1. Ryerson University, Toronto, Ontario
PowerPoint Presentation to Accompany Management Third Canadian Edition John R. Schermerhorn, Jr. Barry Wright
Prepared by: Jim LoPresti
University of Colorado, Boulder
Revised by: Dr. Shavin Malhotra
Ryerson University, Toronto, Ontario 1

2. Chapter 12: Individual Behaviour
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3. Chapter 12 Learning Objectives
12.1 Describe how perceptions influence individual behavior.
12.2 Explain what we should know about personalities in the workplace.
12.3 Explain how attitudes influence individual behaviour.
12.4 Explain the dynamics of emotions, moods, and stress.
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4. Perception Perception
The process through which people receive, organize and interpret information from the environment.
People can perceive the same things or situations differently.
People behave on the basis of their perceptions.
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5. Perception Psychological contract Person-job fit begins here.
A set of expectations held by an individual about what will be given and received in the employment relationship.
An ideal work situation is one with a fair psychological contract.
Balance of contributions and inducements.
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6. Perception Figure 12.1 Components in the psychological contract
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7. Perception Perception and attribution Attribution
The process of developing explanations for events.
Fundamental attribution error
Occurs when observers blame another’s performance failures or problems on internal factors rather than external factors.
Self-serving bias
Occurs because individuals blame their personal performance failures or problems on external factors and attribute their successes to internal factors.
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8. Perception Perceptual tendencies and distortions: Stereotypes
Occur when someone is identified with a group or category, and then oversimplified attributes associated with the group or category are used to describe the individual.
Halo effects
Occur when one attribute is used to develop an overall impression of a person or situation.
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9. Perception Perceptual tendencies and distortions: Selective perception
The tendency to single out for attention those aspects of a situation or attributes of a person that reinforce or appear consistent with one’s existing beliefs, values, or needs.
Projection
The assignment of personal attributes to other individuals.
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10. Perception Perceptual tendencies and distortions:
Impression management
The systematic attempt to influence how others perceive us.
dress to convey positive appeal
flatter others to generate positive feelings
when conversing, make eye contact and smile
display a high level of energy
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11. Personality
Personality: the combination or overall profile of characteristics that makes one person unique from others.
“Big Five” personality traits:
Extroversion: degree to which someone is outgoing, sociable, and assertive.
Agreeableness: degree to which someone is good-natured, cooperative, and trusting.
Conscientiousness: degree to which someone is responsible, dependable, and careful.
Emotional stability: degree to which someone is relaxed, secure, and unworried.
Openness: degree to which someone is curious, receptive to new things, and open to change.
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12. Personality Myers-Briggs Type Indicator:
Extraverted vs. introverted —whether a person tends toward being outgoing and sociable, or shy and quiet
Sensing vs. intuitive —whether a person tends to focus on details or on the big picture in dealing with problems
Thinking vs. feeling —whether a person tends to rely on logic or emotions in dealing with problems
Judging vs. perceiving —whether a person prefers order and control, or acts with flexibility and spontaneity
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13. Personality Other personality traits that affect work behaviour:
Locus of control
The extent to which people believe they are in control of their destinies versus believing that that what happens to them is beyond their control.
Authoritarianism
The degree to which a person defers to authority and accepts status differences.
Machiavellianism
The extent to which someone is emotionally detached and manipulative in using power.
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14. Personality Other personality traits that affect work behaviour:
Self-monitoring
The degree to which someone is able to adjust and modify behaviour in response to the situation and external factors.
Type A Personality
A person oriented toward extreme achievement, impatience, and perfectionism.
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15. Figure 12.3 The “Big Five” & five more personality dimensions that influence human behaviour at work.
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16. Attitudes
Attitude
A predisposition to act in a certain way toward people and things in one’s environment.
Components of attitudes:
Cognitive component.
Affective or emotional component.
Behavioural component.
Cognitive dissonance
The discomfort a person feels when attitudes and behaviour are inconsistent.
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17. Attitudes Job satisfaction
The degree to which an individual feels positively or negatively about various aspects of work.
Common aspects of job satisfaction:
Work itself.
Supervision.
Co-workers.
Advancement opportunities.
Pay
Work conditions.
Security.
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18. Attitudes
Strong and positive relationship between satisfaction and absenteeism and turnover.
Satisfaction-related concepts having quality of work life implications:
Job involvement
The extent to which an individual is dedicated to a job.
Organizational commitment
Loyalty of an individual to the organization.
Employee engagement
Willingness to help others and do extra.
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19. Attitudes
Satisfaction-related concepts having quality of work life implications:
Organizational citizenship
Willingness to go beyond the call of duty or go the extra mile in one’s work.
Job performance
Modest link between job satisfaction and performance.
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20. Figure 12.6 Arguments in the job satisfaction and performance relationship
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21. Emotions, Moods, and Stress
Three aspects of individual psychology
Emotions
A strong feeling directed toward someone or something
Moods
They are generalized positive and negative feelings or states of mind that may persist for some time.
Stress
A state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities.
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22. Emotions, Moods, and Stress
Sources of Stress
Stressors
Things that cause stress
Originate in work, personal, and nonwork situations.
Have the potential to influence work attitudes, behaviour, job performance, and health.
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23. Emotions, Moods, and Stress
Work factors as potential stressors:
Includes:
Excessively high or low task demands.
Role conflicts or ambiguities.
Poor interpersonal relationships.
Too slow or too fast career progress.
Work-related stress syndromes:
Set up to fail.
Mistaken identity.
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24. Emotions, Moods, and Stress
Consequences of stress:
Constructive stress
Acts as a positive influence.
Can be energizing and performance enhancing.
Destructive stress
Acts as a negative influence.
Breaks down a person’s physical and mental systems.
Can lead to job burnout and/or workplace rage.
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25. Figure 12.9 Potential negative consequences of a destructive job stress-burnout cycle.
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26. Emotions, Moods, and Stress
Personal wellness:
The pursuit of personal and mental potential though a personal health-promotion program.
A form of preventative stress management.
Enables people to be better prepared to deal with stress.
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27. COPYRIGHT
Copyright © 2014 John Wiley & Sons Canada, Ltd. All rights reserved. Reproduction or translation of this work beyond that permitted by Access Copyright (The Canadian Copyright Licensing Agency) is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons Canada, Ltd. The purchaser may make back-up copies for his or her own use only and not for distribution or resale. The author and the publisher assume no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information contained herein. 27