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Social Psychology in Organizations, comprehensive lecture summary 24/25
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Samenvatting Essentials of Organizational Behavior - International Student Edition - Social Psychology in Organisations (6463PS009Y)
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Detailed lecture notes of all lectures of Social Psychology in Organisations
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Summary Essentials of Organizational Behavior Scandura - 2021 edition - 9781071840979 - Chapters 2 - 17
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LECTURESLECTURE 1 - Introduction
with social and organisational psychology we study people in their
environment:
- groups and gatherings
- groups of fans, defined by shared admiration
- groups defined by nationality
- groups defined by preferred lifestyle
‘ organisation of people’
- mergers
- stress and burnout
- social safety
- leadership
- etc.
Career prospects
- conflict mediation
- training
- public campaigns
- HR
- consultancy
- career advisor
- recruitment
- policy advisor
- public relations
Goals of SPinO
at the end of this course, you will have:
- acquired specialised knowledge about social psychological processes in
organisations
- learned to apply this knowledge to real world/organisational settings
- have learned to challenge other students to do the same
- improved your teamwork skills in collaborative projects
- improved your presentation skills
Topics
- organisational behavior
- power and leadership
- teams and diversity
- motivation
- organisational change
- decision making, negotiation and communication
2 opdrachten:
- werkgroep organiseren
→ inclusief werkgroep organisation reflection report
- problem analysis
→ inclusief problem analysis reflection report
,CHAPTER 1: What is organisational behaviour?
What is the Hawthorne effect?
Hawthorne studies → employees work better when they’re observed
- Hawthorne studies led to a focus on the role of human behaviour in
organisations
- Mayo’s work was the beginning of the human relations movement
Organisational behavior (OB)
→ the study of individuals and their behaviors at work
- interdisciplinary and multi-level research
- focus on applied social psychology
Evidence-based management (EBM)
→ using scientific (evidence-basded) knowledge as basis for management decisions
- EBM reduces judgement error in decisions making
EBM versus organisational legitimacy
Organisational legitimacy: an organisation’s assumption that its actions are
desirable, proper or appropriate based on the widespread belief that they are just
and valid
a.k.a. ‘we do it because others do it, therefore it is good’
Legitimacy and agile working
Agile working = independent of place (and time)
- working from home
- flexible work spaces
working from home is good for your work-life balance, as long as you do it
partttime
people don’t like flex spaces
it is legitimated to do it because others do it too…
Evidence-based management (EBM) is important!
in a nutshell
Selecting the best available evidence
EBM involves using multiple sources of scientific evidence and empirical results as
a means of attaining knowledge and finding interventions and strategies. The goal
is to make decisions based on the best available evidence.
Systematic decision making
Mental biases, prejudices or lazy thinking are reduced by taking into consideration
published literature, critically appraising evidence, and selecting a strategy
supported by science
Re-evaluating and adapting
Like in the social science, decisions are critically examined and accurately
evaluated using the scientific method. constant re-evaluation and improvement of
the hypothesis determines whether the strategy is worthwhile.
,Four kinds of evidence in evidence-based management
1. scientific literature
empirical studies
2. organisation
internal data
3. practitioners
professional expertise
4. stakeholders
values and concerns
What is critical thinking?
How can a manager sort though all this information and decide what is relevant?
‘Critical thinking calls for persistent effort to examine any belief or supposed form
of knowledge in the light of evidence that supports it and the further conclusions
to which it tends’
Critical thinking skills
Critical thinking requires several skills:
● Logic (rely on reason, weigh evidence)
● Reflection (examine assumptions, recognise biases)
● Dual processing (consider different viewpoints, start over when necessary)
● Attention to detail (study many sources, be thorough)
● Decision making (develop contingency plans)
,CHAPTER 2: Personality and person-environment fit
Personality
→ defined as ‘regularities in feeling, thought and action that are characteristic of
an individual’
; To be or not be (born) a leader, 24% genetic component in predicting leadership
role
Leadership style
identical twins are more likely
than fraternal twins to share
a leadership style, regardless
of which style
transformational → more
charismatic
transactional → reward,
punishment
From DNA to personality
● myers-briggs type indicator
● the big five
● psychological capital
● type A versus type B
● machiavellianism
● self-monitoring
● risk taking
,Myers-Briggs Type Indicator (MBTI)
→ most administered personality test in organisational settings
- based on Carl Jung
- claims to assess your ‘true’ (uncconscious) personality type
- predicts behavior
Four general personality preferences:
● introversion (I) vs extraversion (E)
● sensing (S) vs intuition (N)
● thinking (T) vs feeling (F)
● judging (J) vs perceiving (P)
Critical thinking: MBTI
● MBTI assumes 4 dichotomies, instead of continuous traits
● whether people are actually classifiable into 16 categories is questionable
● judging vs perceiving is new, not based on Jungian theory
● if you take the test again, you may not receive the same score (test-retest
realiability between 61-90%)
● MBTI claims to exposure your (unconscious) ‘true personality type’ based on
(conscious) self-reported answers to questions
● MBTI (in the extended version) asks users to self-verify their result, and
users can pick a different type if they disagree
● since MBTI questions assess self-report behaviour, the claim that personality
type causes behaviour is circular
● in response to criticism, MBTI claims it should not be used to predict
performance or outcomes (but also proudly lists the many companies that
do exactly that!)
