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MNGT 3460 - Organizational Behavior: Chapter 2 Notes

by: Ashley Watts

MNGT 3460 - Organizational Behavior: Chapter 2 Notes MNGT 3460

Marketplace > Auburn University > Management > MNGT 3460 > MNGT 3460 Organizational Behavior Chapter 2 Notes
Ashley Watts
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Organizational Behavior
Jeremy David Mackey
Class Notes




Popular in Organizational Behavior

Popular in Management

This 3 page Class Notes was uploaded by Ashley Watts on Saturday August 20, 2016. The Class Notes belongs to MNGT 3460 at Auburn University taught by Jeremy David Mackey in Fall 2016. Since its upload, it has received 8 views. For similar materials see Organizational Behavior in Management at Auburn University.


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Date Created: 08/20/16
● Job performance: ○ Employee behaviors that contribute either positively or negatively to the accomplishment of organizational goals ● Task Performance: ○ 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 ● Well known or habitual responses by employees to predictable task demands ■ Adaptive task performance ● Thoughtful responses by an employee to unique or unusual task demands ■ Creative task performance ● The degree to which individuals develop ideas or physical outcomes that are both novel and useful ● Job analysis ○ A process by which an organization determines requirements of specific jobs ○ Occupational Information Network (O*NET) ○ O*NET provides a way to search for job summaries ● Citizenship behavior: ○ Voluntary employee behaviors that contribute to organizational goals by improving the context in which work takes place ○ Organizational citizenship behavior: ■ Going beyond normal expectations to improve operations of the organization, as well as defending the organization and being loyal to ○ Interpersonal citizenship behavior ■ Going beyond normal job expectations to assist, support, and develop coworkers and colleagues ○ Types of Organizational CItizenship behavior: ■ Voice ● When an employee speaks up to offer constructive suggestions for change, often in reaction to a negative work event ■ Civic virtue ● Participation in company operations at a deeper-than-normal level through voluntary meetings, readings, and keeping up with news that affects the company ■ Boosterism ● Positively representing the organization when in publi ○ Types of Interpersonal Citizenship Behavior ■ Helping ● Assisting coworkers who have heavy work loads, aiding them with personal matters, and showing new employees the ropes when they first arrive on the job ■ Courtesy ● Sharing important information with coworkers ■ Sportsmanship ● Maintaining a positive attitude with coworkers through good and bad times ● Counterproductive behavior: ○ Employee behaviors that intentionally hinder organizational goal accomplishment ○ Types of counterproductive behavior ■ Property deviance – behaviors that harm the organization’s assets and possessions (e.g., sabotage) ■ Theft – stealing company products or equipment from the organization ■ Production deviance – intentionally reducing organizational efficiency of work output (e.g., wasting resources, substance abuse) ■ Political deviance – behaviors that intentionally disadvantage other individuals (e.g., gossiping, incivility) ■ Personal aggression – hostile verbal and physical actions directed toward other employees (e.g., harassment, abuse) ● Trends Affecting Performance ○ Knowledge work ■ Jobs that primarily involve cognitive activity versus physical activity• Becoming more prevalent than jobs involving physical activity ○ Service work ■ Providing a service that involves direct verbal or physical interactions with customers ■ About 55% of the economic activity in the United States ● Application of Performance Management ○ Management by objectives (MBO) ■ A management philosophy that bases employee evaluations on whether specific performance goals have been met ○ Behaviorally anchored rating scales (BARS) ■ Use of examples of critical incidents to evaluate an employee’s job performance behaviors directly ● When things go really well or really poorly ● Application of Performance Management ○ 360-degree feedback ■ A performance evaluation system that uses ratings provided by supervisors, coworkers, subordinates, customers, and the employees themselves ○ Forced ranking ■ A performance management system in which managers rank subordinates relative to one another ○ Social network systems ■ Becoming popular ● Application Question: Luigi is a plumber by profession. However, he spends a lot of his time assisting Mario. It is not part of his job description to help Mario. This refers to: ○ Citizenship behaviors ○ Counterproductive behavior ○ Adaptive task performance ○ Creative task performance


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