SANITA, John Kevin G.

Organizations: Wednesday, 8:00-11:00

II-BSA
January 04, 2017

Human Behavior in

Foundations of Individual Behavior

People in Organizations
Understanding this relationship helps us appreciate the nature of individual differences. That is,
these differences play a critical role in determining various important workplace behaviors of
special relevance to managers.

Psychological Contracts
A person's overall set of expectations regarding what he or she will contribute to the organization
and what the organization will provide in return. A legal contract in some ways, but is less formal
and less well defined. Unwritten contract and not all the terms are explicitly negotiated or stated.
CONTRIBUTIONS(employee) from an individual and INDUCEMENT(employer) from the
company, if they both agreed then the deal will be valid. Both will be satisfied with the
relationship and will continue what they can do.

The Person-Job Fit

The extent to which the contributions made by the individual match the inducements offered by
the organization. CONTRIBUTIONS match with the INDUCEMENT. Employee has a set of
needs to be fulfilled and set of job related abilities. Once the employer took the advantage over
that job-related abilities and the needs of the employee, that meets the perfect person job fit.

Individual Differences
These are personal attributes that vary from one person to another. An employer needs to
establish effective psychological contracts with their employees and achieve optimal fits between
people and job, they face a major challenge in attempting to understand both individual
differences and contribution in relation to inducements and context Appreciation must be in need
with the organization.

SANITA, John Kevin G.

Organizations: Wednesday, 8:00-11:00
II-BSA
January 04, 2017

Human Behavior in

Personality and Organization

PERSONALITY is the relatively stable set of psychological attributes that distinguish one
person from another. Expressed often by NATURE or NURTURE. Although the details of
the debate are beyond the scope of the discussion here, managers should strive to understand the
basic personality attribute and how they can affect peoples behavior in organization situations,
not to mention their perception and attitudes towards the organization.

The Big Five Personality Traits

Psychologists have been identified literally thousands of personality traits dimensions that
differentiate one person from another. But in the recent years, researchers have been identified
five fundamental personality traits that are especially relevant to the organization. This is called
the big five personality traits.
1. OPENNESS is the capacity to entertain new ideas and to change as a result of new
information
2. CONSCIENTIOUSNESS refers to the number of goals on which a person focuses.
3. EXTRAVERSION is the quality of being comfortable with relationships; the opposite
extreme, introversion, is characterized by more social discomfort
4. AGREEABLENESS is the ability to get along with others.
5. NEUROTICISM is characterized a persons tendency to experience unpleasant emotions
such as anger, anxiety, depression and feelings of vulnerability.

Myers-Briggs Framework
Another interesting approach to understanding personalities in organization is the Myers-Briggs
framework. This framework, based on the classical work of Carl Jung, differentiate people in
terms four general dimension: sensing, intuiting, judging an perceiving.
Extravert are the ones who love to be in a large group or in social situation while Introvert are
satisfied with reading alone and internally reflecting.
Sensing is based on the facts on hand, relying only with tangible ideas through senses while
Intuiting connects ideas and responds to a bigger picture of it.
Thinking is deciding based in analyzing ideas or information or assessing the pros and cons
while Feeling is merely focused on the emotion letting that feeling decide.

SANITA, John Kevin G.

Organizations: Wednesday, 8:00-11:00
II-BSA
January 04, 2017

Human Behavior in

Judging tends to be planned and organized and wanted things to be settled yet the Perceiving is
way more flexible and open for options, spontaneous approach.

Emotional intelligence
Refers to extent to which people are self-aware, can manage their emotions, can motivate
themselves, express empathy for others, and possess social skills.
1. Self-Awareness is the capacity for being aware of how they are feeling
2. Managing Emotions capacity to balance anxiety, anger, and fear so they will not
interfere with the things getting accomplished
3. Motivating oneself capacity to remain optimistic and to continue striving in the face of
setback, barriers or failure.
4. Empathy ability to understand how others are feeling
5. Social Skill ability to get along with others and to establish positive relationship.

