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Dr. Marilyn Young
MANA5320
Management and Organizational Behavior
Chapters 1-7
College of Business and Technology
1
2
3
1
4
Controlling
Planning
The Functions
of Management
Leading
Organizing
5
The Roles of Management
Decisional
Interpersonal
Informational
6
1-4a
Table 1-1
HISTORY OF ORGANIZATIONAL BEHAVIOR
CLASSICAL
Taylor, Follett, Gantt, Gilbreaths, Weber
2. ADMINISTRATIVE
Fayol
3. HUMAN RELATIONS MOVEMENT
Mayo
4. TOTAL QUALITY MANAGEMENT
5. CONTINGENCY
7
Standard work
conditions
8
15-min. rests + lunch
Standard
Same + Sat. a.m. off
15-min. rests + lunch
124
Same + 4 p.m. stop
132
Same + 4:30 p.m. stop
15-min. rests + lunch
Six 5-min. rests
Two 5-min. rests
Percentage of Standard Output
Results from the Relay Assembly Test Room
In general, productivity
increased with each
change
in work conditions
116
108
100
1-7
Table 1-3
McGregor’s Theory X and Theory
Y
Theory X
Theory Y
1. People dislike work
1. Work is a natural activity
2. People must be pushed to
objectives
work
3. Most people prefer to be
directed
2. People committed to
are capable of self-direction
3. Rewards help people become
committed to organizational
objectives
4. Employees can learn to seek
responsibility
5. Employees typically have
imagination, ingenuity, and
creativity
9
Theory X Versus Theory Y
Theory X
(traditional approach)
Theory Y
(modern approach)
Distrusting
Orientation
toward people
Accepting, promotes
betterment
Basically Lazy
Assumptions
about people
Need to achieve
and be responsible
Low (disinterested)
Interest in working
High
(very interested)
Work when pushed
Conditions under
which people
will work hard
Work when
appropriately trained
and recognized
10
Levels of OB Analysis
Individuals
Groups
Structures
11
Improving People Skills
Concepts
and Theories
Workplace
Skills
Personal
Insight
12
Productivity
Absenteeism
The
Dependent
Variables
Turnover
Organizational
Citizenship
Job Satisfaction
13
1
Introduction to the Field of
Organizational Behavior
14
The Study of Organizational Behavior
Psychology
Individual
Sociology
Social Psychology
Group
Anthropology
Organization
Political Science
15
Study of
Organizational
Behavior
Why Study Organizational Behavior
Understand
organizational
events
Organizational
Behavior
Research
Predict
Influence
organizational
organizational
events
events
16
Google and OB
Google founders Larry Page
and Sergey Brin have
leveraged the power of
organizational behavior to
create the world’s leading
Internet search engine as well
as one of the best places to
work.
© Richard Hernandez/San Jose Mercury News
17
What are Organizations?
Groups of people who work
interdependently toward
some purpose
 Structured patterns of
interaction
 Coordinated tasks
 Work toward some
purpose
© Richard Hernandez/San Jose Mercury News
18
Why Study Organizational Behavior
Understand
organizational
events
Organizational
Behavior
Research
Predict
Influence
organizational
organizational
events
events
19
Improving Quality
and Productivity
Total Quality
Management
Corporate
Reengineering
20
Empowering
the Workforce
Managers
Are Giving
Up Controls
Workers Are
Accepting
Responsibility
21
Stimulating Innovation
and Change
Maintaining flexibility
Improving quality
Introducing new products and
services
22
Trends: Globalization
Economic, social, and cultural connectivity with
people in other parts of the world
Effects of globalization on organizations:
 Greater efficiencies and knowledge sources
 Ethical issues about economies of developing
countries
 New organizational structures and
communication
 Greater workforce diversity
 More competitive pressure, demands on
employees
23
Trends: Globalization
Global companies:
 Extend their
activities to other
parts of the world
 actively participate in
other markets
 compete against
firms in other
countries
24
Trends: Information Technology
•Blurs temporal and spatial boundaries between
employees and organizations
•Re-designs jobs and power relationships
•Increases value of knowledge management
•Supports telecommuting
•Supports virtual teams
25
Telecommuting
•An alternative work arrangement where
employees work at home or remote site,
usually with a computer connection to the
office
•Tends to increase productivity and
empowerment, reduce stress and costs
•Problems with lack of recognition, lack of
social interaction
26
Managing Workforce Diversity
27
Trends: Changing Workforce
•Primary and secondary diversity -- but
concerns about distinguishing people by
ethnicity
•More women in workforce and professions
•Different needs of Gen-X/Gen-Y and babyboomers
•Diversity has advantages, but firms need to
adjust
28
Trends: Changing Workforce

Workforce has
increasing diversity
along several
dimensions

Primary categories
• gender, age, ethnicity,
etc.

Secondary categories
• some control over (e.g.
education, marital
status)
29
Trends: Employment Relationship
Employability
 “New deal” employment relationship
 Continuously learn new skills
Contingent work
 No contract for long-term employment
 Free agents, temporary-temporaries
 Minimum hours of work vary
30
Coping with
“Temporariness”
The Nature
of Work Is
Changing
Organizations
Are Also
Changing
31
Employability vs Job Security
Employability
Job Security
• Lifetime job security
• Limited job security
• Jobs are permanent
• Jobs are temporary
• Company manages
career
• Career selfmanagement
• Low emphasis on skill
development
• High emphasis on
skill development
32
Trends: Workplace Values & Ethics
Values are long-lasting beliefs about what is
important in a variety of situations


Define right versus wrong --guide our decisions
Values relate to individuals, companies, professions,
societies, etc.
Importance values due to:




Need to guide employee decisions and actions
Globalization increases awareness of different values
Increasing emphasis on applying ethical values
Ethics -- study of moral principles or values
33
Values/Ethics at Tom’s of Maine
Tom and Kate Chappell
have built Tom’s of Maine,
the personal health care
products firm, around the
idea that businesses need
to be compatible with the
personal values of their
employees.
34
Courtesy of Tom’s of Maine
Corporate Social Responsibility
Corporate Social Responsibility
 Organization’s moral obligation toward its
stakeholders
Stakeholders
 Shareholders, customers, suppliers,
governments etc.
Triple bottom line philosophy
 Economic, Social & Environmental
35
Improving Ethical Behavior
•Provide in-house advisers
•Create protection mechanisms
•Write and distribute codes of ethics
•Give seminars, workshops, &
training
36
Organizational Behavior Anchors
Multidisciplinary
Anchor
Open
Systems
Anchor
Organizational
Behavior
Anchors
Multiple Levels
of Analysis
Anchor
Systematic
Research
Anchor
Contingency
Anchor
37
Open Systems Anchor of OB
Feedback
Feedback
Subsystem
Inputs
Subsystem
Organization
Subsystem
38
Subsystem
Outputs
Knowledge Management Defined
Any structured activity that
improves an organization’s
capacity to acquire, share,
and use knowledge for its
survival and success
39
Intellectual Capital
Human
Capital
Knowledge that people possess
and generate
Structural
Capital
Knowledge captured in systems
and structures
Relationship
Capital
Values derived from satisfied
customers, reliable suppliers,
etc.
40
Knowledge Management Processes
Knowledge
acquisition
Knowledge
sharing
Knowledge
use
• Grafting
• Communication • Awareness
• Individual
learning
• Communities of • Empowerment
practice
• Experimentation
41
Organizational Memory
The storage and preservation of intellectual
capital
Retain intellectual capital by:



Keeping knowledgeable employees
Transferring knowledge to others
Transferring human capital to structural capital
Successful companies also unlearn.
42
2
Individual Behavior,
Values, and Personality
43
The Container Store
The Container Store is
a role model for
applying the key
drivers for employee
performance in
Courtesy of Mountain Equipment Co-op
customer service.
Courtesy of The Container Store
44
MARS Model of Individual Behavior
Role
Perceptions
Values
Personality
Motivation
Individual
Behavior and
Results
Perceptions
Emotions
Attitudes
Ability
Situational
Factors
Stress
45
Employee Motivation
Internal forces that affect a person’s voluntary
choice of behavior
 direction
 intensity
 persistence
M
R
BAR
A
46
S
Employee Ability
Natural aptitudes and learned capabilities
required to successfully complete a task
 competencies  personal
characteristics that lead to superior
performance
 person  job matching
• select qualified people
• develop employee
R
M
abilities through training
BAR
• redesign job to fit
A
S
person's existing abilities
47
Employee Role Perceptions
Beliefs about what behavior is required to
achieve the desired results:
 understanding what tasks to perform
 understanding relative importance of tasks
 understanding preferred
behaviors to accomplish tasks
M
R
BAR
A
48
S
Situational Factors
Environmental conditions beyond the
individual’s short-term control that constrain
or facilitate behavior
 time
 people
 budget
 work facilities
M
R
BAR
A
49
S
Types of Behavior in Organizations
Task
Performance
Maintaining
Work
Attendance
Types of
Work-Related
Behavior
Joining/Staying
with the
Organization
Organizational
Citizenship
CounterProductive
Behaviors
50
Values in the Workplace
Stable, evaluative beliefs that guide our
preferences
Define right or wrong, good or bad
Value system -- hierarchy of values
Values are important because:
 Ethical values
 Guide employee behavior
 Globalization raises awareness of values
differences
 Influence perceptions, decisions, behavior
51
Schwartz’s Values Model
Self-transcendence
Openness
to Change
Conservation
Self-enhancement
52
Hyundai Crosses Cultures in Alabama
© AP Photo/Yonhap
When Korean automobile giant Hyundai Motor
Company recently opened its manufacturing
plant in Montgomery, Alabama, local residents
and Hyundai executives alike paid close
attention to differences in Korean and
American cultural values.
53
Individualism- Collectivism
High
Peru
Italy
Portugal
Zimbabwe
Collectivism
Taiwan
Hong
Kong
China
Mexico
Turkey
Chile
Korea
France
U.S.A.
Japan
Egypt
Low
Low
Individualism
54
High
Power Distance
High Power Distance
China
The degree that
people accept
an unequal
distribution of
power in society
Russia
Japan
U.S.A.
Netherlands
Low Power Distance
55
Uncertainty Avoidance
High U. A.
Japan
France
The degree that people
tolerate ambiguity (low) or
feel threatened by
ambiguity and uncertainty
(high uncertainty
avoidance).
China
U.S.A.
Singapore
Low U. A.
56
Achievement-Nurturing
Achievement
Japan
U.S.A.
The degree that people
value assertiveness,
competitiveness, and
materialism (achievement)
versus relationships and
well-being of others
(nurturing)
China
Sweden
Nurturing
57
Long/Short-Term Orientation
Long-Term Orientation
China
Japan
The degree that people value
thrift, savings, and
persistence (long-term)
versus past and present
issues, respect for tradition
and fulfilling social
obligations (short-term).
Netherlands
U.S.A.
Russia
Short-Term Orientation
58
Four Ethical Principles
Greatest good for the greatest
Utilitarianism number of people
Individual
Rights
Distributive
Justice
Care
Fundamental entitlements
in society
People who are similar should
receive similar benefits
Favor those with whom we have
special relationships
59
Supporting Ethical Behavior
Ethical code of conduct
 Establishes standards of behavior
 Problem: Limited effect alone on ethical behavior
Ethics training
 Awareness and clarification of ethics code
 Practice resolving ethical dilemmas
Ethics officers
 Educate and counsel; hear about wrongdoing
Ethical leadership
 Demonstrate integrity and role model ethical conduct
60
Supporting Ethics at Adolph Coors
Long before it was a
priority at other firms,
Adolph Coors developed
training programs and
reward systems that
explicitly strengthen
ethical conduct.
61
Defining Personality
Relatively stable pattern of
behaviors and consistent internal
states that explain a person's
behavioral tendencies
62
Trends: Globalization
Implications of
globalization:
 New organizational
structures
 Different forms of
communication
 More competition,
change, mergers,
downsizing, stress
 Need more sensitivity to
cultural differences
63
Biographical
Characteristics
Age
Gender
Tenure
Marital
Status
64
Basic Physical Abilities
Strength
Factors
Other
Factors
65
Flexibility
Factors
What Is Personality?
Heredity Environment Situation
66
Personality Traits
Trusting
Suspicious
Practical
Imaginative
Forthright
Shrewd
Self-Assured
Apprehensive
Conservative
Experimenting
Group-Dependent
Self-Sufficient
Uncontrolled
Controlled
Relaxed
Tense
67
Myers-Briggs Type Indicator
Type of Social
Interaction
Extrovert (E)
Preference for
Gathering Data
Sensing (S)
Introvert (I)
Intuitive (N)
Feeling (F)
Preference for
Decision Making
Thinking (T)
Perceptive (P)
Style of
Decision Making
Judgmental (J)
68
Myers-Briggs Type Indicator
Extroversion versus
introversion
Sensing versus
intuition
Thinking versus
feeling
Courtesy of Thompson Doyle Hennessey & Everest
Judging versus
perceiving
69
Myers-Briggs Type Indicator
During their retreat in
Maine, employees at
Thompson Doyle
Hennessey & Everest
completed the MyersBriggs Type Indicator
and learned how their
personalities can help
them understand each
other more effectively.
70
Courtesy of Thompson Doyle Hennessey & Everest
Extraversion
Agreeableness
The “Big Five”
Personality Model
Emotional
Stability
Openness to
Experience
Conscientiousness
71
Big Five Personality Dimensions
Conscientiousness
Careful, dependable
Courteous, caring
Agreeableness
Anxious, hostile
Neuroticism
Openness to Experience
Sensitive, flexible
Outgoing, talkative
Extroversion
72
Personality Attributes and Behavior
Locus
of Control
Machiavellian
Traits
Self-Esteem
Self-Monitoring
Risk
Taking
Type A
Personality
73
Type A and B Personalities
Type A Behavior Pattern
•involves high levels of competitiveness, time
urgency, and irritability
Type B behavior pattern
•casual, laid-back style
Type A
overall edge in job performance, especially
tasks involving time pressure or solitary work;
impatient with coworkers
Type B
perform better on complex tasks that require
accuracy rather than
74 speed
Locus of Control and Self-Monitoring
Locus of control
 Internals believe in their effort and ability
 Externals believe events are mainly due
to external causes
Self-monitoring personality
 Sensitivity to situational cues, and ability
to adapt your behavior to that situation
75
Myers-Briggs Type Indicator
Extroversion
vs.
Introversion
Sensing
vs.
Intuition
Thinking
vs.
Feeling
Judging
vs.
Perceiving
76
Locus of Control and Self-Monitoring
Locus of control
 Internals believe in their effort and ability
 Externals believe events are mainly due to
external causes
Self-monitoring personality
 to that situation Sensitivity to situational
cues, and ability to adapt your behavior
77
Holland’s Occupational Choice Theory
Career success depends on fit between the
person and work environment
Holland identifies six “themes”
 Represent work environment and personality
traits/interests
A person aligned mainly with one theme is
highly differentiated
A person has high consistency when
preferences relate to adjacent themes
78
3
Perception and Learning in Organizations
79
Regina Peruggi, Back to the Floor
Regina Peruggi, president
of New York’s Central Park
Conservancy, got her
perceptions back in focus
by spending a week
working on the front line.
80
© BBC Photolibrary
Vodafone Executive Grahame Maher
Vodafone executive
Grahame Maher keeps
his perceptions in focus
by discarding the
executive suite and
working alongside
employees every day.
Bob Finlayson/Newspix
81
Perceptual Process Model
Environmental Stimuli
Feeling
Hearing
Seeing
Smelling
Selective Attention
Organization and
Interpretation
Emotions and
Behaviors
82
Tasting
Selective Attention
Characteristics of the object
 size, intensity, motion, repetition, novelty
Perceptual context
Characteristics of the perceiver
 attitudes
 perceptual defense
 expectations -- condition us to expect events
83
Splatter Vision Perception
Fighter pilots, police
detectives, and truck drivers
use splatter vision -scanning everything and
focusing on nothing. This
reduces the chance of
screening out potentially
important information.
84
© Corel Corp. Used with permission
Social Identity Theory
IBM
Employee
Live in
U.S.A.
An Individual’s
Social Identity
Univ. of Vermont
Graduate
85
Employees at
other firms
People living
in other countries
Graduates from
other schools
Social Identity Theory Features
Comparative process
 define ourselves by differences with others
Homogenization process
 similar traits within a group; different traits
across groups
Contrasting process
 develop less favorable images of people in
groups other than our own
86
The Study of Organizational Behavior
Psychology
Individual
Sociology
Social Psychology
Group
Anthropology
Organization
Political Science
87
Study of
Organizational
Behavior
Self-Fulfilling Prophecy Cycle
Supervisor
forms
expectations
Employee’s
behavior matches
expectations
Expectations
affect supervisor’s
behavior
Supervisor’s
behavior affects
employee
88
Dealing with Self-Fulfilling Prophecy
Awareness training
 Leaders learn effects of negative perceptions
 Problem is that awareness doesn’t prevent selffulfilling prophecy
Emerging three-prong strategy
 Support a learning orientation
 Engage in contingency leadership styles
 Increase employee self-efficacy
89
Frequently Used Shortcuts
When Judging Others
Selective
Perception
Contrast
Effect
Stereotyping
90
Halo Effect
Projection
6-4
Stereotypes
A stereotype is an
individual’s set of beliefs
about the characteristics
of a group of people.
91
Stereotyping
Process of assigning traits to
people based on their
membership in a social
category
 Categorical thinking
 Strong need to understand
and anticipate others’
behavior
 Enhances our selfperception and social
identity
92
Ottawa Citizen
6-8
Common Types of Stereotypes
Sex-Role Stereotypes
Age Stereotypes
Race Stereotypes
Disability Stereotypes
93
Sex Role Stereotyping in Engineering
Women are underrepresented in
engineering partly because:

Social identity -- few women identify
with the “geek” image portrayed of
engineers

Sex role stereotyping -- women are
not encouraged to become engineers
because the profession has a male
stereotype
94
Minimizing Stereotyping Biases
Diversity awareness training
 Educate employees about the benefits of diversity
and dispel myths
Meaningful interaction
 Contact hypothesis
Decision-making accountability
 Use objective criteria in decision-making
95
Other Perceptual Errors
Primacy
 First impressions
Recency
 Most recent information dominates
perceptions
Halo
 One trait forms a general impression
Projection
 Believing other people are similar to you
96
6-16
Fundamental Attribution Bias
The tendency to attribute
another person’s behavior to
his or her personal
characteristics.
97
6-17
Self-Serving Bias
The tendency to take more
personal responsibility for
success than for failure.
98
Attribution Process
Internal Attribution
 Perception that outcomes are due to
motivation/ability rather than situation or fate
External Attribution
 Perception that outcomes are due to
situation or fate rather than the person
99
Rules of Attribution
Internal Attribution
Frequently
Consistency
Seldom
Frequently
Seldom
Distinctiveness
Consensus
Seldom
Frequently
External Attribution
100
Attribution Errors
Fundamental Attribution Error
 attributing own actions to external factors
and other’s actions to internal factors
Self-Serving Bias
 attributing our successes to internal factors
and our failures to external factors
101
Self-Fulfilling Prophecy Cycle
Supervisor
forms
expectations
Employee’s
behavior matches
expectations
Expectations
affect supervisor’s
behavior
Supervisor’s
behavior affects
employee
102
Other Perceptual Errors
Primacy
 first impressions
Recency
 most recent information dominates perceptions
Halo
 one trait forms a general impression
Projection
 believe other people do the same things or have
the same attitudes as you
103
Summary of Perceptual Errors
Fundamental Attribution Error
Halo Effect
Similar-to-me
Stereotyping
Selective Perception
Perceptual Readiness
Projection
First Impression
104
Improving Perceptions
Empathy
 Sensitivity to the feelings, thoughts, and situation

