8 8thth edition editionSteven P. RobbinsSteven P. RobbinsMary CoulterMary CoulterPowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookCopyright 2005 Prentice Hall, Inc.Copyright 2005 Prentice Hall, Inc. All rights reserved. All rights reserved.Copyright 2005 Prentice Hall, Inc. All rights reserved. 142L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.Why Look at Individual Behavior?Describe the focus and the goals of organizational behavior.Explain why the concept of an organization as an iceberg is important to understanding organizational behavior.Define the five important employee behaviors that managers want to explain, predict, and influence.AttitudesDescribe the three components of an attitude.Discuss three job-related attitudes.Describe the impact of job satisfaction has on employee behavior.Copyright 2005 Prentice Hall, Inc. All rights reserved. 143L 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.PersonalityContrast 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.Tell how emotions and emotional intelligence impact behavior.Copyright 2005 Prentice Hall, Inc. All rights reserved. 144L 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.PerceptionExplain how an understanding of perception can help managers better understand individual behavior.Describe the key elements of attribution theory.Discuss how the fundamental attribution error and self-serving bias can distort attributions.Name three shortcuts used in judging others.LearningExplain how operant conditioning helps managers understand, predict, and influence behavior.Describe the implications of social learning theory for managing people at work.Discuss how managers can shape behavior.Copyright 2005 Prentice Hall, Inc. All rights reserved. 145Understanding Individual BehaviorOrganizational Behavior (OB)The actions of people at workDual Focus of OBIndividual behaviorvAttitudes, personality, perception, learning, and motivationGroup behaviorvNorms, roles, team building, leadership, and conflictGoals of OBTo explain, predict and influence behaviorCopyright 2005 Prentice Hall, Inc. All rights reserved. 146Important Employee BehaviorsEmployee ProductivityA performance measure of both efficiency and effectivenessAbsenteeismThe failure to report to work when expectedTurnoverThe voluntary and involuntary permanent withdrawal from an organizationCopyright 2005 Prentice Hall, Inc. All rights reserved. 147Important Employee BehaviorsOrganizational 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 SatisfactionThe individuals general attitude toward his or her jobCopyright 2005 Prentice Hall, Inc. All rights reserved. 148Psychological Factors Affecting Employee BehaviorAttitudesAttitudesPersonalityPersonalityPerceptionPerceptionLearningLearningEmployee Employee ProductivityProductivityAbsenteeismAbsenteeismTurnoverTurnoverOrganizational Organizational CitizenshipCitizenshipJob SatisfactionJob SatisfactionCopyright 2005 Prentice Hall, Inc. All rights reserved. 149Psychological FactorsAttitudesEvaluative statementseither favorable or unfavorableconcerning objects, people, or events.Components Of An AttitudeCognitive component: the beliefs, opinions, knowledge, or information held by a person.Affective component: the emotional or feeling part of an attitude.Behavioral component: the intention to behave in a certain way.Copyright 2005 Prentice Hall, Inc. All rights reserved. 1410Psychological Factors (contd)Job SatisfactionJob satisfaction is affected by level of income earned and by the type of job a worker does.Job Satisfaction and ProductivityFor individuals, productivity 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. 1411Psychological Factors (contd)Job Satisfaction and AbsenteeismSatisfied employees tend to have lower levels of absenteeism.Job Satisfaction and TurnoverSatisfied employees have lower levels of turnover; dissatisfied employees have higher levels of turnover.Turnover is affected by the level of employee performance.vThe preferential treatment afforded superior employees makes satisfaction less important in predicting their turnover decisions.Copyright 2005 Prentice Hall, Inc. All rights reserved. 1412Psychological Factors (contd)Job Satisfaction and Customer SatisfactionThe level of job satisfaction for frontline employees is related to increased customer satisfaction and loyalty.Interaction with dissatisfied customers can increase an employees job dissatisfaction.Actions to increase job satisfaction for customer service workers:vHire upbeat and friendly employees.vReward superior customer service.vProvide a positive work climate.vUse attitude surveys to track employee satisfaction.Copyright 2005 Prentice Hall, Inc. All rights reserved. 