Organizational Behavior:
Values, Attitudes, Personality
and Emotions
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 minded
Research 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
Personalitytraits
An OB Model for Studying An OB Model for Studying Individual DifferencesIndividual Differences
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-Improvement1. 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.
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