How to Refrain from journalistic storytelling

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ORGB 3201
SESSION 3
Zeynep Aksehirli
OC write-ups
â—¦ No major red flags
◦ Some notes at “feedback” section or on the paper itself
â—¦ Some common mistakes:
â—¦ Refrain from journalistic storytelling (i.e. appeal to emotion, create a hook with use of a
character, extensive corporate history etc.)
â—¦ Pay attention to both C.E.R AND
â—¦ Framework: keep it grounded, closely linked to the course frameworks (Refer back to all parts of
the framework)
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Today:
â—¦ Organizational Commitment review
â—¦ Job Satisfaction
â—¦ Stress
Megatrends
â—¦Industries merging
â—¦Smart Tech &
Machine economy
â—¦Behavioral Nudging
(podcast on Bb)
â—¦Urbanization
Labor Market Changes
â—¦Demographic Changes
â—¦Career Trajectory
Changes
â—¦Millennials
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Millennials according to our class
â—¦ We go after grand goals
â—¦ We want/need flexibility
â—¦ Must haves at work: internet,
amenities
â—¦ We are always on our phone
â—¦ We need a sense of purpose
at our work
â—¦ We want more responsibility
â—¦ We want work-life balance
â—¦ We need personalization
â—¦ We are better able to
multitask
â—¦ We question traditions
â—¦ We stick to the job
description
â—¦ We are impatient and get
easily distracted
Should we revise components of
OC?
Confirming Pages
CHAPTER 3 Organizational Commitment 65
Figure 3-2 also shows that organizational commitment depends on more than just “the organization.” That is, people aren’t always committed to companies; they’re also committed to the top
management that leads the firm at a given time, the department in which they work, the manager
who directly supervises them, or the specific team or coworkers with whom they work most
closely. 16 We use the term focus of commitment to refer to the various people, places, and things
that can inspire a desire to remain a member of an organization. For example, you might choose
to stay with your current employer because you’re emotionally attached to your work team,
worry about the costs associated with losing your company’s salary and benefits package, and
feel a sense of obligation to your current manager. If so, your desire to remain cuts across mulFIGURE 3-2 Drivers of Overall Organizational Commitment
Normative
Commitment
Affective
Commitment
Continuance
Commitment
OVERALL
ORGANIZATIONAL
COMMITMENT
Felt in Reference
to One’s:
Company
Top Management
Department
Manager
Work Team
Specific Coworkers
• Organizational Support
• Organizational Justice
• Effective Leaders
• Links
• Fit
• Sacrifice
• Predisposition
• Organization’s help above
and beyond expected
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Groups of 4-5
Yet another change in HR:
Employee Surveys
What do surveys measure? What do we use the
information for?
The level of engagement in the
workforce
To understand employee
sentiment
How engagement varies
across departments, countries,
job levels, demographic groups
etc.
To identify best practices and
‘hot spots’
What departments are losing
commitment
To set priorities to guide
decisions and organizational
change
Views and opinions on
management practices and
other issues
To open a dialogue with
employees to focus on areas
of most concern
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The virtuous cycle of
engagement
Great
managers
and
supportive
work
environme
nt
Engaged
employees
– Satisfied
–
Committed
– Proud
– Willing to
advocate
Better
individual
performance
– giving
discretionar
y effort
Improved
company
performance
Engagement is:
‘The extent to which employees are
motivated to contribute to
organisational success and are
willing to apply discretionary
effort to accomplish tasks important
to the achievement of
organizational goals’.
Degrees of “satisfied”
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SO WHAT IS IT THEN?
Second attitude: Job satisfaction
Job Satisfaction
â—¦A pleasurable emotional state resulting
from the appraisal of oneʼs job or job
experiences
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What determines satisfaction?
• Think back to your own
experiences or observations
Confirming Pages
CHAPTER 4 Job Satisfaction 113
remaining chapters of this book, so that you can get a better feel for which of the concepts in our
integrative model has the strongest impact on performance and commitment.
