- Book Options and Supplements
- About the Authors
- Acknowledgments
- Dedications
- Preface
- Chapter 1: Organizational BehaviorPrint Chapter|
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- College Textbook Revolution: The Case of Flat World Knowledge
- Section 1: Understanding Organizational Behavior
- Section 2: Understanding Your Learning Style
- Section 3: Understanding How OB Research Is Done
- Section 4: Trends and Changes
- Maintaining Core Values: The Case of Nau
- Section 5: Conclusion
- Section 6: Exercises
- Chapter 2: Managing Demographic and Cultural DiversityPrint Chapter|
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- Chapter 3: Understanding People at Work: Individual Differences and PerceptionPrint Chapter|
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- Advice for Hiring Successful Employees: The Case of Guy Kawasaki
- Section 1: The Interactionist Perspective: The Role of Fit
- Section 2: Individual Differences: Values and Personality
- Section 3: Perception
- Section 4: The Role of Ethics and National Culture
- Using Science to Match Candidates to Jobs: The Case of Kronos
- Section 5: Conclusion
- Section 6: Exercises
- Chapter 4: Individual Attitudes and BehaviorsPrint Chapter|
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- Chapter 5: Theories of MotivationPrint Chapter|
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- Chapter 6: Designing a Motivating Work EnvironmentPrint Chapter|
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- Motivating Steel Workers Works: The Case of Nucor
- Section 1: Motivating Employees Through Job Design
- Section 2: Motivating Employees Through Goal Setting
- Section 3: Motivating Employees Through Performance Appraisals
- Section 4: Motivating Employees Through Performance Incentives
- Section 5: The Role of Ethics and National Culture
- Motivation Key for Success: The Case of Xerox
- Section 6: Conclusion
- Section 7: Exercises
- Chapter 7: Managing Stress and EmotionsPrint Chapter|
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- Facing Foreclosure: The Case of Camden Property Trust
- Section 1: What Is Stress?
- Section 2: Avoiding and Managing Stress
- Section 3: What Are Emotions?
- Section 4: Emotions at Work
- Section 5: The Role of Ethics and National Culture
- Getting Emotional: The Case of American Express
- Section 6: Conclusion
- Section 7: Exercises
- Chapter 8: CommunicationPrint Chapter|
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- You’ve Got Mail…and You’re Fired! The Case of RadioShack
- Section 1: Understanding Communication
- Section 2: Communication Barriers
- Section 3: Different Types of Communication and Channels
- Section 4: The Role of Ethics and National Culture
- Employee Satisfaction Translates to Success: The Case of Edward Jones
- Section 5: Conclusion
- Section 6: Exercises
- Chapter 9: Managing Groups and TeamsPrint Chapter|
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- Teamwork Takes to the Sky: The Case of General Electric
- Section 1: Group Dynamics
- Section 2: Understanding Team Design Characteristics
- Section 3: Management of Teams
- Section 4: Barriers to Effective Teams
- Section 5: The Role of Ethics and National Culture
- Green Teams at Work: The Case of New Seasons Market
- Section 6: Conclusion
- Section 7: Exercises
- Chapter 10: Conflict and NegotiationsPrint Chapter|
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- Negotiation Failure: The Case of the PointCast
- Section 1: Understanding Conflict
- Section 2: Causes and Outcomes of Conflict
- Section 3: Conflict Management
- Section 4: Negotiations
- Section 5: The Role of Ethics and National Culture
- Avoiding Conflict at WorldCom: The Case of Bernard Ebbers
- Section 6: Conclusion
- Section 7: Exercises
- Chapter 11: Making DecisionsPrint Chapter|
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- Chapter 12: Leading People Within OrganizationsPrint Chapter|
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- Taking on the Pepsi Challenge: The Case of Indra Nooyi
- Section 1: Who Is a Leader? Trait Approaches to Leadership
- Section 2: What Do Leaders Do? Behavioral Approaches to Leadership
- Section 3: What Is the Role of the Context? Contingency Approaches to Leadership
- Section 4: What’s New? Contemporary Approaches to Leadership
- Section 5: The Role of Ethics and National Culture
- Leadership Development: The Case of Starbucks
- Section 6: Conclusion
- Section 7: Exercises
- Chapter 13: Power and PoliticsPrint Chapter|
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- Focus on Power: The Case of Steve Jobs
- Section 1: The Basics of Power
- Section 2: The Power to Influence
- Section 3: Organizational Politics
- Section 4: Understanding Social Networks
- Section 5: The Role of Ethics and National Culture
- Getting Connected: The Case of Social Networking
- Section 6: Conclusion
- Section 7: Exercises
- Chapter 14: Organizational Structure and ChangePrint Chapter|
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- Chapter 15: Organizational CulturePrint Chapter|
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- Building a Customer Service Culture: The Case of Nordstrom
- Section 1: Understanding Organizational Culture
- Section 2: Characteristics of Organizational Culture
- Section 3: Creating and Maintaining Organizational Culture
- Section 4: Creating Culture Change
- Section 5: The Role of Ethics and National Culture
- Clash of the Cultures: The Case of Newell Rubbermaid
- Section 6: Conclusion
- Section 7: Exercises
There are no key terms for this page.
