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ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H
2005 Prentice Hall Inc.
All rights reserved.
E D I T I O N
W W W . P R E N H AL L . C O M / R O B B I N S
PowerPoint Presentation
by Charlie Cook
Contents
12 hrs
32
Dr. Jessy Nair
Dept of Management Studies
Emotions - Categories
Anger
Fear
Joy
Love
Sadness
Disgust
Alarm
Cheerfulness
Affection
Disappointm
ent
Envy
Anxiety
Contentment
Longing
Neglect
Exasperation
Enthrallment
Lust
Sadness
Irritation
Optimism
Shame
Rage
Pride
Suffering
Torment
Relief
Sympathy
Surprise
Zest
Emotional Dissonance
A situation in which an employee
must project one emotion while
simultaneously feeling another.
45
46
Emotions
Emotions
Intense
Intensefeelings
feelingsthat
thatare
are
directed
directedat
atsomeone
someoneor
or
something.
something.
Moods
Moods
Feelings
Feelingsthat
thattend
tendto
tobe
beless
less
intense
intensethan
thanemotions
emotionsand
and
that
lack
a
contextual
that lack a contextual
stimulus.
stimulus.
47
Emotion Dimensions
Variety of emotions
Positive
Negative
Intensity of emotions
Personality
Job Requirements
Frequency and duration of
emotions
How often emotions are
exhibited.
How long emotions are
displayed.
2005 Prentice Hall Inc. All rights reserved.
48
Dr. Jessy Nair
Dept of Management Studies
Discuss
What are the implications of emotions at
workplace ?
What actions can managers take to enable
emotional labour?
Are men more emotional compared to
women !!
310
Dr. Jessy Nair
Dept of Management Studies
Cultural
Cultural
Influences
Influences
Individual
Individual
Emotions
Emotions
411
412
Dr. Jessy Nair
Dept of Management Studies
Emotional Intelligence
Emotional Intelligence, as a psychological theory, was
developed by Peter Salovey and John Mayer.
"Emotional intelligence is the ability to perceive emotions, to
access and generate emotions so as to assist thought, to
understand emotions and emotional knowledge, and to
reflectively regulate emotions so as to promote emotional
and intellectual growth. ( Mayer & Salovey, 1997).
414
Dr. Jessy Nair
Dept of Management Studies
OB Applications of Understanding
Emotions
Ability and Selection
Emotions affect employee effectiveness.
Decision Making
Emotions are an important part of the decisionmaking process in organizations.
Motivation
Emotional commitment to work and high motivation
are strongly linked.
Leadership
Emotions are important to acceptance of messages
from organizational leaders.
2005 Prentice Hall Inc. All rights reserved.
417
Dr. Jessy Nair
Dept of Management Studies
OB Applications of Understanding
Emotions
Interpersonal Conflict
Conflict in the workplace and individual emotions are
strongly intertwined.
Customer Services
Emotions affect service quality delivered to customers
which, in turn, affects customer relationships.
Deviant Workplace Behaviors
Negative emotions lead to employee deviance (actions
that violate norms and threaten the organization).
Productivity failures
Property theft and destruction
Political actions
Personal aggression
418
Dr. Jessy Nair
Dept of Management Studies
319
Dr. Jessy Nair
Dept of Management Studies
Perception and
Individual Decision Making
Peoples
Peoplesbehavior
behavior isis
based
based on
on their
their
perception
perception of
of what
what
reality
reality is,
is, not
not on
on
reality
reality itself.
itself.
A process by which
individuals organize
and interpret their
sensory impressions in The world as it is
The world as it is
order to give meaning to
perceived
isis the
world
perceived
the
world
their environment.
that
that isis behaviorally
behaviorally
important.
important.
523
524
525
526
527
Stereotyping
Judging someone on the basis of ones
perception of the group to which that person
belongs.
528
Employee Effort
Assessment of individual effort is a
subjective judgment subject to perceptual
distortion and bias.