Figure 4-8 reveals that job satisfaction does predict job performance. Why? One reason is
that job satisfaction is moderately correlated with task performance. Satisfied employees do a
better job of fulfilling the duties described in their job descriptions, 77 and evidence suggests
that positive feelings foster creativity, 78 improve problem solving and decision making, 79 and
enhance memory and recall of certain kinds of information. 80 Positive feelings also improve task
persistence and attract more help and support from colleagues. 81 Apart from these sorts of findings, the benefits of job satisfaction for task performance might best be explained on an hourby-hour basis. At any given moment, employees wage a war between paying attention to a given
FIGURE 4-7 Why Are Some Employees More Satisfied Than Others?
Satisfaction
with the
Work Itself
Pay
Satisfaction
Promotion
Satisfaction
Supervision
Satisfaction
Coworker
Satisfaction
DAILY FLUCTUATIONS IN FEELINGS RATIONAL APPRAISAL OF JOB
Positive
Mood
Negative
Mood
Positive
Emotions
Negative
Emotions
Identity
I
Variety
V
Significance
S
Autonomy
A
Feedback
F
OVERALL
JOB
SATISFACTION
4.7
How does job satisfaction
affect job performance
and organizational commitment? How does it
affect life satisfaction?

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Value Percept Theory (Locke)
â—¦Individual Values differ
â—¦Individual Perceptions differ
◦Dissatisfaction = (Vwant – Vhave) X Vimportance
Correlations
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Job Characteristics Theory
(Hackman)
Confirming Pages
CHAPTER 4 Job Satisfaction 113
remaining chapters of this book, so that you can get a better feel for which of the concepts in our
integrative model has the strongest impact on performance and commitment.
Figure 4-8 reveals that job satisfaction does predict job performance. Why? One reason is
that job satisfaction is moderately correlated with task performance. Satisfied employees do a
better job of fulfilling the duties described in their job descriptions, 77 and evidence suggests
that positive feelings foster creativity, 78 improve problem solving and decision making, 79 and
enhance memory and recall of certain kinds of information. 80 Positive feelings also improve task
persistence and attract more help and support from colleagues. 81 Apart from these sorts of findings, the benefits of job satisfaction for task performance might best be explained on an hourby-hour basis. At any given moment, employees wage a war between paying attention to a given
work task and attending to “off-task” things, such as stray thoughts, distractions, interruptions,
and so forth. Positive feelings when working on job tasks can pull attention away from those
distractions and channel people’s attention to task accomplishment. 82 When such concentration
FIGURE 4-7 Why Are Some Employees More Satisfied Than Others?
Satisfaction
with the
Work Itself
Pay
Satisfaction
Promotion
Satisfaction
Supervision
Satisfaction
Coworker
Satisfaction
DAILY FLUCTUATIONS IN FEELINGS RATIONAL APPRAISAL OF JOB
Positive
Mood
Negative
Mood
Positive
Emotions
Negative
Emotions
Identity
I
Variety
V
Significance
S
Autonomy
A
Feedback
F
OVERALL
JOB
SATISFACTION
4.7
How does job satisfaction
affect job performance
and organizational commitment? How does it
affect life satisfaction?
col2935x_ch04_092-127.indd 113 28/10/11 10:40 PM
Confirming Pages
CHAPTER 4 Job Satisfaction 113
remaining chapters of this book, so that you can get a better feel for which of the concepts in our
integrative model has the strongest impact on performance and commitment.
Figure 4-8 reveals that job satisfaction does predict job performance. Why? One reason is
that job satisfaction is moderately correlated with task performance. Satisfied employees do a
better job of fulfilling the duties described in their job descriptions, 77 and evidence suggests
that positive feelings foster creativity, 78 improve problem solving and decision making, 79 and
enhance memory and recall of certain kinds of information. 80 Positive feelings also improve task
persistence and attract more help and support from colleagues. 81 Apart from these sorts of findings, the benefits of job satisfaction for task performance might best be explained on an hourby-hour basis. At any given moment, employees wage a war between paying attention to a given
FIGURE 4-7 Why Are Some Employees More Satisfied Than Others?
