1. The Psychological Contract - set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return.
The Psychological Contract
Individual Contributions
Organizational Inducements

2. Understanding Individuals in Organizations
The Person-Job Fit
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.
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3. Personality and Individual Behavior
The relatively stable set of psychological and behavioral attributes that distinguish individuals.
Agreeableness
Conscientiousness
Extroversion
Openness
Negative Emotionality
The “Big Five” Personality Traits
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4. Personality The Myers-Briggs Type Indicator (MBTI) Personality Types
A popular questionnaire that some organizations use to assess personality types.
Is a useful method for determining communication styles and interaction preferences.
Has questionable validity and reliability.
Personality Types
Extraversion (E) versus Introversion (I)
Sensing (S) versus Intuition (N)
Thinking (T) versus Feeling (F)
Judging (J) versus Perceiving (P)
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5. Other Personality Traits
Locus of Control - extent to which people believe they control their own fate.
Internal locus of control—individuals who believe they are in control of their lives.
External locus of control—individuals believe that external forces dictate what happen to them.
Self-Efficacy – person’s belief about his or her capabilities to perform a task.
Authoritarianism – person’s belief that power and status differences are appropriate in hierarchal systems.
Machiavellianism - Behavior directed at gaining power and controlling the behavior of others.
Self Esteem – person’s belief that they are worthwhile.
Risk Propensity – person’s willingness to take chances and make risky decisions.
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6. Emotions Emotional Intelligence (EQ)
Emotions- intense feelings directed at someone or something
6 basic emotions:
Anger, fear, sadness, happiness, disgust and surprise.
Emotional Intelligence (EQ)
The extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills.
Self-awareness
Managing Emotions
Empathy
Social skills
Motivating oneself
Dimensions of EQ

7. Attitudes Attitudes Cognitive Dissonance
Complexes of beliefs and feelings that people have about specific ideas, situations, or other people.
Cognitive Dissonance
The conflict individuals experience among their own attitudes.
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8. Work-Related Attitudes
Job Satisfaction or Dissatisfaction
An 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, and organizational factors.
Satisfied employees are absent less often, make positive contributions, and stay with the organization.
Dissatisfied employees are absent more often, may experience stress which disrupts coworkers, and may be continually looking for another job.
High levels of job satisfaction do not necessarily lead to high job performance.
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9. Perception and Individual Behavior
The set of processes by which an individual becomes aware of and interprets information.
Selective Perception
The process of screening out information that we are uncomfortable with or that contradicts our beliefs.
If selective perception causes someone to ignore important information it can become quite detrimental.
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10. Perceptual Processes
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11. Perception and Individual Behavior
Stereotyping
The 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 likely unethical.
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12. Perception and Attribution
A mechanism through which we observe behavior and attribute a cause to it.
Consistency
Attribution
Distinctiveness
Consensus
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13. Personality Types Type A personality Type B 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 possible as quickly as possible.
Type 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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14. Stress Stress - A person’s response to a strong stimulus (stressor).
Causes – Personal and Job-Related Factors
Negative Personal Consequences
Behavioral
Psychological
Medical
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.
Burnout
A feeling of exhaustion that may develop when someone experiences too much stress for an extended period of time.
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15. Organizational Stressors
Causes of Work Stress
Interpersonal Demands •
Group pressures
Leadership styles
Conflicting
personalities
Task Demands
Quick decisions
Critical decisions
Incomplete informa-
tion for decisions
Physical Demands
Temperature extremes
Poorly designed office
Threats to health
Role Demands
Role ambiguity
Role conflict
Organizational Stressors
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16. Stress Management Strategies for Individuals
Managing Stress
Regular Exercise
Relaxation
Time Management
Support Groups
Stress Management Strategies for Individuals
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17. Creativity in Organizations
The 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, an attraction to complexity, high levels of energy, independence, autonomy, strong self-confidence, and a strong belief in their own creativity.
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18. The Creative Process (cont’d)
Enhancing Creativity in Organizations
Make creativity part of the organization’s culture.
Set goals for revenues from creative products and services.
Reward creativity; refrain from punishing creative failures.
Some ideas work out as expected, others don’t work out as intended.
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19. Workplace Behaviors Performance Behaviors Withdrawal Behaviors
Organizational Citizenship
Withdrawal Behaviors
Types of Workplace Behaviors
Performance Behaviors
The total set of work-related behaviors an organization expects an individual to display.
Withdrawal Behaviors
Absenteeism occurs when an individual does not show up for work when expected for legitimate or feigned reasons. It may be a symptom of other work-related problems.
Turnover occurs when individuals quit their jobs for work-related or personal reasons.