session 2

Idea about the people, objects or events at the workplace, e.g. leadership style.

Connects those concepts together into a plausible explanation of the relationships involved among them, in an organisational context. Good OB theories are validated by robust research and clarifies limitations. 

Internal forces affecting direction, intensity and persistence of effort for voluntary behaviour. 

- Motivating employees effectively in ALL 3 components concurrently: (1) Direction in which effort is steered, which should ideally towards a goal. (2) Intensity of effort put into achieving the goal. (3) Persistence, i.e. amount of time put in to maintain effort.

Aptitudes and learned capabilities required to successfully complete a task, i.e. good person-job fit (improves morale).

- Improve person-job fit through: (1) Selecting individuals with demonstrated abilities, (2) training for required abilities, (3) redesigning jobs such that individuals work within their current abilities. 

Degree to which person understands duties assigned. 

- Roles exert a normative pressure to behave within their understanding of what is allowed and expected of them. 

- Role clarity is achieved when we understand (1) our tasks and accountable consequences → defined responsibilities, (2) task priority and performance expectations → allocate personal time and resources, (3) preferred behaviours and procedures for accomplishing tasks. ⇒ Allows for proficiency (know where to direct effort), better coordination with coworkers and stakeholders, and higher motivation to meet expected outcomes. 

Conditions beyond a person's short-term control that constrain or facilitate behaviour. Constraints: Time, budget, facilities. Cues: Sign warnings of nearby hazards. 

1) Task performance: Individual’s goal-directed behaviours that support organisational objectives. Performance includes proficiency (doing work efficiently and accurately), adaptability (modify thoughts and behaviour to align with and support new or changing work processes and settings), and proactivity (initiative to anticipate and introduce new work patterns that benefit organisation). 

2) Organisational citizenship behaviours: Cooperation with colleagues or helpfulness that supports the work context. 

- OCBs may be directed towards individuals (e.g. helping colleagues) or the organisation (e.g. speaking well of it without being told to do so). 

- Some are discretionary while others are a job requirement.

- Potential negative consequences e.g. sacrificing family time to perform OCB

3) Counterproductive work behaviours: Voluntary behaviours that harm the organisation.

4) Joining and staying with the organisation: Join and stay committed to working there. A lack of talent pipeline and high staff turnover can hurt OE. 

5) Maintaining work attendance: Minimising absenteeism when capable of working, minimising presenteeism when not fit to perform