• Refers to an individual's capacity to perform the various tasks in a job
• Is a current assessment of what one can do
• Intellectual ability is one of the best predictors of performance
• The correlation between intelligence and job satisfaction is about zero
• Employee performance is enhanced when tehre is a high ability-job fit

• Evaluative statements - either favorable or unfavorable - concerning objects, people or events
• Attitudes reflect how one feels about something

• Cognition - an opinion or beleif
• Affect - the emotional or feeling segment
• Behavior - the intention to behave in a certain way

• Peopel seek consistency among their attitudes and between their attitudes and their behavior
• When there is an inconsistency, the individual may alter either the attitudes or behavior, or develop a rationalization for the discrepancy

• Any inconsistency between two or more attitudes, or between behavior and attitudes
• Individuals seek to minimize dissonance
• The desire to reduce dissonance is determined by
  • The importance of the elements creating the dissonance
  • The degree of influence the individual believes he or she has over the elements
  • The rewards that may be involved in dissonance

• Importance of the attitude
• Specificity of the attitude or behavior
• Accessibility of the attitude
• The existence of social pressures
• A person's direct experience with the attitude

• The view that behavior influences attitudes
• Argues that attitudes are used after the fact to make sense out of an action that has already occured rather than as devices that recede and guide action
• Tend to infer attitude from behavior when you have had a few experiences regarding an issue
• Attitudes likely to guide behavior when your attitudes have been established for a while

• Job Satisfaction
• Job Involvement
• Psychological empowerment
• Organizational commitment
  • Affective commitment
  • Continuance commitment
  • Normative commitment
• Perceived organizational support
• Employee engagement

• Work itself - the strongest correlation with overall satisfaction
• Pay - not correlated after individual reaches a level of comfortable lving
• Advancement opportunities
• Supervision
• Coworkers
• A person's personality

• Job Performance - strong correlation
• OCB - modest relationship but more related to conceptions of fair outcomes, treatment and procedures
• Customer satisfaction - strong correlation
• Absenteeism - moderate to weak negative correlation
• Turnover - moderate negative correlation
• Worklpace deviance - strong correlation

• Any relatively permanent change in behavior that occurs as a result of experience
• Learning involves change
• The change must become ingrained
• Some form of experience is necessary for learning

• Positive Reinforcement
• Negative Reinforcement
• Punishment
• Extinction

• Ability
  • Effective selection process improves fit
  • Promotion and transfer based on abilities
  • Fine-tune job to better match abilities
• Attitudes - raise satisfacation by focusing on making work challenging and interesting
• Learning - Use reinforcement instead of punishment

• A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.
• The world as it is perceived is the world that is behaviorally important.

Suggest that when we oberve an individual's behavior, we attempt to determine whether it was internally or externally caused

• Internally - believed to be under the personal control of the individual
• Externally - resulting from outside causes

1. Distinctiveness - whether an individual displays different behaviors in different situations
2. Consensus - if everyone who faces a similar situation responds the same way
3. Consistency - does teh person respond the same way over time

Shortcuts in Judging Others

Selective Perception

Shortcuts in Judging Others

Halo Effect

Shortucts used in Judging Others

Contrast Effects

Shortucts used in Judging Others

Projection

Shortcuts used in Judging Others

Stereotyping

• Decision making occurs as a reaction to a problem
• Perception influences:
  • Awareness that problem exists
  • The interpretation and evaluation of information
  • Bias of analysis and conclusions

1. Define the Problem
2. Identify the decision criteria
3. Allocate weights to the criteria
4. Develop the alternatives
5. Evaulate the alternatives
6. Select the best alternative

• The limited information-processing capability of humans makes it impossible to assimilate and understand all the info necessary to optimize
• So people seek solutions that are satisfactory and sufficien, rather than optimal
• Bounded rationality is constructing simplified models that extract the essential features from problems without capturing all their complexity

Common Biases and Errors

Overconfidence Bias

Common Biases and Errors

Anchoring Bias

Common Biases and Errors

Confirmation Bias

Common Biases and Errors

Availability Bias

Common Biases and Errors

Representative Bias

Common Biases and Errors

Escalation of Commitment

Common Biases and Errors

Randomness Error

Common Biases and Errors

Hindsight Bias

• An unconscious process created out of distilled experience
• Complements rational analysis
• Can be a powerful force in decsion making

 1.A high level of uncertainty exists

1. Utilitarian - provide the greatest good for the greatest number
2. Right Focus - make decisions consistent with fundamental liberties and priveleges
3. Justice focus - impose and enforce rules fairly and impartially so that there is equal distribution of benefets and costs

