Organizational socialization (OS) is the process through which a newcomer to an organization transitions from outsider to integrated and effective insider. This longitudinal process includes the acquisition or adjustment of shared values, attitudes, skills, knowledge, abilities, behaviors, and workplace relationships. Organizational socialization occurs whenever an employee crosses an organizational boundary. The OS research mainly focuses
Organizational structure refers to the formal and informal manner in which people, job tasks, and other organizational resources are configured and coordinated. Although organizational structure sounds like a singular characteristic, it is composed of a number of dimensions, because there are multiple ways the employees within an organization and the job tasks that are carried
Organizational behavior management (OBM) combines the principles of B. F. Skinner’s reinforcement theory with applications in work settings. It espouses the same basic tenet as reinforcement theory: Behavior is shaped and maintained by its consequences. What occurs after rather than before the behavior of interest is the focus, as exemplified in the principles of reinforcement
Although the origin of what is called organizational citizenship behavior, contextual performance, or prosocial organizational behavior can be traced back to classic management and organizational science treatises, serious theoretical and empirical research in the area did not begin until the late 1970s. Researchers Dennis Organ, Walter Borman, Stephen Motowidlo, Phillip Podsakoff, and Scott MacKenzie have
Organizational retaliatory behavior refers to actions taken by disgruntled employees in response to perceived injustice at work. Organizational retaliatory behavior can take many forms, including withholding effort or citizenship behaviors, intentionally performing tasks incorrectly, purposely damaging equipment, taking supplies or materials, taking longer breaks than allowed, calling in sick, spreading rumors about people at work
Industrial and organizational (I/O) psychologists are interested in understanding employees’ psychological reactions to their workplaces. Not surprisingly, much of this interest focuses on employees’ commitment to the organizations for which they work. Among the several work attitude variables studied by I/O psychologists, only job satisfaction has received more attention than organizational commitment. Conceptualizing Organizational Commitment
At some point in our working lives, most of us feel that things at work would be fine if only we were in charge. Some people feel that way most of the time. They believe that the problems they and their coworkers encounter at work could be avoided or surmounted if someone competent were in
Organizational justice refers to individual or collective judgments of fairness or ethical propriety. Investigations of organizational justice tend to take a descriptive approach. As such, an event is treated as fair or unfair to the extent that one believes it to be so. In other words, justice research is concerned with identifying the antecedents that
The workforce of the United States continues to grow more diverse. Employment equity legislation has made organizational diversity an issue of legal, ethical, and strategic interest. Data reported in 2005 by the Equal Employment Opportunity Commission (EEOC) indicate an increase in the percentage of people of color in the private sector from 27% in 1998
Organizational surveys are also known as employee opinion surveys or employee attitude surveys. Most experts prefer to call them organizational surveys to clarify that the sponsor and user of such surveys is almost always the organization. Further, the people asked to complete such surveys may be employees at any or all levels, including top executives.