Download Organizational Behavior 10e.

10th Edition
Managing Organizational Behavior
Moorhead & Griffin
Chapter 3
Behavior of Individuals
© 2012 South-Western, a part of Cengage Learning
All rights reserved.
Prepared by Charlie Cook
The University of West Alabama
Chapter Learning Objectives
After studying this chapter you should be able to:
1. Explain the nature of the individual-organization
relationship.
2. Define personality and describe personality attributes
that affect behavior in organizations.
3. Discuss individual attitudes in organizations and how
they affect behavior.
4. Describe basic perceptual processes and the role of
attributions in organizations.
5. Explain how workplace behaviors can directly or
indirectly influence organizational effectiveness.
© 2012 South-Western, a part of Cengage Learning
3–2
People in Organizations
• Psychological Contract
–A person’s overall set of expectations regarding what
he or she will contribute to the organization and what
the organization, in return, will provide to the individual
–Individuals contribute effort, skills, ability, time, loyalty
–Organizations provide inducements in the form of
tangible/intangible rewards
© 2012 South-Western, a part of Cengage Learning
3–3
3.1
The Psychological Contract
© 2012 South-Western, a part of Cengage Learning
3–4
People in Organizations
• Person-Job Fit
–The extent to which the contributions made by the
individual match the inducements offered by the
organization
• Individual Differences
–Personal attributes that vary
from one person to another
© 2012 South-Western, a part of Cengage Learning
3–5
Personality and Organizations
• The “Big Five” Personality Traits
–A set of fundamental traits that are especially relevant
to organizations
Agreeableness
The ability to get along with others
Conscientiousness
The number of goals on which a person focuses
Neuroticism
Experiencing anger, anxiety, moodiness/insecurity
Extraversion
The quality of being comfortable with relationships
Openness
The capacity to entertain new ideas and to change
as a result of new information
© 2012 South-Western, a part of Cengage Learning
3–6
3.2
The “Big Five” Personality Framework
© 2012 South-Western, a part of Cengage Learning
3–7
Personality and Organizations (cont’d)
• The Myers-Briggs Framework
–Differentiation across four general dimensions
•
•
•
•
Sensing
Intuiting
Judging
Perceiving
–Sixteen personality classifications result from the
higher and lower positions of the general dimensions
–Myers-Briggs Type Indicator (MBTI) is a popular
questionnaire used to assess personality types
• Communications styles
• Interaction preferences
© 2012 South-Western, a part of Cengage Learning
3–8
Personality and Organizations (cont’d)
• 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
• Dimensions of EQ
–Self-awareness
–Managing emotions
–Motivating oneself
–Empathy
–Social skills
© 2012 South-Western, a part of Cengage Learning
3–9
Other Personality Traits at Work
Locus of Control
The extent to which a person believes his/her
circumstances are a function of either his/her own
actions or of external factors beyond his/her control
Self-Efficacy
A person’s beliefs about his/her capabilities to
perform a task
Authoritarianism
The belief that power and status differences are
appropriate within hierarchical social systems such
as organizations
Machiavellianism
Behavior directed at gaining power and control of
others
Self-Esteem
The extent to which a person believes he or she is a
worthwhile/deserving individual
Risk Propensity
The degree to which a person is willing to take
chances and make risky decisions
© 2012 South-Western, a part of Cengage Learning
3–10
Attitudes in Organizations
• Attitudes
–A person’s complexes of beliefs and feelings about
specific ideas, situations, other people
• Structural Components of Attitudes
–Affect: a person’s feelings toward something
–Cognitions: the knowledge a person presumes to have
about something
–Intention: a component of an attitude that guides a
person’s behavior
© 2012 South-Western, a part of Cengage Learning
3–11
Attitudes in Organizations (cont’d)
• Cognitive Dissonance
–The anxiety a person experiences when he/she
simultaneously possesses two sets of knowledge or
perceptions that are contradictory or incongruent
• Why Attitudes Change
–Availability of new information
–Changes in the object of the attitude
–Object of the attitude becomes less important
–To reduce cognitive dissonance
© 2012 South-Western, a part of Cengage Learning
3–12
Attitudes in Organizations
Key Work-Related Attitudes
Job satisfaction
The extent to which a person is gratified or
fulfilled by his or her work
Organizational
commitment
(job commitment)
A person’s identification with and
attachment to an organization
Affect and Mood in Organizations
Positive affectivity
Upbeat and optimistic, overall sense of
well-being, seeing things in a positive light
Negative affectivity
Downbeat and pessimistic, seeing things in
a negative way, seeming to be in a bad
mood
© 2012 South-Western, a part of Cengage Learning
3–13
Perception in Organizations
• Perception
–The set of processes by which an individual becomes
aware of and interprets information about the
environment
• Selective perception
• Stereotyping
• Attribution Theory
–We attribute causes to behavior based on our
observations of certain characteristics of that behavior
• Consensus
• Consistency
• Distinctiveness
© 2012 South-Western, a part of Cengage Learning
3–14
3.3
Basic Perceptual Processes
© 2012 South-Western, a part of Cengage Learning
3–15
3.4
The Attribution Process
© 2012 South-Western, a part of Cengage Learning
3–16
Types of Workplace Behavior
• Workplace Behavior
–A pattern of action by the members of an organization
that directly or indirectly influences organizational
effectiveness
• Performance Behaviors
–All of the total set of work-related behaviors that the
organization expects the individual to display
© 2012 South-Western, a part of Cengage Learning
3–17
Types of Workplace Behavior (cont’d)
• Dysfunctional Behaviors
–Behaviors that detract from
organizational performance
• Absenteeism: when an individual does
not show up for work
• Turnover: when people quit their jobs
• Organizational Citizenship
–The extent to which a person’s
behavior makes a positive overall
contribution to the organization
© 2012 South-Western, a part of Cengage Learning
3–18
Organizational Behavior in Action
• After reading the chapter:
–What specifically would convince you that an
organization would be likely to honor its psychological
contract with you?
–What actions could you personally take to increase
the person-job fit for your first job after graduation?
–Which of the “Big Five” personality traits would be the
easiest to fake in an interview? Which would be the
hardest?
© 2012 South-Western, a part of Cengage Learning
3–19