Satisfaction
with the
Work Itself
Pay
Satisfaction
Promotion
Satisfaction
Supervision
Satisfaction
Coworker
Satisfaction
DAILY FLUCTUATIONS IN FEELINGS RATIONAL APPRAISAL OF JOB
Positive
Mood
Negative
Mood
Positive
Emotions
Negative
Emotions
Identity
I
Variety
V
Significance
S
Autonomy
A
Feedback
F
OVERALL
JOB
SATISFACTION
4.7
How does job satisfaction
affect job performance
and organizational commitment? How does it
affect life satisfaction?

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How Important is Job
Satisfaction?
Confirming Pages
114 CHAPTER 4 Job Satisfaction
occurs, an employee is more focused on work at a given point in time. Of course, the relationship
between satisfaction and task performance can work in reverse to some extent, such that people
tend to enjoy jobs that they can perform more successfully. 83 Meta-analyses tend to be less supportive of this causal direction, however. 84
Job satisfaction also is correlated moderately with citizenship behavior. Satisfied employees
engage in more frequent “extra mile” behaviors to help their coworkers and their organization. 85
Positive feelings increase their desire to interact with others and often result in spontaneous acts
of helping and other instances of good citizenship. 86 In addition, job satisfaction has a moderate negative correlation with counterproductive behavior. Satisfied employees engage in fewer
intentionally destructive actions that could harm their workplace. 87 Events that trigger negative
emotions can prompts employees to “lash out” against the organization by engaging in rule
breaking, theft, sabotage, or other retaliatory behaviors. 88 The more satisfied employees are, the
less likely they’ll feel those sorts of temptations.
Figure 4-8 also reveals that job satisfaction influences organizational commitment. Why? Job
satisfaction is strongly correlated with affective commitment, so satisfied employees are more
likely to want to stay with the organization. 89 After all, why would employees want to leave a
place where they’re happy? Another reason is that job satisfaction is strongly correlated with
normative commitment. Satisfied employees are more likely to feel an obligation to remain with
their firm 90 and a need to “repay” the organization for whatever it is that makes them so satisfied, whether good pay, interesting job tasks, or effective supervision. However, job satisfaction
is uncorrelated with continuance commitment, because satisfaction does not create a cost-based
Sources: A. Cooper-Hakim and C. Viswesvaran, “The Construct of Work Commitment: Testing an Integrative Framework,” Psychological Bulletin 131 (2005),
pp. 241–59; R.S. Dalal, “A Meta-Analysis of the Relationship between Organizational Citizenship Behavior and Counterproductive Work Behavior,” Journal
of Applied Psychology 90 (2005), pp. 1241–55; D.A. Harrison, D.A. Newman, and P.L. Roth, “How Important Are Job Attitudes? Meta-Analytic Comparisons
of Integrative Behavioral Outcomes and Time Sequences,” Academy of Management Journal 49 (2006), pp. 305–25; T.A. Judge, C.J. Thoreson, J.E. Bono, and
G.K. Patton, “The Job Satisfaction–Job Performance Relationship: A Qualitative and Quantitative Review,” Psychological Bulletin 127 (2001), pp. 376–407;
J.A. LePine, A. Erez, and D.E. Johnson, “The Nature and Dimensionality of Organizational Citizenship Behavior: A Critical Review and Meta-Analysis,”
Journal of Applied Psychology 87 (2002), pp. 52–65; and J.P. Meyer, D.J. Stanley, L. Herscovitch, and L. Topolnytsky, “Affective, Continuance, and Normative Commitment to the Organization: A Meta-Analysis of Antecedents, Correlates, and Consequences,” Journal of Vocational Behavior 61 (2002), pp. 20–52.
FIGURE 4-8 Effects of Job Satisfaction on Performance and Commitment
Job Satisfaction has a moderate positive effect on Job Performance. People who experience
higher levels of job satisfaction tend to have higher levels of Task Performance, higher levels of
Citizenship Behavior and lower levels of Counterproductive Behavior.
Job Satisfaction has a strong positive effect on Organizational Commitment. People who
experience higher levels of job satisfaction tend to feel higher levels of Affective Commitment
and higher levels of Normative Commitment. Effects on Continuance Commitment are weaker.
