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organizational behaviour concepts
ISE Organizational Behavior Improving Performance And Commitment In The Workplace 8th Edition Jason A. Colquitt, Jeffery A. LePine Associate Professor Prof, Michael J. Wesson - Solutions
Job characteristics theory suggests that five “core characteristics”—variety, identity, significance, autonomy, and feedback—combine to result in particularly high levels of satisfaction with the work itself. Appendix
Apart from the influence of supervision, coworkers, pay, and the work itself, job satisfaction levels fluctuate during the course of the day. Rises and falls in job satisfaction are triggered by positive and negative events that are experienced. Those events trigger changes in emotions that
Job satisfaction has a moderate positive relationship with job performance and a strong positive relationship with organizational commitment. It also has a strong positive relationship with life satisfaction. Appendix
Which of the values in Table 4-1 do you think are the most important to employees in general? Are there times when the values in the last three categories (altruism, status, and environment) become more important than the values in the first five categories (pay, promotions, supervision, coworkers,
What steps can organizations take to improve promotion satisfaction, supervision satisfaction, and coworker satisfaction?page 119
Consider the five core job characteristics (variety, identity, significance, autonomy, and feedback). Do you think that any one of those characteristics is more important than the other four? Is it possible to have too much of some job characteristics? Appendix
We sometimes describe colleagues or friends as “moody.” What do you think it means to be “moody” from the perspective of Figure 4-6? Appendix
Imagine working in the hotel industry. What aspects of that industry would foster job satisfaction? What aspects of working in that industry would hinder job satisfaction?page 120
The pandemic likely impacted job satisfaction in a wide number of ways. Which drivers of job satisfaction were most hindered by the pandemic? Are there any that might not have been hindered to the same degree?
If you were a furloughed Hilton employee, which of the corporate actions mentioned would have resonated most with you, from a job satisfaction perspective? Why?
What is stress, and how is it related to stressors and strains? Appendix
What are the four main types of stressors? Appendix
How do individuals cope with stress? Appendix
How does the Type A Behavior Pattern influence the stress process? Appendix
How does stress affect job performance and organizational commitment? Appendix
What steps can organizations take to manage employee stress? Appendix
Stress refers to the psychological response to demands when there’s something at stake for the individual and coping with these demands would tax or exceed the individual’s capacity or resources. Stressors are the demands that cause the stress response, and strains are the negative consequences
Stressors come in two general forms: challenge stressors, which are perceived as opportunities for growth and achievement, and hindrance stressors, which are perceived as hurdles to goal achievement. These two stressors can be found in both work and nonwork domains.
Coping with stress involves thoughts and behaviors that address one of two goals: addressing the stressful demand or decreasing the emotional discomfort associated with the demand. Appendix
Prior to reading this chapter, how did you define stress? Did your definition of stress reflect stressors, the stress process, strains, or some combination? Appendix
Describe your dream job and then provide a list of the types of stressors that you would expect to be present. How much of your salary, if any at all, would you give up to eliminate the most important hindrance stressors?Why? Appendix
If you had several job offers after graduating, to what degree would the level of challenge stressors in the different jobs influence your choice of which job to take? Why? Appendix
How would you assess your ability to handle stress? Given the information provided in this chapter, what could you do to improve your effectiveness in this area? Appendix
If you managed people in an organization in which there were lots of hindrance stressors, what actions would you take to help ensure that your employees coped with the stressors using a problem-focused (as opposed to emotion-focused) strategy? Appendix
Would you describe the LifeSteps program as a proactive approach to managing employee health and wellness or a reactive approach? Explain.What about the Work-Fit program? Appendix
As mentioned, GM recognizes that the health and well-being of its employees is critical for its success. Why then does GM offer LifeSteps to the employees’ spouses and dependents? Appendix
How can the physical strains and the Work-Fit program be understood in terms of the stress process as it is described in the chapter? Appendix
One method of managing stress is finding a way to reduce the hindrance stressors encountered on the job. In your group, describe the hindrance stressors that you currently are experiencing. Each student should describe the two to three most important hindrance stressors using the accompanying
A third method of managing stress is improving hardiness—a sort of mental and physical health that can act as a buffer, preventing stress from resulting in strain. The following table lists a number of questions that can help diagnose your hardiness. Discuss your answers for each question; then,
Class discussion (whether in groups or as a class) should center on two issues. First, many of the stress-managing factors, especially in steps 2 and 3, take up precious time. Does this make them an ineffective strategy for managing stress? Why or why not? Second, consider your Type A score in the
