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Copyright 2005 Houghton Mifflin Company. All rights reserved. PowerPoint Presentation by Charlie Cook.

Chapter NineChapter Nine

Managing Individual

Behavior


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Copyright 2005 by Houghton Mifflin Company. All rights reserved. 92

Chapter OutlineChapter Outline

Understanding Individuals in Organizations The Psychological Contract

The Person-Job Fit

The Nature of Individual Differences

Personality and Individual Behavior

The Big Five Personality Traits The Myers-Briggs Framework

Other Personality Traits at Work

Emotional Inteligence

Attitudes and Individual Behavior Work-related Attitudes

Affect and Mood in Organizations


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Chapter Outline (contd)Chapter Outline (contd)

Perceptions and Individual Behavior Basic Perceptual Processes

Perception and Attribution

Stress and Individual Behavior Causes and Consequences

Managing Stress Creativity in Organizations

The Creative Individual

The Creative Process

Enhancing Creativity in Organizations

Types of Workplace Behavior Performance Behaviors

Withdrawal Behaviors

Organizational Citizenship

Dysfunctional Behaviors


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Learning ObjectivesLearning Objectives

After studying this chapter, you should be ableto:Explain the nature of the individual-organization

relationship.

Define personality and describe personality attributesthat affect behavior in organizations.

Discuss individual attitudes in organizations and howthey affect behavior.

Describe basic perceptual processes and the role of

attributions in organizations.Discuss the causes and consequences of stress and

describe how it can be managed.


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Learning Objectives (contd)Learning Objectives (contd)

Describe creativity and its role in organizations.Explain how workplace behaviors can directly or

indirectly influence organizational effectiveness.


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Figure 9.1Figure 9.1

Understanding IndividualsUnderstanding Individuals

in Organizationsin Organizations

The Psychological Contract The overall set of expectations held by an individual with respect

to what he or she will contribute to the organization and what theorganization will provide in return.


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in Organizations (contd)in Organizations (contd)

The Person-Job Fit

The extent to which the contributions made by the

individual match the inducement offered by the

organization.

Each employee has a specific set of needs to be fulfilled

and a set of job-related behaviors to contribute.

The degree to which the organization can take advantage of

those behaviors and, in turn, fulfill an employees needs willdetermine the level of person-job fit.




in Organizations (contd)in Organizations (contd)

The Person-Job Fit (contd)

Reasons for poor person-job fit:

Organizational selection procedures are imperfect.

Both people and organizations change over time.

Adopting new technologies changes the skills needed by

employees.

Each individual is unique and each job is unique.



Personality and Individual BehaviorPersonality and Individual Behavior

Individual BehaviorThe relatively stable set of psychological and

behavioral attributes that distinguish one person from

another.



The Big Five Personality TraitsThe Big Five Personality Traits

Agreeablenessa persons ability to get alongwith others.

Conscientiousnessthe number of goals on

which a person focuses. Negative emotionalitythe extent to which a

person is poised, calm, resilient, and secure.

Extraversiona persons comfort level with

relationships. Opennessa persons rigidity of beliefs and

range of interests.




The Big Five Model of PersonalityThe Big Five Model of Personality



The Myers-Briggs FrameworkThe Myers-Briggs Framework

Myers-Briggs Type Indicator (MBTI) A questionnaire used to differentiate personalities on

the four dimensions of the MB framework:

1. Extroversion (E) versus Introversion (I)

sociable versus solitary

1. Sensing (S) versus Intuition (N)

concrete versus conceptual

1. Thinking (T) versus Feeling (F)

logic and reason versus emotion and feelings

1. Judging (J) versus Perceiving (P) completion versus continuing participation

Useful to determine communication styles and interaction

preferences; has questionable reliability and validity.



Other Personality Traits at WorkOther Personality Traits at Work

Locus of ControlThe extent to which people believe that their behavior

has a real effect on what happens to them.

Internal locus of controlindividuals who believe they are

in control of their lives.

External locus of controlindividuals believe that external

forces dictate what happens to them.

Self-Efficacy

A persons belief about his or her capabilities to performa task. High self-efficacy individuals believe they can

perform well while low self-efficacy individuals doubt

their ability to perform.



Other Personality Traits at Work (contd)Other Personality Traits at Work (contd)

AuthoritarianismThe extent to which an individual believes that power

and status differences are appropriate within

hierarchical social organizations.

MachiavellianismBehavior directed at gaining power and controlling the

behavior of others.

Self-Esteem

The extent to which a person believes she/he is a

worthwhile individual.



Other Personality Traits at Work (contd)Other Personality Traits at Work (contd)

Risk PropensityThe degree to which an individual

is willing to take chances and

make risky decisions.



Emotional IntelligenceEmotional Intelligence

Emotional Intelligence (EQ)The extent to which people are self-aware, can manage

their emotions, can motivate themselves, express

empathy, and possess social skills

Persons with high EQs may perform better on jobs thatrequire interaction and directing others.

