Chapter 14 Understanding Individual Behavior

Interdisciplinary field – study human attitudes, behavior, and performance in organizations Important to managers as they depend on human cooperation Organizational citizenship – the tendency of people to help one another Organizational Behavior Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.2

An evaluation—either positive or negative—that predisposes a person to act in a certain way Managers need to understand employee attitudes for job behavior Managers want to develop and reinforce positive attitudes Positive, happy people are healthier, more effective, and more productive Attitudes Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.3

14.1 Components of Attitudes Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 4

Job Satisfaction – a positive attitude toward one’s job Organizational Commitment – an employee’s loyalty to and engagement with the organization Managers want the benefit of loyal, committed employees High-Performance Work Attitudes Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.5

14.2 Rate Your Job Satisfaction Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 6

Employees manage personal and work commitments, they may feel cognitive dissonance: Discomfort that occurs when individuals recognize inconsistencies in their own attitudes and behavior Conflicts among Attitudes Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.7

...the cognitive process people use to make sense of the environment Perceptual Selectivity – the process of screening and selecting stimuli Perceptual Distortions – errors in perceptual judgment – Stereotyping: generalizing about group or individual – Halo effect: impression based on one characteristic – Perceptual defense: protecting oneself against objects and ideas that are threatening Attributions – judgment about the cause of behavior Perception Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.8

14.3 The Perception Process 9 Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

14.4 Perception— What Do You See? Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 10

14.5 How Accurate Is Your Perception? Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 11

Distinctiveness – behavior is unusual Consistency – history of observed person Consensus – other responses Factors that Influence Attribution Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.12

14.6 Factors Influencing Whether Attributions Are Internal or External Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 13

Extroversion Agreeableness Conscientiousness Emotional stability Openness to experience Personality Traits Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.14

14.7 The Big Five Personality Traits Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 15

Locus of Control – responsibility of success/failure within oneself vs. outside forces Authoritarianism – power and status differences should exist within organization Machiavellianism – focus on acquiring power Different problem-solving styles and approaches: – Myers-Briggs Type Indicator assessment Attitudes and Behaviors Influenced by Personality Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.16

14.8 Measuring Locus of Control Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 17

14.9 Four Problem-Solving Styles Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 18

Managers must match the right employees with the right jobs Person-job fit increases job satisfaction and commitment Includes person-environment fit to add employees who fit organizational environment Person-Job Fit Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.19

A mental state that arises spontaneously within a person based on interactions People cannot be separated from their emotions Managers can influence positive or negative emotions at work – Emotional contagion Good managers pay attention to people’s emotions Emotions Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.20

14.10 Positive and Negative Emotions Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 21

Emotional Intelligence Self-awareness Self-management Social awareness Relationship management Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.22

Learning is a change in behavior or performance that occurs as the result of experience – Ability to adapt to changes in the world – Managers have to learn – Active experimentation promotes learning – Requires reflection Managers are required to change and therefore they must learn The Learning Process Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.23

14.11 Experiential Learning Cycle Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 24

Individuals’ learning styles vary Questionnaires can aid in determining learning styles It helps for managers to know their dominant learning style Learning Styles Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.25

14.12 What’s Your Learning Style? Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 26

Work-related stress is increasing worldwide Low levels of stress can be a positive force Too much stress can have negative consequences Causes of Work Stress – Task demands – Interpersonal demand Stress and Stress Management Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.27

 Quiet rooms  Wellness programs  Training programs  Manager intervention  Work/life balance initiatives Innovative Responses to Stress Management Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.28

Type A and Type B Behavior Type A Behavior Pattern characterized by extreme competitiveness, impatience, aggressiveness, and devotion to work Type B Behavior Pattern that lacks Type A characteristics and includes more balanced, relaxed lifestyle Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.29

14.13 How Managers Create Stress for Employees Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 30