1. What is learning, and how does it affect decision making?
1. What two methods can employees use to make decisions?
1. What steps can organizations take to foster learning?
Programmed decisions are decisions that become somewhat automatic because a person’s knowledge allows them to recognize and identify a situation and the course of action that needs to be taken. Many taskrelated decisions made by experts are programmed decisions.Nonprogrammed decisions are made
Learning has a moderate positive relationship with job performance and a weak positive relationship with organizational commitment.
Through various forms of training, companies can give employees more knowledge and a wider array of experiences that they can use to make decisions.
What do you see as some of the advantages of training and using direct members of the community around each of Chobani’s locations?
What are some of the downsides of having a CEO being willing to make unorthodox decisions? What are some of the advantages?
Is the use of augmented (virtual) reality dangerous to train employees in any way? What do you see as the issues for transfer of training with this method?
Answer each of the following problems.A. A certain town is served by two hospitals. In the larger hospital, about 45 babies are born each day, and in the smaller hospital, about 15 babies are born each day. Although the overall proportion of boys is about 50 percent, the actual proportion at either
1. What is personality? What are cultural values?
1. What are the “Big Five”?
1. Is personality driven by nature or by nurture?
1. What taxonomies can be used to describe cultural values?
The Big Five is the dominant taxonomy of personality; other taxonomies include the Myers-Briggs Type Inventory and Holland’s RIASEC model.
Hofstede’s taxonomy of cultural values includes individualism–collectivism, power distance, uncertainty avoidance, masculinity–femininity, short-term vs. long-term orientation, and indulgence vs.restraint. More recent research by Project GLOBE has replicated many of those dimensions and added
Personality tests are useful tools for organizational hiring. Research suggests that applicants do “fake” to some degree on the tests, but faking does not significantly lower the correlation between test scores and the relevant outcomes.
Picture being in a meeting at Bridgewater—one where attendees are rating one another using the Dot Collector. What would you like about that process? What would you dislike about that process?
Do you agree with the notion that a person’s rating history on personality traits can be used to create a “believability” index? And do you agree that the views of more “believable” people should be given more weight during decisions?
Should more organizations create these sorts of continually updated baseball cards? Is there something about the nature of the investment business that makes it more suited to this sort of approach?
1. What is ability?
1. What are the various types of cognitive ability?
1. What are the various types of emotional ability?
1. What are the various types of physical ability?
Emotional intelligence includes four specific kinds of emotional skills: selfawareness, other awareness, emotion regulation, and use of emotions.
Physical abilities include strength, stamina, flexibility and coordination, psychomotor abilities, and sensory abilities.
Identify and describe the human abilities that seem to be reflected in the AI and machine learning technologies used by PepsiCo.page 347
What advantages does technology have over humans with respect to these abilities?
Given the increasing use of technologies such as artificial intelligence and machine learning in organizations, what abilities may be important for employees to have? Do humans have the advantage over technology with some abilities? If so, which ones?
1. What are the three general types of team interdependence?
1. What factors are involved in team composition?
How would you describe the type of team used by Nissan to manufacture automobiles? How would you describe the teams used by Nissan to perform other functions (for example, research and development, design, and marketing)? Explain.
In what ways is team development likely to be different for the production teams versus teams responsible for other functions? Explain.
Describe ways in which diversity is relevant to the different types of teams at Nissan?
