Social Psychology in Organisations Key Terms
Organisational Behaviour (OB): The study of individuals and their work behaviour at work.
Draws from applied psychology, cultural anthropology, communication, and sociology
Hawthorne Effect: Refers to positive responses in attitudes and performance when
researchers pay attention to a particular group of workers
Goal of OB: To improve the functioning of the organisation and how employees experience
their work
Evidence Based Management (EBM): The ability to translate research into practice --->
scientific evidence, organisational evidence, experimental evidence, organisational values,
and stakeholders concerns
3 Parts of Critical Thinking: Element of thought, intellectual standards, intellectual traits
5 Groups of Outcome Variables: Performance, work related attitudes, employee well
being, motivation, and employee withdrawal
Organisational Citizenship Behaviour (OCB): The worker’s willingness to go above and
beyond what is required in his or her job description to help others at work ---> predicts
individual and organisational outcomes
Prosocial Motivation: A concept of motivation that assesses the degree to which
employees behave in a way that benefits society as a whole
Theory X & Theory Y: A motivation theory that suggests that management attitudes toward
workers fall into two opposing categories based on management assumptions about worker
capabilities and values
- If managers assume employees are lazy and poor performers, they treat them in
ways that control their behaviour and decrease creativity
- If managers assume that employees are smart and motivated, they allow them to
participate in decisions and give the goals that stretch their talents
Myers Briggs Type Indicator (MBTI): Most often administered personality test to non
psychiatric population, grouped into 16 personality types based on 4 dimensions:
- Introversion (I) vs Extraversion (E)
- Sensing (S) vs Intuition (I)
- Thinking (T) vs Feeling (F)
- Judging (J) vs Perceiving (P)
The Big 5 Theory of Personality: OCEAN ---> Openness (O), Conscientiousness (C),
Extraversion (E), Agreeableness (A), Neuroticism (N)
- Conscientiousness predicts job performance
Personality Types A, B, C, & D:
- Type A: Competitive and aggressive
, - Type B: Relaxed and easygoing
- Type C: Nice, hardworking people who try to appease others
- Type D: Negative affect and social inhibition (distressed personality)
Machiavellianism: A person who believes that the ends justify the means. Manipulative and
willing to do anything to win or achieve their goals
The Dark Triad: Machiavellianism, narcissism, and psychopathy. Except for psychopathy,
these traits are related to higher salaries and leadership positions
Self Monitors: Chameleon like personality, people who adapt to the situation they are in
Positive Organisational Behaviour (POB): The study of positive oriented human resource
strengths and psychological capacities that can be measured, developed, and effectively
managed for performance improvement in today’s workplace.
- 4 characteristics: efficacy, optimism, hope, and resilience (PsyCap)
Core Self Evaluations (CSE): Fundamental praises that individuals hold about themselves
and their functioning in the world. High CSE people see themselves as competent and in
control, which is related to higher job satisfaction
Person Organisation (PO) Fit: Good fit is the result of better communication among
employees, increased predictability, interpersonal attraction, and trust in the organisation.
Related to job satisfaction, organisational commitment, and job performance
Person Job (PJ) Fit: Good fit occurs when job characteristics are aligned with employees’
personalities, motivations, and abilities, as well as fit with the work group and the supervisor.
Demands abilities (DA) fit and needs supply (NS) fit
RIASEC Model: Realistic (R), Investigate (I), Artistic (A), Social (S), Enterprising (E), and
Conventional (C) ---> theory that analyses personality types and examined occupations that
match these types
Attitude: Has a Cognitive (C), Affective (A), and Behavioural (B) component: e.g. “My job is
boring (C), I don't like my job (A), so I'll spend more time on facebook during work (B)
Cognitive Dissonance: Incompatibility between two or more attitudes or between attitudes
and behaviour. Creates stress and motivates someone to change one or both components
Income Job Satisfaction: Once a person reaches an income level where they can live
comfortably, the relationship between income and job satisfaction goes away. Once very
high income is obtained, the relationship might change, however, more research is needed
4 Responses of Job Dissatisfaction: EVLN ---> Active / Passive & Constructive /
Destructive:
- Exit: Employee searches for another job and leaves (Active & Destructive)
- Voice: Employee discusses dissatisfaction with a supervisor, making suggestions for
improvement (Active & Constructive)
Organisational Behaviour (OB): The study of individuals and their work behaviour at work.
