Organizational Behavior:

Values, Attitudes, Personality &

Emotions

ALVAREZ, Karmilyn A. & SAGMAYAO, Bingle

Presenters/Discussants Professor: Jo B. Bitonio DM 217 Human Behavior in Organization

Types of ValuesTypes of Values

TerminalTerminalValuesValues

InstrumentalInstrumentalValuesValues

Dominant Values in Today’s Workforce

CareerStage

Entered theWorkforce

ApproximateCurrent Age

Dominant Work Values

1. Protestant Work Ethic (Veterans)2. Existential

3. Pragmatic(boomers)

4.generation X (Xers)

Mid-1940s toLate 1950s

1960s to Mid-1970s

Mid-1970s toMid-1980s

Mid-1980sthrough 1990s

60 to 75

45 to 60

35 to 45

Under 35

Hard working; loyal tofirm; conservative

Nonconforming; seeksautonomy; loyal to self

Ambitious, hard worker;loyal to career

Flexible, values leisure;loyal to relationships

Power DistanceIndividualism - CollectivismQuantity of Life (Masculinity) - Quality of Life (Femininity) Uncertainty Avoidance

Long-Term or Short-Term Orientation

Values Across CulturesValues Across Cultures

CognitiveCognitiveComponentComponentCognitiveCognitive

ComponentComponent

AttitudeAttitude AffectiveAffectiveComponentComponent

AffectiveAffectiveComponentComponent

BehavioralBehavioralComponentComponentBehavioralBehavioralComponentComponent

Type of AttitudeType of Attitude

1.1.Organizational Citizenship Organizational Citizenship Behavior (OCB)Behavior (OCB)

2.2.Job SatisfactionJob Satisfaction3.3.Job InvolvementJob Involvement4.4.Organizational CommitmentOrganizational Commitment

Importance Importance of the Elementsof the Elements

Importance Importance of the Elementsof the Elements

CognitiveCognitiveDissonanceDissonanceCognitiveCognitive

DissonanceDissonanceDegree ofDegree of

Personal InfluencePersonal InfluenceDegree ofDegree of

Personal InfluencePersonal Influence

RewardsRewardsInvolvedInvolvedRewardsRewardsInvolvedInvolved

The Attitude-Behavior Relationship

Level of SpecificityLevel of Specificity

AccessibilityAccessibility

Social PressuresSocial Pressures

ImportanceImportance

Direct ExperienceDirect Experience

The Effect of Job Satisfaction on Performance

The Effect of Job Satisfaction on Performance

•Job Satisfaction and Productivity•Job Satisfaction and Absenteeism•Job Satisfaction and Turnover•Job Satisfaction and Customer Satisfaction

Exit Voice

LoyaltyNeglect

Constructive

Active

Passive

Destructive

Response to Job Dissatisfaction

Style ofStyle ofDecision MakingDecision Making Judgmental (J)Judgmental (J)

Perceptive (P)Perceptive (P)

Preference forPreference forDecision MakingDecision Making Thinking (T)Thinking (T)

Feeling (F)Feeling (F)

Type of SocialType of SocialInteractionInteraction Introvert (I)Introvert (I)

Extrovert (E)Extrovert (E)

Preference forPreference forGathering DataGathering Data Intuitive (N)Intuitive (N)

Sensing (S)Sensing (S)

Myers-Briggs Type IndicatorMyers-Briggs Type Indicator

The Big Five Personality The Big Five Personality DimensionsDimensionsExtroversionExtroversion:: Outgoing, talkative, sociable,

assertiveAgreeablenessAgreeableness:: Trusting, good natured,

cooperative, soft heartedConscientiousnessConscientiousness:: Dependable, responsible,

achievement oriented, persistentEmotional stabilityEmotional stability:: Relaxed, secure, unworriedOpenness to experience:Openness to experience: Intellectual,

imaginative, curious, broad mindedResearch findingResearch finding:: Conscientiousness is the best

(but not a strong) predictor of job performance.

