Final Mindmap: Job Performance & Commitment

Final Mindmap: Job Performance & Commitment

1. Application 1

   • • Counterproductive Behavior: employee behavior intentionally hinders organizational goal accomplishment
     • o Production Deviance = wasting resources and substance abuse o Property Deviance = sabotage & theft o Political Deviance = gossiping & incivility o Personal Aggression = harassment & abuse
   • • Creative Tasks: develop ideas or physical outcomes • Adaptive Tasks: responses to task demands that are novel, unusual or unpredictable • Routine Tasks: well-known responses that occur in a normal predictable way
   • • Organizational Citizenship Behavior: voluntary activities that may not be rewarded but contribute to the organization by improving the quality of the work environment
     • o Organizational: voice, civic virtue, boosterism (representing positively out in public) o Interpersonal: helping, courtesy, sportsmanship

2. Application 2

   • • Normative Commitment: because of a feeling of obligation (ought) • Continuance Commitment: because of an awareness of the costs associated with leaving (need) • Affective Commitment: because of an emotional attachment to or involvement in that organization (want)
   • • Individual Organizational Factors: factors that impact your behavior are all based on your genitive mechanisms o Personalty: o Value: o Emotions: o Attitude:

3. Application 3

   • • Example chart showed counterproductive behaviors are showing greatest job satisfaction; lower organizational citizenship behavior the higher job satisfaction
   • • Value Precept Theory: dissatisfaction = (value(want)-Value(have))* Value(importance) o Applies to: pay, promotion, supervision, coworker, overall work satisfaction o Supervision, coworker and work itself are more impactful to overall satisfaction
   • • Affect Events Theory: certain events trigger distinct emotions throughout work day o Work Environment  Work Events & Personal Dispositions  Emotional Reactions
   • • Moods & Emotions: moods = lingering feelings with unknown causes) o Emotional intelligence = perceiving, understanding and managing and using emotions o Regulation = regulating behavior based on emotions employee is experiencing o Emotional Labor = an employee’s expression of organizationally desired emotions during interpersonal transactions at work  Emotional dissonance = occurs when employees have to project one emotion while simultaneously feeling another
   • • Job Characteristics Model: Jos are more enjoyable when work is challenging and fulfilling o 5 core job characteristics  satisfaction with the work itself  Variety & Identity & Significance (meaningfulness of work) & Autonomy (responsibility for outcomes) & Feedback (knowledge of results)
   • • Top 5 factors determining job satisfaction = salary, quality of work, environment, flexibility to work outside of the office, relationship with manager, being able to determine how work gets done

4. Application 4

   • • Hindrance Stressors: o Work: Role Conflict, Role Ambiguity, Role Overload, Daily hassles o Non-work: work-family conflict, negative life events, financial uncertainty o Weak negative relationship with job performance o Strong negative relationship with organizational commitment (higher hindrance stressors correlate with low affective and normative commitment)
   • • Challenge Stressors o Work: time pressure, work complexity, work responsibility o Non-work: family time, demands, personal development, positive life events
   • • Coping Mechanisms:
     • o Behavioral Methods  Problem focused: working harder, seeking assistance, acquiring additional resources  Emotion-focused: engaging in alternative activities, seeking support, venting anger
     • o Cognitive Methods  Problem focused: strategizing, self-motivation, changing priorities  Emotion focused: avoiding, distancing and ignoring, looking for the positive in the negative reappraising

5. Application 5

   • • Team Effectiveness Model: o Organizational and Team Environment (rewards, communication, org. structure, org. leadership, physical space  Team Design (task characteristics, team size, team composition // Team Processes (team development, team norms, team cohesiveness, team trust)  Team Effectiveness (accomplish tasks, satisfy member needs, maintain team survival

6. Application 6

   • • Neural Networks
     • o Default network activates: when people are awake but not focused on external stimuli or any specific goal  Controls: introspective thought and the ability to envision the past, future or alternative realities  Creative thinking and breakthrough innovation
     • o Reward Network Activates: in response to stimuli that induce enjoyment such as food and water, money and praise  Controls: perceptions of pleasure and displeasure  Motivation and incentives
     • o Affect Network Activates: when people experience emotions  Controls: automatic and endocrine responses that the brain interprets as feelings  Hunches and gut instincts and the role that emotions play in decision making
     • o Control Network Activates: when people weigh long term consequences, check their impulses, and selectively focus their attention  Controls: people’s ability to align their behavior with their goals  The benefits and risks of multitasking and how to set and manage priorities

