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Concepts and Terms
BUSI 240
Document One
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With every purchase of Pedigree dog food … the company makes a donation to its Pedigree
Foundation to help shelter dogs around the country. This is an example of corporate social
responsibility.
According to the , departments, teams, informational groups, and open systems perspective
other elements within an organization are categorized as . internal systems
Organizational activities intended to benefit society and the environment beyond the firm’s
immediate or legal obligations are known as corporate social responsibility.
The open systems perspective of organizational effectiveness asserts that organizations: affect
and are affected by their external environments.
According to the triple-bottom-line philosophy, firms seek to earn positive returns in three
spheres of sustainability: economic, social, and environmental.
Performance = person x situation
Performance = ability x motivation < “skill-and-will” model
Ability-Motivation-Opportunity (AMO) model.
Motivation, ability, role perceptions, situational factors - MARS, are the four critical
influences on an individual’s voluntary behavior and performance. All are equally important.
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Motivation: The forces within a person that affect his or her direction, intensity, and persistence
of voluntary behavior
Direction: Refers to the path along which people steer their effort. In other words, motivation is
goal-directed, not random.
Intensity: The amount of effort allocated to the goal.
Persistence: Which refers to the length of time that the individual continues to exert effort
toward an objective.
73% of 500 Canadian senior executives polled say there is a gap between the skill level and
experience that job applicants have, and what organizations in their industry are looking for.
50% of 2.2 million employees in 500 organizations strongly agree they know what is expected of
them.
23% of 310 employees (among 1005 surveyed) who quit their job within six months say they did
not receive clear guidelines about their responsibilities (top reason for quitting).
23% of 1143 employed Americans surveyed say they are provided with tools, resources, and/or a
development plan to help them improve their performance.
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57% of employees in 34 countries (a minimum of 400 surveyed per country) say their employer
has trouble finding the right talent.
Ability: The natural aptitudes and learned capabilities required to successfully complete a task.
Aptitudes: Are the natural talents that help employees learn specific tasks more quickly and
perform better.
Learned Capabilities: Are the physical and mental skills and knowledge you have acquired.
Competencies: Are characteristics of a person that result in superior performance.
Role perceptions: The degree to which a person understands the job duties assigned to or
expected of him or her.
Role Clarity exists when employees understand and have a clear perception of their duties and
what duties they are responsible for when employees understand how important their role is, and
when employees understand the preferred behaviors or procedures for accomplishing those
responsibilities. (People are more confident when they know what is expected of them).
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Five types of individual behavior:
Task performance
Organizational citizenship
Counterproductive work behaviors
Joining and staying with the organization
Maintaining work attendance
Task performance: the individual’s voluntary goal-directed behaviors that contribute to
organizational objectives.
Three types of task performance:
- Proficient task performance refers to performing the work efficiently and accurately.
- Adaptive task performance, which refers to how well well employees modify their
thoughts and behavior to align with and support a new or changing environment.
- Proactive task performance, how well employees take the initiative to anticipate and
introduce new work patterns that benefit the organization.
Organizational Citizenship Behaviors (OCBs) various forms of cooperation and helpfulness to
others that support the organization’s social and psychological context.
- Eary literature defined OCBs as discretionary behaviors (employees do not have to
perform them), whereas more recent studies indicate that some OCBs are job
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requirements even if they are not explicitly stated. In fact, OCBs may be as important as
task performance when managers evaluate employee performance.
- OCBs take time and energy away from performing tasks, so employees who give more
attention to OCBs risk lower career success in companies that reward task performance.
They also tend to have higher work-family conflict because of the amount of time
required for these activities.
Counterproductive Work Behaviors (CWBs) are voluntary behaviors that have the potential to
directly or indirectly harm the organization (i.e. harassing coworkers, creating unnecessary
conflict, deviating from preferred work methods, being dishonest, stealing, wasting resources,
etc).
- CWBs are not minor concerns. They can substantially undermine the organization’s
effectiveness.
