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MGT 243 (7)

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MGT 243
Douglas Mahony

organizational outcomes individual performance & organizational commitment •an integrated model of organizational behavior o individual attributes & organizational attributes o individual attitudes & perceptions o performance on one's job & commitment to one's organization •dimensions of job performance o job performance • routine & adaptive task performance  • citizenship behaviors  organizational  interpersonal • counterproductive behaviors  organizational • production deviance • property deviance  interpersonal • political deviance • personal aggression •adaptive task performance o prioritize o adaptability in the workplace handling dealing w/ ambiguous or unpredictable cultural adaptability emergencies work situations interpersonal work stress learning new tasks/techologies adaptability creative problem solving •organizational citizenship o positive behavior without expectation of rewards o looks good for company •citizenship behaviors o what are they? • voluntary employee activities • may or may not be rewarded • benefit organization by creating better overall workplace o organizational • voice • civic virtue  volunteerism, etc. • boosterism  speaking positively o interpersonal • helping • courtesy • sportsmanship •counterproductive behavior o minor (left) --> serious (right) production deviance property deviance political deviance personal aggression organizational commitment defined as: the desire on the part of the employee to remain a member of the organization • obligation • sense of loss if they leave • more commitment --> more engaged • withdrawal behavior psychological withdrawal physical withdrawal daydreaming tardiness socializing long breaks looking busy missing meetings moonlighting absenteeism cyberloafing quitting • types of organizational commitment o affective commitment **BEST KIND** • desire to remain part of an organization due to strong emotional attachment • emotional tie to organization  leaving would create a sense of loss  strongest relationship to turnover intentions/turnover • people stay because they want to • power of weak ties  erosion model • bosses leave and take their whole team  social influence model • tend to agree strongly with the following statements  I would be very happy to spend the rest of my career at this organization  I really feel as if this organization's problems are my own 1. I feel like part of the family at my
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