MGT201 Chapter 13
Transcript of MGT201 Chapter 13
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MGT 201: Principles of Management
Chapter 13
Foundations of Behavior
Farzana Chowdhury
SPRING 2012
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Why look at Individual Behavior?
Focus of Organizational Behavior (OB)
Goals of OB
Five important employee behaviors
Attitudes
Components of attitude
Job satisfaction
What affect does job satisfaction have on employee behavior?
Satisfaction and productivity
Satisfaction and absenteeismSatisfaction and turn-over
Job satisfaction and customer satisfaction
Job involvement
Organizational commitment
Objectives
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Attitudes (Contd)
Perceived organizational support
Attitudes and consistency
Attitude surveys
Implication for managers
Personality
Myers Briggs Type Indicator (MBTI)
The Big Five Model
Additional Personality Insights
Emotional Intelligence Personality types in different cultures
Implication for Managers
Objectives
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Perception
Factors that influence perception
Shortcuts used in judging others
Implication for managers
Learning
Shaping
Implication for Managers
Objectives
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Organizational Behavior (OB)
Actions of people at work
OB addresses issues that arent obvious
OB is like an iceberg. It has visible dimensions and much larger
hidden portions
OB provides managers with considerable insights into theseimportant but hidden aspects of organization
Why look at Individual Behavior?
Focus of OB
Individual behavior attitudes, personality, perception, learning and
motivation Group behavior norms, roles, team-building, leadership and
conflict
Individuals in a group setting behave differently from individuals
acting alone
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Organization as an iceberg
Why look at Individual Behavior?
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Goals of OB
To explain, predict and influence behavior
Managers need to do this to manage their employees behavior
Managers success depends on getting things done through people
To do this, managers need to be able to
Explain why employees engage in some behavior Predict how employees will respond to various actions taken
Influence how employee behave
Why look at Individual Behavior?
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Why look at Individual Behavior?
Five important employee behaviors Managers are specifically concerned about five important employee
behaviors
Employee productivity a performance measure of both efficiency and
effectiveness.
Managers want to know what will influence efficiency and effectiveness
Absenteeism the failure to report to work
Difficult to get things done if employees do not show up
Can never be eliminated but excessive level will have direct impact on
organizations functioning
Turn-over the voluntary and involuntary permanent withdrawal from an
organization
Can become a problem with increased recruiting, selection, training
cost and work disruption
Can never be eliminated but something managers want to minimize
Organization wants to keep high performing employees
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Why look at Individual Behavior?
Five important employee behaviors (Contd) Organizational Citizenship Behavior (OCB) discretionary behavior that
is not part of an employees formal job requirement but which promotes the
effective functioning of the organization
Eg. Helping others in the team, volunteering in the extended job
activities, avoid unnecessary conflicts, make constructive suggestions
about work-group Organizations need employees who will do more than their job duties
Organizations with such employees will outperform
Job Satisfaction an employees general attitude toward his/her job
It is an attitude rather than a behavior
It is an outcome that concerns managers because satisfied employeesare more likely to show up for work and stay with the organization
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Why look at Individual Behavior?
Psychological factors affecting employee behavior
AttitudesAttitudes
PersonalityPersonality
PerceptionPerception
LearningLearning
EmployeeEmployee
ProductivityProductivity
AbsenteeismAbsenteeism
TurnoverTurnover
OrganizationalOrganizational
CitizenshipCitizenship
Job SatisfactionJob Satisfaction
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Attitudes
Attitudes Evaluative statements either favorable or unfavorable concerning
objects, people or events
Reflects how an individual feels about something
Components ofAttitude
Cognitive component the beliefs, opinions, knowledge, or information
held by a person Affective component the emotional or feeling part of an attitude
Behavioral component the intention to behave in a certain way
toward someone or something
Managers are especially interested job-related attitudes an employee have.