Represents a strong correlation (around .50 in magnitude).
Represents a moderate correlation (around .30 in magnitude).
Represents a weak correlation (around .10 in magnitude).
R
R
R
Job
Satisfaction
Job
Performance
Job
Satisfaction Organizational
Commitment
col2935x_ch04_092-127.indd 114 28/10/11 10:40 PM
Correlates of Job Satisfaction
Tardiness Negative Moderate
Absenteeism Negative Weak
Organizational Positive Moderate
citizenship behavior
Strength of
Relationship
Direction of
Relationship
Variables Related to Job
Satisfaction
Motivation Positive Moderate
Withdrawal Cognitions Negative Strong
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Correlates of Job Satisfaction
Pro-union Voting Negative Moderate
Perceived Stress Negative Strong
Heart Disease Negative Moderate
Strength of
Relationship
Direction of
Relationship
Variables Related to Job
Satisfaction
Turnover Negative Moderate
Job performance Positive Moderate
Correlates of Job Satisfaction
Mental health Positive Moderate
Life satisfaction Positive Moderate
Strength of
Relationship
Direction of
Relationship
Variables Related to Job
Satisfaction
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Never trend
â—¦ Positive Psychology
â—¦ 10% is dictated by external factors
â—¦ 25% success => intelligence
65% => optimism, social support,
challenge perception
â—¦ Hard work => success => happiness XXXXX
â—¦ Happiness (dopamine) => learning centers:
intelligence, creativity, energy, activity =>
success
How? Try it:
â—¦ Write 3 gratitudes everyday, first thing in the morning
â—¦ Journal 1 positive event that happened within the past 24 hours,
everyday before bed.
â—¦ Random acts of kindness (write a nice e-mail, hold the door for
someone, help with the load, etc.)
â—¦ 21 days, increases your success level
Ref: Dr. Shawn Achor, Harvard Psych.
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Confirming Pages
CHAPTER 4 Job Satisfaction 113
remaining chapters of this book, so that you can get a better feel for which of the concepts in our
integrative model has the strongest impact on performance and commitment.
Figure 4-8 reveals that job satisfaction does predict job performance. Why? One reason is
that job satisfaction is moderately correlated with task performance. Satisfied employees do a
better job of fulfilling the duties described in their job descriptions, 77 and evidence suggests
that positive feelings foster creativity, 78 improve problem solving and decision making, 79 and
enhance memory and recall of certain kinds of information. 80 Positive feelings also improve task
persistence and attract more help and support from colleagues. 81 Apart from these sorts of findings, the benefits of job satisfaction for task performance might best be explained on an hourby-hour basis. At any given moment, employees wage a war between paying attention to a given
work task and attending to “off-task” things, such as stray thoughts, distractions, interruptions,
and so forth. Positive feelings when working on job tasks can pull attention away from those
distractions and channel people’s attention to task accomplishment. 82 When such concentration
FIGURE 4-7 Why Are Some Employees More Satisfied Than Others?
Satisfaction
with the
Work Itself
Pay
Satisfaction
Promotion
Satisfaction
Supervision
Satisfaction
Coworker
Satisfaction
DAILY FLUCTUATIONS IN FEELINGS RATIONAL APPRAISAL OF JOB
Positive
Mood
Negative
Mood
Positive
Emotions
Negative
Emotions
Identity
I
Variety
V
Significance
S
Autonomy
A
Feedback
F
OVERALL
JOB
SATISFACTION
4.7
How does job satisfaction
affect job performance
and organizational commitment? How does it
affect life satisfaction?
col2935x_ch04_092-127.indd 113 28/10/11 10:40 PM
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Stress
Stress
â—¦ Definition
â—¦ A psychological response to demands where there is something at stake and
where coping with the demands taxes or exceeds a personʼs capacity or
resources
â—¦ Any examples? Scenarios? Reasons?
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What Makes Something Stressful?
