Chapter-2 Individual Behavior

Foundations of
2
Individual Behavior
15th Global Edition
Chapter Robbins and Judge
Copyright © 2013 Pearson Education 2-1

Biographical Characteristics
and How Are They Relevant to OB
Those readily available in a personnel file

 Age
 Belief is widespread that job
performance declines with
increasing age.
 The workforce is aging.


 Gender
 Few issues initiate more debates, misconceptions,
and unsupported opinions than whether women
perform as well on jobs as men do.
 Few, if any, important differences between men and
women affect job performance.
 Psychological studies have found women are more
agreeable and willing to conform to authority,
whereas men are more aggressive and more likely
to have expectations of success, but those
differences are minor.
LO 2

 Race and Ethnicity
 Employees tend to favor colleagues for
their own race in performance
evaluations, promotion decisions, pay
raises.
 Different attitudes on affirmative action
or quota filling can affect the
performance of minority groups in the
organisation.

 Disability
 A person is disabled who has any physical or
mental impairment that substantially limits one
or more major life activities.
 The “reasonable accommodation” is
problematic for employers.
 Strong biases exist against those with mental
impairment.


 Tenure
 The issue of the impact of job seniority on job
performance has been subject to
misconceptions and speculations.
 Religion
 Although employees are protected by federal
law regarding their religion in some countries, it
is still an issue in the workplace.

Those not readily available in a personnel file…

 Sexual orientation
 Federal law does not protect employees
against discrimination based on sexual
orientation.
 Gender identity
 Often referred to as transgender
employees, this topic encompasses
those individuals who change genders.
Learning
Learning
Learning
• •Involves
Involveschange
change
• •IsIsrelatively
relativelypermanent
permanent
• •IsIsacquired
acquiredthrough
throughexperience
experience
© 2003 Prentice Hall

2–8
Inc. All rights
Theories of Learning
Key
KeyConcepts
Concepts
• •Unconditioned
Unconditionedstimulus
stimulus
• •Unconditioned
Unconditionedresponse
response
• •Conditioned
Conditionedresponse
response

2–9
Inc. All rights
Key
KeyConcepts
Concepts
• •Reflexive
Reflexive(unlearned)
(unlearned)behavior
behavior
• •Conditioned
Conditioned(learned)
(learned)behavior
behavior
• •Reinforcement
Reinforcement

2–10
Inc. All rights
Key
KeyConcepts
Concepts
• •Attention
Attentionprocesses
processes
• •Retention
Retentionprocesses
processes
• •Motor
Motorreproduction
reproductionprocesses
processes
Reinforcementprocesses
processes

2–11
Inc. All rights
Key
KeyConcepts
Concepts
Reinforcementisisrequired
requiredtotochange
changebehavior.
behavior.
• •Some
Somerewards
rewardsare aremore
moreeffective
effectivethan
thanothers.
others.
• •The
Thetiming
timingofofreinforcement
reinforcementaffects
affectslearning
learningspeed
speedand
andpermanence.
permanence.

2–12
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Schedules of Reinforcement

2–13
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2–14
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Fixed-ratio
EXHIBIT 2-4
2–15
Inc. All rights
Intermittent Schedules of Reinforcement
EXHIBIT 2-5a
2–16
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Intermittent Schedules of Reinforcement
EXHIBIT 2-5b
2–17
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Contrast the Three
Components of an Attitude
Evaluative statements or judgments concerning
objects, people, or events
Three components of an attitude:
The emotional or
feeling segment
of an attitude
The opinion or
belief segment
of an attitude An intention to behave
in a certain way
toward someone or
something
3-18
Copyright © 2013 Pearson Education
Compare and Contrast the Major Job Attitudes
 Job Satisfaction
 A positive feeling about the job resulting from an
evaluation of its characteristics
 Job Involvement
 Degree of psychological identification with the job
where perceived performance is important to self-
worth
 Logical Empowerment
 Belief in the degree of influence over the job,
competence, job meaningfulness, and autonomy3-19
Compare and Contrast
the Major Job Attitudes
 Organizational Commitment
 Identifying with a particular organization and
its goals, while wishing to maintain
membership in the organization.
 Three dimensions:
 Affective – emotional attachment to
organization
 Continuance Commitment – economic value
of staying
 Normative – moral or ethical obligations
3-20
 Organizational Commitment (cont)

 Has some relation to performance,
especially for new employees.
 Theoretical models propose that
employees who are committed will be less
likely to engage in work withdrawal even if
they are dissatisfied, because they have a
sense of organizational loyalty.
3-21
 Perceived Organizational Support (POS)