Three most widely known
Job satisfaction
Job involvement
Organizational commitment
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Attitudes
Job Satisfaction A persons general attitude towards his/her job
A person with high level of job satisfaction have positive attitude toward
his/her job
What affect does job satisfaction have on employee
behavior? Satisfaction and Productivity
As a result of the Hawthorne Studies, managers generalized
employees satisfied with their jobs would translate to working hard
this belief is false
Individual level research suggests reverse productivity more likely
lead to satisfaction
Organizational level research shows more support for the satisfaction-
productivity relationship
Organizations with more satisfied employees tend to be more effective
We may not be able to say a happy worker is more productive but it
might be true happy organizations are more productive
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Attitudes
What affect does job satisfaction have on employee
behavior? (Contd) Satisfaction and Absenteeism
Although research shows satisfied employees have lower level of
absenteeism than dissatisfied employees however, the core relation
isnt that strong. Other factors have an impact on the relationship
Organizations that provide liberal sick-leave benefits are encouragingtheir employees (including highly satisfied ones) to take sick days
Satisfaction and Turn-over
Research shows relationship between satisfaction and turn-over is
much stronger
Satisfied employees have low level of turn-over Employees decision to leave also depends on labor market
conditions, expectations about alternative job opportunities, length of
employment etc..
For superior performers the level of satisfaction is less important in
predicting turn-over. Because, organizations typically does everything
it can to keep high performers pay raise, recognition, promotion, etc.
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Attitudes
Job satisfaction and Customer Satisfaction For front-line employees who have regular contact with customers
satisfied employees increase customer satisfaction
Satisfied employees are more likely to be friendly, up-beat, responsive and
less likely to leave their job as such, customers are more likely to
encounter familiar faces and receive experienced service this helps build
customer satisfaction and loyalty
Job involvement The degree to which an employee identifies with his/her job, actively
participates in it and considers his/her job to be important to self-worth
Employees with high level of job involvement strongly identify with andreally care about the kind of work they do
Influence of job involvement on employee behavior high levels have been
found to be related to fewer absences and lower resignation rates
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Attitudes
Organizational Commitment An employees orientation towards the organization in terms of his/her
loyalty to, identification with, and involvement in the organization
Job involvement identifies with your job, organizational commitment is
identifying with your employing organization
Organizational commitment leads to lower level of absenteeism and turn-
over Better indicator of turn-over than job-satisfaction
Employee-employer relationship has changed considerably the notion of
an employee staying with a single organization for most of his/her career
has become increasingly obsolete
Perceived Organizational Support Employees general belief that their organization values their contribution
and cares about their well-being shows that the commitment of the
organization to the employee can be beneficial how? high level of
perceived organizational support have been shown to lead to increased job
satisfaction and lowered turn-over
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Attitudes
Attitude and Consistency People seek consistency in two ways
Consistency among their attitudes
Consistency between their attitudes and behaviors
If there is inconsistency, in order to achieve consistency, individuals
Alter their attitudes
Alter their behavior
Develop a rational for the inconsistency
Attitude Surveys A instrument/document that presents employees with a set of statements
or questions eliciting how they feel about their jobs, work groups,supervisors, or their organization.
Provide management with feedback on employee perceptions of the
organization and their jobs.
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Sample Attitude Survey
Source: Based on T. Lammers, The Essential Employee Survey, Inc., December 1992, pp. 159161.
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Attitudes
Implication for Managers Attitudes warn of potential behavioral problems:
Managers should do things that generate the positive attitudes that
reduce absenteeism and turnover.
Attitudes influence behaviors of employees:
Managers should focus on helping employees become more
productive to increase job satisfaction.
Employees will try to reduce dissonance unless:
Managers identify the external sources of dissonance.
Managers provide rewards compensating for the dissonance.
