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Unit 2: Foundations ofIndividual Behavior
Instructor: Pham Thi Bich Ngoc, PhD
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Explain the nature of the individual-organizationrelationship
Factors influence employee behavior
Biographical characteristics
Abilities
Personality
Values
Attitudes
Learning Perceptions
Implications for managers
Objectives
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Individual-organization relationship
Psychological Contract A persons overall set of expectations regarding what
he or she will contribute to the organization andwhat the organization, in return, will provide to theindividual
Individuals contribute effort, skills, ability, time,loyalty
Organizations provide inducements in the form of
tangible/intangible rewards Increasing globalization of business also complicates
the management of psychological contracts. Thepsychological contract becomes even more complexfor employees who take international assignments
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Psychological Contract
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Individual-organization relationship
The Person-Job Fit. Part of managing the psychological contract is making
sure that the contributions made by the individual fitwith the inducements offered by the organization.
Hiring processes, training programs, performanceappraisal systems, and other organizational processesare techniques that organizations can use to assist in
helping the person fit the job. Individual Differences:
The basic categories of individual differences includepersonality, attitudes, perception, and creativity
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Factors influence Individual Behavior
Biographical characteristics
Abilities
Personality
Values
Attitudes
Learning
Perceptions
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Biographical Characteristics
Age: age and job performance were unrelated for all types of jobs
Gender: No significant consistent male/female differences inproblem-solving ability, analytical skills, motivation, leadership and
learning ability
Marital status: maried employees have fewer absences, lessturnover, and are more satisfied on the job
Tenure: Seniority is negatively related to absenteeism. Tenure and
satisfaction are positively related.
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Ability, Intellect, and Intelligence
AbilityAn individuals capacity to performthe various tasks in a job.
Intellectual Ability
The capacity to do mental activities.
Physical ability.
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Ability-JobFit
The Ability-Job Fit
Employees
Abilities
Jobs Ability
Requirements
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What is Personality?
Personality consists of stable
characteristics which explain why a
person behaves in a particular way.
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Personality Determinants
Personality Determinants
Heredity
Environment
Situation
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Personality and Organizations
The Big Five Personality Traits A set of fundamental traits that are especially
relevant to organizations
Agreeableness The ability to get along with othersConscientiousness The number of goals on which a person focuses
Neuroticism Experiencing anger, anxiety, moodiness/insecurity
Extraversion The quality of being comfortable with relationships
Openness The capacity to entertain new ideas and to change
as a result of new information
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The Big Five
Model
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315
Personality and Organizations (contd)
The Myers-Briggs Framework Differentiation across four general dimensions
Sensing
Intuiting
Judging Perceiving
Sixteen personality classifications result from thehigher and lower positions of the general dimensions
Myers-Briggs Type Indicator (MBTI) is a popularquestionnaire used to assess personality types Communications styles
Interaction preferences
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316
Personality and Organizations (contd)
Emotional Intelligence (EQ)
The extent to which people are self-aware, canmanage their emotions, can motivate themselves,express empathy for others, and possess social skills
Dimensions of EQ
Self-awareness
Managing emotions
Motivating oneself Empathy
Social skills
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Major Personality Attributes
Influencing OB
Locus of control
Machiavellianism
Self-esteem Self-monitoring
Propensity for risk taking
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Achieving Personality-Job Fit
Personality Types
RealisticInvestigative
Social
Conventional
Enterprising
Artistic
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Hollands
Typology of
Personality
and
Congruent
Occupations
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Definition: Mode of conduct or end state is personally or
socially preferable (i.e., what is right & good)
Terminal Values
Desirable End States
Instrumental Values
The ways/means for achieving ones terminal values
Value System:A hierarchy based on a ranking of anindividuals values in terms of their intensity.
Values
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Attitudes
Attitudes
- Evaluative statementsor judgmentsconcerning objects,
people, or events.
- A persons complexes of
beliefs and feelings
about specific ideas,situations, other people
Affective ComponentThe emotional or feeling segmentof an attitude.
Cognitive componentThe opinion or belief segmentof an attitude.
Behavioral Component/IntentionAn intention to behave in a certainway toward someone or something.
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Types of Attitudes
Job Involvement
Organizational Commitment
Job Satisfaction
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Types of Attitudes, contd.
Employee Engagement
.
Perceived Organizational Support (POS)
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The Effect of Job Satisfaction on
Employee Performance
Satisfaction and Productivity
Satisfaction and Absenteeism
Satisfaction and Turnover
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Responses to Job Dissatisfaction
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The Theory of Cognitive Dissonance
Cognitive DissonanceAny incompatibility between two or more attitudes orbetween behavior and attitudes.
Individuals seek to reduce this gap, or dissonance
How to reduce cognitive dissonance?
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Learning
Learning
Involves change
Is relatively permanent
Is acquired through experience
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Theories of Learning
Key Concepts
Unconditioned stimulus
Unconditioned response
Conditioned response
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Theories of Learning (contd)
Key Concepts
Reflexive (unlearned) behavior
Conditioned (learned) behavior
Reinforcement
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Theories of Learning (contd)
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Theories of Learning (contd)
Key Concepts
Reinforcement is required to change behavior.
Some rewards are more effective than others.
The timing of reinforcement affects learning speed andpermanence.
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Types of Reinforcement
Positive reinforcement Negative reinforcement
Punishment
Extinction
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Schedules of Reinforcement (contd)
Fixed-ratio
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What Is Perception, and Why Is It
Important?
.A process by which we assign
causes or motives to explain
peoples behavior
.an explanation of the cause of behavior: howpeople explain the causes of their own and other
peoples behavior
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Factors That
Influence
Perception
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Person Perception: Making
Judgments About Others
Distinctiveness: shows different behaviors in different situations.
Consensus: response is the same as others to same situation.
Consistency: responds in the same way over time.
That determination however depends on 3 factors:
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Errors and Biases in Attributions
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Errors and Biases in Attributions
(contd)
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Frequently Used Shortcuts in Judging
Others
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Frequently Used Shortcuts in Judging Others
Recency Effects
The tendency to remember recent
information. If the recent information
is negative, the person or object is
evaluated negatively
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Frequently Used Shortcuts in Judging
Others
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Creativity in Organizations
Creativity is a persons ability to
generate new ideas or to conceive
of new perspectives on existing
ideas.
Common Attributes of Creative
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Common Attributes of Creative
Individuals
Background Experiences and Creativity
Personal Traits and Creativity: openness, an attractionto complexity, high levels of energy, autonomy, self-confidence
Cognitive Abilities and Creativity: Individuals power to think intelligently and to analyse
situations and data effectively.
Intelligence: precondition for individual creativity Creativity links with the ability to think divergently (see
differences between situations) and convergently (see
similarities between situations)
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Implications for managers
Understanding individual differences helps
managers in
Recruiting new employees Staffing
Training employees
Making development plan for employee
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