Locus of Control
It is the extent to which he believes his circumstances are a function of either his own actions or
external factors beyond his control. People who believe that the individuals are in control of their
lives are said to have an internal locus of control. People who think that forces beyond their
control dictate what happens to them are said to have an external locus of control.
Authoritarianism
It is the belief that power and status differences are appropriate within hierarchical social systems
such as organization. A highly authoritarian manager maybe relatively autocratic and demanding,
highly authoritarian subordinates are more likely to accept this behavior from their leaders. On
the other hand, authoritarian manager may allow subordinates a bigger role in making decisions,
and less authoritarian subordinates might respond more positively to this behavior.
Machiavellianism
Person tend to behave to gain power and control the behavior of others. It is important trait,
named after Niccolo Machiavellli.
More Machiavellian tend to be rational and non-emotional, maybe willing to lie to attain their
personal goals, put little emphasis on loyalty and friendships, and enjoy manipulating others
behavior. Less Machiavellian individuals are more emotional, less willing to lie to succeed,
value loyalty and friendship highly and get little personal pleasure from manipulating others.
Self-esteem
It is the extent to which that person believes he or she is worthwhile and deserving individual. A
person with high self-esteem is more likely to seek higher-status jobs, be more confident in his

SANITA, John Kevin G.

Organizations: Wednesday, 8:00-11:00
II-BSA
January 04, 2017

Human Behavior in

or her ability to achieve higher levels of performance, and derive greater intrinsic satisfaction
from his or her accomplishments. In contrast, a person with less self-esteem maybe more content
to remain in a lower level job, be less confident of his or her ability and focus more on extrinsic
rewards.

Risk Propensity
It is the degree to which she is willing to take chances and make risky decisions. High risk
propensity, managers might be a catalyst to innovation, or on the other hand, might jeopardize
being of the organization if the risky decisions prove to be the bad ones. While Low risk
propensity, manager might lead an organization to stagnation an excessive conservatism, or
might help the organization successfully weather turbulent and unpredictable by maintaining
stability and calm.

Attitudes in Organization
ATTITUDES are complexes of beliefs and feelings that people have about specific ideas,
situations or other people. Attitudes are formed by variety of forces, including our personal
values, our experiences, and our personality.
Attitude Structure
Attitudes are usually viewed as stable dispositions to behave toward objects in a certain way.
There are 3 components of attitudes:
1. AFFECT is that most people react to words such as love, hate, sex and war in a manner
that reflects their feelings about what those words convey.
2. COGNITION is based on perceptions of truth and reality and perceptions agree with
reality to varying degrees.
3. INTENTION someone may tend to do one thing but later alter intentions because of a
more significant and central attitude.

Cognitive Dissonance
It is the anxiety a person experiences when simultaneously possessing two sets of knowledge or
perceptions that are contradictory of incongruent. occurs when a people behave in fashion that is
inconsistent with their attitudes. Because the attitudes and behaviors are inconsistent with each
other, the person probably will experience a certain amount of tension and discomfort and may
try to reduce these feelings by changing the attitude, altering the behavior or perceptually
distorting the circumstances.

SANITA, John Kevin G.

Organizations: Wednesday, 8:00-11:00
II-BSA
January 04, 2017

Human Behavior in

Attitude Change
Attitudes are not stable as personality attitude. This can be used as a way of reducing cognitive
dissonance.

Key Work-Related Attitudes

Job Satisfaction
It is the extent to which a person is gratified or fulfilled by his or her work. Extensive research on
job satisfaction show that personal factors such as an individuals needs and aspiration determine
this attitude, along with group and organizational factors such as relationships with co-workers
and supervisors and working conditions, work policies and compensation.
Organizational Commitment
It is a persons identification with and attachment to an organization. Sometimes called job
commitment. A highly-committed person will probably see herself as a true member of the firm,
overlook minor resources of dissatisfaction, and see herself remaining a member of the
organization. In contrast, a less committed person is more likely to see herself as an outsider, to
express more dissatisfaction about things, and to not see herself as a long-term member of the
organization
Affect and Mood in Organization
Positive Affectivity
They are relatively upbeat and optimistic and has an overall sense of well-being, and see things
in a positive light
Negative Affectivity
They are downbeat and pessimistic and see thing in a negative way, and seem to be in a bad
mood.

