1、PowerPoint Presentation by Charlie Cook Copyright 2005 Prentice Hall, Inc. All rights reserved.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,142,Why Look at Individual Behavior? Describe the focus and the goals of organizational behavior. Explain why the concept of an organization as an i
2、ceberg is important to understanding organizational behavior. Define the five important employee behaviors that managers want to explain, predict, and influence. Attitudes Describe the three components of an attitude. Discuss three job-related attitudes. Describe the impact of job satisfaction has o
3、n employee behavior.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,143,L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.,Attitudes (contd) Explain how individuals reconcile inconsistencies between attitudes and behavior. Personality Cont
4、rast the MBTI and the Big Five Model of personality. Describe the five personality traits that have proved to be most powerful in explaining individual behavior in organizations. Explain how emotions and emotional intelligence impact behavior.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,
5、144,L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.,Perception Explain how an understanding of perception can help managers better understand individual behavior. Describe the key elements of attribution theory. Discuss how the fundamental attri
6、bution error and self-serving bias can distort attributions. Name three shortcuts used in judging others. Learning Explain how operant conditioning helps managers understand, predict, and influence behavior. Describe the implications of social learning theory for managing people at work. Discuss how
7、 managers can shape behavior.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,145,Understanding Individual Behavior,Organizational Behavior (OB) The actions of people at work Dual Focus of OB Individual behavior Attitudes, personality, perception, learning, and motivation Group behavior Norm
8、s, roles, team building, leadership, and conflict Goals of OB To explain, predict and influence behavior.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,146,Exhibit 14.1,The Organization as an Iceberg,Copyright 2005 Prentice Hall, Inc. All rights reserved.,147,Important Employee Behaviors,E
9、mployee Productivity A performance measure of both efficiency and effectiveness Absenteeism The failure to report to work when expected Turnover The voluntary and involuntary permanent withdrawal from an organization,Copyright 2005 Prentice Hall, Inc. All rights reserved.,148,Important Employee Beha
10、viors,Organizational Citizenship Behavior (OCB) Discretionary behavior that is not a part of an employees formal job requirements, but which promotes the effective functioning of the organization. Job Satisfaction The individuals general attitude toward his or her job,Copyright 2005 Prentice Hall, I
11、nc. All rights reserved.,149,Psychological Factors Affecting Employee Behavior,Attitudes Personality Perception Learning,Employee Productivity Absenteeism Turnover Organizational Citizenship Job Satisfaction,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1410,Psychological Factors,Attitudes
12、 Evaluative statementseither favorable or unfavorableconcerning objects, people, or events. Components Of An Attitude Cognitive component: the beliefs, opinions, knowledge, or information held by a person. Affective component: the emotional or feeling part of an attitude. Behavioral component: the i
13、ntention to behave in a certain way.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1411,Psychological Factors (contd),Job Satisfaction Job satisfaction is affected by level of income earned and by the type of job a worker does. Job Satisfaction and Productivity For individuals, productivit
14、y appears to lead to job satisfaction. For organizations, those with more satisfied employees are more effective than those with less satisfied employees.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1412,Psychological Factors (contd),Job Satisfaction and Absenteeism Satisfied employees t
15、end to have lower levels of absenteeism. Job Satisfaction and Turnover Satisfied employees have lower levels of turnover; dissatisfied employees have higher levels of turnover. Turnover is affected by the level of employee performance. The preferential treatment afforded superior employees makes sat
16、isfaction less important in predicting their turnover decisions.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1413,Psychological Factors (contd),Job Satisfaction and Customer Satisfaction The level of job satisfaction for frontline employees is related to increased customer satisfaction a
17、nd loyalty. Interaction with dissatisfied customers can increase an employees job dissatisfaction. Actions to increase job satisfaction for customer service workers: Hire upbeat and friendly employees. Reward superior customer service. Provide a positive work climate. Use attitude surveys to track e
18、mployee satisfaction.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1414,Psychological Factors (contd),Job Involvement The degree to which an employee identifies with his or her job, actively participates in it, and considers his or her performance to be important to his or her self-worth.
