Download Organizational Behavior 10e

Organizational Behavior
Individual Differences
Organizational Behavior
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Contributing Disciplines Within the OB Field
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Psychology
Sociology
Social Psychology
Anthropology
Political Science
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Contributing Disciplines to the OB Field
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Contributing Disciplines to the OB Field (cont’d)
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Contributing Disciplines to the OB Field (cont’d)
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Contributing Disciplines to the OB Field (cont’d)
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Contributing Disciplines to the OB Field (cont’d)
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There Are Few Absolutes in OB
x
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Contingency
Variables
y
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Primary dependent variables
Dependent variables are the key factors that you want to
explain or predict and that are affected by some other
factor.
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Productivity
Absenteeism
Turnover
Organizational citizenship
Job satisfaction
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The Dependent Variables (cont’d)
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The Dependent Variables (cont’d)
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The Dependent Variables (cont’d)
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The Dependent Variables (cont’d)
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The Independent Variables
Independent
Variables
Individual-Level
Variables
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Group-Level
Variables
Organization
System-Level
Variables
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Organization Level variables
 Organizational behavior reaches its highest level
of sophistication when we add formal structure.
 The design of the formal organization, work
processes, and jobs; the organization’s human
resource policies and practices, and the internal
culture, all have an impact.
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Group-level variables
 The behavior of people in groups is more than the
sum total of all the individuals acting in their own
way.
 People behave differently in groups than they do
when alone.
 People in groups are influenced by:
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Acceptable standards of behavior by the group
Degree of attractiveness to each other
Communication patterns
Leadership and power
Levels of conflict
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Individual-level variables
 People enter organizations with certain
characteristics that will influence their behavior at
work.
 The more obvious of these are personal or
biographical characteristics such as age, gender,
and marital status; personality characteristics; an
inherent emotional framework; values and
attitudes; and basic ability levels.
 There is little management can do to alter them,
yet they have a very real impact on employee
behavior.
 Four other individual-level variables: perception,
individual decision making, learning, and
motivation.
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Biographical Characteristics
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Ability
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Dimensions of
Intellectual Ability
• Number aptitude
• Verbal comprehension
• Perceptual speed
• Inductive reasoning
• Deductive reasoning
• Spatial visualization
• Memory
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Physical Ability
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Nine Physical Abilities
Strength Factors
• Dynamic strength
• Trunk strength
• Static strength
• Explosive strength
Flexibility Factors
• Extent flexibility
• Dynamic flexibility
Other Factors
• Body coordination
• Balance
• Stamina
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The Ability-Job Fit
Employee’s
Abilities
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Ability-Job
Fit
Job’s Ability
Requirements
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Behavior Modification
Problem-solving Model
• Identify critical behaviors
• Develop baseline data
• Identify behavioral consequences
• Apply intervention
• Evaluate performance improvement
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OB MOD Organizational Applications
 Well Pay versus Sick Pay
– Reduce absenteeism by rewarding attendance, not
absence.
 Employee Discipline
– The use of punishment can be counter-productive.
 Developing Training Programs
– OB MOD methods improve training effectiveness.
 Self-management
– Reduces the need for external management control.
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Other Individual Differences
 In addition to biographical data, we look at
individual:
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Values
Culture
Attitudes
Personality
to help explain differences in the dependent
variables.
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Values
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Types of Values
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Values in
the
Rokeach
Survey
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Values in
the
Rokeach
Survey
(cont’d)
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Mean Value Rankings of
Executives, Union
Members, and Activists
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Dominant Work Values in Today’s Workforce
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Hofstede’s Framework for Assessing Cultures
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Hofstede’s Framework (cont’d)
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Hofstede’s Framework (cont’d)
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Hofstede’s Framework (cont’d)
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Hofstede’s Framework (cont’d)
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The GLOBE
Framework
for
Assessing
Cultures
• Assertiveness
• Future Orientation
• Gender differentiation
• Uncertainty avoidance
• Power distance
• Individual/collectivism
• In-group collectivism
• Power orientation
• Humane orientation
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Attitudes
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Types of Attitudes
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The Theory of Cognitive Dissonance
Desire to reduce dissonance
• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance
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Measuring the A-B Relationship
 Recent research indicates that the attitudes (A)
significantly predict behaviors (B) when
moderating variables are taken into account.
Moderating Variables
• Importance of the attitude
• Specificity of the attitude
• Accessibility of the attitude
• Social pressures on the individual
• Direct experience with the attitude
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Self-Perception Theory
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An Application: Attitude Surveys
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Sample Attitude Survey
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Job Satisfaction
 Measuring Job Satisfaction
– Single global rating
– Summation score
 How Satisfied Are People in Their Jobs?
– Job satisfaction declined to 50.7% in 2000
– Decline attributed to:
• Pressures to increase productivity
• Less control over work
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The Effect of Job Satisfaction on Employee
Performance
 Satisfaction and Productivity
– Satisfied workers aren’t necessarily more productive.
– Worker productivity is higher in organizations with
more satisfied workers.
 Satisfaction and Absenteeism
– Satisfied employees have fewer avoidable absences.
 Satisfaction and Turnover
– Satisfied employees are less likely to quit.
– Organizations take actions to cultivate high performers
and to weed out lower performers.
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Responses to Job Dissatisfaction
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How Employees Can Express Dissatisfaction
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Job Satisfaction and OCB
 Satisfaction and Organizational Citizenship
Behavior (OCB)
– Satisfied employees who feel fairly treated by and are
trusting of the organization are more willing to engage
in behaviors that go beyond the normal expectations of
their job.
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