531
Perception
Perception
of
ofthe
the
decision
decision
maker
maker
Outcomes
532
Model
ModelAssumptions
Assumptions
Problem
Problemclarity
clarity
Known
Knownoptions
options
Clear
Clearpreferences
preferences
Constant
Constant
preferences
preferences
No
Notime
timeor
orcost
cost
constraints
constraints
Maximum
Maximumpayoff
payoff
534
Randomness Error
Trying to create meaning out of random events
by falling prey to a false sense of control or
superstitions.
Hindsight Bias
Falsely believing to have accurately predicted
the outcome of an event, after that outcome is
actually known.
2005 Prentice Hall
Inc. All rights
Intuition
Intuitive Decision Making
An unconscious process created out of distilled
experience.
Conditions Favoring Intuitive Decision Making
A high level of uncertainty exists
There is little precedent to draw on
Variables are less scientifically predictable
Facts are limited
Facts dont clearly point the way
Analytical data are of little use
Several plausible alternative solutions exist
Time is limited and pressing for the right decision
2005 Prentice Hall
Inc. All rights
Organizational Constraints on
Decision Makers
Performance Evaluation
Evaluation criteria influence the choice of actions.
Reward Systems
Decision makers make action choices that are favored
by the organization.
Formal Regulations
Organizational rules and policies limit the alternative
choices of decision makers.
System-imposed Time Constraints
Organizations require decisions by specific deadlines.
Historical Precedents
Past decisions influence current decisions.
2005 Prentice Hall
Inc. All rights
Problems selected
Time orientation
Importance of logic and rationality
Belief in the ability of people to solve
problems
Preference for collect decision making
Rights
Respecting and protecting basic rights of
individuals such as whistleblowers.
Justice
Imposing and enforcing rules fairly and impartially.
References
1.
https://hbr.org/2016/09/managing-the-hidden-stress-of-emotionallabor&cm_sp=Article-_-Links-_-End%20of%20Page%20Recirculation
2.
https://www.google.co.in/search?
q=E+Q+Dilbert&espv=2&rlz=1C1CHHZ_enIN484IN485&biw=1366&bih
=630&tbm=isch&tbo=u&source=univ&sa=X&ved=0ahUKEwjjw5Gp_6
XPAhVCmJQKHSvlCg4QsAQIIw&dpr=1#imgrc=wFkXZna8e_PbcM
%3A
3.
https://www.google.co.in/search?
q=E+Q+Dilbert&espv=2&rlz=1C1CHHZ_enIN484IN485&biw=1366&bih
=630&tbm=isch&tbo=u&source=univ&sa=X&ved=0ahUKEwjjw5Gp_6
XPAhVCmJQKHSvlCg4QsAQIIw&dpr=1#tbm=isch&q=Emotional+intel
ligence+Dilbert&imgrc=D47jSbLSlkPJVM%3A
344
Dr. Jessy Nair
Dept of Management Studies
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H
2005 Prentice Hall Inc.
All rights reserved.
E D I T I O N
W W W . P R E N H AL L . C O M / R O B B I N S
PowerPoint Presentation
by Charlie Cook
Defining Motivation
Motivation
The processes that account for an individuals
intensity, direction, and persistence of effort toward
attaining a goal.
Key
KeyElements
Elements
1.
1. Intensity:
Intensity:how
howhard
hardaaperson
persontries
tries
2.
2.
3.
3.
Direction:
Direction:toward
towardbeneficial
beneficialgoal
goal
Persistence:
Persistence:how
howlong
longaaperson
persontries
tries
Two-Factor Theory
Frederick
Herzberg
Two-Factor (Motivation-Hygiene) Theory
Intrinsic factors are related to job satisfaction,
while extrinsic factors are associated with
dissatisfaction.
Hygiene Factors
Factorssuch as company policy and
administration, supervision, and salarythat,
when adequate in a job, placate workers.
