We found that students would end the semester with a com-mon set of questions that we felt we could answer if given the chance to write our own book. OB really matters - The book opens with two chapters barely covered in other texts: job performance and organizational commitment. Those topics are critical to managers and students alike, and represent two of the most critical outcomes in OB. Each successive chapter then links that chapter's topic back to those outcomes, illustrating why OB matters in today's organizations.
OB topics all fit together - The book is structured around an integrative model, shown on the back cover and spotlighted in the first chapter, that provides a roadmap for the course. The model illustrates how individual, team, leader, and organizational factors shape employee attitudes, and how those attitudes impact performance and commitment.
Search WorldCat Find items in libraries near you. Why did we decide to write this textbook? Well, for starters, organizational behavior OB remains a fascinating topic that everyone can relate to because everyone either has worked or is going to work in the future. Fourth edition. What makes people effective at their job? What makes them want to stay with their employer? What makes work enjoyable?
Those are all fundamental questions that organizational behavior research can help answer. File Name: organizational behavior 5th edition colquitt pdf. Knowledge Work 1. Jobs that involve cognitive activity are becoming more prevalent than jobs that involve physical activity 2.
As a result, employees are being asked to work more quickly, learn continuously, and apply more theoretical and analytical knowledge on the job B. Service Work 1. Service workers have direct verbal or physical interaction with customers, and provide a service rather than a good or a product 2.
Service work is one of the fastest growing sectors of the economy, with 20 percent of new jobs created between now and likely to be service jobs 3. The costs of bad performance are more immediate and obvious in service work, and service work contexts place a greater premium on high levels of citizenship behavior and low levels of counterproductive behavior Try This! Ask students to share the details of their worst customer service experience ever, whether in a retail store, a restaurant, a customer service call, or some other context.
Then ask students who have served in customer service roles to detail their own experiences, and to describe the factors that trigger negative customer experiences. MBO is a performance evaluation system that evaluates people on whether or not they have met pre-established goals. It is best suited for employees with jobs that have quantifiable measures of job performance.
Employee meets with manager to develop mutually agreed-upon objectives. Employee and manager agree on a time period for meeting those objectives c. Manager evaluates employee based on whether or not objectives have been met at the end of the time period B. BARS look at job behaviors directly a. Critical incidents are used to develop evaluation tool that contains behavioral descriptions of good and poor performance b. Supervisors typically rate several dimensions and average across them to get overall rating c.
A Degree performance evaluation includes performance information from anyone who has firsthand experience with an employee — including subordinates, peers, and customers a. Forced Ranking Systems 1. Although these systems force managers to differentiate between employees, they may be inconsistent with team-based work, which requires more collaboration than competition Try This!
Then, once the two sides have shared their best arguments, allow the class to vote in a non-binding fashion, of course. Social Networking Systems. Technologies like those used in Facebook and Twitter are beginning to be used to provide feedback, monitor performance, update goals, and discuss performance management issues OB at the Bookstore: A World Gone Social. The authors of this book provide a very timely discussion of the implications of social media to management. Although the book covers many topics, there is some very interesting material that pertains to job performance.
To begin the discussion, you can ask students how people use of social media in ways that help and hurt their employer. It may be helpful to list their examples so that students can see that social media has both positive and negative implications. Some students will see parallels between the positive and negative examples and forms of citizenship and counterproductive behavior discussed in the chapter. Other students may object to the idea that their use of social media is job performance on grounds that social media is private or outside the purview of the organization.
You can respond by noting that regardless of how they feel about this, there are still implications to the organization. You can then follow up with the question of what the organization can do to manage the situation. Describe the job that you currently hold or hope to hold after graduation. Does the profile of the job fit your expectations?
Provide customer service by greeting and assisting customers, and responding to customer inquiries and complaints Monitor sales activities to ensure that customers receive satisfactory service and quality goods Assign employees to specific duties Direct and supervise employees engaged in sales, inventory-taking, reconciling cash receipts, or in performing services for customers Inventory stock and reorder when inventory drops to a specified level Keep records of purchases, sales, and requisitions.
Enforce safety, health, and security rules Examine products purchased for resale or received for storage to assess the condition of each product or item Hire, train, and evaluate personnel in sales or marketing establishments, promoting or firing workers when appropriate Perform work activities of subordinates, such as cleaning and organizing shelves and displays and selling merchandise.