Other KeyOther KeyPersonalityPersonalityAttributesAttributes

LocusLocusof Controlof Control

Self-EsteemSelf-Esteem

RiskRiskPropensityPropensity

Type AType APersonalityPersonality

MachiavellianMachiavellianPersonalityPersonality

SelfSelfMonitoringMonitoring

Holland’s Theory of Personality-Job FitHolland’s Theory of Personality-Job Fit Type Personality Occupations

Realistic

Investigative

Social

Conventional

Enterprising

Artistic

Shy, Stable, Practical

Analytical, Independent

Sociable, Cooperative

Practical, Efficient

Ambitious, Energetic

Imaginative, Idealistic

Mechanic, Farmer,Assembly-Line Worker

Biologist, Economist,Mathematician

Social Worker,Teacher, Counselor

Accountant, ManagerBank Teller

Lawyer, Salesperson

Painter, Writer,Musician

Investigative

A

I

S

C

E

RRealis

tic

Artis

tic

Soci

al

Enterprising

Con

ven

tion

al

Occupational Personality Types

Felt VersusFelt VersusDisplay EmotionsDisplay Emotions

Felt VersusFelt VersusDisplay EmotionsDisplay Emotions

What AreWhat AreEmotions?Emotions?What AreWhat AreEmotions?Emotions?

EmotionalEmotional DissonanceDissonanceEmotionalEmotional

DissonanceDissonance

ImportantImportantTermsTerms

ImportantImportantTermsTerms

Six Universal Emotions

HappinessHappiness

SurpriseSurprise

FearFear

SadnessSadness

AngerAnger

DisgustDisgust

EmotionlessEmotionlessPeoplePeople

EmotionlessEmotionlessPeoplePeople

Other KeyOther KeyIssuesIssues

Other KeyOther KeyIssuesIssues

GenderGenderand Emotionsand Emotions

GenderGenderand Emotionsand Emotions

CultureCultureand Emotionsand Emotions

CultureCultureand Emotionsand Emotions

OB ApplicationsOB Applications

Emotional Intelligence (EI)

Decision Making

Motivation

Leadership

Interpersonal Conflict

Multiple IntelligenceMultiple Intelligence

1.1.Intelligence Quotient (IQ)Intelligence Quotient (IQ)

2.2.Emotional Intelligence (EI) Emotional Intelligence (EI) or Emotional Quotient (EQ)or Emotional Quotient (EQ)

3.3.Spiritual IntelligenceSpiritual Intelligence

4.4.Cultural IntelligenceCultural Intelligence

ValuesValues

AttitudesAttitudes

PersonalityPersonality

AbilityAbility

MotivationMotivation

PerceptionPerception

LearningLearning

BehaviorBehavior

Key Variables Affecting Behavior

An OB Model for Studying An OB Model for Studying Individual DifferencesIndividual Differences

Personalitytraits

Self Concept• Self-esteem• Self-efficacy

• Self-monitoring

The Unique IndividualThe Unique Individual Forms of Self-Forms of Self- Expression Expression

AttitudesAttitudes

AbilitiesAbilities

EmotionsEmotions

Self-EfficacySelf-Efficacy

Sources of Self-Efficacy BeliefsSources of Self-Efficacy Beliefs::- Prior experience- Behavior models- Persuasion from others- Assessment of physical/emotional state

Self-efficacySelf-efficacy:: “A person’s belief about his or her chances of successfully accomplishing a specific task.”

Covey’s Seven Habits:Covey’s Seven Habits:An Agenda for ManagerialAn Agenda for Managerial

Self-ImprovementSelf-Improvement

1. 1. Be proactive.Be proactive.

2. 2. Begin with the end in mind.Begin with the end in mind.

3. 3. Put first things first.Put first things first.

4. 4. Think win/win.Think win/win.

5. 5. Seek first to understand, then to be Seek first to understand, then to be understood.understood.

6. 6. Synergize.Synergize.

7. 7. Sharpen the saw.Sharpen the saw.