Understanding How OB Research Is Done
Learning Objectives
-
Learn the terminology of research.
-
Understand the different types of OB research methods used.
OB researchers have many tools they use to discover how individuals, groups, and organizations behave. Researchers have working hypotheseshypothesesTentative guesses or hunches for an expected observation, phenomenon, or scientific problem that can be tested. based on their own observations, readings on the subject, and information from individuals within organizations. Based on these ideas, they set out to understand the relationships among different variablesvariablesEntities that can take on different values.. There are a number of different research methods that researchers use, and we will discuss a few of these below. Imagine that your manager has asked you to find out if setting goals will help to make the employees at your company more productive. We will cover the different ways you could use research methods to answer this question, impress your boss, and hopefully get a promotion.
SurveyssurveysResearch tools used to elicit respondents’ reactions to specific questions. are one of the primary methods management researchers use to learn about OB. A basic survey involves asking individuals to respond to a number of questions. The questions can be open-ended or close-ended. An example of an open-ended question that could be used to address your manager’s question would be to ask employees how they feel about goal setting in relation to productivity, then summarize your findings. This might work if you have a small organization, but open-ended surveys can be time consuming to summarize and hard to interpret at a glance. You could get more specific by asking employees a series of close-ended questions in which you supply the response key, such as a rating of 1 to 5. Today it is easy to create online surveys that quickly compile the results automatically. There are even several free survey tools available online such as http://freeonlinesurveys.com/ and http://www.surveygizmo.com/, or you can use paper-and-pencil surveys.
Figure 1.7.
Sample Survey About the Effectiveness of Goal Setting
Instructions: We would like to gather your opinions about different aspects of work. Please answer the following three questions using the scale below:
Response Scale:
1=Strongly disagree
2=Disagree
3=Neither agree nor disagree
4=Agree
5=Strongly agree
Setting goals at work helps me to focus | 1 | 2 | 3 | 4 | 5 |
Goal setting is effective in improving performance | 1 | 2 | 3 | 4 | 5 |
I get more done when I use goal setting | 1 | 2 | 3 | 4 | 5 |
Regardless of the method you choose to collect your information, the next step is to look at the average of the responses to the questions and see how the responses stack up. But this still wouldn’t really answer the question your boss asked, which is whether using goal setting would help employees be more effective on the job. To do this, you would want to conduct a field study.
Field studiesfield studiesResearch conducted in actual organizations. They may include observation, interviews, surveys, or experiments. are also effective ways to learn about what is truly going on within organizations. There are survey field studies like the one above, but more compelling evidence comes from field studies that employ an experimental designexperimental designA study having a group that receives a treatment and a comparison group that receives no treatment.. Here you would assign half the employees at your company to the goal setting condition and the other half to the control groupcontrol groupA group that does not receive any experimental manipulation so it can be compared to a treatment group. condition. The control group wouldn’t get any information on goal setting but the treatment grouptreatment groupA group that receives experimental manipulation. would. If you found that the treatment group was more effective than the control group, you could tell your boss that goal setting works.