â—¦ Situations that have strong demands
â—¦ Situations that are imminent
â—¦ Transitions
◦ Deviation from the norm”
â—¦ Ambiguity
â—¦ Desirability
â—¦ Controllability
Work-Related
Stressors
Role
Ambiguity
Work
Overload Occupation
Resource
Inadequacy
Working
Conditions
Management
Style Monitoring
Job
Security
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Type A vs.
Type B
Personality
Self-Esteem
Hardiness
Gender
Individual
Influences on
Experiencing
Stress
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132 CHAPTER 5 Stress
process of primary appraisal is triggered. 15 As shown in Figure 5-1 , primary appraisal occurs
as people evaluate the significance and the meaning of the stressor they’re confronting. Here,
people first consider whether a demand causes them to feel stressed, and if it does, they consider
the implications of the stressor in terms of their personal goals and overall well-being.
As an example of a primary appraisal, consider the job of a cashier at a well-run convenience store. In this store, cashiers engage in routine sales transactions with customers. CustlkithtdlthdidthhidtithldFIGURE 5-1 Transactional Theory of Stress
Hindrance Challenge
Work
Nonwork
Stressors
Role conflict
Role ambiguity
Role overload
Daily hassles
•
•
•
•
Work–family
conflict
Negative life
events
•
•
Time pressure
Work complexity
Work responsibility
•
•
•
Family time
demands
Personal
development
Positive life events
•
•
•
STRESS
Primary Appraisal
Is this stressful?
Secondary Appraisal
How can I cope?
Financial
uncertainty
•

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Confirming Pages
132 CHAPTER 5 Stress
process of primary appraisal is triggered. 15 As shown in Figure 5-1 , primary appraisal occurs
as people evaluate the significance and the meaning of the stressor they’re confronting. Here,
people first consider whether a demand causes them to feel stressed, and if it does, they consider
the implications of the stressor in terms of their personal goals and overall well-being.
As an example of a primary appraisal, consider the job of a cashier at a well-run convenience store. In this store, cashiers engage in routine sales transactions with customers. Customers walk in the store and select merchandise, and the cashiers on duty ring up the sale and
collect the money. Under normal day-to-day circumstances at this store, well-trained cashiers
would not likely feel that these transactions are overly taxing or exceed their capacity, so those
cashiers would not likely appraise these job demands as stressful. Job demands that tend not to
be appraised as stressful are called benign job demands .
However, consider how convenience store cashiers would react in a different store in which
the cash register and credit card machine break down often and without warning. The cashiers
who work at this store would likely view their job as being more stressful. This is because they
would have to diagnose and fix problems with equipment while dealing with customers who are
growing more and more impatient. Furthermore, the cashiers in this store might appraise the
stressful situation as one that unnecessarily prevents them from achieving their goal of being
viewed as an effective employee in the eyes of the customers and the store manager.
Finally, consider a third convenience store in which the cashiers’ workload is higher due
to additional responsibilities that include receiving merchandise from vendors, taking physical
inventory, and training new employees. In this store, the cashiers may appraise their jobs as
stressful because of the higher workload and the need to balance different priorities. However,
in contrast to the cashiers in the previous example, cashiers in this store might appraise these
demands as providing an opportunity to learn and demonstrate the type of competence that often
is rewarded with satisfying promotions and pay raises.
TYPES OF STRESSORS
In the previous two examples, the cashiers were confronted with demands that a primary
appraisal would label as “stressful.” However, the specific demands in the two examples have an
important difference. Having to deal with equipment breakdowns or unhappy customers is not
likely to be perceived by most employees as having implications that are personally beneficial;
FIGURE 5-1 Transactional Theory of Stress
Hindrance Challenge
Work
Nonwork
Stressors
Role conflict
Role ambiguity
Role overload
Daily hassles
•
•
•
•
Work–family
conflict
Negative life
events
•
•
Time pressure
Work complexity
Work responsibility
•
•
•
Family time
demands
Personal
development
Positive life events
•
•
•
STRESS
Primary Appraisal
Is this stressful?
Secondary Appraisal
How can I cope?
Financial
uncertainty
•
5.2
What are the four main
types of stressors?
