UARK MGMT 2103 - Exam 2 Graded A+

UARK MGMT 2103 - Exam 2 Graded A+ Values abstract ideals that guide one's thinking and behavior across all situations -relatively stable Attitude feelings, or opinions about people, places, and objects -positive or negative -important because they impact behavior 3 Main Components of Attitude -Cognitive: an evaluation "I believe" -Affective: a feeling, "I feel" -Behavioral: an action "I intend" Organizational Commitment the extent to which an individual identifies with an organization and commits to its goals -outcomes: employee retention and greater motivation Employee Engagement the harnessing of organizational members' selves to their work roles -where people employ and express themselves physically, cognitively, and emotionally during role performance Perceived Organizational Support reflects the extent to which employees believe that the organization values their contributions and cares about their well-being Job Satisfaction an affective or emotional response toward various aspects of one's job -the extent to which an individual likes his or her job Causes of Job Satisfaction -Need Fulfillment -Met Expectations -Value Attainment -Equity -Dispositional/Genetic Components Job Satisfaction vs Motivation psychological process that arouses interest in doing something, and it directs and guides behavior Job Satisfaction vs Job Involvement the extent to which an individual is personally involved with his or her work role Job Satisfaction vs Withdraw Cognitions an individual's overall thoughts and feelings about quitting Job Satisfaction vs Perceived Stress negative effects on many different OB-related outcomes Job Satisfaction vs Job Performance -job satisfaction and job performance are moderately related, and the relationship is complex. Both variables indirectly influence each other -incomplete measures of individual-level performance understate the relationship between the variables -more accurate to consider the variables on a business unit level Job Satisfaction vs Organizational Citizenship Behavior -individual behavior that is discretionary; not directly or explicitly recognized by the formal reward system -in aggregate, promotes effective functioning of the organization Job Satisfaction vs Counterproductive Work Behavior behavior that harms other employees, the organization as a whole, or organizational stakeholders such as customers and shareholders Job Satisfaction vs Turnover an be positive if poor performers are leaving and negative if good employees leave 3 Fundamental Levels of Organizational Structure -Espoused Values -Basic Underlying Assumptions -Observable Artifacts Espoused Value explicitly stated values and norms that are preferred by an organization Basic Underlying Assumptions organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior; employees simply act on them rather than question their validity Observable Artifacts physical manifestations of an organization's culture that employees can easily see or talk about What are the 4 functions of culture within an organization? -organizational identity -collective commitment -social system stability -sense-making device What is the purpose of the Competing Value Framework? provides a practical way for managers to understand, measure and change organizational culture -culture varies on internal focus and integration vs. external focus and differentiation and flexibility and discretion vs. stability and control Organizational Structure set of shared taken-for-granted assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments What are the components of the Competing Value Framework? -Clan Culture -Adhocracy Culture -Market Culture -Hierarchy Culture Clan Culture -internal focus -value