FILIPINO HUMAN

BEHAVIOR IN
ORGANIZATION

HUMAN BEHAVIOR IN
ORGANIZATION

ORGANIZATIONAL
 HUMAN RESOURCE DEVELOPMENT
HUMAN BEHAVIOR IN ORGANIZATION
ORGANIZATIONAL DEVELOPMENT / BEHAVIOR

Chapter 1: Introduction

Chapter 2: Job Analysis

• What is job analysis and its purposes?

• Discuss some sources of job analysis.
• Why is job analysis the first step in
designing an employee assessment
device?
 HUMAN RESOURCE DEVELOPMENT
HUMAN BEHAVIOR IN ORGANIZATION
ORGANIZATIONAL DEVELOPMENT / BEHAVIOR

Chapter 3: Performance Appraisal

• Why do we appraise employees?

• What could be methods for assessing job
performance?
• What is/are the advantage/s of linking
performance appraisal to organizational
goals?
 HUMAN RESOURCE DEVELOPMENT
HUMAN BEHAVIOR IN ORGANIZATION
ORGANIZATIONAL DEVELOPMENT / BEHAVIOR

Chapter 4: Selecting Employees

• How is the selection of employees

done?
• What are the criteria of employee
selection?
 HUMAN RESOURCE DEVELOPMENT
HUMAN BEHAVIOR IN ORGANIZATION
ORGANIZATIONAL DEVELOPMENT / BEHAVIOR

Chapter 5: Training

• Discuss the steps involved in

developing and implementing a
training program in an organization?
• Describe how needs assessment is
conducted?
• How is training evaluated?
 HUMAN RESOURCE DEVELOPMENT
HUMAN BEHAVIOR IN ORGANIZATION
ORGANIZATIONAL DEVELOPMENT / BEHAVIOR

Chapter 6: Theories of Employee

Motivation
• What is motivation?
• Discuss the major work motivation
theories. How does each explain work
behavior?
• Compare and contrast these
motivation theories.
 HUMAN RESOURCE DEVELOPMENT
HUMAN BEHAVIOR IN ORGANIZATION
ORGANIZATIONAL DEVELOPMENT / BEHAVIOR

Chapter 7: Job Satisfaction and

Organizational Commitment
• Define and characterize the difference
between job satisfaction and organizational
commitment.
• Explain how job satisfaction and
organizational commitment are measured.
• What can be possible causes and effects of
job satisfaction and organizational
commitment?
 HUMAN RESOURCE DEVELOPMENT
HUMAN BEHAVIOR IN ORGANIZATION
ORGANIZATIONAL DEVELOPMENT / BEHAVIOR

Chapter 8: Productive and Counterproductive

Employee Behavior
• Discuss how environmental and personal
characteristics impact job performance?
• Explain how the principles of human factors can be
used to enhance job performance.
• Research on any case/article of counterproductive
behavior and make a reaction paper about the
case/article taken.
• What factors would encourage you to stay on a job
that you did not like?
 HUMAN RESOURCE DEVELOPMENT
HUMAN BEHAVIOR IN ORGANIZATION
ORGANIZATIONAL DEVELOPMENT / BEHAVIOR

Chapter 9: Employee Health and Safety

• What can be the major physical work

conditions that affect employee health?
• How can work schedules affect employee
health and well-being?
• Discuss the nature of job stress, its causes
and effects; discuss burnout and how it
relates to employee health and well-being.
 HUMAN RESOURCE DEVELOPMENT
HUMAN BEHAVIOR IN ORGANIZATION
ORGANIZATIONAL DEVELOPMENT / BEHAVIOR

Chapter 10: Leadership and Power in the

Organization

• Define leadership.
• What are the sources of influence and
power?
• Discuss the major approaches and theories
of leadership.
 HUMAN RESOURCE DEVELOPMENT
HUMAN BEHAVIOR IN ORGANIZATION
ORGANIZATIONAL DEVELOPMENT / BEHAVIOR

Chapter 11: Organizational Development

and Theory
• Explain what organizational development is
and how it is applied.
• Discuss the organizational development
theories.
• How can a change agent facilitate change if
managers have all the power in the
organization? Present any case or article
about this.
 Chapter 1

Introduction to
Organizational Behavior
 OB studies what people do in an
organization and how that behavior
affects the performance of the
organization.
 Management Functions
 Interpersonal Roles – being recognized and
respected as a leader of the team (figurehead role)

 Informational Roles – pass around the information

hierarchically (upward and downward) and
horizontally (interdepartmental)

 Decisional Roles – decision on resource allocation;

decision on action-taking; decision on
development and plan
 Management Skills
 Conceptual Skills – the ability to see
organization as a whole and the
relationship among the parts.
 Big picture thinking

 Helicopter view
 Ability to think strategically
 Ability to take the broad, long view.
 Management Skills
 Human Skills – the ability to work with and
through other people and to work effectively as
a group member.
 Assist group members in working
cooperatively as a group to achieve common
goals
 Create an atmosphere of trust and comfort