EQ can be developed and is not biologically based.



Attitudes and Individual BehaviorAttitudes and Individual Behavior

AttitudesComplexes of beliefs and feelings that people have

about specific ideas, situations, or other people.

The Three Components of Attitudes:

Affective component reflects the feelings andemotions an individual has toward a situation (i.e., howwe feel).

Cognitive component is derived from perceivedknowledge (i.e., why we feel the way we feel).

Intentional component is how a person expects tobehave in a given situation (i.e., what we intend doabout the situation).



AttitudinalAttitudinal

ComponentsComponents

Affective

Component

How we feel

toward the

situation

Affective

Component

How we feel

toward the

situation

Cognitive

Component

Why we feel

that way

Cognitive

Component

Why we feel

that way

Intentional

Component

How we intend to

behave toward orin the situation

Intentional

Component

How we intend to

behave toward orin the situation



Attitudes and Individual Behavior (contd)Attitudes and Individual Behavior (contd)

Cognitive DissonanceThe mental discomfort that individuals experience

when their own attitudes are in conflict with their

intended behavior.



Work-Related AttitudesWork-Related Attitudes

Job Satisfaction or DissatisfactionAn attitude that reflects the extent to which an individual

is gratified or fulfilled by his or her work.

Job Satisfaction and Work Behaviors

Job satisfaction is influenced by personal, group, andorganizational factors.

Satisfied employees are absent from work less often,make positive contributions, and stay with theorganization.

Dissatisfied employees are absent from work moreoften, may experience stress which disrupts coworkers,and are continually looking for another job.



Work-Related Attitudes (contd)Work-Related Attitudes (contd)

Job Satisfaction and Work BehaviorsHigh levels of job satisfaction do not necessarily lead to

high job performance.



Work-Related Attitudes (contd)Work-Related Attitudes (contd)

Organizational CommitmentAn attitude that reflects an individuals identification with

and attachment to an organization.

Organizational Commitment and Work

BehaviorsEmployee commitment strengthens with an individuals

age, years with the organization, sense of job security,

and participation in decision making.

Committed employees have highly reliable habits, plana longer tenure with the organization, and muster more

effort in performance.



Affect and Mood in OrganizationsAffect and Mood in Organizations

Positive AffectivityA tendency to be relatively upbeat and optimistic, have

an overall sense of well-being, see things in a positive

light, and seem to be in a good mood.

Negative AffectivityA tendency to be generally

downbeat and pessimistic,

tend to see things in a

negative way, and seem tobe in a bad mood.



Perception and Individual BehaviorPerception and Individual Behavior

PerceptionThe set of processes by which an individual becomes

aware of and interprets information.

Selective Perception

The process of screening out information that we areuncomfortable with or that contradicts our beliefs.

If selective perception causes someone to ignore

important information it can become quite detrimental.



Perception and Individual Behavior (contd)Perception and Individual Behavior (contd)

StereotypingThe process of categorizing or labeling people on the

basis of a single attribute (e.g., gender and race.)

Stereotyping may cost the organization valuable talent,

violate federal anti-bias laws, and is unethical.




The Perceptual ProcessesThe Perceptual Processes


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Characteristics and ProcessesCharacteristics and Processes

That Affect PerceptionThat Affect Perception

CHARACTERISTICSCHARACTERISTICS

OF THE PERSONOF THE PERSONCHARACTERISTICSCHARACTERISTICS

OF THE OBJECTOF THE OBJECT

SITUATIONALSITUATIONAL

CHARACTERISTICSCHARACTERISTICS

Source: Moorhead, Gregory and Ricky W. Griffin, Organizational Behavior, Second Edition. Copyright Houghton Mifflin Company.

Used with permissions.


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Perception and Perceptual ProcessesPerception and Perceptual Processes

AttributionA mechanism through which we observe behavior andattribute a cause to it.

Ways in Which Attributions Are Formed:

Consensusthe extent to which other people in thesame situation behave the same way.

Consistencythe extent to which the same person

behaves the same way at different times.

Distinctivenessthe extent to which the same personbehaves the same way in other situations.


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Stress and Individual BehaviorStress and Individual Behavior

StressA persons response to a strong stimulus (i.e., astressor.)

General Adaptation Syndrome (GAS)

The general cycle of the stress process.Stage 1 Alarm

Panic, wondering how to

cope, and a feeling of

helplessness.


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Stress and Individual Behavior (contd)Stress and Individual Behavior (contd)

General Adaptation Syndrome (GAS) (contd)Stage 2 Resistance Individual is actively resisting

the effects of the stressor.

Stage 3 Exhaustion

Prolonged exposure

to stress causes an

individual to give up.


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The General Adaptation SyndromeThe General Adaptation Syndrome


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Personality TypesType A personality Extremely competitive, aggressive, devoted to work, have a

strong sense of time urgency, impatient.

