➔ Method of Experience - People hold firmly to
some belief because it is consistent with their
own experience and observations.
➔ Method of Authority - People hold firmly to
some belief because some respected official,
agency, or source has said it is so.
➔ Method of Science - People accept some belief
because scientific studies have tended to
replicate that result using a series of samples,
settings, and methods.
What is the role of theory in the scientific method?
How are correlations interpreted?
➔ A correlation, abbreviated r, describes the
statistical relationship between two variables.
Correlations can be positive or negative and
range from 0 (no statistical relationship) to 1 (a
perfect statistical relationship). Picture a
spreadsheet with two columns of numbers.
organizational goal accomplishment. The word
JOB PERFORMANCE
➢ the value of the set of employee behaviors that
contribute, either positively or negatively, to
organizational goal accomplishment.
TASK PERFORMANCE
➔ Includes employee behaviors that are directly
involved in the transformation of organizational
resources into the goods or services that the
organization produces.
TYPES OF TASK PERFORMANCE
ROUTINE TASK PERFORMANCE - Involves well-
known responses to demands that occur in a
normal, routine, or otherwise predictable way.
ADAPTIVE TASK PERFORMANCE - Involves
employee responses to task demands that are
novel, unusual, or, at the very least,
unpredictable.
CREATIVE TASK PERFORMANCE - Is the degree
to which individuals develop ideas or physical
outcomes that are both novel and useful.
JOB ANALYSIS
➔ process of studying a job to determine which
activities and responsibilities it includes, its
relative importance to other jobs, the
qualifications necessary for job performance,
and the conditions under which the work is
performed.
CITIZENSHIP BEHAVIOR
➢ voluntary employee activities that may or may
not be rewarded but that contribute to the
organization by improving the overall quality of
the setting in which work takes place.
TYPES OF CITIZENSHIP BEHAVIORS
INTERPERSONAL ORGANIZATIONAL
➢ Helping ➢ Voice
➢ Courtesy ➢ Civic Virtue
➢ Boosterism
➢ Sportmanship
COUNTERPRODUCTIVE BEHAVIOR
➢ employee behaviors that intentionally hinder
“intentionally” is a key aspect of this definition; these
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are things that employees mean to do, not things
they accidentally do.
TYPES OF COUNTERPRODUCTIVE BEHAVIORS
How are the two connected?
TRENDS AFFECTING PERFORMANCE
● Knowledge Work
● Service Work
PERFORMANCE MANAGEMENT
➢ General ways in which job performance
information is used to manage employee
performance.
Types of performance management
MANAGEMENT BY OBJECTIVES - Management
philosophy that bases an employees evaluations on
whether the employee achieves specific
performance
Goals.
BEHAVIORALLY ANCHORED RATING SCALES
(BARS) - Assess performance by directly
assessing job performance behaviors - feedback
from BARS can help an employee develop and
improve over time
360-DEGREE FEEDBACK - Involves collecting
performance info from the supervisor and
everyone else who has firsthand knowledge
about the employees performance behaviors -
you also rate your own performance.
FORCED RANKING - rank and yank - dead mans
curve - top 20 vital 70 bottom 10 curve.
ORGANIZATIONAL COMMITMENT
What is organizational commitment?
➔ Organizational commitment is defined as the
desire on the part of an employee to remain a
member of the organization.
What is withdrawal behavior?
➔ Organizational commitment influences whether
an employee stays a member of the
organization (is retained) or leaves to pursue
another job (turns over). Our attention in this
chapter is focused primarily on reducing
voluntary turnover by keeping the employees
whom the organization wants to keep, though
we will touch on involuntary turnover in a
discussion of layoffs and downsizing.
➔ Employees who are not committed to their
organizations engage in withdrawal behavior,
defined as a set of actions that employees
perform to avoid the work situation-behaviors
that may eventually culminate in quitting the
organization.
3 Types of Commitment
➔ Affective Commitment
➔ Continuance Commitment
➔ Normative Commitment
The four primary responses to negative events at
work
Exit - defined as an active, destructive response by
which an individual either ends or restricts
organizational membership.
Voice - defined as an active, constructive response
in which individuals attempt to improve the
situation.
Loyalty - defined as a passive, constructive
response that maintains public support for the
situation while the individual privately hopes for
improvement.
Neglect - defined as a passive, destructive response
in which interest and effort in the job
declines.Sometimes neglect can be even more
costly than exit because it’s not as readily
noticed.
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Examples of psychological withdrawal? Of physical
withdrawal?
Psychological withdrawal - It consists of actions
that provide a mental escape from the work
environment. It also refers as a “warm-chair
attrition.”
Example
Daydreaming - when employees appear to be
working but are actually distracted by random
thoughts or concerns.
Socializing - refers to the verbal chatting about non-
work topics that goes on in cubicles and offices
or at the mailbox or vending machines.
Looking busy - indicates an intentional desire on
the part of employees to look like they’re
working, even when not performing work tasks.
Moonlighting - they use work time and resources to
complete something other than their job duties,
such as assignments for another job.
Cyberloafing - Most widespread form of
psychological withdrawal among white-collar
employees.
PHYSICAL WITHDRAWAL - It consists of actions
that provide a physical escape, whether short-
term or long-term, from the work
environment. Physical withdrawal also comes in a
number of shapes and sizes.
Example
Tardiness - reflects the tendency to arrive at work
late (or leave work early).
Long breaks - involve longer-than-normal lunches,
soda breaks, coffee breaks, and so forth that
provide a physical escape from work.
Absenteeism - occurs when employees miss an
entire day of work. Of course, people stay home
from work for a variety of reasons, including
illness and family emergencies.
Missing meetings - which means employees
neglect important work functions while away
from the office.
Quitting - The most serious form, voluntarily leaving
the organization. As with the other forms of
withdrawal, employees can choose to “turn over” for
a variety of reasons.
TRENDS THAT AFFECT COMMITMENT
DIVERSITY OF THE WORKFORCE - The increased
diversity of the workforce reduces commitment if
employees feel lower levels of affective
commitment or become less embedded in their
current jobs.
THE CHANGING EMPLOYEE–EMPLOYER
RELATIONSHIP - The employee employer
relationship, which has changed due to decades
of downsizing, can reduce affective and
normative commitment, making it more of a
challenge to retain talented
employees.
COMMITMENT INITIATIVES
➔ Organizations can foster commitment among
employees by fostering perceived organizational
support, which reflects the degree to which the
organization cares about employees’ well-being.
➔ Commitment can also be fostered by specific
initiatives directed at the three commitment
types.
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