1. Innovation and Risk Taking
2. Attention to Detail
3. Outcome orientatino
4. People Orientation
5. Team Orientation
6. Aggressiveness
7. Stability

• In a strong culture, the organization's core values are both intensely held and widely shared
• Strong cultures will:
  • have great influence on teh behavior of its members
  • result in lower employee turnover

• National culture has a greater impat on employees that does their organization's culture
• Expect that organizations hire employees who are a good fit with the organization's dominant culture even though they may not fit the national culture

• Boundary-defining role
• Conveys a sense of identity
• Facilitates the generation of commitment
• Enhances social system stability
• Sense-making and control mechanism

• Shared values do not agree with organization's effectiveness
• Dilemma of hiring a diverse workforce but wanting people to fit into a single culture
• Cultural incompatibility in mergers and acquisitions

1. Founders hire and keep those who think and feel the same way they do
2. They indoctrinate and socialize these employees to their way of thinking and feeling
3. Their behavior acts as a role model encouraging employees to identify with them

• Seletion - seek out those who would fit in
• Top Management - Senior executives establish norms of behavior through what they say and do
• Socialization - help new employees adapt to the culture

• Stories
• Rituals
• Material Symbols
• Language

• Dramatic crisis exists or is created
• Turnover in leadership
• young and small organization
• Weak culture

• Be a visible role model
• Communicate ethical expectations
• Provide ethical training
• Visibly reward ethical acts and punish unethical ones
• Provide protective mechanisms

• Companies recognize this is the path to customer loyalty and long-term profitability
• Variable sthat are routinely evident:
  • types of employes
  • low formalization
  • widespread use of empowerment
  • good listening skills
  • role clarity
  • organizaitonal citizenship behavior

• Selection
• Training
• Structural Design
• Empowerment
• Leadership
• Performance Evaluation
• Reward Systems

• The ability (imaginativeness or inventiveness) to produce novel or useful ideas
• Important in organizations because creative people identify more viable alternatives in problem-solving or decsion making
• People differ in the inherent creative abilities: Only 1% of the population is exceptionally creative and 10% are highly creative

• More than wild guesses
• Considered a personaity trait
• Not favored in Western societies, which emphasizes being "rational"
• Combined with rational analysis, intuitive people are good decision makers

• Performance Evaluation - evaluation criteria influence the choide of actions
• Reward Systems - decision makers make action choices that are favored by the org.
• Formal regulations - Organizational rules and policies limit the alternative choices of decision makers
• System-imposed time constraints - Organizations require decisions by specific deadlines
• Historical precedents - past decisions influence current decisions

Primacy Effect - Beginning info is remembered

Recency effect - ending info is remembered (STRONGER)

These effects combine to form the "Serial Learning Effect"

• Job Satisfaction (all DVs)
• Job Involvement and Psychological Empowerment (Productivity, Absenteeism, Turnover, OCB)
• Org Commitment (Productivity, Absenteeism, Turnover)
• Perceived Org. Support (Productivity, OCB)
• Employee Engagement (Job Satisfaction)

Effects of Job Satisfaction:

ITs the KEY Dependent Variable

• INcreases Job and ORg. Performance
• Increases Org. Citizenship Behaviors
• Decreases Absenteeism
• Decreases Turnover
• Decreases Deviant Workplace Behaviors

Icebergs, Umbrellas, Onions, Sticky Glue

-Organizational Culture relates specifically to its agricultural origins in "cultivating" employees

• A "socially constructed reality" created from common perceptions held by the organization's members; a system of shared meaning.
• Often considered the "personality" of an organization
• Affects all stakeholders in teh OB Model: Individual, Groups Organization
• Characteristics: Innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, stability

• Ideal, because it increases behavioral consistency by providing clear boundaries of what employees can and cannot do and thus, can act as  a substitute for formalization
• Primary effect of a strong culture: Less turnover!
• Strenth is affected by the organizations: size, age, employees, turnover rate, orginal culture's intensity
• Rank order in terms of which is better:'
  • A strong, supportive culture
  • A strong, harsh culture
  • A Weak, positive culture

• Change
• Diversity
• Acquisitions and mergers

 Prearrival Stage:  The period of learning in the socialization process that occurs before a new employee joins the organization (e.g., education, training, prior jobs). 

Encounter Stage:  The stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge. 

> The stage where the inevitable “gap” occurs.

> An employee is most likely to quit in this stage.  (If not, the employee can be “lost” to the organization.) 

Metamorphosis Stage:  The stage in the socialization process in which a new employee changes and adjusts to the work, work group, and organization.