//Distress Eustress
Not All Stress is Bad…
â—¦ Distress is a continuous experience of feeling overwhelmed, oppressed, and behind in our responsibilities. It is the all
encompassing sense of being imposed upon by difficulties with no
light at the end of the tunnel.
â—¦ Examples of distress include financial difficulties, conflicts in
relationships, excessive obligations, managing a chronic illness,
or experiencing a trauma.
â—¦ Eustress is the other form of stress that is positive and beneficial.
We may feel challenged, but the sources of the stress are
opportunities that are meaningful to us. Eustress helps provide us
with energy and motivation to meet our responsibilities and achieve
our goals.
â—¦ Examples of eustress include graduating from college, getting
married, receiving a promotion, or changing jobs.
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Demand-Control Model
Passive
Active
(EUSTRESS)
High Strain
(DYSTRESS)
Low Strain
Job Demands
Job ControlHigh
Low
Low High
Amazon
â—¦ Quick summary
◦ What are the “issues”?
â—¦ Are Amazon employees thriving under these policies?
â—¦ Keeping employees on edge => business advantages?
â—¦ Increase productivity
â—¦ Produce a sense of fulfillment
â—¦ Generates self-efficacy feeling
â—¦ Disadvantages?
â—¦ Anxiety
â—¦ Decrease performance
â—¦ Impedes innovation
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Amazon (conclusions)
◦ How do you perceive Amazon’s employer brand?
â—¦ What kind of stress?
â—¦ What kind of employee?
â—¦ Next steps? Recommendations?
â—¦ Should companies have care and compassion as a management
strategy?
Afterwards at Amazon??
â—¦ Rebuttal articles (mostly NYT and Medium)
â—¦ Nov. 2015 => paternity leave, family work-life balance
and some “snacks”
â—¦ Personal conversations
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How Important is Stress?
Confirming Pages
CHAPTER 5 Stress 145
energy that people could otherwise bring to their job duties. 77 The detrimental effect that strains
have on job performance becomes quite easy to understand when you consider the nature of the
individual strains that we mentioned in the previous section. Certainly, you would agree that
physiological, psychological, and behavioral strains in the form of illnesses, exhaustion, and
drunkenness would detract from employee effectiveness in almost any job context.
Figure 5-4 also reveals that hindrance stressors have a strong negative relationship with organizational commitment. 78 Why might this be? Well, hindrance stressors evoke strains, which are
generally dissatisfying to people, and as we discussed in the previous chapter, satisfaction has a
strong impact on the degree to which people feel committed to their organization. 79 People who
work at jobs that they know are causing them to feel constantly sick and exhausted will likely be
dissatisfied with their jobs and feel less desire to stay with the organization and more desire to
consider alternatives.
Turning now to challenge stressors, the story becomes somewhat different. As shown in Figure
5-5 , challenge stressors have a weak relationship with job performance and a moderate relationship with organizational commitment. However, in contrast to the results for hindrance stressors,
the relationships are positive rather than negative. 80 In other words, employees who experience
higher levels of challenge stressors also tend to have higher levels of job performance and organizational commitment. These relationships stand in sharp contrast with the lower levels of job
performance and organizational commitment that result when employees confront higher levels
of hindrance stressors. So what explains this difference? Although challenge stressors result in
strains, which detract from performance and commitment, they also tend to trigger the type of
positive emotions and problem-focused coping strategies that are characteristic of employees who
are highly engaged in their jobs. 81 The net benefits of these positive emotions, problem-focused
FIGURE 5-4 Effects of Hindrance Stressors on Performance and Commitment
Hindrance stressors have a weak negative relationship with job performance. People
who experience higher levels of hindrance stressors tend to have lower levels of task
performance. Not much is known about the impact of hindrance stressors on Citizenship
Behavior and Counterproductive Behavior.
N E G A T I V E
N E G A T I V E
Job
Performance
Hindrance
Stressors
Organizational
Commitment
Hindrance
Stressors
Hindrance stressors have a strong negative relationship with Organizational
Commitment. People who experience higher levels of hindrance stressors tend to have
lower levels of Affective Commitment and Normative Commitment. Relationships with
Continuance Commitment are weaker.