When factors are adequate, people will not be
dissatisfied.
2005 Prentice Hall
Inc. All rights
Two-Factor Theory
Frederick Herzberg
ERG Theory
ERG Theory
Clayton Alderfer
Concepts:
Concepts:
More
Morethan
thanone
oneneed
needcan
can
be
beoperative
operativeatatthe
thesame
same
time.
time.
IfIfaahigher-level
higher-levelneed
need
cannot
cannotbe
befulfilled,
fulfilled,the
the
desire
to
satisfy
a
lowerdesire to satisfy a lowerlevel
levelneed
needincreases.
increases.
Theory of Needs
David
McClellands
Need for Achievement
Need for Affiliation
The drive to excel, to
achieve in relation to a set
of standards, to strive to
succeed.
653
nPow
nAch
nAff
Expectancy Theory
Victor Vroom
Expectancy Theory
The strength of a tendency to act in a
certain way depends on the strength of an
expectation that the act will be followed by
a given outcome and on the attractiveness
of that outcome to the individual.
Equity Theory
Equity Theory
Individuals compare their job inputs and
outcomes with those of others and then
respond to eliminate any inequities.
Referent
Referent
Comparisons:
Comparisons:
Self-inside
Self-inside
Self-outside
Self-outside
Other-inside
Other-inside
Other-outside
Other-outside
2005 Prentice Hall
Inc. All rights
Equity Theory
People are motivated to seek social equity in the
rewards they receive for performance.
Equity is an individuals belief that the treatment he or she
receives is fair relative to the treatment received by others.
outcomes (self)
inputs (self)
outcomes (other)
inputs (other)
Dr. Jessy Nair
Dept of Management Studies
Equity Theory
Conditions of and reactions to equity comparisons:
Feeling equitably rewarded.
Maintain performance and accept comparison as fair estimate.
Feeling over-rewarded.
Increase or decrease inputs.
Distort ratios by rationalizing.
Help the object person gain more outcomes.
Equity Theory
Propositions
Propositionsrelating
relatingto
toinequitable
inequitablepay:
pay:
1.
1. Overrewarded
Overrewardedhourly
hourlyemployees
employeesproduce
produce
more
morethan
thanequitably
equitablyrewarded
rewardedemployees.
employees.
2.
2. Overrewarded
Overrewardedpiece-work
piece-workemployees
employees
produce
produceless,
less,but
butdo
dohigher
higherquality
qualitypiece
piece
work.
work.
3.
3. Underrewarded
Underrewardedhourly
hourlyemployees
employeesproduce
produce
lower
lowerquality
qualitywork.
work.
4.
4. Underrewarded
Underrewardedemployees
employeesproduce
producelarger
larger
quantities
quantitiesof
oflower-quality
lower-qualitypiece
piecework
workthan
than
equitably
equitablyrewarded
rewardedemployees
employees
2005 Prentice Hall
Inc. All rights
Equity Theory
Distributive Justice
Perceived fairness of the amount and
allocation of rewards among individuals.
Procedural Justice
The perceived fairness of the process to
determine the distribution of rewards.
Theory Y
Assumes that employees like work, seek responsibility,
are capable of making decisions, and exercise selfdirection and self-control when committed to a goal.
665
Characteristics:
Characteristics:
1.1. Skill
Skillvariety
variety
2.2.
3.3.
Task
Taskidentity
identity
Task
Tasksignificance
significance
4.4.
5.5.
Autonomy
Autonomy
Feedback
Feedback
667
668
669
Characteristics:
Characteristics:
1.1. Skill
Skillvariety
variety
2.2.
3.3.
Task
Taskidentity
identity
Task
Tasksignificance
significance
4.4.
5.5.
Autonomy
Autonomy
Feedback
Feedback
671
672
References
Organization Behaviour Stepehen P
Robbins, Judge and
Management - Griffin