Have a lot of drive and want to

accomplish as much as possibleas quickly as possible.


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Personality TypesType B personality Less competitive, less devoted to work,

have a weaker sense of time urgency.

Less likely to experience personal stress

or to come into conflict with other people.

More likely to have a balanced,

relaxed approach to life.


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Causes of Work StressCauses of Work Stress


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Causes and ConsequencesCauses and Consequences

of Stress (contd)of Stress (contd)

Negative personal

consequences

Behavioralsmoking,

alcoholism, overeating, drug

abuse.

Psychologicalsleep

disturbances, depression.

Medicalheart disease,

stroke, backaches, ulcers,

skin conditions.

Negative work-related

consequences

Poor quality work output and

lower productivity.

Job dissatisfaction, low

morale, and a lack of

commitment.

Withdrawal through

indifference and

absenteeism.


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Consequences of StressConsequences of Stress

BurnoutA feeling of exhaustion that may develop whensomeone experiences too much stress for an extended

period of time.


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Stress Management Strategies forStress Management Strategies for

IndividualsIndividuals

Regular exercisereduces tension and stress, and improves self-

confidence and feelings of optimism.

Relaxationallows individuals to adapt and deal with their stress.

Time managementreduces stress by prioritizing activities to accomplish

themin their order of importance.

Support Groupsaway from work reduces stress.


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Stress Management: MeditationStress Management: Meditation

Getty Images


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Stress Management Strategies forStress Management Strategies for

OrganizationsOrganizations

Organizations are partly responsible for stress.

Organizations also bear the costs of stress-related claims.

Organizational wellness/stressmanagement programscan be used to promotehealthy employee activities

and derive the benefits ofincreased organizationalproductivity.


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Creativity in OrganizationsCreativity in Organizations

CreativityThe ability of an individual to generate new ideas or to

conceive of new perspectives in existing ideas.

The Creative Individual

Background experiences and creativity Many creative individuals were reared in creative

environments.

Personal traits and creativity

Creative persons have personal traits of openness, anattraction to complexity, high levels of energy, independence,

autonomy, strong self-confidence, and a strong belief in their

own creativity.


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Creativity in Organizations (contd)Creativity in Organizations (contd)

The Creative IndividualCognitive abilities and creativity

Most creative people are highly intelligent.

They are both divergent and convergent

thinkers, a skill they use to see

differences and similarities insituations, phenomena,

and events.


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The Creative ProcessThe Creative Process

PreparationFormal education and training is used to get up to

speed.

Experiences on the job provide additional knowledgeand ideas.

IncubationA period of conscious concentration

during which knowledge and ideasacquired during preparation,

mature and develop.Incubation can be helped by

pauses in rational thought.


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The Creative Process (contd)The Creative Process (contd)

InsightA spontaneous breakthrough in which the creative

person achieves a new understanding of some problem

or situation.

Patterns of thought coalesce into a new understanding. Verification

Determines the validity or truthfulness of the insight.

Tests are conducted and prototypes are built to see if

the insight leads to the expected results.


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The Creative Process (contd)The Creative Process (contd)

Enhancing Creativity in OrganizationsMake creativity part of the organizations culture.

Set goals for revenues from creative products and services.

Reward creative success; refrain

from punishing creative failures. Some ideas work out as expected,others dont work out

as intended.


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Types of Workplace BehaviorTypes of Workplace Behavior

Workplace BehaviorA pattern of action by the members of an organization

that directly or indirectly influences organizational

effectiveness.

Performance BehaviorsThe total set of work-related

behaviors an organization

expects an individual to display.


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AttitudeAttitudeBehavior RelationshipsBehavior Relationships

Source: Moorhead, Gregory and Ricky W. Griffin, Organizational Behavior, Second Edition. Copyright Houghton Mifflin Company.

Used with permissions.


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Types of Workplace Behavior (contd)Types of Workplace Behavior (contd)

Withdrawal BehaviorsAbsenteeism occurs when an individual does not show

up for work when expected for legitimate or feigned

reasons.

Absenteeism may be a symptom of other work-relatedproblems.

Turnover occurs when individuals

quit their jobs for work-related

or personal reasons.


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Organizational Citizenship

The behavior of individuals that makes a positive

overall contribution to the organization.

The determinants of organizational citizenship is a

complex mosaic of individual, social, and organizationalvariables.

The personality, attitudes, and needs of the individual.

The social context, or work group, in which the individual

works.

An organization (and its culture) capable of rewardingcitizenship behaviors.


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Dysfunctional Behaviors

Behaviors that detract from, rather than contribute to,

organizational performance.

Absenteeism and turnover

Theft and sabotage

Sexual and racial harassment

Politicized behavior

Intentionally misleading others

Spreading malicious rumors

Workplace violence

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