Represents a strong correlation (around .50 in magnitude).
Represents a moderate correlation (around .30 in magnitude).
Represents a weak correlation (around .10 in magnitude).
Sources: J.A. LePine, N.P. Podsakoff, and M.A. LePine, “A Meta-Analytic Test of the Challenge Stressor– Hindrance Stressor Framework: An Explanation
for Inconsistent Relationships Among Stressors and Performance,” Academy of Management Journal 48 (2005), pp. 764–75; N.P. Podsakoff, J.A. LePine, and
M.A. LePine, “Differential Challenge Stressor–Hindrance Stressor Relationships with Job Attitudes, Turnover Intentions, Turnover, and Withdrawal Behavior:
A Meta-Analysis,” Journal of Applied Psychology 92 (2007), pp. 438–54.
col2935x_ch05_128-161.indd 145 22/10/11 11:01 PM
How Important is Stress?
Confirming Pages
146 CHAPTER 5 Stress
coping strategies, and engagement outweigh the costs of the added strain, meaning that challenge
stressors tend to be beneficial to employee performance and commitment when both the positives and negatives are considered. 82 These positive effects of challenge stressors have been demdfi83lillljb84dd85I’iFIGURE 5-5 Effects of Challenge Stressors on Performance and Commitment
Challenge stressors have a weak positive relationship with job performance. People
who experience higher levels of challenge stressors tend to have higher levels of task
performance. Not much is known about the impact of challenge stressors on Citizenship
Behavior and Counterproductive Behavior.
Challenge stressors have a moderate positive relationship with Organizational
Commitment. People who experience higher levels of challenge stressors tend to have
higher levels of Affective Commitment and Normative Commitment. Relationships with
Continuance Commitment are weaker.
Job
Performance
Challenge
Stressors
Organizational
Commitment
Challenge
Stressors
Represents a strong correlation (around .50 in magnitude).
Represents a moderate correlation (around .30 in magnitude).
Represents a weak correlation (around .10 in magnitude).
Sources: J.A. LePine, N.P. Podsakoff, and M.A. LePine, “A Meta-Analytic Test of the Challenge Stressor–Hindrance Stressor Framework: An Explanation
for Inconsistent Relationships Among Stressors and Performance,” Academy of Management Journal 48 (2005), pp. 764–75; N.P. Podsakoff, J.A. LePine, and
M.A. LePine, “Differential Challenge Stressor–Hindrance Stressor Relationships with Job Attitudes, Turnover Intentions, Turnover, and Withdrawal Behavior:
A Meta-Analysis,” Journal of Applied Psychology 92 (2007), pp. 438–54.

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Managing Stress
â—¦ Organizational Approaches
â—¦ Improved personnel selection and job placement
â—¦ Training
â—¦ Use of realistic goal setting
â—¦ Redesigning of jobs, Flextime options
â—¦ Increased employee involvement
â—¦ Improved organizational communication
â—¦ Offering employee sabbaticals
â—¦ Establishment of corporate wellness programs
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Managing Stress
â—¦Individual Approaches
â—¦ Implementing time management
â—¦ Increasing physical exercise
â—¦ Relaxation training
â—¦ Expanding social support network
Reactions
◦ Stress itself is not harmful – it is our reaction to stress/ stressors that
causes illness or disease.
54
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Stress TED talk
â—¦ https://www.ted.com/talks/kelly_mcgonigal_how_to_make_stress
_your_friend
Projects
â—¦ Formulate a question you want to answer
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26
Because of the diversity in its topics and disciplinary roots, it’s common for students in an organizational behavior class to wonder, “How does all this stuff fit together?” How does what gets
covered in Chapter 3 relate to what gets covered in Chapter 13? To clarify such issues, this textbook is structured around an integrative model of OB, shown in Figure 1-1 , that’s designed to
provide a roadmap for the field of organizational behavior. The model shows how the topics in
the next 15 chapters—represented by the 15 ovals in the model—all fit together. We should stress
that there are other potential ways of combining the 15 topics, and Figure 1-1 likely oversimplifies the connections among the topics. Still, we believe the model provides a helpful guide as you
move through this course. Figure 1-1 includes five different kinds of topics.