of others
Cognitive and emotional component
Self-awareness
 Awareness of your values, beliefs and prejudices
 Applying Johari Window
105
Know Yourself (Johari Window)
Feedback
Known to Self
Known
to Others
Disclosure
Open
Area Open
Area
Hidden
Area
Hidden
Unknown
to Others
Area
106
Unknown to Self
Blind
Area Blind
Area
Unknown
Unknown
Area
Area
Definition of Learning
A relatively permanent change in
behavior (or behavior tendency) that
occurs as a result of a person’s
interaction with the environment
107
Behavior Modification
We “operate” on the environment
 alter behavior to maximize positive and minimize
adverse consequences
Learning is viewed as completely dependent
on the environment
Human thoughts are viewed as unimportant
108
A-B-Cs of Behavior Modification
Antecedents
Behavior
Consequences
What happens
before behavior
What person
says or does
What happens
after behavior
Machine
operator turns
off power
Co-workers
thank
operator
Example
Warning
light
flashes
109
Contingencies of Reinforcement
Consequence
is introduced
No
consequence
Behavior
Positive
increases/
maintained reinforcement
Behavior
decreases
Punishment
110
Consequence
is removed
Negative
reinforcement
Extinction
Punishment
What Is Learning?
Social
Learning
Classical
Conditioning
111
Operant
Conditioning
Positive
Reinforcement
Negative
Reinforcement
Methods of
Shaping Behavior
Punishment
112
Extinction
Reinforcement contingencies -Consequences
Positive reinforcement
people learn to perform
behaviors leading to the the desired outcomes
Negative reinforcement (avoidance)
people learn to perform acts that lead to the removal
of undesired events
Punishment
decreasing undesirable behavior by following
it with undesirable consequences
Extinction
responses that are no longer reinforced tend to gradually
diminish in strength. 113
360 Degree Feedback
Supervisor
Customer
Co-worker
Evaluated
Employee
Subordinate
Project
leader
Co-worker
Subordinate
Subordinate
114
Giving Feedback Effectively
Specific
Relevant
Effective
Feedback
Credible
Frequent
Timely
115
Schedules of Reinforcement
1
2
Behaviors
3
4
5
6
7
8
9
Continuous
Fixed ratio
Variable ratio
Time (Days)
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Fixed interval
Variable interval
116
Behavior Modification Limitations
• More difficult to apply to
conceptual activities
• Reward inflation
• Ethical concern that variable ratio
schedule is a lottery
• Behaviorist philosophy vs. learning
through mental processes
117
Social Learning Theory
Behavioral modeling
 Observing and modeling behavior of others
Learning behavior consequences
 Observing consequences that others experience
Self-reinforcement
 Reinforcing our own behavior with consequences
within our control
118
Experiential Learning in Warwick, RI
These Warwick, Rhode Island,
fire department recruits are
recapping an experiential
learning exercise in which their
task was to control the fire and
save victims (dummies lying on
the ground in this photo).
© Bill Murphy/The Providence Journal
119
Developing a Learning Orientation
Value the generation of new
knowledge.
Reward experimentation.
Recognize mistakes as part of
learning.
Encourage employees to take
reasonable risks.
120
Action Learning
Experiential learning in which employees
are involved in a ‘real, complex and
stressful problem’, usually in teams, with
immediate relevance to the company
 Concrete experience
 Learning meetings
 Team conceptualizes and applies a solution to
a problem
121
4
Workplace Emotions and Attitudes
122
Positive Emotions at Pike Place
© AP Photo/Elaine Thompson
Employees at Pike Place Fish Market in Seattle turned a
money-losing, morale-draining business into a worldfamous attraction by deciding to have fun at work, such as
tossing fish and joking with customers.
123
Emotions Defined
© AP Photo/Elaine Thompson
Psychological and physiological episodes
experienced toward an object, person, or event
that create a state of readiness.
124
What Are Emotions?
Affect
Emotions
125
Moods
Emotions and Attitudes at
Wegmans
Courtesy of Wegmans Food Markets
Wegmans Food Market enjoys strong customer
loyalty and low employee turnover by keeping
employees happy. Shown here, CEO Danny Wegman
meets with staff during a new store opening.
126
Emotions Defined
Courtesy of Wegmans Food Markets
Psychological, behavioral, and physiological
episodes experienced toward an object, person,
or event that create a state of readiness.
127
Serious Fun at CXtex
Cxtec employees live up
to their company values,
which include having fun
at work.



Courtesy of CXtec
128
Helium-filled balloons
adorn the office.
Break room with billiards,
foosball, and air hockey.
Miniature golf
tournaments in the office,
tricycle races around the
building, and “CXtec Idol”
competitions.
Generating Positive Emotions at
Work
The emotions-attitudesbehavior model illustrates
that attitudes are shaped
by ongoing emotional
experiences.
Thus, successful
companies actively create
more positive than negative
emotional episodes.
Courtesy of CXtec
129
Happy Staff, Happy Customers at
Outback
Outback Steakhouse is
successful in part
because it applies the
principle that happy
employees make happy
customers, which result in
happy shareholders.
Courtesy of Outback Steakhouse
130
Emotions and OB Applications
Ability and
Selection
Deviant
Behavior
Leadership
Decision
Making
Motivation
Interpersonal
Conflict
131
Emotional Intelligence at VA Medical
Medical professionals at Jerry L.
Pettis Memorial VA Medical Center
in Loma Linda, California attend
special classes where they
receive their personal emotional
intelligence profile and learn to
improve their EQ.
132
Emotional Intelligence
Dimensions
SelfAwareness
Social
Skill
Emotional
Intelligence
SelfRegulation
SelfMotivation
Empathy
133
Types of Emotions
Activated
Negative
Activated
Positive
Astonished
Fearful
Elated
Sad Unpleasant
Pleasant
Bored
Cheerful
Content
Tranquil
134
Attitudes versus Emotions
Attitudes
Emotions
Judgments about
an attitude object
Experiences toward an
attitude object
Based mainly on
rational logic
Based on awareness of
our senses
Usually stable for
days or longer
Occur briefly, usually
lasting minutes
135
Emotions, Attitudes and Behavior
Perceived Environment
Beliefs
Attitude
Emotional
Episodes
Feelings
Behavioral
Intentions
Behavior
136
Emotional Labor
Effort, planning and control needed to express organizationally
desired emotions during interpersonal transactions.
Emotional labor higher when job requires:
 frequent and long duration display of emotions
 displaying a variety of emotions
 displaying more intense emotions.
Influenced by culture and other situational factors
137
Emotional Labor Issues
Difficult to hide true emotions,
especially anger
Emotional dissonance
 Conflict between true and required