The Big Five
1. openness to experience
2. conscientiousness
3. extraversion
4. agreeableness
5. neuroticism
● conscientiousness is a reliable predictor of job performance (Barrick &
Mount, 1991)
● conscientiousness, openness to experience, neuroticism and agreeableness
predict entrepreneurship (Zhao & Seibert, 2006)
● conscientiousness predicts deviant behaviour (Salgado, 2002)
● conscientiousness, extraversion, openness and agreeableness predict turnover
(Salgado, 2002)
,Critical thinking:
Assessment tests
many companies use assessment tests for recruitment
- common elements:
1. intelligence test
2. personality test
3. interview
4. role-play
Person-Environment (PE) fit:
when an individual’s personality is aligned with their environment, it results in job
satisfaction, organisational commitment, and better performance on the job
Two types of PE fit:
● person-organisation (PO) fit
● person-job (PJ) fit
- Person-organisation (PO) fit:
match between a person’s individual values and those of the organisation they
work for
- selection by the organisation as well as the employee
- results in increased job satisfaction, organisational commitment and better
performance
- Person-Job (PJ) fit:
job characteristics are aligned with employees’ personality, motivations, and
abilities
two forms:
● demands-abilities (DA) fit → compatibility between what you can do and
the demands of the job
● needs-supplies (NS) fit → refers to the extent in which the job fulfulls your
needs for interesting work and finding meaning in work
poor fit results in burnout
good fit results in higher salary
Managing personalities
You can try to recruit personnel based on personality types but:
- many personality tests are unreliable
- personality is only a weak predictor of behaviour
- you reduce the diversity of your staff
- you may reject good people
better: try to create a good fit between people, job and environment
,CHAPTER 4: attitudes and job satisfaction
Outcome variables in OB
● performance and productivity
- quality and quantify of work
● motivation
● work-related attitudes
- organisational commitment
- job satisfaction
- engagement
● employee well-being
● employee withdrawal
- turnover (intentions)
- absenteeism
What is an attitude?
attitude = a psychological tendency expressed by evaluating a particular entity
with some degree of favour or disfavour
→ how positive or negative you feel about, think about or act towards a topic or
entity
cognitive (belief) ←→ behavioral (intention) ←→ affective (feelings)
Job satisfaction
‘A pleasurable or positive emotional state resulting from the appraisal of one’s job
or job experience’ (Locke, 1976)
Job Description Index → a measure of job satisfaction that trys to justify the
multidimensional nature of job satisfaction
5 facets to job satisfaction that are important:
- work
- pay
- promotion
- supervision
- coworkers
job satisfaction and pay → no relationship
,pay satisfaction
Organisational commitment
→ a psychological state that describes an employee’s relationship with their
organisation and a propensity to continue the relationship
commitment is related to:
- absenteeism (-)
- work motivation (+)
- performance (+)
Three components of commitment (meyer & allen)
● affective commitment (emotional attachment)
● normative commitment (moral obligation to stay)
● continuance commitment (cost of leaving) (negative attachment)
- sacrifice associated with leaving
- perceived lack of employment alternatives
for example if organisation paid for trainings, in contract is you can’t leave
in 3 years, than you have to pay it back
Critical thinking
Some criticisms on Allen & Meyer’s 3 factor scale of organisational commitment:
- Is continuance commitment still an attitude, or is it behavior (decision to
stay with the organisation or leave)?
- Are normative commitment and affective commitment conceptually distinct
constructs? A moral obligation to stay can result in emotional attachment…
Perceived Organisational Support
POS: Employees’ perception of whether or not the organisation values their
contributions and cares about their well-being
Favourable treatments in terms of:
- fairness
- supervisor support
- rewards & job conditions
,Organisational commitment and POS
survey among employees and self-imployed individuals
Time 1:
- POS
- Affective commitment (AC)
- Normative commitment (NC)
- Continuance commitment: high sacrifice associated with leaving (HS) and
lack of alternatives (LA)
Time 2:
- employee well-being
- role ambiguity, conflict, overload
➔ POS predicted all commitment variables , so the more you feel supported by
the organisation, the higher you’re effective and normative commitment and
also continuous commitment
➔ affective commitment and lack of alternatives predicted employee
well-being
➔ effect of POS on well-being was mediated by affective commitment (but not
by LA)
if you feel supported by the organisation, than you have a stronger affective
commitment to the organisation, leads to a higher sense of overall wellbeing
Perceived Organisational Support
How to increase POS:
● implement supportive workforce services
- give recognition for work, promotion, opportunities
● be fair and equitable
- use fair and transparent procedures
● set realistic goals and provide rewards
- reward high-individual performance, differentiate high achievers
● offer individualized benefits
- not everyone values the same rewards
● support supervisors
- supported supervisores can more easily support their subordinates
● train people to be supportive
- supervisors who feel supported by their employees treat them better
● promote social networks
- employees can also support each other
● start support even before employment
- positive expectations of POS result in higher POS after employment
, LECTURE 2: Leadership & Power
Today
- what is leadership?
- what is good leadership?
→ different approaches
- power and influence
What is leadership?
‘Leadership is the process of influencing others to understand and agree about
what needs to be done and how to do it, and the process of facilitating individual
and collective efforts to accomplish shared objectives’
Leader vs Manager
● Differentiating Management and Leadership
- A manager is a day-to-day problem solver
- Managers are concerned with controlling the operations of the
organization efficiently
- A leader is focused on developing new approaches and options for
the future
- A leader inspires others to follow their vision for the organization
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