 Degree to which employees believe the
organization values their contribution and
cares about their well-being.
 Higher when rewards are fair, employees are
involved in decision making, and
supervisors are seen as supportive.
 High POS is related to higher OCBs and
performance.
3-22
 Employee Engagement
 The degree of involvement with,
satisfaction with, and enthusiasm for
the job.
 Engaged employees are passionate
about their work and company.
3-23
Define Job Satisfaction
and Show How It Can Be Measured
 Job satisfaction
 A positive feeling about a job resulting from
an evaluation of its characteristics
 Two approaches for measuring Job
Satisfaction are popular:
 The single global rating
 The summation of job facets
3-24
Identify Four Employee Responses to Dissatisfaction
Insert Exhibit 3-5
3-25
Define personality, describe how
it is measured, and explain the factors
that determine an individual’s personality
 Personality is a dynamic concept describing the

growth and development of a person’s whole
psychological system;
 It looks at some aggregate whole that is greater
than the sum of the parts.
 Defining Personality
 Personality as the sum total of ways in which
an individual reacts to and interacts with
others. Copyri
ght ©
2013
Pears
on
Educa
tion,
Inc.
 Managers can use personality tests

because they are useful in hiring
decisions and help managers forecast
who is best for a job.
 The most common means of measuring
personality is through self-report surveys.
 Observer-ratings surveys provide an
independent assessment of personality. Copyri
ght ©
2013
Pears
on
Educa
tion,
Inc.
 Heredity refers to those factors that were determined at

conception.
 The heredity approach argues that the ultimate explanation of
an individual’s personality is the molecular structure of the
genes, located in the chromosomes.
 Popular characteristics include shy, aggressive,

submissive, lazy, ambitious, loyal, and timid. These are
personality traits.
 Early efforts to identify the primary traits that govern behavior
often resulted in long lists that were difficult to generalize from
and provided little practical guidance to organizational decision
makers. Copyri
ght ©
2013
Pears
on
Educa
tion,
Inc.
Identify the key traits in the
Big Five personality model
 Extraversion,
 Agreeableness,
 Conscientiousness,
 Emotional stability,
 Openness to experience. Copyri

ght ©
2013
Pears
on
Educa
tion,
Inc.
Demonstrate how the Big Five
traits predict behavior at work
Copyri
ght ©
2013
Pears
on
Educa
tion,
Inc.
Identify other personality
traits relevant to OB
 Core Self-Evaluation (Self-perspective)

 Machiavellianism (Machs)
 Narcissism
 Self-Monitoring
 Risk Taking
 Proactive Personality
 Other-orientation Copyri
ght ©
2013
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on
Educa
tion,
Inc.
Define values, demonstrate the importance
of values, and contrast terminal
and instrumental values
 Importance of Values
 Values lay the foundation for the
understanding of attitudes and
motivation.
 Values generally influence attitudes and
behaviors.
 We can predict people’s reactions based
on understanding values.
Copyri
ght ©
2013
Pears
on
Educa
tion,
Inc.
Define values, demonstrate the importance
of values, and contrast terminal
and instrumental values
Copyri
ght ©
2013
Pears
on
Educa
tion,
Inc.
Identify Hofstede’s five value
dimensions of national culture
 Five value dimensions of national culture:

 Power distance
 Individualism versus collectivism
 Masculinity versus femininity
 Uncertainty avoidance
 Long-term versus short-term
orientation
Copyri
ght ©
2013
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on
Educa
tion,
Inc.
Define perception and explain
LO 1 the factors that influence it
 Perception is a process by which individuals

organize and interpret their sensory impressions
in order to give meaning to their environment.
 It is important to the study of OB because
peoples’ behaviors are based on their perception
of what reality is, not on reality itself.
Copyri
ght ©
2013
Pears
on
Educa
tion,
Inc.
Define perception and explain
LO 1 the factors that influence it
Copyri
ght ©
2013
Pears
on
Educa
tion,
Inc.
Explain attribution theory and list the three
LO 2 determinants of attribution
 Attribution theory suggests that when we observe

an individual’s behavior, we attempt to determine
whether it was internally or externally caused.
 Determination depends on three factors:
 Distinctiveness
 Consensus
 Consistency Copyri
ght ©
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on
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tion,
Inc.
 Clarification of the differences between

internal and external causation:
 Internally caused - those that are
believed to be under the personal control
of the individual.
 Externally caused - resulting from
outside causes. Copyri
ght ©
2013
Pears
on
Educa
tion,
Inc.
Copyri
ght ©
2013
Pears
on
Educa
tion,
Inc.
 Fundamental Attribution Error

 We have a tendency to underestimate the
influence of external factors and overestimate
the influence of internal or personal factors.
 Self-serving Bias
 Individuals attribute their own successes to
internal factors.
Copyri
ght ©
2013
Pears
on
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tion,
Inc.

Chapter-2 Individual Behavior

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Foundations of

Copyright © 2013 Pearson Education 2-1

Those readily available in a personnel file

Copyright © 2013 Pearson Education 2-2

Those readily available in a personnel file

Those readily available in a personnel file

Those readily available in a personnel file

Copyright © 2013 Pearson Education 2-5

Those readily available in a personnel file

Copyright © 2013 Pearson Education 2-6

Those not readily available in a personnel file…

© 2003 Prentice Hall

© 2003 Prentice Hall

© 2003 Prentice Hall

© 2003 Prentice Hall

© 2003 Prentice Hall

© 2003 Prentice Hall

© 2003 Prentice Hall

 Organizational Commitment (cont)

 Perceived Organizational Support (POS)

Insert Exhibit 3-5

 Personality is a dynamic concept describing the

 Managers can use personality tests

 Heredity refers to those factors that were determined at

 Popular characteristics include shy, aggressive,

 Openness to experience. Copyri

 Core Self-Evaluation (Self-perspective)

 Five value dimensions of national culture:

 Perception is a process by which individuals

 Attribution theory suggests that when we observe

 Clarification of the differences between

 Fundamental Attribution Error

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