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Personality
Personality The unique combination of psychological characteristics that affect how a
person reacts and interacts with others
We are interested in personality because, just like attitudes, it too affects
how and why people behave the way they do
Two approaches to classify personality traits have received most attention
Myers Briggs Type Indicator (MBTI) The Big Five Model
MBTI A general personality assessment tool that measures the personality of an
individual using four dimensions:
Social interaction: Extrovert or Introvert (E or I)
Preference for gathering data: Sensing or Intuitive (S or N)
Preference for decision making: Feeling or Thinking (F or T)
Style of decision making: Perceptive or Judgmental (P or J)
Combining these preferences provides a description of 16 personality types
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Example of MBTI Personality Types
Type Description
INFJ (introvert, intuitive,INFJ (introvert, intuitive,
feeling, judgmental)feeling, judgmental)
Quietly forceful, conscientious, and concerned for others. SuchQuietly forceful, conscientious, and concerned for others. Such
people succeed by perseverance, originality, and the desire to dopeople succeed by perseverance, originality, and the desire to dowhatever is needed or wanted. They are often highly respected forwhatever is needed or wanted. They are often highly respected for
their uncompromising principles.their uncompromising principles.
ESTP (extrovert, sensing,ESTP (extrovert, sensing,
thinking, perceptive)thinking, perceptive)
Blunt and sometimes insensitive. Such people are matterBlunt and sometimes insensitive. Such people are matter--ofof--fact andfact and
do notdo not
worry or hurry. They enjoy whatever comes along. They work bestworry or hurry. They enjoy whatever comes along. They work bestwith real things that can be assembled or disassembled.with real things that can be assembled or disassembled.
ISFP (introvert, sensing,ISFP (introvert, sensing,
feeling, perceptive)feeling, perceptive)
Sensitive, kind, modest, shy, and quietly friendly. Such peopleSensitive, kind, modest, shy, and quietly friendly. Such people
strongly dislikestrongly dislike
disagreements and will avoid them. They are loyal followers anddisagreements and will avoid them. They are loyal followers and
quite often are relaxed about getting things done.quite often are relaxed about getting things done.
ENTJ (extrovert, intuitive,ENTJ (extrovert, intuitive,
thinking, judgmental)thinking, judgmental)
Warm, friendly, candid, and decisive; also usually skilled in anythingWarm, friendly, candid, and decisive; also usually skilled in anything
that requires reasoning and intelligent talk, but may sometimesthat requires reasoning and intelligent talk, but may sometimesoverestimate what they are capable of doing.overestimate what they are capable of doing.
Source: Based on I. Briggs-Myers, Introductionto Type (PaloA
lto, CA
: Consulting Psychologists Press, 1980), pp. 7
8.
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Personality
MBTI (Contd) Organizations using MBTI include Apple, AT&T, Citigroup, GE, 3M and
many hospitals and educational institutions, the US Armed Force
However, there is no hard evidence to support the validity of MBTI
How could MBTI help managers?
Proponents of the assessment believe it is important to know these
personality types because they influence the way people interact andsolve problems
MBTI has been used to help managers select employees who are well
matched to certain types of jobs
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Personality
The Big Five Model A five-factor model that encompass most of the significant variations in
human personality
The five personality traits in the Big Five Model are:
Extraversion: Sociable, talkative, and assertive
Agreeableness: Good-natured, cooperative, and trusting
Conscientiousness: Responsible, dependable, persistent, andachievement oriented
predicts job performance in a number of jobs
Emotional Stability: Calm, enthusiastic, and secure or tense, nervous,
and insecure
Openness to Experience: Imaginative, artistically sensitive, andintellectual
More than just a personality framework research has shown important
relationship exist between these personality dimensions and job
performance
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Personality
Additional Personality Insights Researchers have identified five other personality traits that have proved to
be powerful in explaining individual behavior in organizations
Locus of Control
Internal locus: persons who believe that they control their own destiny.