1413Psychological Factors (contd)Job InvolvementThe 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.vHigh levels of commitment are related to fewer absences and lower resignation rates.Copyright 2005 Prentice Hall, Inc. All rights reserved. 1414Psychological Factors (contd)Organizational CommitmentIs the degree to which an employee identifies with a particular organization and its goals and wishes 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. 1415Psychological Factors (contd)Perceived Organizational SupportIs 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 Prentice Hall, Inc. All rights reserved. 1416Attitude SurveysAttitude SurveysA 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 perceptions of the organization and their jobs.Copyright 2005 Prentice Hall, Inc. All rights reserved. 1417Attitudes and ConsistencyPeople seek consistency in two ways:Consistency among their attitudes.Consistency between their attitudes and behaviors.If an inconsistency arises, individuals:Alter their attitudesorAlter their behaviororDevelop a rationalization for the inconsistencyCopyright 2005 Prentice Hall, Inc. All rights reserved. 1418Cognitive Dissonance TheoryCognitive DissonanceAny incompatibility or inconsistency between attitudes or between behavior and attitudes.vAny form of inconsistency is uncomfortable and individuals will try to reduce the dissonance.The intensity of the desire to reduce the dissonance is influenced by:vThe importance of the factors creating the dissonance.vThe degree to which an individual believes that the factors causing the dissonance are controllable.vRewards available to compensate for the dissonance.Copyright 2005 Prentice Hall, Inc. All rights reserved. 1419The Importance of AttitudesImplication for ManagersAttitudes warn of potential behavioral problems: vManagers should do things that generate the positive attitudes that reduce absenteeism and turnover.Attitudes influence behaviors of employees:vManagers should focus on helping employees become more productive to increase job satisfaction.Employees will try to reduce dissonance unless:vManagers identify the external sources of dissonance.vManagers provide rewards compensating for the dissonance.Copyright 2005 Prentice Hall, Inc. All rights reserved. 1420PersonalityPersonalityThe 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. 1421Classifying Personality TraitsMyers Briggs Type Indicator (MBTI)A general personality assessment tool that measures the personality of an individual using four categories:vSocial interaction: Extrovert or Introvert (E or I)vPreference for gathering data: Sensing or Intuitive (S or N)vPreference for decision making: Feeling or Thinking (F or T)vStyle of decision making: Perceptive or Judgmental (P or J)Copyright 2005 Prentice Hall, Inc. All rights reserved. 1422The Big Five ModelExtraversionSociable, talkative, and assertiveAgreeablenessGood-natured, cooperative, and trustingConscientiousnessResponsible, dependable, persistent, and achievement orientedEmotional StabilityCalm, enthusiastic, and secure or tense, nervous, and insecureOpenness to ExperienceImaginative, artistically sensitive, and intellectualCopyright 2005 Prentice Hall, Inc. All rights reserved. 1423Other Personality InsightsLocus of ControlExternal locus: persons who believe that what happens to them 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 powerthe ends justify the means.Copyright 2005 Prentice Hall, Inc. All rights reserved. 1424Other Personality Insights (contd)Self-Esteem (SE)The degree to which people like or dislike themselvesHigh SEsvBelieve in themselves and expect success.vTake more risks and use unconventional approaches.vAre more satisfied with their jobs than Low SEs.Low SEsvAre more susceptible to external influences.vDepend on positive evaluations from others.vAre more prone to conform than high SEs.Copyright 2005 Prentice Hall, Inc. All rights reserved. 1425Other Personality Insights (contd)Self-MonitoringAn individuals ability to adjust his or her behavior to external, situational factors.High self-monitors:vAre sensitive to external cues and behave differently in different situations.vCan present contradictory public persona and private selves.Low self-monitorsvDo not adjust their behavior to the situation.vAre behaviorally consistent in public and private.Copyright 2005 Prentice Hall, Inc. All rights reserved. 1426Other Personality Insights (contd)Risk-TakingThe propensity (willingness) to take risks.vHigh risk-takers take less time and require less information than low risk-takers when making a decision.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. 1427Emotions and IntelligenceEmotionsIntense feelings (reactions) that are directed at specific objects (someone or something)Universal emotions:vAngervFearvSadnessvHappinessvDisgustvSurpriseCopyright 2005 Prentice Hall, Inc. All rights reserved. 