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| field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations |
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| Human resource management |
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| takes the theories and principles studied in OB and explores the "nuts-and-bolts" application of those principles in organizations |
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| focuses on the product choices and industry characteristics that affect an organization's profitability |
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| Integrative Model of Organizational Behavior |
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Organizational Mechanisms (culture, structure)
Group Mechanisms (leadership, teams)
Individual Characteristics (personality, cultural values, ability)...feeds into
Individual Mechanisms (job satisfation, stress, motivation, trust, justice, and ethics, learning and decision marking... feeds into
individual outcomes (job performance and organizational commitment) |
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| what employees feel when thinking about their job and doing their day-to-day work |
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| reflects employees' psychological responses to job demands that tax or exceed thir capacities |
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| energetic forces that drive employees' work effort |
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| trust, justice, and ethics |
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| degree to which employees feel that their company does business with fairness, honesty, and integrity |
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| learning and decision making |
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| how employees gain job knowledge and how they use taht knowledge to make accurate judgments on the job |
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| Individual characteristics |
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| personality (a person's typical patterns of thought, emotion, and behavior), cultural values (shared beliefs about desirable modes of conduct that exist in certain cultures)and Ability (cognitive abilities emotional skills, and physical abilities that employees bring to a job) |
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| team characteristics (qualities that teams possess, norms, roles), team processes (teams behave), leader power and influence, leader styles and behaviors |
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| Organizational mechanisms |
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| organizational structure (how units within the firm link and communicate with each other) and organizational culture (captures shared knowledge in an organization) |
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| Resource-based view of organizations |
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| perspective describes what exactly makes resources valuable (long term profits)- financial, physical and organizational behavior such as knowledge, decision making, ability and wisdom, image culture, and goodwill |
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| Value of resources depends on |
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1. rare
2. inimitable (history, numerous small decisions, socially complex resources) |
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| Why so few organizations are truly effective at managing people. 1/2 organizations won't believe the connection btw peope and profits, 1/2 of those will try to make a single change to solve thier problems, 1/2 of those that make comprehensive and systematic changes will persist long enough to derive benefits |
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| Several different ways of knowing things |
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Definition
| method of experience, method of intuition, method of authority, method of science |
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| Scientific method begins with a... |
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| thoery- collection of assertions- both verbal and symbolic- that specify how and why variables are related, as well as the conditions in which they should (and should not) be related |
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| theories inspire them. Written predictions that specify relationships between variables. Tested by correlation |
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| takes all the correlations found in studies of a particular relationship and calculates a weighted average |
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| effects the strength of relationships |
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| Why is a source of power- mediater, moderator to explain organizational behavior |
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| theory-hypotheses-data-verification |
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| through introspection, through observation, through interviews |
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| finding ways to measure variables in the theory- uses scales (collection of survey items), behavioral observation, and organization records |
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degree to which a measure is free from random error (more precise)
increase by measuring something multiple times (random error balances out) |
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| Computation of reliability |
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Definition
computed by correlating the multiple measurements- more consistent the more precise our instrument
ie ask very similar questions multiple times |
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the degree to which a measure assesses what it is meant to assess
content validity
predictive validity |
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| does the measure make sense to a group of subject matter experts |
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| is the measure related to key outcomes, like absenteeism, turnover, or job performance |
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| invented by Karl Pearson and Sir Francis Galton who did research on genetics. the statistical relationship between 2 variables. Best way to analyze is to look at the compactness of dots on a scatter plot |
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| sample will often differ from the population at large and may reduce our confidence that our correlation is really accurate *reduced as sample gets bigger use sample size to construct "confidence intervals" around our correlation coefficient |
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CI= r +/- (1.5x 1/ square root of n
as we sample more people the width of the confidence interval gets smaller |
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| correlation does not imply causality |
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Definition
| stork population and birth rates- explained by a 3rd variable urban v. rural |
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| proving causality requires 2 things |
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| temporal precedence (changes in the suspected cause occur before changes in behavior. Because causes come before effects, researchers trying to establish casuality)and covariation, and elimination of alternative explanations |
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| Most employees have 2 primary goals for their working lives: |
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Definition
1. to perform their jobs well
2. to remain a member of an organization that they respect |
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| something that cannot be imitated by a competing firm |
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| a collective pool of experiene, wisdom and knowledge that benefits the organization |
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| socially complex resources |
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| resources whose development is not as clearly understood such as culture, trust or reputation |
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| describing employees as a source of competitive advantage, emphasizing training and continuing education, having a HR management officer, emphasizing full time rather than temporary employees |
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