External locus: persons who believe that what happens to them is due
to luck or chance (the uncontrollable effects of outside forces). less satisfied and involved with their jobs
More alienated from the work setting
Machiavellianism (Mach)
The degree to which an individual is pragmatic, maintains emotional
distance, and seeks to gain and manipulate power ends can justifymeans.
Are productive in jobs that require bargaining and have high
rewards for success
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Personality
Additional Personality Insights (Contd) Self Esteem (SE)
The degree to which people like or dislike themselves
High SEs
Believe in themselves and expect success.
Take more risks and use unconventional approaches.
Are more satisfied with their jobs than Low SEs.
Low SEs
Are more susceptible to external influences.
Depend on positive evaluations from others.
Are more prone to conform than high SEs.
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Personality
Additional Personality Insights (Contd) Self Monitoring
An individuals ability to adjust behavior to external, situational factors.
High self-monitors:
Are sensitive to external cues and behave differently in different
situations.
Can present contradictory public persona and private selvesimpression management.
Low self-monitors
Do not adjust their behavior to the situation.
Are behaviorally consistent in public and private.
Risk Taking The propensity (or willingness) to take risks - High risk-takers take less
time and require less information than low risk-takers when making a
decision.
Organizational effectiveness is maximized when the risk-taking
propensity of a manager is aligned with the specific demands of the job
assigned to the manager.
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Personality
Personality Types in Different Cultures a countrys culture can influence dominantpersonality characteristics of its
people
e.g., national cultures differ in the strength of locus of control
Implication for Managers
Understanding personality difference is needed in employee selection Managers will have high-performing and more satisfied employees if
consideration is given to matching personalities with job
Best documented Personality-Jobfit Theory was developed by
psychologists John Holland
An employees job satisfaction and likelihood of turn-over depends on
the compatibilityof the employeespersonality and occupation
Key points of the theory:
There are differences in personalities
There are different types of jobs
Job satisfaction and turn-over are related to the match between
personality and job for an individual
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Hollands Typology of Personality and Sample OccupationsHollands Typology of Personality and Sample Occupations
Source: Based on J. L. Holland, MakingVocationalChoices: A Theory of VocationalPersonalitiesand WorkEnvironments (Odessa, FL: Psychological Assessment Resources, 1997).
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Perception
Perception A process by which individuals give meaning (reality) to their environment
by organizing and interpreting their sensory impressions
We interpret what we see and call it reality
We behave according to our perception
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Perception
Factors that influence Perception Theperceiver: individuals personal characteristics will heavily influence
the interpretation attitudes, personality, interest, motives, biases, etc.
The target: characteristics of the target distinctiveness, contrast,
similarity
Thesituation: the context in which the object is seen time, location, light,
color, other situational factors draw attention or distract from the target
Shortcuts used in judging others Assumedsimilarity: Assuming that others are more like us than they
actually are.
Stereotyping: Judging someone on the basis of our perception of a group
he or she is a part of. Halo effect: Forming a general impression of a person on the basis of a
single characteristic of that person
Implication for managers Employees react to perceptions (not to reality)
Pay close attention to how employees perceive their jobs and mgt actions
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Learning
Learning Any relativelypermanent change in behavior that occurs as a result of
experience.
Almost all complex behavior is learned.
Learning is a continuous, life-long process.
The principles of learning can be used to shape behavior
Shaping Behavior Attempting to moldindividuals by guiding their learning in graduated
steps such that they learn to behave in ways that most benefit the
organization.
Shaping methods
Positive reinforcement desired response is followed by somethingpleasant
Negative reinforcement desired response followed by eliminating or
withdrawing something unpleasant
Punishment undesirable behavior followed by something unpleasant
Extinction no rewards for undesired response
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Learning
Implication for Managers Manage employee learning by means of rewards
A positive or negative reinforcement strengthen a desired behavior
tend to increase its frequency
punishment and extinction weaken an undesired behavior
tend to decrease its frequency
managers should serve as models
set examples of the desired behavior