While most retail managers will perform most of these tasks, some stores may require managers to do other things, such as stocking merchandise, planning promotions, etc.
What is it about a job that makes citizenship more important? Almost any sales position requires citizenship behaviors to help the company function effectively. When sales personnel speak well of their company boosterism , when they participate in voluntary company activities civic virtue and when they suggest helpful changes to the product or sales process voice , the company will thrive. Students are likely to suggest solitary jobs as not needing citizenship behaviors, but they may be surprised by how much citizenship affects those jobs, as well.
For example, an author seems to work alone, but in reality, he or she must function effectively with editors, publishers, layout and copy design personnel, marketing professionals, agents, publicists, etc. Citizenship behaviors will help the group come together and function effectively as a team. Figure classifies productive deviance and political deviance as more minor in nature than property deviance and personal aggression.
When might those types of counterproductive behavior prove especially costly? Production deviance and property deviance can be especially costly in jobs that place a high premium on safety.
For example, a marketing manager who comes to work drunk may not hurt anyone, but a bus driver who comes to work drunk could kill an entire busload of schoolchildren.
Consider how you would react to degree feedback. Follow up this question by asking students to think about their own performance in the classroom. Are there behaviors that are more important to professors than they are to classmates, and vice versa? Which dimensions of job performance do you think JPMorgan Chase emphasized prior to the financial crisis and the costly legal problems that followed?
JPMorgan Chase likely emphasized task performance, especially the creative dimension. Employees were expected to fulfill the requirements of their jobs, but the company also valued innovations and employees who were creative in finding new ways to make money. Some employees appeared to have pushed creativity too far, blurring the lines between what is right and wrong.
It might be tempting to label these wrong activities as counterproductive behavior. There was certainly self-interest involved. But it might not be appropriate to label the bad behaviors as being counterproductive because the company may have been tacitly encouraging them.
Which dimensions of job performance do you think JPMorgan Chase is emphasizing now? In what ways will this shift in emphasis help the company? Might there be reasons to believe the shift in emphasis will hurt the company? The shift in emphasis may make employees very cautious and conservative, which may place the company at a disadvantage relative to the competition. Describe the potential advantages and disadvantages associated with rotating engineers through the racing teams.
Explain how the experience on the racing teams could be used to develop GM employees who have other types of jobs? The company is trying to manage counterproductive behavior. As noted in the response to the previous question, the algorithm could make employees overlay conservative, thereby discouraging creative behavior.
It might also create a climate of uncertainty and distrust, and. The company could potentially ameliorate some of these downsides by being transparent about the types of data that are collected and the procedures and policies regarding how the data will be used to make decisions. Although the company has had a long and rich history, it slid into bankruptcy in As you might imagine, this workforce reduction had significant implications to the ,plus employees who remained in the company.
Most obviously, with fewer employees left to do all the production, administrative, and managerial tasks required to design, manufacture, and sell cars and trucks, the number and scope of the activities that employees needed to perform in their jobs increased. Five core principles were instituted to accomplish this new vision: 1 put safety and quality first, 2 create lifelong customers, 3 innovate, 4 deliver long-term investment value to shareholders, and 5 make a positive difference in the workplace and world.
Although some of these principles might seem only indirectly related to the core task of building and selling cars and trucks, General Motors believed that thriving in the new millennium, and competing on a global basis with the likes of Toyota and Volkswagen, would require a fundamental shift in the priorities of everyone at the company.
In fact, this shift in priorities has fairly direct implications with regard to what constitutes effective job performance at the company. These principles let employees know that their job performance not only involves carrying out the core tasks they were hired to do— designing, assembling, and selling vehicles—but also doing these tasks in ways that promotes safety, customer satisfaction, innovation, shareholder value, and social responsibility.
Of course, true change in an organization takes more than just revising a corporate website. He not only has been pressing them to embrace change, focus on customers, and behave with integrity—he has also been. How has he done this? He now praises plant employees who demonstrate proactivity in their job performance in order to make changes and fix problems.
He has promised to cut red tape and streamline management to encourage this type of proactive performance, and he has urged employees to fix problems when they see something wrong and not to worry about asking for permission first.
For example, consider the steps the company has taken to develop creativity and urgency of engineers who need to introduce fresh new vehicles into the marketplace at an improved pace. Traditionally, engineers worked long-term product development cycles involving high levels of structure, control, and routine.
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