Copyright 2003 by The McGraw-Hill Companies, Inc.

All rights reserved

McGraw-Hill/Irwin
Part Two: Behavior Within
OrganizationsThe Individual
Chapter 4: Individual
Behavior and Differences
Chapter 5: Motivation
Background and Theories
Chapter 6: Motivation and
Reward Programs
Chapter 7: Workplace Stress
Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved
McGraw-Hill/Irwin
Chapter 4
Individual Behavior and
Differences
4 - 3 McGraw-Hill/Irwin Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
After completing Chapter 4, you should be able to:
Define
Perception and explain its role in under-
standing and coping with organizational life.
Describe
How self-efficacy can influence an
employees behavior.
Discuss
Why the increasing diversity of the workforce
will require the adoption of a different
approach/style of managing employees.
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Learning Objectives(continued)
After completing Chapter 4, you should be able to:
Compare
The meaning of the psychological contract
from the employee and the employer
perspective.
Identify
Why its difficult to change a persons attitude.
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Individual Behavior Framework
The
Environment
The
Individual
Behaviors Outcomes
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To understand individual differences,
managers must:
Observe and recognize the differences
Study variables that influence individual
behavior
Discover relationships among the variables
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Research observations on behavior:
Behavior is caused.
Behavior is goal directed.
Behavior that can be observed is
measurable.
Behavior that is not directly observable is
also important in accomplishing goals.
Behavior is motivated.
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Key questions to help managers focus on
performance problems:
Does the employee have the skills and abilities to
perform the job?
Does the employee have the necessary
resources to perform the job?
Is the employee aware of the performance
problem?
When did the performance problem surface?
How do the employees co-workers react to the
performance problem?
What can I do as a manager to alleviate the
performance problem?
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Individual Differences: Abilities and Skills
Ability
A biological or learned trait that permits a
person to do something mental or physical.
Skills
Task-related competencies.
Job Analysis
Process of defining and studying a job in
terms of behavior and specifying education
and training needed to perform the job.
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Individual Differences: Demographics
Gender
Differences
Racial and
Cultural
Diversity
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Individual Psychological Variables
Perception
Attribution
Attitudes
Personality
Emotional
Intelligence
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Perception The process by
which an individual gives
meaning to the environment.
It involves organizing and
interpreting various stimuli into a
psychological experience.
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Examples of how perception influences
behavior:
A manager believes that an employee is given
opportunities to use his judgment about how to do
the job, while the employee feels that he has
absolutely no freedom to make judgments.
A subordinates response to a supervisors request
is based on what she thought she heard the
supervisor say, not on what was actually requested.
The manager considers the product sold to be of
high quality, but the customer making a complaint
feels that its poorly made.
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Examples of how perception influences
behavior: (continued)
An employee is viewed by one colleague as a hard
worker who gives good effort and by another
colleague as a poor worker who expends no effort.
The salesperson regards his pay increase as totally
inequitable, while the sales manager considers it a
fair raise.
One line operator views working conditions as
miserable; a co-worker right across the line regards
working conditions as pleasant.
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Perceptual Differences and Behavior
Freedom
worker is
given
Managers perception
Worker has a lot of
freedom to make decisions
Managers behavior
No concern about freedom
given to worker
Managers behavior
Puzzled by the absence
record of worker
Workers perception
I am not given any freedom
to make decisions
Workers behavior
Feeling of being left out
Staying home
Workers behavior
Belief that no one really
cares
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Attribution
Attribution
The process of perceiving the causes of
behavior and outcomes.
Dispositional Attributions
Emphasize some aspect of the individual,
such as ability or skill, to explain behavior.
Situational Attributions
Attributions that emphasize the environments
effect on behavior.
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Attitudes
Attitude a positive or negative feeling or
mental state of readiness, learned and
organized through experience, that exerts
specific influence on a persons response to
people, objects, and situations.
Affect the emotional segment of an attitude.
Cognition the perception, opinion, or belief
segment of an attitude.
Behavior the behavior segment of an attitude.
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The Three Components of Attitudes
Work factors Components Responses
Job design
Manager style
Company policies
Technology
Salary
Employee benefits
Affect
Cognition
Behavior
Emotional:
Statement about liking
Perceptual:
Statement about belief
Action:
Statement about
behavior
Stimuli Attitudes Outcomes
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Attitudes and Values
Values
The guidelines and
beliefs that a person
uses when confronted
with a situation in which
a choice must be made.
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Attitudes and J ob
Satisfaction
J ob Satisfaction The
attitude that workers
have about their jobs.
It results from their
perception of the jobs.
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Attitudes and Job Satisfaction: Five Dimensions
1. Pay. The amount received and perceived
equity of pay.
2. Job. The extent to which job tasks are
considered interesting and provide
opportunities for learning and for accepting
responsibility.
3. Promotion Opportunities. The availability
of opportunities for advancement.
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Attitudes and Job Satisfaction: Five Dimensions
(continued)
4. Supervisor. The supervisors abilities to
demonstrate interest in and concern about
employees.
5. Co-workers. The extent to which co-
workers are friendly, competent, and
supportive.
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Satisfaction-Performance Relationships:
Three Views
2. Job satisfaction
1. Job satisfaction
3. Job satisfaction
Job Performance Job Performance
Job Performance Job Performance
Job Performance Job Performance
causes
is caused by
The satisfied worker is more
productive.
The more productive worker is
satisfied.
There is no specific direction or
relationship.
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Personality
Personality a stable set of characteristics
and tendencies that determine
commonalities and differences in peoples
behavior.
Personality is influenced by:
Hereditary factors
Cultural factors
Social factors
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Theories of Personality
Trait Personality
Theories
Psychodynamic
Personality Theories
Humanistic
Personality Theories
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Some Major Forces Influencing Personality
The
Individuals
Personality
Cultural forces
Hereditary forces
Family relationship
forces
Social class / group
membership forces
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Measuring Personality Characteristics
Minnesota
Multiphasic
Personality
Inventory (MMPI)
Myers-Briggs Type
Indicator (MBTI)
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Organizations can develop creativity by:
1. Buffering. Managers can look for ways to
absorb the risks of creative decisions made
by their employees.
2. Organizational time-outs. Give people
time off to work on a problem and allow
them to think things through.
3. Intuition. Give half-baked or
unsophisticated ideas a chance.
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Organizations can develop creativity by:
(continued)
4. Innovative attitudes. Encourage everyone
to think of ways to solve problems.
5. Innovative organizational structures. Let
employees see and interact with many
managers and mentors.
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The Psychological Contract
An implied understanding of
mutual contributions between a
person and his or her
organization.
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Psychological Contract Violations from
Perceptions of Employees
Job security
No such thing as security with good chance of
layoff or downsizing.
Child-care benefits
Failing to provide adequate care and services
for child care during working hours on- or off-
site.
Job feedback
Poor attention and little effort to provide
meaningful job feedback.
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Psychological Contract Violations from
Perceptions of Employees(continued)
Merit-based pay raises
No relationship between pay and actual
performance.
Job autonomy
Failure to permit the employee to have the
freedom to make job-related decisions about
how to perform the job.
Promotion
Reneging on a specific promise to provide a
promotion for excellent performance.