Cheat sheet for AFM 480: Introduction to Organizational Behaviour Midterm. Covers content from Weeks 1 through 5 (classes 1-10). Topics: Job performance, followership, organizational commitment, Emotional Intelligence (FlipU), Personality, Stress & Wellbeing, Job Satisfaction & Motivation
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Global average employee engagement score: 15% in 2022
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Performance management tools: Management by Objectives (MBOs), Behaviourally anchored rating scales (BARS), 360-degree feedback, forced rankings, social networking systems.
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Low engagement (i.e. 28% less successful than average) costs economy $8.8 trillion is lost productivity
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Job performance evaluation: A "good place to start" = individual results + individual behaviours + contribution to the team + organizational results
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Platinum rule: "Do unto others as they'd have you do unto them."
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Inverted U Theory = model proposed in 1908 by R.Yerkes & J.Dodson. Shows relationship between pressure and performance, with an optimal level of pressure for peak performance.
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Job Performance = complex system with many factors, including:
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4 key influencers are 1) skill level
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Ability, traits/behaviours, recruitment, management quality, culture, healthy work environment, clear purpose/priority of work, trust, good communication
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2) personality (i.e. creative, adaptive)
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Behaviour-focused evaluation: shouldn't over-emphasis results, because employee's performance contribute to the company many more nuanced ways.
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3) trait anxiety (i.e. self confidence)
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Results-only focus leads to poor culture, individualistic behaviour, competitiveness over collaboration, social undermining (i.e. sabotage co-workers' reputations), breach of ethics (i.e. fraud)
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4) task complexity (simple tasks can be done under high pressure but complex tasks require low pressure)
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Results are affected by factors outside of the employee's controls (i.e. stock price incentives, etc.). It only considers a point-in-time rather than future improvement.
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3 Categories of Job Behaviours:
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1) Task performance - stuff in the job description
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2) Citizenship behaviours - stuff initiated above job requirements (organizational or interpersonal)
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3) Counterproductive behaviours - stuff you are not supposed to do (production, property, political deviance and personal aggression)
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Leadership is overglorified in society
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Strong followership practices
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White Paper on Followership (A&F industry) - found that followership had a positive impact on 1) individuals, 2) leaders, and 3) team and organizations
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1. Keep leader well-informed
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Individual Impact:
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2. Communicate to stimulate right leadership action
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a) Emotional benefit - cop with work/engagement, confidence accepting new roles
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3. Provide useful/timely decision support
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b) Development benefit - self-awareness, understanding the workplace
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4. Work hard to make change work
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b) Career benefits - promotions, compensation, opportunities
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5. Be engaged
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Leader Impact:
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6. Drive your own development
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a) More effective, do more, try more things
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7. Provide rational for your opinions/ideas
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b) Improved development and success with better feedback/critique from followers
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Team Impact:
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c) Improved interpersonal outcomes - more connectivity and trust
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a) leadership becomes a shared role
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b) greater agility/creativity
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c) greater collaboration
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Empathic listening: Offering time, attention, support, encouragement to build/maintain trust/openness
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Empathic listening process:
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1. No distractions
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2. Calm/comfortable demeaner
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3. "You now have my undivided attention"
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4. Ask "starter" question
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5. Be encouraging (say "I understand")
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6. Don't rush to action (say " What else?")
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7. Tailor response to personal needs (ask "How can I support you?")
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Types of behaviours to handle stress:
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1. Reduce source of stress: talk to someone to reduce people/role conflict/ambiguity, set boundaries, ask for help
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2. Cope with stress: find friend at work, talk to friend/professional, engage in healthy lifestyle, practice reframing and gratitude.
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Ex. CEO not checking his phone in the morning
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Job hopping - 2022 51% of people stay at their job for less than 2 years (33% in 2000)
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Organizational commitment: employees desire to remain a member of the organization (want, need, obligation)
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Employee turnover is expenses -> job posting, advertising, onboarding, training
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Three types of commitment:
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Types of employee withdrawal:
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a) Affective (emotion) staying because you want to
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a) Psychological - daydreaming, looking busy, cyberloafing (do non-work activity on company time), moonlighting (working another job on company time)
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b) Continuance (cost): staying because you need to (due for promotion, good salary)
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Cyclical relationship: Employees are engaged to leaders who are committed to them
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c) Normative (obligation): e.g. company invested in you, help you out
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Gallup's Survey: Perceived engagement questions work because it measures how much employees think the company cares about them
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Ways companies can create organizational commitment: career enrichment programs, training & development, mentorship, team building, sponsorships
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KnoWonder: tools for understanding & clarifying things. Make lists of what you know & what you wonder. Focus on making incremental points.
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Serena Williams - "no matter what, you have to show up - so why not compete?"
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Things to know about motivation:
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1. Money is not the greatest motivator - happiness flatlines at $150,000
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2. Driving toward right goals - regularly check-in on what your goals are
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3. Identity and self-worth are NOT tied to job performance
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4. Keep the flame alive!
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5. Don't settle for the "good life" ("good life" = momentary pleasure, "engaged life" = satisfaction from getting into "flow", "meaningful life" = long-lasting and fulfilling)
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6. Ask people what motivates them - don't assume
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7. Difference between people is bigger than differences in culture
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8. Don't be stingy in leadership role
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9. Equity is the strongest de-motivator (i.e. when others get preferential treatment)
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Personality: structures and propensities inside a person that explain their patterns of thought, emotion, and behaviour
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Locus of control: external of internal. Too little internal = feel powerless. Too much = don't recognize privilege.
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1. Conscientiousness - biggest affect on job performance. Strong desire to accomplish tasks/goals. Too little = lazy, irresponsibile. Too much = perfectionist, burnout.
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Practical takewaways:
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2. Agreeableness - communication striving, beneficial in service jobs. Too little = critical, rude. Too much = push over, people pleaser.
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1. understanding "big 5" helps us be less judgmental of others
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3. Neuroticism - second most important to job performance. Related to locus of control (high level = external loc)
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2. Inverted U - even "good" traits can be bad in excess
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4. Openness - a.k.a inquisitiveness/cultured. Good for jobs that are creative (creativity can be learned)
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3. Personality doesn't define you/prevent you from achieving your goals
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5. Extraversion - associated with leaders, but recent trend of CEOs being introverted
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Stress: psychological response to demands where there is something at stake for the individual, coping with demands exceeds the person's capacity/resources
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Wellbeing: All things that are important to us, what we think about, how we experience life
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5 elements of wellbeing: career, social, financial, community, and physical
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Associated with job satisfaction/ stability and health
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High employee wellbeing = less burnout, higher engagement, productivity, and profitability
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How to reduce stress/improve wellbeing: work-life balance, compensation, training, flexibility, time-off, health & wellness
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