emotions
Potentially stressful with surface
acting
Less stress through deep acting
138
Emotional Intelligence
Ability to perceive and express emotion,
assimilate emotion in thought, understand
and reason with emotion, and regulate
emotion in oneself and others.
139
Model--Emotional Intelligence
Highest
Relationship Managing other people’s
Management emotions
Social
Awareness
Understanding and sensitivity
to the feelings, thoughts, and
situation of others
Controlling or redirecting our
Selfinternal states, impulses, and
management resources
Lowest
Selfawareness
Understanding your own
emotions, strengths,
weaknesses, values, and
motives
140
Improving Emotional Intelligence
Emotional intelligence is a set of
competencies (aptitudes, skills).
Can be learned, especially through
coaching.
EI higher in people with
extroversion, conscientiousness,
agreeableness, emotional stability,
and low neuroticism.
141
Job Satisfaction
A person's evaluation of his or her job
and work context.
A collection of attitudes about specific
facets of the job.
Job
Content
Job
Satisfaction
Career
Progress
Pay and
Benefits
142
Supervisor
Co-workers
Working
Conditions
EVLN: Responses to Dissatisfaction
Exit
Voice
• Leaving the situation
• Quitting, transferring
• Changing the situation
• Problem solving, complaining
Loyalty
• Patiently waiting for the
situation
to improve
Neglect
• Reducing work effort/quality
• Increasing absenteeism
143
Job Satisfaction and Performance
Happy workers are somewhat more productive workers, but:
 General attitude is a poor predictor of specific behaviors
 Job performance affects satisfaction only when rewarded
 Job satisfaction and motivation have little effect in jobs with
little employee control (e.g. assembly lines)
144
Job Satisfaction at Ipswitch Inc.
Roger Greene (center), CEO of
software maker Ipswitch Inc.,
believes that if employees are
treated well they will treat
customers well, resulting in
profits
J. Wilcox, Boston Globe
145
Job Satisfaction and Customers
Job satisfaction increases
customer satisfaction
and profitability
because:
Job satisfaction
J. Wilcox, Boston Globe
146
affects mood, leading to
positive behaviors
toward customers
Less employee
turnover, resulting in
more consistent and
familiar service
Employee-Customer-Profit Chain
Company
Practices
Satisfied
Employees
• Less
turnover
Customer’s
Perceived
Value
• Consistent
service
• Satisfied
customers
• Customer
referrals
Higher
Revenue
Growth and
Profits
147
Organizational Commitment
Affective commitment
 Emotional attachment to, identification with, and
involvement in an organization
Continuance commitment
 Belief that staying with the organization serves
your personal interests
148
Building Organizational Commitment
Provide justice and support
Provide some job security
Support organizational comprehension
Involve employees in decisions
Build trust
149
Psychological Contract Defined
Beliefs about the terms and
conditions of a reciprocal
exchange between that person
and other party
150
5
Motivation in the Workplace
151
The Motivation Process
Unsatisfied
Need
Tension
Drives
Behavior
Satisfied
Need
Reduction
of Tension
152
What Is Motivation?
Direction
Intensity
Persistence
153
A Motivation Model
Individual
Skills
MOTIVE
Motivational Processes
GOAL
DIRECTED
BEHAVIOR
GOAL
BEHAVIOR
Outside Individual
GOAL
154
Maslow’s Need Hierarchy
Physiological
Most basic
need.
Safety
Consists of
the need to
be safe.
Love
The desire
to love and
be loved.
155
Esteem
Need for
reputation,
prestige, and
recognition
from others.
SelfActualizatio
n
Desire for
selffulfillment.
Needs Hierarchy Theory
• Maslow arranged
five needs in a
hierarchy
SelfActualization
• Satisfactionprogression
process
Esteem
• People who
experience selfactualization desire
more rather than
less of this need
Belongingness
Safety
Physiological
• Not much support
for Maslow’s theory
156
Maslow’s Hierarchy of Needs
Self
Esteem
Social
Safety
Physiological
157
Motivation Through Recognition
Courtesy Sanova Panafric Hotel
Panfric Hotel general manager David
Gachuru (shown in photo giving an award to
employee Matayo Moyale) motivates
employees with good old-fashioned praise
and recognition.
158
Goal Setting at Speedera
Speedera Networks
employees achieved a
challenging revenue goal
in one quarter, for which
all employees in
California and India were
rewarded with a free
Hawaiian trip.
159
Courtesy of Akamai
Need for
Achievement
The Theory
of Needs
(nAch)
Need for
Power
(nPow)
Need for
Affiliation
David
McClelland
(nAff)
160
Two-Factor Theory of JobSatisfaction
Hygiene factors
• Quality of supervision
• Pay
• Company policies
• Physical working conditions
• Relations with others
• Job security
Job Dissatisfaction
Motivators
• Promotion opportunities
• Opportunities for personal growth
• Recognition
• Responsibility
• Achievement
Job Satisfaction
161
Motivation Through Recognition
Julie Hans holds up the
award coupons that
Progress Energy
employees give to one
another as recognition
for their good work and
support. Recognition is
one of the best ways to
motivate employees.
162
© H. Lynch/Raleigh News and Observer
Challenges of Motivating Employees
Layoffs, restructuring
 Damaged trust, commitment
Flatter organizations
 Fewer supervisors to monitor performance
Changing workforce
 Younger employees have different needs
 Diverse workforce
163
ERG Theory
Needs Hierarchy
Theory
SelfActualization
• Alderfer’s model has three
sets of needs
ERG
Theory
Growth
• Adds frustration-regression
process to Maslow’s model
Esteem
Belongingness
Safety
Relatedness • Somewhat more research
support than Maslow’s
theory
Existence
Physiological
164
Alderfer’s ERG Theory
Existence
Growth
Relatedness
165
Innate Drives Theory
Drive to Acquire
• Need to take/keep objects and
experiences
• Basis of hierarchy and status
Drive to Bond
• Need to form relationships and
social commitments
• Basis of social identity
Drive to Learn
• Need to satisfy curiosity and
resolve conflicting information
• Basis of self-actualization
Drive to Defend
• Need to protect ourselves
• A reactive (not proactive) drive
• Basis of fight or flight
166
Innate Drives and Motivation
Emotional brain center relies on innate drives
to assign emotional markers to incoming
information
Emotional markers influence rational
thoughts and become the conscious sources
of motivation
167
Learned Needs Theory
Some needs are learned, not innate
Need for achievement