1428Emotions and IntelligenceEmotional Intelligence (EI)An assortment of noncognitive skills, capabilities, and competencies that influence a persons ability to succeed in coping with environmental demands and pressures.Dimensions of EI:vSelf-awareness: knowing what youre feelingvSelf-management: managing emotions and impulsesvSelf-motivation: persisting despite setbacks and failuresvEmpathy: sensing how others are feelingvSocial skills: handling the emotions of othersCopyright 2005 Prentice Hall, Inc. All rights reserved. 1429Understanding Personality DifferencesPersonality-Job Fit Theory (Holland)An employees job satisfaction and likelihood of turnover depends on the compatibility of the employees personality and occupation.Key points of the theory:vThere are differences in personalities.vThere are different types of jobs.vJob satisfaction and turnover are related to the match between personality and job for an individual.Copyright 2005 Prentice Hall, Inc. All rights reserved. 1430PerceptionPerceptionA 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 expectationsThe targets characteristicsdistinctiveness, contrast, and similarity)The situation (context) factorsplace, time, locationdraw attention or distract from the targetCopyright 2005 Prentice Hall, Inc. All rights reserved. 1431How We Perceive PeopleAttribution TheoryHow the actions of individuals are perceived by others depends on what meaning (causation) we attribute to a given behavior.vInternally caused behavior: under the individuals controlvExternally caused behavior: due to outside factorsDetermining the source of behaviors:vDistinctiveness: different behaviors in different situationsvConsensus: behaviors similar to others in same situationvConsistency: regularity of the same behaviorCopyright 2005 Prentice Hall, Inc. All rights reserved. 1432How We Perceive People (contd)Attribution Theory (contd)Fundamental attribution errorvThe tendency to underestimate the influence of external factors and to overestimate the influence of internal or personal factors.Self-serving biasvThe 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. 1433Shortcuts Used in Judging OthersAssumed SimilarityAssuming that others are more like us than they actually are.StereotypingJudging someone on the basis of our perception of a group he or she is a part of.Halo EffectForming a general impression of a person on the basis of a single characteristic of that personCopyright 2005 Prentice Hall, Inc. All rights reserved. 1434LearningLearningAny relatively permanent change in behavior that occurs as a result of experience.vAlmost all complex behavior is learned.vLearning is a continuous, life-long process.vThe principles of learning can be used to shape behaviorTheories of learning:vOperant conditioningvSocial learningCopyright 2005 Prentice Hall, Inc. All rights reserved. 1435Learning (contd)Operant Conditioning (B.F. Skinner)The theory that behavior is a function of its consequences and is learned through experience.Operant behavior: voluntary or learned behaviorsvBehaviors are learned by making rewards contingent to behaviors. vBehavior that is rewarded (positively reinforced) is likely to be repeated.vBehavior that is punished or ignored is less likely to be repeated.Copyright 2005 Prentice Hall, Inc. All rights reserved. 1436Learning (contd)Social LearningThe theory that individuals learn through their observations of others and through their direct experiences.Attributes of models that influence learning:vAttentional: the attractiveness or similarity of the modelvRetention: how well the model can be recalledvMotor reproduction: the reproducibility of the models actionsvReinforcement: the rewards associated with learning the model behaviorCopyright 2005 Prentice Hall, Inc. All rights reserved. 1437Learning (contd)Shaping BehaviorAttempting to “mold individuals by guiding their learning in graduated steps such that they learn to behave in ways that most benefit the organization.Shaping methods:Positive reinforcement: rewarding desired behaviorsNegative reinforcement PunishmentExtinctionCopyright 2005 Prentice Hall, Inc. All rights reserved. 1438Learning (contd)Shaping BehaviorAttempting to “mold individuals by guiding their learning in graduated steps such that they learn to behave in ways that most benefit the organization.Shaping methods:Positive reinforcement: rewarding desired behaviors.Negative reinforcement: removing an unpleasant consequence once the desired behavior is exhibited.Punishment: penalizing an undesired behavior. Extinction: eliminating a reinforcement for an undesired behavior.Copyright 2005 Prentice Hall, Inc. All rights reserved. 1439