Perception in Organization
It is the set of processes by which an individual becomes aware of and interprets information
about the environment is another important element of workplace behavior. If everyone
perceived everything the same way, things would be a lot simpler. Of course, just the opposite is
true if people perceive things in very different ways. Since perception plays a role in a variety of
workplace behaviors, managers should understand basic perceptual process.

SANITA, John Kevin G.

Organizations: Wednesday, 8:00-11:00
II-BSA
January 04, 2017

Human Behavior in

Perceptual Process
Selective Perception
The process of screening out information that we are uncomfortable with or that contradicts our
beliefs. In one sense is beneficial because it allows to disregard n=minor bits of information. Of
course, the benefit occurs only if our basic perception is accurate. If selective perception causes
us to ignore important information, however, it can become quite detrimental.

Stereotyping
It is categorizing or labeling people on the basis of a single attribute. Common attributes which
often stereotype is race and sex. Of course, stereotypes along these lines are inaccurate and can
be harmful.

Perception and Attribution

Attribution Theory
Suggest that we attribute-cause to behavior based on our observations of certain characteristics
of that behavior. has extended our understanding of how perception affects behavior in
organization.
Attribution Process
Process involves observing behavior and then attributing causes to it. Observed behaviors are
interpreted in terms of their consensus, their consistency, and their distinctiveness. The
interpretations result in behavior being attributed to either internal or external causes.
CONCENSUS is the extent to which other people in the same situation behave in the same way.
CONSISTENCY is the degree to which the same person behaves in the same way at different
times.
DISTINCTIVENESS is the extent to which the same person behaves in the same way in
different situation.

Types of Workplace Behavior

Workplace Behavior is a pattern of action by the members of an organization that directly or
indirectly influences the organizations effectiveness. One way to talk about workplace behavior
is to describe its impact on performance and productivity, absenteeism and turnover, and
organizational citizenship. Unfortunately, employees can exhibit dysfunctional behaviors as well.

SANITA, John Kevin G.

Organizations: Wednesday, 8:00-11:00
II-BSA
January 04, 2017

Human Behavior in

Performance Behaviors
Are all of the total set of work-related behaviors that the organization expects the individual to
display. Organization rely on a number of different methods to evaluate performance. The key, of
course, is to match the evaluation mechanism with the job being performed.
Dysfunctional behavior
Are those that detract from organizational performance.
Absenteeism
Occurs when an individual does not show up for work. Some absenteeism is legitimate cause,
such as illness, jury duty, or a death or illness in the family. When an employee is absent,
legitimately or not, her or his work does not get done at all or a substitute must be hired to do it.
Obviously, some absenteeism is expected, but organization strived to minimize feigned
absenteeism and reduce legitimate absences as much as possible.
Turnover
Occurs when people quit their jobs. an organization usually incurs cost replacing workers who
have quit, and if turnover involves especially productive people, it is even more costly. Turnover
seems to result from a number of factors, including aspects of the job, the organization, the
individual, the labor market and the family influences. In general, a poor person-job fit is also
likely cause turnover. People may also be prone to leave an organization if its flexibility makes it
difficult to manage family and other personal matters and may be more likely to stay if an
organization provides sufficient flexibility to make it easier to balance work and non-work
consideration.
Organizational Citizenship
Refers to the behavior of individual who make a positive overall contribution to the organization.
A complex mosaic of individual, social and organizational variables determines organizational
citizenship behavior. Similarly, the social context, or the work group, in which the individual
works must facilitate and promote such behaviors. And the organization itself, especially its
culture, must be capable of promoting, recognizing and rewarding these types of behaviors if
they are to be maintained.