Draws from applied psychology, cultural anthropology, communication, and sociology
Hawthorne Effect: Refers to positive responses in attitudes and performance when
researchers pay attention to a particular group of workers
Goal of OB: To improve the functioning of the organisation and how employees experience
their work
Evidence Based Management (EBM): The ability to translate research into practice --->
scientific evidence, organisational evidence, experimental evidence, organisational values,
and stakeholders concerns
3 Parts of Critical Thinking: Element of thought, intellectual standards, intellectual traits
5 Groups of Outcome Variables: Performance, work related attitudes, employee well
being, motivation, and employee withdrawal
Organisational Citizenship Behaviour (OCB): The worker’s willingness to go above and
beyond what is required in his or her job description to help others at work ---> predicts
individual and organisational outcomes
Prosocial Motivation: A concept of motivation that assesses the degree to which
employees behave in a way that benefits society as a whole
Theory X & Theory Y: A motivation theory that suggests that management attitudes toward
workers fall into two opposing categories based on management assumptions about worker
capabilities and values
- If managers assume employees are lazy and poor performers, they treat them in
ways that control their behaviour and decrease creativity
- If managers assume that employees are smart and motivated, they allow them to
participate in decisions and give the goals that stretch their talents
Myers Briggs Type Indicator (MBTI): Most often administered personality test to non
psychiatric population, grouped into 16 personality types based on 4 dimensions:
- Introversion (I) vs Extraversion (E)
- Sensing (S) vs Intuition (I)
- Thinking (T) vs Feeling (F)
- Judging (J) vs Perceiving (P)
The Big 5 Theory of Personality: OCEAN ---> Openness (O), Conscientiousness (C),
Extraversion (E), Agreeableness (A), Neuroticism (N)
- Conscientiousness predicts job performance
Personality Types A, B, C, & D:
- Type A: Competitive and aggressive
, - Type B: Relaxed and easygoing
- Type C: Nice, hardworking people who try to appease others
- Type D: Negative affect and social inhibition (distressed personality)
Machiavellianism: A person who believes that the ends justify the means. Manipulative and
willing to do anything to win or achieve their goals
The Dark Triad: Machiavellianism, narcissism, and psychopathy. Except for psychopathy,
these traits are related to higher salaries and leadership positions
Self Monitors: Chameleon like personality, people who adapt to the situation they are in
Positive Organisational Behaviour (POB): The study of positive oriented human resource
strengths and psychological capacities that can be measured, developed, and effectively
managed for performance improvement in today’s workplace.
- 4 characteristics: efficacy, optimism, hope, and resilience (PsyCap)
Core Self Evaluations (CSE): Fundamental praises that individuals hold about themselves
and their functioning in the world. High CSE people see themselves as competent and in
control, which is related to higher job satisfaction
Person Organisation (PO) Fit: Good fit is the result of better communication among
employees, increased predictability, interpersonal attraction, and trust in the organisation.
Related to job satisfaction, organisational commitment, and job performance
Person Job (PJ) Fit: Good fit occurs when job characteristics are aligned with employees’
personalities, motivations, and abilities, as well as fit with the work group and the supervisor.
Demands abilities (DA) fit and needs supply (NS) fit
RIASEC Model: Realistic (R), Investigate (I), Artistic (A), Social (S), Enterprising (E), and
Conventional (C) ---> theory that analyses personality types and examined occupations that
match these types
Attitude: Has a Cognitive (C), Affective (A), and Behavioural (B) component: e.g. “My job is
boring (C), I don't like my job (A), so I'll spend more time on facebook during work (B)
Cognitive Dissonance: Incompatibility between two or more attitudes or between attitudes
and behaviour. Creates stress and motivates someone to change one or both components
Income Job Satisfaction: Once a person reaches an income level where they can live
comfortably, the relationship between income and job satisfaction goes away. Once very
high income is obtained, the relationship might change, however, more research is needed
4 Responses of Job Dissatisfaction: EVLN ---> Active / Passive & Constructive /
Destructive:
- Exit: Employee searches for another job and leaves (Active & Destructive)
- Voice: Employee discusses dissatisfaction with a supervisor, making suggestions for
improvement (Active & Constructive)