Desire for challenging and somewhat risky goals,
feedback, recognition
Need for affiliation


Desire to seek approval, conform, and avoid
conflict
Try to project a favorable self-image
Need for power


Desire to control one’s environment
Personalized versus socialized power
168
Recognition v. Money at Encana
Many Encana employees
who received a “High Five”
card from co-workers
displayed them in their
offices rather than redeem
them for the $5 value. This
small symbol of recognition
was worth far more than the
monetary value of the
cards.
169
Courtesy of Encana Corp.
Implications of Needs Theories
• Organizations need to support
employees to achieve a
balance of their innate needs.
• People have different needs at
different times.
• Offer employees a choice of
rewards
Courtesy of Encana Corp.
• Do not rely too heavily on
financial rewards.
170
Expectancy Theory of Motivation
P-to-O
Expectancy
E-to-P
Expectancy
Outcomes
& Valences
Outcome 1
+ or -
Effort
Performance
Outcome 2
+ or -
Outcome 3
+ or -
171
Increasing E-to-P Expectancy
• Train employees.
• Select people with required competencies .
• Provide role clarification.
• Provide sufficient resources.
• Provide coaching and feedback.
172
Increasing P-to-O Expectancy
• Measure performance accurately.
• Describe outcomes of good and poor
performance.
• Explain how rewards are linked to past
performance.
173
Increasing Outcome Valences
• Ensure that rewards are valued.
• Individualize rewards.
• Minimize countervalent outcomes.
174
Effective Goal Setting
Specific
Relevant
Challenging
Task
Effort
Commitment
Participation
Feedback
175
Task
Performance
Goal Difficulty and Performance
Task Performance
High
Low
Area of
Optimal
Goal
Difficulty
Moderate
Challenging
Goal Difficulty
176
Impossible
Characteristics of Effective Feedback
Specific
Credible
Effective
Feedback
Sufficiently
frequent
Relevant
Timely
177
Multisource (360-degree)
Feedback
Supervisor
Customer
Co-worker
Evaluated
Employee
Subordinate
Project
leader
Co-worker
Subordinate
Subordinate
178
Inequity of British “Fat Cats”
British protesters
(including company
employees) express their
anger over unfair
executive pay by dressing
as “fat cats” in business
suits outside the
company’s annual general
meetings.
© Simon Clark
179
Elements of Equity Theory
Outcome/input ratio
 inputs -- what employee

contributes (e.g., skill)
outcomes -- what employee
receives (e.g., pay)
Comparison other
 person/people against whom

© Simon Clark
we compare our ratio
not easily identifiable
Equity evaluation
 compare outcome/input ratio
with the comparison other
180
Keeping Pay Equitable at Costco
Costco Wholesale CEO Jim Sinegal
(shown in this photo) thinks the large
wage gap between many executives
and employees is blatantly unfair.
“Having an individual who is making
100 or 200 or 300 times more than the
average person working on the floor is
wrong,” says Sinegal, whose salary
and bonus are a much smaller
multiple of what his staff earn.
181
Overreward vs Underreward Inequity
Comparison
Other
Overreward
Inequity
Outcomes
Outcomes
Inputs
Underreward
Inequity
You
Inputs
Outcomes
Outcomes
Inputs
182
Inputs
Elements of Equity Theory
Outcome/input ratio
 inputs -- what employee

contributes (e.g., skill)
outcomes -- what employee
receives (e.g., pay)
Comparison other
 person/people against whom we

