HM 365 Study Guide - Midterm Guide: Educational Equity, Expectancy Theory, Procedural Justice
7 Jun 2018
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HM 365 Exam 1
What is Organizational Behavior
1. How does OB differ from human resource management (HRM) and strategy?
a. OB is a field of study devoted to understanding and explaining the
attitudes and behaviors of individuals and groups in organizations.
b. Focuses on WHY individuals and groups in organizations act the way that
they do
c. HRM takes the theories and principles studied in OB and explores the
nuts and bolts APPLICATION of those principles in organizations
d. Strategy management focuses on the product choices and industry
characteristics that affect an organization’s profitability
2. What is the resource based view of organizations? What are the two
attributes that make resources valuable?
a. Resource based view of organizations describes what exactly makes
resources valuable -- that is what makes them capable of creating
long-term profit for the firms
b. More valuable when it is rare and inimitable
3. What is the service-profit chain? What are the different links in the chain?
a. Internal service quality (HR) → employee satisfaction → employee
productivity and retention → profit and growth → customer satisfaction and
retention → service quality
b. The guest experience can never exceed the employee experience
c. When a company has more money, it can feed money back into the
employees
4. What is the rule of ⅛? Explain how the ⅛ estimate is derived.
a. People are complex; the world is complex
b. ½ of organizations see a connection between OB and company
success
c. ½ make multiple changes
d. ½ persists over time
e. ½ * ½ * ½ = ⅛
Job Performance
1. What is task performance? What is routine, adaptive, and creative task
performance?
a. Task performance = primary / core job responsibilities
b. Routine task performance = well-known responses to demands that
occur in a normal, routine, or otherwise predictable way
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i. Ex: employees tend to behave in more or less habitual or
programmed ways
c. Adaptive task performance = involves employees responding to task
demands that are novel, unusual, or at least unpredictable
d. Creative task performance = the degree to which individuals develop
ideas or physical outcomes that are both novel and useful
2. What are objective measures of performance? What are challenges of
evaluating employees based on objective measures?
a. Numbers you can measure, for example financial performance, sales,
etc.
b. Should be used clearly when available
c. Two challenges exist
i. Individuals may manipulate the numbers
ii. Numbers are not wholly under individual control
3. What is citizenship behavior? What is helping, courtesy, sportsmanship,
voice, civic virtue, and boosterism?
a. Citizenship behavior are employee behaviors that may or may not be
rewarded that contribute to the organization by improving the overall
quality of the setting in which the work takes place
b. Individual
i. Helping → assisting coworkers for example helping someone with a
heavy workload, showing new employee the ropes
ii. Courtesy → keeping coworkers informed about matters that are
relevant to them
iii. Sportsmanship → maintaining a good attitude with co-workers, even
in tough situations
c. Organizational
i. Voice → speaking up and offering constructive suggestions for
change
ii. Civic virtue → participating, being involved in company’s operations,
attending voluntary meetings
iii. Boosterism → representing the organization in a positive way in
public, when away from the office, and away from work. Boosting
the rep
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4. What is counterproductive behavior? What is property deviance,
production deviance, political deviance, and personal aggression?
a. Counterproductive behavior is employee behaviors that intentionally
hinder organizational goal accomplishment.
b. Property deviance → harm the organization's assets and possessions
c. Production deviance → reducing the efficiency of work output, wasting
resources, substance abuse
d. Political deviance → behaviors that intentionally disadvantage other
individuals rather than the larger organization, gossiping, incivility (being
rude, impolite)
e. Personal aggression → hostile verbal and physical actions directed
towards other employees
Personality and Ability
1. Name and describe the big 5. For which job is each dimension important?
a. CANOE
i. Conscientiousness
1. Dependable, organized, reliable
2. Strongest predictor
ii. Agreeableness
1. Warm, kind, cooperative, easy to work with
2. Service jobs, managers want easy people to manage
iii. Neuroticism
1. Nervous, moody, emotional
2. Number 2, matters most in regards to jobs with high
stress
iv. Openness to experience
1. Curious, imaginative, creative
2. Does not matter much except in creative jobs / jobs that
require new situation or experience
v. Extraversion
1. Talkative, social, passionate
2. Important in leadership and sales
2. To what extent is personality a function of nature vs. nurture?
a. Both are important, nature weighs a little more though
b. Extraversion → more determined by nature
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Document Summary
Explain how the estimate is derived: people are complex; the world is complex, of organizations see a connection between ob and company success, make multiple changes, persists over time. What are challenges of evaluating employees based on objective measures: numbers you can measure, for example financial performance, sales, etc, should be used clearly when available, two challenges exist. Personality and ability: name and describe the big 5. Introversion being energized by private time and reflection: sensing vs. intuition, sensing preferring clear and concrete facts and data. Intuition preferring hunches and speculations based on theory / etc: thinking vs. What are the pros and cons of each approach: scientific management approach. What are the four quadrants: graph that measures what we spend our time on, shows that we spend more time not urgent / not important, four quadrants, urgent, not urgent.