19、 High levels of commitment are related to fewer absences and lower resignation rates.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1415,Psychological Factors (contd),Organizational Commitment Is the degree to which an employee identifies with a particular organization and its goals and wi
20、shes to maintain membership in the organization. Leads to lower levels of both absenteeism and turnover. Could be becoming an outmoded measure as the number of workers who change employers increases.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1416,Psychological Factors (contd),Perceived
21、 Organizational Support Is the general belief of employees that their organization values their contribution and cares about their well-being. Represents the commitment of the organization to the employee. Providing high levels of support increases job satisfaction and lower turnover.,Copyright 2005
22、 Prentice Hall, Inc. All rights reserved.,1417,Attitude Surveys,Attitude Surveys A instrument/document that presents employees with a set of statements or questions eliciting how they feel about their jobs, work groups, supervisors, or their organization. Provide management with feedback on employee
23、 perceptions of the organization and their jobs.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1418,Exhibit .2,Sample Attitude Survey,Source: Based on T. Lammers, “The Essential Employee Survey,” Inc., December 1992, pp. 15961.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1419,A
24、ttitudes and Consistency,People seek consistency in two ways: Consistency among their attitudes. Consistency between their attitudes and behaviors. If an inconsistency arises, individuals: Alter their attitudes or Alter their behavior or Develop a rationalization for the inconsistency,Copyright 2005
25、 Prentice Hall, Inc. All rights reserved.,1420,Cognitive Dissonance Theory,Cognitive Dissonance Any incompatibility or inconsistency between attitudes or between behavior and attitudes. Any form of inconsistency is uncomfortable and individuals will try to reduce the dissonance. The intensity of the
26、 desire to reduce the dissonance is influenced by: The importance of the factors creating the dissonance. The degree to which an individual believes that the factors causing the dissonance are controllable. Rewards available to compensate for the dissonance.,Copyright 2005 Prentice Hall, Inc. All ri
27、ghts reserved.,1421,The Importance of Attitudes,Implication for Managers Attitudes warn of potential behavioral problems: Managers should do things that generate the positive attitudes that reduce absenteeism and turnover. Attitudes influence behaviors of employees: Managers should focus on helping
28、employees become more productive to increase job satisfaction. Employees will try to reduce dissonance unless: Managers identify the external sources of dissonance. Managers provide rewards compensating for the dissonance.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1422,Personality,Pers
29、onality The unique combination of psychological characteristics (measurable traits) that affect how a person reacts and interacts with others.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1423,Classifying Personality Traits,Myers Briggs Type Indicator (MBTI) A general personality assessme
30、nt tool that measures the personality of an individual using four categories: Social interaction: Extrovert or Introvert (E or I) Preference for gathering data: Sensing or Intuitive (S or N) Preference for decision making: Feeling or Thinking (F or T) Style of decision making: Perceptive or Judgment
31、al (P or J),Copyright 2005 Prentice Hall, Inc. All rights reserved.,1424,The Big Five Model,Extraversion Sociable, talkative, and assertive Agreeableness Good-natured, cooperative, and trusting Conscientiousness Responsible, dependable, persistent, and achievement oriented,Emotional Stability Calm,
32、enthusiastic, and secure or tense, nervous, and insecure Openness to Experience Imaginative, artistically sensitive, and intellectual,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1425,Other Personality Insights,Locus of Control External locus: persons who believe that what happens to them
33、 is due to luck or chance (the uncontrollable effects of outside forces) . Internal locus: persons who believe that they control their own destiny. Machiavellianism (Mach) The degree to which an individual is pragmatic, maintains emotional distance, and seeks to gain and manipulate power”the ends ju
34、stify the means”.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1426,Other Personality Insights (contd),Self-Esteem (SE) The degree to which people like or dislike themselves High SEs Believe in themselves and expect success. Take more risks and use unconventional approaches. Are more sati
35、sfied with their jobs than Low SEs. Low SEs Are more susceptible to external influences. Depend on positive evaluations from others. Are more prone to conform than high SEs.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1427,Other Personality Insights (contd),Self-Monitoring An individuals
36、 ability to adjust his or her behavior to external, situational factors. High self-monitors: Are sensitive to external cues and behave differently in different situations. Can present contradictory public persona and private selves. Low self-monitors Do not adjust their behavior to the situation. Ar
37、e behaviorally consistent in public and private.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1428,Other Personality Insights (contd),Risk-Taking The propensity (willingness) to take risks. High risk-takers take less time and require less information than low risk-takers when making a dec
38、ision. Organizational effectiveness is maximized when the risk-taking propensity of a manager is aligned with the specific demands of the job assigned to the manager.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1429,Emotions and Intelligence,Emotions Intense feelings (reactions) that are
39、 directed at specific objects (someone or something) Universal emotions: Anger Fear Sadness Happiness Disgust Surprise,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1430,Emotions and Intelligence,Emotional Intelligence (EI) An assortment of noncognitive skills, capabilities, and competenci
40、es that influence a persons ability to succeed in coping with environmental demands and pressures. Dimensions of EI: Self-awareness: knowing what youre feeling Self-management: managing emotions and impulses Self-motivation: persisting despite setbacks and failures Empathy: sensing how others are fe
41、eling Social skills: handling the emotions of others,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1431,Exhibit 14.4,Hollands Typology of Personality and Sample Occupations,Realistic Prefers physical activities that require skill, strength, and coordination. Investigative Prefers activitie
42、s involving thinking, organizing, and understanding. Social Prefers activities that involve helping and developing others.,Conventional Prefers rule-regulated, orderly, and unambiguous activities. Enterprising. Prefers verbal activities in which there are opportunities to influence others and attain
43、 power. Artistic. Prefers ambiguous and unsystematic activities that allow creative expression.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1432,Understanding Personality Differences,Personality-Job Fit Theory (Holland) An employees job satisfaction and likelihood of turnover depends on
44、the compatibility of the employees personality and occupation. Key points of the theory: There are differences in personalities. There are different types of jobs. Job satisfaction and turnover are related to the match between personality and job for an individual.,Copyright 2005 Prentice Hall, Inc.
45、 All rights reserved.,1433,Perception,Perception A process by which individuals give meaning (reality) to their environment by organizing and interpreting their sensory impressions. Factors influencing perception: The perceivers personal characteristicsinterests, biases and expectations The targets
46、characteristicsdistinctiveness, contrast, and similarity) The situation (context) factorsplace, time, locationdraw attention or distract from the target,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1434,Exhibit 14.5,Perception Challenges: What Do You See?,Copyright 2005 Prentice Hall, Inc
47、. All rights reserved.,1435,How We Perceive People,Attribution Theory How the actions of individuals are perceived by others depends on what meaning (causation) we attribute to a given behavior. Internally caused behavior: under the individuals control Externally caused behavior: due to outside fact
48、ors Determining the source of behaviors: Distinctiveness: different behaviors in different situations Consensus: behaviors similar to others in same situation Consistency: regularity of the same behavior,Copyright 2005 Prentice Hall, Inc. All rights reserved.,1436,Exhibit 14.6,Attribution Theory,Cop
49、yright 2005 Prentice Hall, Inc. All rights reserved.,1437,How We Perceive People (contd),Attribution Theory (contd) Fundamental attribution error The tendency to underestimate the influence of external factors and to overestimate the influence of internal or personal factors. Self-serving bias The tendency of individuals to attribute their successes to internal factors while blaming personal failures on external factors.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,
