9 Chapter Foundations of Individual Behavior Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-1

Learning Outcomes After studying this chapter, you will be able to: Identify the focus and goals of organizational behavior (OB). Explain the role that attitudes play in job performance. Describe different personality theories. And … Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-2

Learning Outcomes (cont.) Describe perception and the factors that influence it. Discuss learning theories and their relevance in shaping behavior. Discuss contemporary issues in OB. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-3

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Organizational Behavior Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-5

Goals of Organizational Behavior Managers need to explain, predict and influence these behaviors: 1.Employee productivity 2.Absenteeism 3.Turnover 4.Organizational citizenship behavior 5.Job satisfaction 6.Workplace misbehavior Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-6

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Attitudes and Job Performance Key attitudes: Job satisfaction Job involvement Organizational commitment Employee engagement Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-8

Attitudes and Consistency Cognitive dissonance is any incompatibility or inconsistency between attitudes or between behavior and attitudes. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-9

Understanding Attitudes Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-10

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Personality Theories Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-12

Big Five Model of Personality Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-13 The Big Five factors are: 1.Extraversion 2.Agreeableness 3.Conscientiousness 4.Emotional stability 5.Openness to experience

Emotional Intelligence Emotional intelligence is composed of five dimensions: 1.Self-awareness 2.Self-management 3.Self-motivation 4.Empathy 5.Social skills Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-14

Personality Traits Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-15

Matching Personalities and Jobs Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-16

Personality Attributes and Culture Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-17

Understanding Personality Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-18

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Perception Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-20

Judging Employees Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-21

Distorted Attributions Say one thing but hear another Overestimate influence of personal factors Attribute success to internal factors Attribute failure to external factors Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-22

Perceptual Shortcuts Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-23

Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-24 Understanding Perception

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Learning Theories Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-26 Operant conditioning – Behavior is a function of its consequences. Social learning – People can learn through observation and direct experience.

Social Learning Theory Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-27

Shaping Behavior Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-28

Understanding Learning Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-29

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Contemporary Issues Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-31

Managerial Challenges Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-32

Negative Behavior in the Workplace Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-33

Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 9-34