7. Application 7

   • • House Path-Goal Theory: a contingency model of leadership proposing that effective leaders can motivate subordinated to achieve goals by: identifying the outcomes that subordinates for high performance and attainment of work goals, clarifying the paths leading to the attainment of work goals
     • o Directive Behavior: setting foals, assigning tasks, showing subordinates how to complete tasks and taking concrete steps to improve performance
     • o Supportive Behavior: expressing concern for subordinates and looking out for their best interests
     • o Participative Behavior: give subordinates a say in matters and decisions that affect them
     • o Achievement-oriented behavior: setting challenging goals, expecting that they be met, and believing in subordinates’ capabilities
   • • Feidler’s Theory: relationship-oriented style leaders = concerned with developing good relations with their subordinates and to be liked by them; task-oriented style leaders = whose primary concern is to ensure that subordinates perform at a high level so the job gets done
   • • Sources of Power: o Legitimate: your position within an organization o Reward: anyone who has the power to give you reward o Coercive: negative source of power/pushing someone to do something o Expert: someone with expertise in that area o Referent: the only source of power that doesn’t come from the individual – it comes from the subordinates
   • • Types of Leadership:
     • o Transactional leader = leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance
     • o Servant leader = a leader who has a strong desire to serve and work for the benefit of others
     • o Transformational = makes subordinates aware of importance of their jobs for the organization and necessity for them to perform these jobs as best so the organization can attain its goals
     • o Charismatic Leader = an enthusiastic, self-confident transformational leader able to clearly communicate his vision of how good things could be
     • o Trait Based Leaders = leaders who are believed to be in the position of leadership because of the traits they possess-intelligence, skill, capability, dominance, tolerance of stress o Behavioral Model = leaders are seen as providers of consideration or initiation of structure o Contingency Model = leaders are seen as individuals who need to change their behaviors based on the interplay between what the manager is like, what he does and the situation

8. Application 8

   • • Best conflict handing technique
     • o High assertiveness and low cooperativeness  forcing (competing – win/lose): best when you have a deep conviction about your position, quick resolution required, other party would take advantage of cooperation, problems: relationship conflict, long term relations
     • o Low assertiveness and low cooperativeness avoiding (lose/lose): best when conflict is emotionally charged, conflict resolution cost is higher than benefits, doesn’t resolve conflict, frustration
     • o High assertiveness and high cooperativeness problem solving (collaborating – win/win): best when interests are not perfectly opposing, parties have trust/openness, issues are complex, other party may use information to its advantage
     • o Low assertiveness and high cooperativeness  yielding (accommodating – lose/win): best when other party has much more power, issue is much less important to you than other party, value/logic of your position is imperfect, increases other’s expectations, imperfect solution
     • o Compromising – in the middle – best when parties have equal power, quick solution is required, parties lack trust/openness, sub optimal solution when mutual gains are possible
   • • Sources of conflict o Status inconsistencies, incompatible goals and time horizons, overlapping authority, task interdependence, scarce resources, incompatible evaluation or reward system, differentiation, interdependence, ambiguous rules, scarce resources, communication problems
   • • Best influence tactics o Silent authority, exchange, assertiveness, ingratiation, persuasion, upward appeal, coalition formation, information control
   • • 3rd party intervention o High level of process control and low level of outcome control – mediation o High level of process control and high level of outcome control – inquisition o Low level of process control and high level of outcome control – arbitration
   • • Types of Conflicts o Task conflict – relates to the content and goals of the work o Relationship conflict – focuses on interpersonal relationships o Process Conflict – about how the work gets done
   • • Loci of Conflict o Dyadic – between 2 people o Intragroup conflict – within a group or team o Intergroup conflict – between groups or teams

9. Application 9

   • • Strategies
     • o 3 dimensional model: stable or dynamic; simple or complex; abundant or scarce
     • o Innovation  Organic structural option – loose structure, low specialization, low formalization decentralized
     • o Cost Minimization  Mechanistic structural option – extensive work specialization, high formalization, high centralization
     • o Imitation  Mechanistic and organic structural option – mix of loose with tight properties; tight controls over current activities and looser controls for new undertakings
   • Structural
     • o Mechanistic  High specialization, rigid departmentalization, clear chain or command, narrow spans of control, centralization, high formalization
     • o Organic  Cross-functional teams, cross-hierarchical teams, free flow of information, wide spans of control, decentralization, low formalization
   • Restructure
     • o Work Specialization o Departmentalization o Chain of Command – how many in hierarchy- tall or flat o Span of Control – how many people report to you o Centralization – full control or work independently o Formalization – rules/guidelines

10. Application 10

    • • Family Clan = empowerment, team building, employee involvement, human resources development, open communication
    • • Adhocracy = surprise and delight, create new standards, anticipate needs, continuous improvement, creative solution finding
    • • Hierarchical = error detection, measurement, process control, systematic problem solving, applying quality tools
    • • Market = measuring customer preferences, improving productivity, creating partnerships, enhancing competitiveness, involving customer and supplies
    • • Networked: high sociability, low solidarity • Mercenary: low sociability, high solidarity • Fragmented: low sociability, low solidarity • Communal: high sociability, high solidarity

11. Other Important Connections to Job Performance & Organizational Commitment

    • Motivation has a strong positive effect on Job Performance.
    • Equity has a moderate positive effect on Organizational Commitment.
    • Trust has a moderate positive effect on Job Performance
    • Trust has a strong positive effect on Organizational Commitment
    • Learning has a moderate positive effect on Job Performance.
    • Learning has a weak positive effect on Organizational Commitment.
    • Conscientousness has a moderate positive effect on Performance.
    • Conscientousness has a moderate positive effect on Commitment.
    • Cognitive ability has a strong positive effect on Task Performance.
    • Cognitive ability has no effect on affective commitment, continuance commitment, or normative commitment.