2. Perilaku Individu Chapter 9 Mata kuliah: J0754 - Pengelolaan Organisasi Entrepreneurial Dosen Pembuat: D3122 - Rudy Aryanto Tahun : 2009

3. Learning Objectives –Define perception and explain its role in understanding and coping with organizational life –Describe how self-efficacy can influence an employee’s behavior –Discuss why increasing diversity of the workforce requires the adoption of a different approach/style of managing employees –Compare the meaning of the psychological contract from employee and employer perspectives –Explain why it’s difficult to change an attitude

4. Understanding Behavior Variables that influence behavior –Abilities and skills –Background –Demographic variables Can any manager modify, mold, or reconstruct behaviors? –This is much debated among behavioral scientists and managerial practitioners

5. Individual Behavior Framework The Environment The Individual Behaviors Outcomes

6. Individual Behavior To understand individual differences, managers must –Observe and recognize the differences –Study variables that influence individual behavior –Discover relationships among the variables

7. Individual Behavior Research finds that behavior –Is caused –Is goal directed –Can be observed –Is measurable –Is motivated Behavior that is not directly observable is also important in accomplishing goals

8. Individual Behavior Questions that help managers pinpoint performance issues –Does the employee have the skill and ability to perform the job? –Does the employee have the resources to perform the job? –Is the employee aware of the performance problem?

9. Individual Behavior Questions (continued) –When did the performance problem surface? –How do the employee’s co-workers react to the performance problem? –What can I do as a manager to alleviate the performance problem?

10. Individual Differences Poor performance –Even highly motivated employees may not have the abilities or skills to perform well Ability –A biological or learned trait that permits a person to do something mental or physical Skills –Task-related competencies

11. Individual Differences Job analysis –Defining and studying a job in terms of behavior –Specifying education and training needed to perform the job –Used to take some of the guesswork out of matching jobs to people Matching people with jobs is often a problem

12. Matching People to Jobs Matching people to jobs involves –Employee selection –Training and development –Career planning –Employee counseling Managers must examine –Job content –Required behaviors –Preferred behaviors

13. Skills and Abilities Mental ability examples –Flexibility –Fluency and verbal comprehension –Inductive reasoning –Associative memory –Span memory –Number facility –Deductive reasoning –Spatial orientation and visualization

14. Skills and Abilities Physical skill examples –Dynamic strength –Extent flexibility –Gross body coordination –Gross body equilibrium –Stamina

15. Demographics Among the most important demographic classifications –Gender –Race –Cultural diversity

16. Demographics White male research results should not influence –Decisions –Prescriptions –Techniques Faulty generalizations lead to –Improper assumptions –Inadequate solutions –Inaccurate rewards and evaluations

17. Psychological Variables Perception Attribution Attitudes Personality Emotional Intelligence

18. Perception Perception is based on five senses –Sight –Touch –Hearing –Taste –Smell Perception helps individuals –Select, organize, store, and interpret stimuli into a meaningful and coherent picture of the world.

19. Differing Perceptions A manager believes employees have opportunities to judge how to do the job –The employee feels there is no freedom to make judgments A worker’s response to a request is based on what she thought she heard –It was not based on what was actually requested A manager considers a product to be of high quality –The customer feels it is poorly made

20. Perceptual Differences & Behavior Freedom worker is given Manager’s perception Worker has lots of freedom to make decisions Manager’s behavior No concern about freedom given to worker Manager’s behavior Puzzled by the absence record of worker Worker’s perception I am not given freedom to make decisions Worker’s behavior Feeling of being left out Staying home Worker’s behavior Belief that no one really cares

21. Stereotyping Over-generalized, over-simplified belief about people’s personal characteristics –Most people engage in stereotyping –Applies to both people and occupations –Self-perpetuating –Affects promotions, motivation, job design, or performance evaluation Situational factors, needs, emotions can affect perceptual accuracy

22. Stereotyping Stereotyping is perpetuated by –Selective perception –The manager’s characteristics –Situational factors –Needs –Emotions

23. Attribution The process of perceiving the causes of behavior and outcomes

24. Attribution Dispositional attributions –Emphasize some aspect of the individual Situational attributions –Emphasize the environment’s effect on behavior Before deciding if behavior is due to the person or the situation, consider –Consensus –Distinctiveness –Consistency

25. Attribution Types of attribution errors –Attributional bias –Fundamental attribution error –General positivity (the Pollyanna principle) –Self-serving bias

