1. Class2 Foundations of Individual Behavior
I.Biographical Characteristics
II.Ability
III.Personality
IV.Learning
Dependent Variable Productivity (job performance) Absenteeism Turnover Job satisfaction

2. I.Biographical Characteristics 1.Age
Age-Turnover:The older you get,the less likely you are to quit your job.
Absenteeism:Inversely related? Older -- higher rates of unavoidable absence
Productivity declines with age? Unrelated
Satisfaction:Most--positive association;U-Shaped.Professionals:continually increase; Nonprofessionals:falls during middle age ,--rise

3. I. 2.Gender
There is no significant difference in job Productivity between males and females.
No evidence indicates gender affects Job satisfaction
Absenteeism,women have higher rates of--. Family ,Time bound?
Turnover,mixed evidence.Some found females to have higher---;no difference

4. I. 3.Marital Status No enough studies on--- Productivity
Married employees have fewer Absences, less Turnover,more Job satisfaction
?Question of causation, ?Other statuses besides single or married,divorced or widow.

5. I. 4.Number of dependents No enough studies on--- Productivity
Positively correlated with Absence,esp. F.; Job satisfaction
Turnover:mixed result.Some indicate that children increase turnover;other lower.

6. I. 5.Tenure
Productivity,seniority isn’t a good predictor, past perf. related to output in new position
negatively related to Absenteeism (frequency,days off), Turnover
satisfaction: are positively related. More consistent and stable predictor that age.

7. II.Ability 1. Intellectual Ability dimensions
Number aptitude--speedy accurate arithmetic
Verbal Comprehension--read,heard,words
Perceptual speed--Fire investigator
Inductive reasoning
Deductive reasoning
Spacial visualization---interior decorator
Memory--Salesperson:names of

8. II.Ability 2. Physical Ability factors
Strength----Dynamic,trunk,static,explosive
Flexibility----extent, Dynamic
Other----body coordination,balance,Stamina

9. III.Personality
1.The sum total of ways in witch an individual reacts and interacts with others
2.Determinants Heredity Environment Situation

10. III.3.Personality traits
Source(primary) traits
The Myers-Briggs Type Indicator(MBTI) Extrovert vs. I, Sensing (S,N)Intuition, Thinking or Felling,Perceiving or Judging
The Big 5 Model---- Extroversion, Agreeableness,Conscientiousness, Emotional stability, Openness to experience

11. III.4.Personality Attributes in OB
Locus of control---Internal,E
Machiavellianism
Self-esteem
Self-monitoring
propensity for Risk-taking
Type A personality

12. III.5.Personality-job Fit
Holland’s personality-occupations typology
Realistic
Investigative
Conventional
Social
Enterprising
Artistic

13. IV. Learning 1. Theories of Learning
Any relatively permanent in behavior that occurs as a result of experience Change, permanent, behavior,experience
Classical conditioning---Ivan Pavlov:A type of conditioning where an individual responds to some stimulus that would not invariably produce such a response Unconditioned stimulus--Unconditioned resp Conditioned (artificial)

14. IV. Theories of Learning
Operant conditioning---B.F.Skinner--A type of conditioning where desired voluntary behavior leads to a reward or prevent a punishment. Reinforcement of the consequences by a behavior
Social-learning(extension)---Learn through observation and direct experience Perception---the influential process of model: 4 Attention, Retention,Motor reproduction, Reinforcement

15. IV. Learning 2. Shaping:A Managerial Tool
Shaping behavior:systematically reinforcing each successive step that moves an individual closer to the desired response
Methods of Shaping----positive,negative reinforcement,punishment,extinction Reinforcement has an impressive record (type, type of rewards,speed and permanence)

16. IV. Learning 2. Shaping:A Managerial Tool
Schedules of reinforcement Continuous---A desired behavior is reinforced each & every time it is demonstrated Intermittent---reinforced often enough to make the behavior worth repeating,but not every time it is demonstrated Intermittent(varied form) tends to promote more resistance to extinction than does the continuous form.

17. IV. Learning 2. Shaping:A Managerial Tool
Intermittent reinforcement Ratio schedules---how many responses the subject makes(a certain number of specific types of behavior) Fixed-Ratio: rewards are initiated after a fixed number of responses given Interval schedules---how much time has passed since the last reinforcement Fixed-internal:rewards are spaced at uniform time intervals, Variable-internal

18. IV. Learning 2. Shaping:A Managerial Tool
Reinforcement Schedules and behavior Continuous reinforcement---early satiation, weaken rapidly when reinforcers are withheld. Appropriate for newly emitted,unstable,or low-frequenency responses Intermittent---stable,or high-frequenency Variable schedule---higher performance Variable-interval generate high rates of response and more stable and consistent behavior

19. IV. Learning 3. Specific applications
Using lotteries to reduce absenteeism the name of all those employees with no absence are placed in a drum.4000(7500); The 1st 10:$200 bond,The next 20:$100 bond,70 a paid day off Follows a variable-ratio schedule -21%
Well pay vs. Sick pay Paid sick leave program, twice absenteeism Paid a bonus to employees with no absence & paid for sick leave after the 1st 8 hours of absence

20. IV. Learning 3. Specific applications
Employee discipline Act immediately to correct the problem, match the severity of the punishment to that of the “crime” , ensure the employee sees the link fast results in short-term, immediate change over a long run,employee frustration,fear, reoccurrences,increases in absenteeism & turnover
Developing training program Guide attention,practice,positive reward

21. IV. Learning 3. Specific applications
Creating mentoring program Provide advice & guidance; role models, learn to convey the attitudes and behaviors; observe, imitate,(emulate). Selection,assignment
Self-management: Learning techniques that allow individuals to manage their own behavior so that less external management control is necessary observing, comparing, self-monitoring,reward.