In the first round of the airplane manufacturing process, the Air Force has asked you to focus on individuality. Each Paper Plane worker should manufacture their own planes from start to finish. When each plane is finished, it should be put in a central location for quality inspection. When time is
Class discussion (whether in groups or as a class) should center on the following questions:a. Did pooled interdependence (Round 1) or sequential interdependence(Round 2) work better for your group in terms of the number of planes made correctly? Why do you think you got the result you did?b. How
p. 510 What is an organization’s structure, and what does it consist of?
p. 510 What are the major elements of an organizational structure?
p. 510 What is organizational design, and what factors does the organizational design process depend on?
p. 510 What are some of the more common organizational forms that an organization might adopt for its structure?
p. 510 When an organization makes changes to its structure, how does that restructuring affect job performance and organizational commitment?
p. 510 What steps can organizations take to reduce the negative effects of restructuring efforts?
p. 510 Organizational design is the process of creating, selecting, or changing the structure of an organization. Factors to be considered in organizational design include a company’s business environment, its strategy, its technology, and its size.
p. 510 Organizational restructuring efforts have a weak negative effect on job performance. They have a more significant negative effect on organizational commitment because employees tend to feel less emotional attachment to organizations that are restructuring.
p. 510 To reduce the negative effects of restructuring, organizations should focus on managing the stress levels of the employees who remain after the restructuring. Providing employees with a sense of control can help them learn to navigate their new work environment.
p. 510 Is it possible to be a great leader of employees in a highly mechanistic organization? What special talents or abilities might be required?
p. 510 Why do the elements of structure, such as work specialization, formalization, span of control, chain of command, and centralization, have a tendency to change together? Which of the five do you feel is the most important?
p. 510 Which is more important for an organization: the ability to be efficient or the ability to adapt to its environment? What does this say about how an organization’s structure should be set up?
p. 510 Which of the organizational forms described in this chapter do you think leads to the highest levels of motivation among workers? Why?
p. 510 If you worked in a matrix organization, what would be some of the career development challenges that you might face? Does the idea of working in a matrix structure appeal to you? Why or why not?
p. 510 Why might it take an outsider like Nelson Peltz to force a company like Procter & Gamble to change its organizational structure?
p. 510 What kind of structure does P&G have now? Why is it more efficient than a matrix structure?
p. 510 What would be the difficulties of working in a matrix structure from an employee’s perspective?
p. 510 Create a new organizational design that you think would help the company operate more efficiently and effectively.
p. 546 Organizational culture is the shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees. There are three components of organizational culture: observable artifacts, espoused values, and basic underlying
p. 546An organization’s culture can be described on dimensions such as solidarity and sociability to create four general culture types:networked, communal, fragmented, and mercenary. Organizations often strive to create a more specific cultural emphasis, as in customer service cultures, safety
p. 546Organizations maintain their cultures through attraction, selection, and attrition processes and socialization practices. Organizations change their cultures by changing their leadership or through mergers and acquisitions.
Person–organization fit is the degree to which a person’s values and personality match the culture of the organization. Person–organization page 562 fit has a weak positive effect on job performance and a strong positive effect on organizational commitment.
There are a number of practices organizations can utilize to improve the socialization of new employees, including realistic job previews, orientation programs, and mentoring.
How can two companies with very different cultures that operate in the same industry both be successful? Shouldn’t one company’s culture automatically be a better fit for the environment?page 563
p. 546 When you think of the U.S. Postal Service’s culture, what kinds of words come to mind? Where do these impressions come from? Do you think your impressions are accurate? What has the potential to make them inaccurate?
p. 546 Think about the last job you started. What are some unique things that companies might do to reduce the amount of reality shock that new employees encounter? Are these methods likely to be expensive?
p. 546 What are the advantages and disadvantages of McDonald’s choice to sue its former CEO?
p. 546 Why is it easier for a CEO to tear down a culture of trust than it is to build one?
p. 546 If you were Kempczinski, what are some things you would focus on to help reinstall the culture at McDonald’s?
p. 546 Using the following table, consider the observable artifacts that transmit the organizational culture of your university.page 564
Class discussion (whether in groups or as a class) should center on the following topics: Do you like how your university’s culture is viewed, as represented in the group presentations? Why or why not? If you wanted to change the university’s culture to represent other sorts of values, what
page 579 Drawing on discussions of informational justice, how should Andrea approach the morning briefing? Should she be honest and informative in explaining corporate actions in the downsizing, or should she be more guarded?
page 579 How could job characteristics theory guide Andrea as she considers ways of combining areas for the staffers? Is there a way to give the new versions of their jobs a higher satisfaction potential than the predownsizing versions?
page 579 Assuming the staffers’ personnel files have data on the Big Five, how could those data be used to inform the decisions about combining areas?What would be the profile of someone who could take on a lot more versus someone who can take on only a little more?
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