 Encourage involvement in planning

 Being sensitive to the needs of others

 Motivating others
 Management Skills
 Technical Skills – the understanding of
and proficiency in the performance of
specific tasks.
 are the knowledge and abilities
needed to accomplish mathematical,
engineering, scientific or computer-
related duties, as well as other
specific tasks relating to technology.
SUCCESSFUL and EFFECTIVE MANAGERS
 SUCCESSFUL LEADERS
• Subordinates respond to
leader’s position power.
• They contribute only to
organizational goals.
• They affect only the behavior
(actions) of subordinates.
• They closely supervise the
activities of subordinates.
• The power flows downwards
and can be delegated to
subordinates.
• It has a short-run influence
over the behavior of
subordinates.
EFFECTIVE LEADERS
• They respond to leader’s
personal power.
• They perceive organizational
goals as fulfilling their
personal goals too.
• They transform the attitudes
of subordinates.
• They exercise general
supervision.
• It flows upwards as power is
accepted by the subordinates.
• It has long-run influence over
the subordinates’ behavior.
 SUCCESSFUL EFFECTIVE
LEADERS/MANAGERS LEADERS/MANAGERS
• Focus on • Productive
networking
• Interact with • Focus on
outsiders communication
• Socialize • Active conflict
management
• Active in office • Motivate, train,
politics and develop
employees
 Goals of Organizational Behavior

 Explain, predict, and

control human behavior.
The field of OB seeks to replace
intuitive explanations with
systematic study.
 What other
knowledge help us
understand OB?
 Contributing Disciplines
Psychology seeks to Sociology studies
measure, explain, people in relation to their
and change fellow human beings.
behavior.

Social Psychology
focuses on the
influence of people
on one another.

Political Science is the

Anthropology is the
study of the
study of societies
behavior of individuals
to learn about human
and groups within
beings and their activities.
a political environment.
OB Model
 Dependent Variables

 Things which will be affected by OB

• Productivity
• What factors influence the effectiveness and efficiency of
individuals

• Absenteeism
• Absenteeism is not all bad
• Having too high employee absent rate will affect productivity
• Turnover
• Not all turnover is bad
• High turnover rate…in some degree affect productivity
• Organizational Citizenship Behavior (OCB)
• No one will want to pick up the slack
• No one would want to walk extra miles to
achieve the goals.

• Job Satisfaction
• Happy or Unhappy employees?
 Are you happy with your job?
What makes people happy with their job?
(in order of importance)

1. Friendly co-workers/good atmosphere

2. Enjoyable tasks
3. Good management
4. Good balance between your work life and personal life
5. Variety of work
6. Feeling that your work is worthwhile
7. Feeling that your contribution truly makes a difference
8. Being part of a successful team
9. Recognition of your achievements
10. Good pay
What makes people unhappy with their job? 
(in order of importance)

1. Insufficient communication on the part of the

management
2. Wages too low
3. Little or no recognition for achievements
4. Poor management
5. Not enough freedom for personal development
6. No attention paid to new ideas
7. Too few opportunities for high performers
8. Lack of fringe benefits
9. Work is no fun
10. Feeling that your contribution doesn’t really matter
Onno Hamburger, Happiness at Work (2014)
 Organizational Citizenship
 Discretionary behavior
 Not part of an employee's formal job
requirements
 Promotes the effective functioning of
the organization
Examples of Organizational Citizenship

 Helping others on one's work team

 Volunteering for extra job activities
 Avoiding unnecessary conflicts
 Making constructive statements about
one's work group and the overall
organization
 Independent Variables

 Individual Variables
• Age, gender, personality, emotion, values, attitude, ability
• Perception, individual decision-making, learning, and motivation

 Group Variables
• Norm, communication, leadership, power, politics

 Organization System Variables

• Organizational culture, HR practices
 Challenges and Opportunities for
OB
 Typical employee is getting older
 More women and minorities in the workplace
 Global competition is requiring employees to
become more flexible
 Historical loyalty-bonds that held many
employees to their employers are being
severed
 Responding to Globalization

 Increased foreign assignments

 Working with people from different
cultures
 Overseeing movement of jobs to countries
with low-cost labor
Managing Diversity
Workforce Diversity
- organizations are
becoming a more
heterogeneous mix of
people in terms of gender,
age, race, ethnicity, and
sexual orientation.
 Diversity Implications
 Managers have to shift their philosophy
from treating everyone alike to recognizing
differences and responding to those
differences in ways that ensure employee
retention and greater productivity.
 OB Insights
 Improving People Skills
 Improving Customer Service
 Empowering People
 Working in Networked Organizations
 Stimulating Innovation and Change
 OB Insights
 Coping with “Temporariness”
 Helping Employees Balance Work/Life
Conflicts
 Declining Employee Loyalty
 Improving Ethical Behavior
 Influence of Culture
 Self-Esteem or Amor-Propio
- sensitive to words or actions of others

 Embarrassment or Hiya
- behaving in what is deemed to be an acceptable way

 Obligation or Utang na Loob

- repaying favors

 Getting Along Together or Pakikisama

- SIR (smooth Interpersonal Relations) that may lead to
inefficiencies