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employees voice concerns & try to reinstate the “contract” |
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compliance but loss of commitment |
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passivity, neglect, shirking of responsibility |
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retaliation through theft, treats, sabotage, violence |
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Quitting or getting fired |
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short time frames & specific obligations Based on self-interest |
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long-term relationships and diffuse obligations Based on value of the relationship itself |
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Behavior within organizations by employees that is driven by self-interest |
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Awarding resources (money) to a unit in exchange for support or compliance |
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flaunting or feigning technical knowledge for the purpose of influencing resource distribution outcomes (“Knowledge is Power”) |
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Forming alliances to influence decisions |
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ability to observe social cues and to intuit the motives and values of other individuals |
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capacity to take control of social encounters (without strain) |
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Building networks and forming coalitions |
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knowing how to cultivate interpersonal resources |
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disguising intentions to project good intentions |
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Organizational politics and stress |
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Unpredictability Sense of uneasiness Undermining organizational justice and sense of fair play Cynicism and apathy: “few things are as they appear” Game-players treated with suspicion |
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Relationships between Politics and employee attitudes |
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Perceived politics and desire to leave the org = +.43 Perceived politics and job satisfaction = -.57 Perceived politics and affective organizational commitment = -.54 Results are similar to perceived violations of Organizational Justice |
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behaviors exhibited within a work context that are harmful to other employees or the org. |
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Rudeness, ostracism, spreading rumors, sarcasm |
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bullying, Overt violence (kicking, beatings, spitting, etc.) |
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lateness, excessive absence, theft, working slowly |
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hostile behavior through electronic media |
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Thermodynamics of revenge |
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Sparking event Heating up Cooling down Explosion |
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nearly 1000 employees killed and 1, 500, 000 assaulted each year |
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the degree of pleasure an employee derives from his or her job |
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Satisfaction and Expectations |
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does the job deliver what the individual expects? |
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active, alert, enthusiastic, inspired, interested, optimistic about life, likely to persevere |
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everything filters through the individual’s interpretation |
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Judge, Heller & Mount study |
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Job satisfaction correlates with the “Big 5” personality traits |
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“Big 5” personality traits |
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+.29 with Neuroticism +.25 with Extraversion +.02 with Openness to Experience +.17 with Agreeableness +.26 with Conscientiousness |
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weight study; we judge by what we have experienced before |
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suggests that although mood is not directly controllable, organizations can work to reduce minor irritations |
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Sadness, hopelessness, Despair |
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: Gratitude, Compassion, Sympathy |
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Supervisors exert substantial influence on the moods of their employees. |
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more negative and less positive |
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Satisfaction & performance |
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+.17 or +.30 (= variance of 9 percent) Therefore don’t try to improve Satisfaction and Performance at the same time |
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= -.40 The more the person dislikes the job, the more likely they are to quit Moderated by availability of work |
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= -.25 Other factors like transportation or family likely to influence absence |
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the degree to which a person identifies psychologically with their work, and the importance of work to one’s self image. |
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- The extent to which an employee feels a sense of allegiance and loyalty to one or more targets within the sphere of employment. |
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Occupation or profession, employing organization, work team, particular component of one’s job. |
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Affective component Continuance component Normative component |
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employee’s emotional attachment to and identification with the target |
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commitment based on the costs of leaving |
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employee’s feelings of obligation to stay |
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loss of job security today threatens employee commitment so how can an organization promote commitment? |
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commitment to the tasks at hand |
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loyalty to the field of work |
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The fair treatment of people in organizations |
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perceived fairness of outcomes, results or ends achieved |
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: people should receive rewards based on contributions (Most deserving managers get the training) |
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: all individuals should have a chance of receiving the outcome (Everyone gets a shot at the training) |
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rewards should be distributed on the basis of need (Who needs the training more?) |
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perceived fairness of means used to achieve results |
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the perceived fairness with which people are treated |
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showing concern for individuals and respecting them as people who have dignity |
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providing knowledge of procedures that demonstrate concern for people’s concerns |
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Organizational Citizenship Behavior |
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The contributions that employees make to the overall welfare of the organization that go beyond the required duties of their job. |
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punctuality, above normal attendance, judiciously following the rules. |
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being mindful and respectful |
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avoiding complaints, pettiness, gossip & dramatizing issues |
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Responsible participation in the political life of the Organization |
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The Psychological Contract |
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the implied exchange between the individual and the organization |
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The Psychological Contract |
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Not written Employee’s perception of reciprocal obligations in the org. Assumed to be an “Implied contract” between the individual and the org. May not be known to the management. Each party believes they have made promises, but terms may be VERY different (Rousseau, 1989) |
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