compare our ratio
not easily identifiable
Equity evaluation
 compare outcome/input ratio with
the comparison other
183
Consequences of Inequity
• Change inputs.
• Change outcomes.
• Change perceptions.
• Leave the field.
• Act on the comparison other.
• Change the comparison other.
184
What Is Learning?
Social
Learning
Classical
Conditioning
185
Operant
Conditioning
Positive
Reinforcement
Negative
Reinforcement
Methods of
Shaping Behavior
Punishment
Extinction
186
Reinforcement contingencies - relationships between
a person’s behavior and the consequences resulting from it
Positive reinforcement -people learn to perform
behaviors leading to the the desired outcomes
Negative reinforcement (avoidance)
people learn to perform acts that lead to the removal
of undesired events
Punishment - decreasing undesirable behavior by following
it with undesirable consequences
Extinction - process through which responses that are no
longer reinforced tend to gradually diminish in
strength
187
Multi-Source (360 Degree) Feedback
Supervisor
Customer
Co-worker
Evaluated
Employee
Subordinate
Project
leader
Co-worker
Subordinate
Subordinate
188
Giving Feedback Effectively
Specific
Relevant
Effective
Feedback
Credible
Frequent
Timely
189
Motivation at Capital One
Capital One has a motivated
workforce by hiring people
with an entrepreneurial
spirit, challenging them
through stretch goals, and
continually evaluating
individual and organizational
performance.
190
Little Ambition
Theory X
Workers
Dislike Work
Avoid Responsibility
Self-Directed
Theory Y
Workers
Enjoy Work
Accept Responsibility
191
6
Applied Performance Practices
192
WestJet Motivates Employees
WestJet employees are
highly motivated
through profit sharing
and stock options,
empowerment, job
design, and selfleadership.
193
Canadian Press
Courtesy of WestJet
The Meaning of Money
Money and employee needs
 Affects existence, drive to acquire,
growth needs, as well as need for
achievement
Money attitudes and values
 Money ethic -- not evil, represents
success, should be budgeted
carefully
Money and social identity
© Corel
Corp.Corp.
WithWith
permission
© Corel
permission.
 Partly defines who we are
194
Types of Rewards in the Workplace
Membership and
seniority
Job status
Competencies
Performance-based
© Corel
Corp.Corp.
WithWith
permission
© Corel
permission.
195
Membership/Seniority Based Rewards
Fixed wages, seniority increases
Advantages
 Guaranteed wages may attract job applicants
 Seniority-based rewards reduce turnover
Disadvantages
 Doesn’t motivate job performance
 Discourages poor performers from leaving
 May act as golden handcuffs
196
Job Status-Based Rewards
Includes job evaluation and status perks
Advantages:
 Job evaluation tries to maintain pay equity
 Motivates competition for promotions
Disadvantages:
 Employees exaggerate duties, hoard resources
 Focuses employees on own jobs, not customers
 Inconsistent with flatter organizations
197
Competency-Based Rewards
Pay increases with competencies acquired and
demonstrated
Skill-based pay
 Pay increases with skill modules learned
Advantages
 More flexible work force, better quality,
consistent with employability
Disadvantages
 Potentially subjective, higher training costs
198
Performance-Based Rewards
•
Organizational •
rewards •
•
Stock options
Profit sharing
Stock ownership
Balanced Scorecard
• Bonuses
Team • Gainsharing
rewards • Open book
• Bonuses
Individual • Commissions
rewards • Piece rate
199
Performance Reward Effectiveness
Positive effects
• Create an “ownership culture”
• Adjusts pay with firm's prosperity
Concerns with performance pay
• May undermine intrinsic motivation
• Sometimes used as quick fixes
200
Improving Reward Effectiveness
• Link rewards to performance.
• Ensure rewards are relevant.
• Team rewards for interdependent
jobs.
• Ensure rewards are valued.
• Watch out for unintended
consequences.
© Corel
Corp.Corp.
WithWith
permission
© Corel
permission.
201
Job Design
•Assigning tasks to a job, including the
interdependency of those tasks with other jobs
•Constantly changing due to changing
technology and psychological contracts
(especially employability)
202
Evaluating Job Specialization
Advantages
Disadvantages
•Job boredom
•Less time changing
activities
•Discontentment pay
•Lower training costs
•Higher costs
•Job mastered quickly
•Lower quality
•Better person-job
matching
•Lower motivation
203
Job Characteristics Model
Core Job
Characteristics
Critical
Psychological
States
Outcomes
Work
motivation
Skill variety
Task identity
Task significance
Meaningfulness
Autonomy
Responsibility
General
satisfaction
Feedback
from job
Knowledge
of results
Work
effectiveness
Growth
satisfaction
Individual
differences
204
Job Enrichment in Wine Making
Mike Just has an enriched
job as wine maker at
Lawson’s Dry Hills
Winery in New Zealand.
“[W]e plant vines here,
we pick them, we make
the wine on site and
bottle it, then sell them to
customers who come in,”
explains Just, who also
enjoys jousting.
205
© Marlborough Express (N.Z.).
Job Design Strategies
Job rotation
 Moving to different jobs
Job enlargement
 Adding more tasks to a job
Job enrichment
 Giving employees more
autonomy over their job
206
© Marlborough Express (N.Z.).
Job Rotation
Moving from one job
to another
Job ‘A’
Benefits
Job ‘B’
 Minimizes repetitive


strain injury
Multiskills the
workforce
Potentially reduces
job boredom
Job ‘D’
Job ‘C’
207
Job Rotation vs. Job Enlargement
Video journalist
• Operates camera
• Operates sound
• Reports story
Job Rotation
Job 1
Operate Camera
Job 2
Operate Sound
Job 3
Report Story
Job Enlargement
Job 1
Job 2
Job 3
Operate Camera
Operate Sound
Report Story
Operate Camera
Operate Sound
Report Story
Operate Camera
Operate Sound
Report Story
208
Job Enrichment
Given more responsibility for scheduling,
coordinating, and planning one’s own work
1. Clustering tasks into natural groups
 Stitching highly interdependent tasks into one job
 e.g., video journalist, assembling entire product.
2. Establishing client relationships
 Directly responsible for specific clients
 Communicate directly with those clients
209
Dimensions of Empowerment
Selfdetermination
Meaning
Employees feel they have
freedom and discretion.
Employees believe their work is
important.
Competence
Employees have feelings of
self-efficacy.
Impact
Employees feel their actions
influence success.
210
Creating Empowerment
Individual factors
 Possess required competencies, able to perform
the work
Job design factors
 Autonomy, task identity, task significance, job
feedback
Organizational factors
 Resources, learning orientation, trust
211
Self-Leadership
Self-direction.
Self-motivation needed to perform a task.
 Goal setting.
Social learning theory.
Sports psychology.
212
7
Work-Related Stress and Stress Management
213
High Stress in Electronic Games
Josh Holmes has fond memories
of working at electronic games
giant Electronic Arts, but admits
that the long hours were
stressful. “From the minute I
joined the company (EA), I put
every waking hour of my day into
my work…It definitely took its
toll,” says Holmes, who now runs
an electronic games company
that emphasizes work-life
balance.
214
Blackberry Divorce
Calgary Herald/Mikael Kjellstrom
Nick Salaysay (shown in photo)
admits that his work routinely gets
mixed in with his personal time. “I
have a BlackBerry, so I check my
e-mail a lot when I'm supposed to
be on vacation," says the
corporate lawyer. Research
indicates that when electronic
devices spill work into home life,
they increase the risk of strainbased stress.
215
Work-Nonwork Stressors
Time-based conflict


due to business travel, inflexible
and/or rotating work schedules
for women -- still do most
household chores
Strain-based conflict

work stress affects home, and
vice versa
Role behavior conflict

Calgary Herald/Mikael Kjellstrom
incompatible work and family
roles
216
Individual Differences in Stress
Different threshold levels of
resistance to stressor
Use different stress coping
strategies
Perceive the situation
differently
 Knowledge and skill
 Natural optimism and
confidence (resilience)
© Photodisc. With permission.
217
Stress Mgt. At Liggett-Stashower
When employees at LiggettStashower, Inc. in Cleveland
need a short break from the daily
stresses of work, they retreat to
one of three theme rooms,
including this karaoke room. “The
higher the stress level, the more
singing there is going on,” says
Courtesy of Liggett Stashower, Inc.
Liggett’s art director.
218
Withdraw from the Stressor
Permanent withdrawal

Remove employees from jobs
not aligned with their
competencies
Temporary withdrawal
Courtesy of Liggett Stashower, Inc.