FIGURE 1-1 Integrative Model of Organizational Behavior
Leadership:
Styles &
Behaviors
Leadership:
Power &
Negotiation
Teams:
Processes &
Communication
Teams:
Characteristics &
Diversity
Organizational
Structure
Organizational
Culture
Stress
Motivation
Trust, Justice,
& Ethics
Organizational
Commitment
Job
Performance
Job
Satisfaction
Learning &
Decision Making
INDIVIDUAL
CHARACTERISTICS
GROUP
MECHANISMS
ORGANIZATIONAL
MECHANISMS
INDIVIDUAL
OUTCOMES
INDIVIDUAL
MECHANISMS
Ability
Personality &
Cultural Values
col2935x_ch01_002-029.indd 8 10/28/11 9:56 PM
Project topic
â—¦ Formulate a question you want to answer
1/28/19
27
Projects
â—¦ You have freedom of choice, I have veto rights (e-mail me
with your choice)
â—¦ Any topic we are covering:
â—¦ Executive Interview: Analysis of relation between leadership style and
motivation
â—¦ Empirical analysis: Organizational Culture of ABC company
â—¦ Empirical analysis of relation between pay and job satisfaction in blue
and white collar employees
â—¦ Critical Literature Review: Balancing Act: Diversity in Multinationals
â—¦ Critical literature analysis or field research
Some common considerations
◦ Claim-Evidence-Reason (don’t make leaps of faith, don’t assume
knowledge of your audience)
â—¦ Be specific (no vague statements)
â—¦ Use course concepts and use them fully
1/28/19
28
Library search
1/28/19
29
Library search
1/28/19
30
1/28/19
31
Methods
â—¦ Critical Literature Survey (secondary data)
â—¦ Primary Data Collection
â—¦ Survey
â—¦ Interviews
â—¦ In all Primary Data Collection
â—¦ Respect confidential private information about survey participants,
â—¦ minimize the possibility of causing discomfort or harm to respondents.
SEND ME YOUR
DRAFTS FOR
FEEDBACK
1/28/19
32
ANALYSIS METHODS
COMING AROUND
MID-SEMESTER
Let’s start
â—¦ Please formulate a question/problem that interests you and is relevant
to one of our topics. Next week…
Confirming Pages
8 CHAPTER 1 What Is Organizational Behavior?
AN INTEGRATIVE MODEL OF OB
Because of the diversity in its topics and disciplinary roots, it’s common for students in an organizational behavior class to wonder, “How does all this stuff fit together?” How does what gets
covered in Chapter 3 relate to what gets covered in Chapter 13? To clarify such issues, this textbook is structured around an integrative model of OB, shown in Figure 1-1 , that’s designed to
provide a roadmap for the field of organizational behavior. The model shows how the topics in
the next 15 chapters—represented by the 15 ovals in the model—all fit together. We should stress
that there are other potential ways of combining the 15 topics, and Figure 1-1 likely oversimplifies the connections among the topics. Still, we believe the model provides a helpful guide as you
move through this course. Figure 1-1 includes five different kinds of topics.
FIGURE 1-1 Integrative Model of Organizational Behavior
Leadership:
Styles &
Behaviors
Leadership:
Power &
Negotiation
Teams:
Processes &
Communication
Teams:
Characteristics &
Diversity
Organizational
Structure
Organizational
Culture
Stress
Motivation
Trust, Justice,
& Ethics
Organizational
Commitment
Job
Performance
Job
Satisfaction
Learning &
Decision Making
INDIVIDUAL
CHARACTERISTICS
GROUP
MECHANISMS
ORGANIZATIONAL
MECHANISMS
INDIVIDUAL
OUTCOMES
INDIVIDUAL
MECHANISMS
Ability
Personality &
Cultural Values
col2935x_ch01_002-029.indd 8 10/28/11 9:56 PM

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