26. Attitudes A positive or negative feeling or mental state of readiness –Learned, organized through experience –Influences a person’s response to people, objects, and situations Components of an attitude –Affect –Cognition –Behavior

27. Outcomes of Attitudes Work factorsComponentsResponses Job design Manager style Company policies Technology Salary Benefits Affect Cognition Behavior Emotional Perceptual Action StimuliAttitudes Outcomes

28. Cognitive Dissonance A mental state of anxiety –Occurs when there’s a conflict among an individual’s various cognitions after a decision has been made

29. Cognitive Dissonance Organizational implications –Helps explain the choices made by someone with attitude inconsistency –Can help predict a person’s propensity to change attitudes If one is required to do or say things that contract personal attitudes –An attitude may be chosen that is more compatible with what they’ve said or done

30. Attitudes Changing employee attitudes –Can hinder job performance Factors that affect attitude change –Trust in the sender –The message itself –The situation

31. Attitudes and Values Values –The conscious, affective desires and wants that guide behavior Once internalized, values –Become a standard for guiding one’s actions –Affect the perceptions of appropriate ends and the appropriate means to those ends

32. Attitudes and Job Satisfaction Job satisfaction –Attitude individuals have about their jobs –Results from their perception of the jobs Dimensions linked to job satisfaction –Pay –Job –Promotion opportunities –Supervisor –Co-workers

33. Satisfaction-Performance Views 1. Job satisfaction Job Performance causes “The satisfied worker is more productive.” 2. Job satisfaction Job Performance is caused by “The more productive worker is satisfied.” 3. Job satisfaction Job Performance “There is no specific direction or relationship.”

34. Job Satisfaction Comparison Prottas and Thompson findings –Self-employment is a better career choice than organizational employment Higher levels of job satisfaction Lower job stress Higher levels of job autonomy satisfaction Lower levels of job pressure

35. Job-Customer Satisfaction Most businesses in developed countries are service oriented –Only satisfied customers return –Satisfied employees increase customer satisfaction and loyalty Job satisfaction and customer satisfaction flow in both directions –Rude, unhappy customers can result in dissatisfied employees

36. Personality Characteristics, tendencies, and temperaments –Determines commonalities and differences in people’s behavior

37. Personality Personality is influenced by –Hereditary factors –Cultural factors –Social class and other group membership forces –Family and environment

38. Ego Defense Mechanisms Some ego defense mechanisms –Rationalization –Identification –Compensation –Denial of reality

39. Theories of Personality Trait Personality Theories –Predispositions direct the behavior of an individual in a consistent pattern Psychodynamic Personality Theories –Freudian approach (id, superego, ego) –Emphasis on subconscious determinants of behavior Humanistic Personality Theories –Emphasis on growth and self-actualization

40. Measuring Personality Minnesota Multiphasic Personality Inventory –Statements to which one responds True, False, or Cannot Say –Covers health, psychosomatic symptoms, neurological disorders, social attitudes, phobias, delusions, and sadistic tendencies

41. Measuring Personality Myers-Briggs Type Indicator (MBTI) –Assesses personality or cognitive style –Extroverted or introverted, sensory or intuitive, thinking or feeling, perceiving or judging

42. Big Five Model “Big Five” personality dimensions –Conscientiousness –Extraversion-Introversion –Agreeableness –Emotional Stability –Openness to Experience

43. Self-Efficacy Believing that you can perform adequately in a situation

44. Self-Efficacy Self-efficacy has three dimensions –Magnitude –Strength –Generality A person with high self-efficacy is motivated toward achievement Machiavellianism –Negative connotation associated with political maneuvering and power manipulation

45. Creativity The generation of novel ideas that may be converted into opportunities –Should be a core competency –The first step in the innovation process

46. Developing Creativity Buffering –Look for ways to absorb the risks of creative decisions made by employees Organizational time-outs –Give people time off to work on a problem and think things through Intuition –Give half-baked or raw ideas a chance

47. Developing Creativity Innovative attitudes –Encourage everyone to solve problems Innovative organizational structures –Let employees see and interact with many managers and mentors

48. Emotional Intelligence The ability to accurately perceive, evaluate, express, and regulate emotions and feelings

49. The Psychological Contract An implied understanding of mutual contributions between a person and an organization

50. The Psychological Contract Violation –A person perceives that the organization has failed honor one or more obligations Common obligations –Job security and feedback –Childcare benefits –Merit-based pay raises –Job autonomy –Computer training –Promotion