Coffee/lunch breaks
Karaoke breaks (photo)
Sabbaticals
219
Stress in Hong Kong SARS Ward
© AP Photo/Vincent Yu
These medical professionals at Prince of Wales
Hospital in Hong Kong were on the frontline,
treating patients with the SARS virus, which
claimed over 800 lives and created high stress
levels among nurses and doctors.
220
What is Stress?
© AP Photo/Vincent Yu
An adaptive response to a situation that is
perceived as challenging or threatening to the
person’s well-being
221
General Adaptation Syndrome
Stage 1
Alarm Reaction
Stage 2
Resistance
Normal
Level of
Resistance
222
Stage 3
Exhaustion
Stressors and Stress Outcomes
Work
Stressors
Individual
Differences
Physical
environment
Consequences
of Stress
Physiological
Stress
Role-related
Interpersonal
Behavioral
Psychological
Organizational
Nonwork
Stressors
223
Causes of Stress Outside Work
Hassles of daily life
Stressful life events
224
Stressful Life Events
Event
Relative
Stressfulness
Pregnancy
40
Death of a close friend
37
Son or daughter leaving home
29
Trouble with in-laws
28
Trouble with boss
23
Change in residence
20
Vacation
13
Christmas
12
Minor violations of the law
225
11
12
Stressful Life Events
Event
Relative
Stressfulness
Death of a spouse
100
Divorce
73
Marital separation
65
Jail term
63
Death of a close family member
63
Personal injury or illness
53
Marriage
50
Fired from a job
47
Retirement
45
226
11
Work-Related Causes of Stress
•Occupational demands •Conflict between work and non-work
activities
•Role conflict
•Role overload
•Role- ambiguity
•Responsibility for others
•Lack of social support
•Sexual harassment
227
Sexual Harassment
Unwelcome conduct -- detrimental effect on
work environment or job performance
Quid pro quo
 employment or job performance is conditional on
unwanted sexual relations
Hostile work environment
 an intimidating, hostile, or offensive working
environment
228
Workplace Violence and Bullying
Workplace violence


Interpersonal stressor
Experiencing or observing violence or awareness of
working in high-risk job
Workplace bullying

Offensive, intimidating, or humiliating behavior that
degrades, ridicules or insults

Higher authority people tend to bully employees in
lower positions

Women more likely to be victims of bulling
229
Role-Related Stressors
Role conflict



interrole conflict
intrarole conflict
person-role conflict
Role ambiguity

uncertain task and social expectations
Work overload

increased hours and intensity
© Photodisc. With permission.
230
Task Control Stressors
Stress increases when employees lack
control over:
 How and when tasks are performed
 Pace of work activity
Low task control is a higher stressor
when job also has high responsibility
231
Stressors in the Forest Industry
Ken Wiley (shown) and other
logging workers have faced the
physical environment stressors
of dangerous work for many
years. Now, they also face the
organizational stressors of
change and job insecurity.
VancouverSun
232
Additional Work Stressors
Organizational

Due to reducing job security and restructuring
Physical Environment

VancouverSun
233
Due to excessive noise, poor lighting
and hazards
Work-Nonwork Stressors
Time-based conflict
 due to business travel, inflexible and/or rotating

work schedules
for women -- still do most household chores
Strain-based conflict

work stress affects home, and vice versa
Role behavior conflict
 incompatible work and family roles
234
Stress and Occupations
Accountant
Hospital manager
Police officer
Artist
Physician (GP)
Tel. operator
Auto Mechanic
Psychologist
Prime Minister
Forester
School principal
Waiter/waitress
Low-Stress
Occupations
Medium-Stress
Occupations
235
High-Stress
Occupations
Individual Differences in Stress
Perceive the situation
differently
Different threshold levels
of resistance to stressor
Use different stress
coping strategies
© Photodisc. With permission.
236
Type A/B and Workaholism
Type A/Type B behavior patterns
 Type A are hard-driving, competitive, more
prone to stress
Workaholism
 Stereotypic workaholics
 Enthusiastic workaholics
 Work enthusiasts
237
•Consequences of Stress
Physiological
Cardiovascular disease,
hypertension, headaches
Behavioral
Work performance, accidents,
absenteeism, aggression, poor
decisions
Psychological
Dissatisfaction, moodiness,
depression, emotional fatigue
238
Job Burnout Process
Interpersonal and
Role-Related Stressors
Emotional
Exhaustion
Physiological,
psychological,
and behavioral
consequences
Cynicism
Reduced Efficacy
239
Managing Stress: Some Effective Techniques
•Personal Approaches
•
Lifestyle management
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Diet--Exercise
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•
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•
•
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Assertiveness
Time Management
Breathing Exercises
Biofeedback
Meditation
Muscle relaxation
240
Dimensions of a Holistic
Self-Responsibility
18-12
Wellness
Approach
Nutritional Awareness
Stress Reduction and Relaxation
Physical fitness
Go to http://www.nervousnelly.com
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Organization Based
Family support
 Stress management
programs
Time management
EAP’s
242
Stress Management Strategies
Remove the
Stressor
Receive
Social
Support
Stress
Management
Stratagies
Withdraw
from the
Stressor
Change
Stress
Perceptions
Control Stress
Consequences
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Organizational Stress Management
Goal Setting
Wellness
Programs
Job
Redesigning
Organizational
Communication
Employee
Involvement
Selection
and Placement
244
Time
Management
Physical
Exercise
Individual Stress
Management
Relaxation
Training
Social
Support
245
Remove the Stressor
Stress audits -- investigate sources of stress
Change corporate culture and reward system
Provide environment that supports
empowerment
Person-job matching
Family-friendly & work-life initiatives
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Flexible work time
Job sharing
Telecommuting
Personal leave
Childcare facilities
246
Other Stress Mgt Strategies
Change stress perceptions
 Self-efficacy, self-leadership,
Control stress consequences
 Relaxation and meditation
 Fitness and wellness programs
Social support
 Emotional and informational
247
Stress Mgt. At Liggett-Stashower
When employees at LiggettStashower, Inc. in Cleveland
need a short break from the
daily stresses of work, they
retreat to one of three theme
rooms, including this
karaoke room. “The higher
the stress level, the more
singing there is going on,”
says Liggett’s art director.
Courtesy of Liggett Stashower, Inc.
248
Withdraw from the Stressor
Permanent withdrawal
 Remove employees from
jobs not aligned with
their competencies
Temporary withdrawal
Courtesy of Liggett Stashower, Inc.
249
 Coffee/lunch breaks
 Karaoke breaks (photo)
 Sabbaticals
Work-Life Balance at Ford Motor
Mark-Tami Hotta is engaged
in a rousing game of
Daddy Elephant/Baby
Elephant with his kids.
The chief program
engineer for the Ford
Windstar minivan leaves
work early three days
each week as part of the
company’s effort to
improve work-life
balance.
250
© D. Guralnick, Detroit News
Family-Friendly and Work-Life Initiatives
 Flexible work time
 Job sharing
 Telecommuting
 Personal leave
 Childcare facilities
© D. Guralnick, Detroit News
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