©Prentice Hall, 2001Chapter 21 Foundations of Individual Behavior

©Prentice Hall, 2001Chapter 22 Biographical Characteristics MaritalStatus Gender Tenure Age

©Prentice Hall, 2001Chapter 23 Intellectual Abilities Number aptitude Verbal comprehension Perceptual speed Inductive reasoning Deductive reasoning Spatial visualization Memory ability

©Prentice Hall, 2001Chapter 24 Flexibility Factors Flexibility Factors Strength Factors Strength Factors Other Factors Other Factors Basic Physical Abilities

©Prentice Hall, 2001Chapter 25 The Ability-Job Fit Abilities of the employee Requirements of the job

©Prentice Hall, 2001Chapter 26 SocialLearning ClassicalConditioningOperantConditioning What Is Learning?

©Prentice Hall, 2001Chapter 27 Methods of Shaping Behavior Methods of Shaping Behavior NegativeReinforcementNegativeReinforcementPositiveReinforcementPositiveReinforcement ExtinctionExtinctionPunishmentPunishment

©Prentice Hall, 2001Chapter 28 Schedules of Reinforcement Fixed- Interval Fixed- Ratio Variable- Ratio Variable- Interval Ratio Low High

©Prentice Hall, 2001Chapter 39 Values, Attitudes, and Job Satisfaction

©Prentice Hall, 2001Chapter 310 The Importance of Values JudgmentContent IntensityStability

©Prentice Hall, 2001Chapter 311 Types of Values TerminalValuesTerminalValuesInstrumentalValuesInstrumentalValues

©Prentice Hall, 2001Chapter 312 Unique Values of Today’s Workforce Career Stage Entered the Workforce Approximate Current Age Dominant Work Values 1. Protestant 2. Existential 3. Pragmatic 4. Generation X Mid-1940s to Late 1950s 1960s to Mid-1970s Mid-1970s to Mid-1980s through 1990s 60 to to to 45 Under 35 Hard working; loyal to firm; conservative Nonconforming; seeks autonomy; loyal to self Ambitious, hard worker; loyal to career Flexible, values leisure; loyal to relationships

©Prentice Hall, 2001Chapter 313 Hofstede’s Cultural Dimensions Power distance Uncertainty avoidance Individualism or Collectivism Quantity or Quality of Life Long-term or Short-term Power distance Uncertainty avoidance Individualism or Collectivism Quantity or Quality of Life Long-term or Short-term

©Prentice Hall, 2001Chapter 314 Selected Countries on the Uncertainty Avoidance & Masculinity Scales Uncertainty Avoidance Index Masculinity Index Fem Status Quo Risk-taking Masc HK USA GB SING GRE JAPAN GER YUG SO AMER So AMER SWE FRAN SPN

©Prentice Hall, 2001Chapter 315 Selected Countries on the Uncertainty Avoidance & Power Distance Scales Uncertainty Avoidance Index Power Distance Index Low High - Status Quo Risk-taking -Low High SWE USA GB HK SING PHIL IND SPN FRAN JAPAN GRE YUG GER SO AMER

©Prentice Hall, 2001Chapter 316 What Are Attitudes? Cognitive component Affective component Behavioral component

©Prentice Hall, 2001Chapter 317 Types of Attitudes Job satisfaction Job involvement Organizational commitment

©Prentice Hall, 2001Chapter 318 Importance of the Elements Importance CognitiveDissonanceCognitiveDissonance Degree of Personal Influence Degree of Personal Influence RewardsInvolvedRewardsInvolved

©Prentice Hall, 2001Chapter 319 Attitude-Behavior Relationship Importance Specificity Accessibility Social pressures Direct experience Moderating Variables Behavioral Influence High Low

©Prentice Hall, 2001Chapter 320 Self-Perception Theory After the Fact CasualStatementsPlausibleAnswers Behavior-Attitude Relationship

©Prentice Hall, 2001Chapter 321 Measuring Job Satisfaction SingleGlobalRatingSumming up Job Facets

©Prentice Hall, 2001Chapter 322 ProductivityProductivity AbsenteeismAbsenteeism TurnoverTurnover JobSatisfaction and Employee PerformanceJobSatisfaction Performance

©Prentice Hall, 2001Chapter 323 Responses to Job Dissatisfaction Destructive Active Passive Constructive Exit Voice NeglectLoyalty

©Prentice Hall, 2001Chapter 324 Job Satisfaction and OCB OutcomesTreatmentProcedures Perceptions of Fairness