OB researchers are often interested in basic research questions such as “Can we show that goal setting increases performance on a simple task?” This is how research on goal setting started, and it is also how we can establish the conditions under which it works more or less effectively. Again, to address this, researchers may conduct a lab studylab studyResearch conducted under controlled conditions and may include observation, interviews, surveys, or experiments. in which one group is assigned one condition and the other group is assigned the control condition (generally the control condition involves no change at all). You may even have been involved in a lab study during your time at your university. One of the most important concepts to understand with lab studies is that they give the researcher a great deal of control over the environment they are studying but do so in a less “realistic” way, since they are not studying real employees in real work settings. For example, in a lab study, a researcher could simulate hiring and firing employees to see if firing some employees affected the goal-setting behavior of the remaining employees. While this wouldn’t be legal or ethical to do in a real organization, it could be a compelling lab study. At the same time, however, firing someone in a lab setting does not necessarily carry the same consequences as it would in real life.
Case studiescase studiesIn-depth descriptions of a single industry or company. are in-depth descriptions of a single industry or company. Case writers typically employ a systematic approach to gathering data and explaining an event or situation in great detail. The benefits of case studies are that they provide rich information for drawing conclusions about the circumstances and people involved in the topics studied. The downside is that it is sometimes difficult to generalizegeneralizabilityThe likelihood that findings in a given study would be found in another setting or study. what worked in a single situation at a single organization to other situations and organizations.
Meta-analysismeta-analysisThe process of summarizing research findings from studies on related topics. is a technique used by researchers to summarize what other researchers have found on a given topic. This analysis is based on taking observed correlations from multiple studies, weighting them by the number of observations in each study, and finding out if, overall, the effect holds or not. For example, what is the average relationship between job satisfaction and performance? Research shows that, looking across 300 studies, the relationship is moderately strong.[15] This is useful information because for years people had thought that the relationship did not exist, but when all the studies to date were examined together, the original beliefs about the satisfaction–performance relationship deteriorated. The advantage of meta-analysis is that it gives a more definitive answer to a question than a single study ever could. The downside is that meta-analysis is only possible if sufficient research has been done on the topic in question.
Another important thing to understand is the difference between reliabilityreliabilityThe consistency of measurement. and validityvalidityThe truth of the measurement.. Imagine you own a trucking company. A major component in trucking is managing the weight of different cargo. If you had a scale that gave you the same weight three times, we would say that was a very reliable scale. But, if it turns out the weights given are in kilograms instead of pounds, it would not be a valid measure if you charge for delivery by the pound.
Finally, much of management research addresses correlationscorrelationMeasures the strength of the relationship between two variables. between two concepts rather than actual causationcausationThe act of making something happen.. Correlation simply means that two things co-vary. For example, it would be inaccurate to assume that because 99% of the people who died this year also drank water, consuming water kills people. Yet many people claim their product caused a positive outcome when, in fact, the data do not support their claim any more than the water example. This brings up something that confuses even seasoned researchers. When you have only one observation it is called a datumdatumThe term that refers to a single observation.. When you use the word datadataThe term used to describe multiple observations and is always plural (as if you were using the word numbers)., it refers to multiple observations, so it is always plural.
Key Takeaway
OB researchers test hypotheses using different methods such as surveys, field studies, case studies, and meta-analyses. Reliability refers to consistency of the measurement while validity refers to the underlying truth of the measurement. It is important to recognize the difference between correlation and causation.
Exercises
-
Create a hypothesis about people at work. Now that you have one in mind, which method do you think would be most effective in helping you test your hypothesis?
-
Have you used any of the OB research methods before? If not, what can you do to become more familiar with them?
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Give an example of a reliable measure.
-
Give an example of a valid measure.
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How can you know if a relationship is causal or correlational?
[15] Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction-job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127, 376–407.
Citation Information
APA Format:Erdogan, Berrin., and Bauer, Talya., Organizational Behavior V1.1. Retrieved Apr 5, 2011 from http://www.flatworldknowledge.com/node/122425 .
MLA Format:Erdogan, Berrin, , and Talya Bauer. Organizational Behavior V1.1. 1969 . Flat World Knowledge. 5 Apr, 2011. <http://www.flatworldknowledge.com/node/122425> .
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