chapter 04 - individual behavior and differences

7/27/2019 Chapter 04 - Individual Behavior and Differences

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Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reservedMcGraw-Hill/Irwin

Part Two: Behavior Within

OrganizationsThe IndividualChapter 4: IndividualBehavior and Differences

Chapter 5: Motivation Background and Theories

Chapter 6: Motivation andReward Programs

Chapter 7: Workplace Stress


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Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reservedMcGraw-Hill/Irwin

Chapter 4

Individual Behavior and

Differences


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4 - 3McGraw-Hill/Irwin Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.

Learning Objectives

After completing Chapter 4, you should be able to:Define

Perception and explain its role in under-standing and coping with organizational life.

Describe

How self-efficacy can influence anemployees behavior.

DiscussWhy the increasing diversity of the workforcewill require the adoption of a differentapproach/style of managing employees.


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Learning Objectives (continued)

After completing Chapter 4, you should be able to:

Compare

The meaning of the psychological contract

from the employee and the employerperspective.

Identify

Why its difficult to change a persons attitude.


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Individual Behavior Framework

TheEnvironment

TheIndividual Behaviors Outcomes


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To understand individual differences,

managers must:Observe and recognize the differences

Study variables that influence individualbehavior

Discover relationships among the variables


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Research observations on behavior:

Behavior is caused.

Behavior is goal directed.

Behavior that can be observed ismeasurable.

Behavior that is not directly observable is

also important in accomplishing goals. Behavior is motivated.


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Key questions to help managers focus onperformance problems:

Does the employee have the skills and abilities toperform the job?

Does the employee have the necessary

resources to perform the job? Is the employee aware of the performance

problem?

When did the performance problem surface?

How do the employees co-workers react to theperformance problem?

What can I do as a manager to alleviate theperformance problem?


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Individual Differences: Abilities and Skills

Ability

A biological or learned trait that permits a

person to do something mental or physical. Skills

Task-related competencies.

Job Analysis

Process of defining and studying a job in

terms of behavior and specifying education

and training needed to perform the job.


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4 - 1 0McGraw-Hill/Irwin Copyright 2003 by The McGraw-Hill Companies, Inc. All rights reserved.

Individual Differences: Demographics

GenderDifferences

Racial andCulturalDiversity


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Individual Psychological Variables

Perception

Attribution

AttitudesPersonality

Emotional

Intelligence


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Perception The process by

which an individual givesmeaning to the environment.

It involves organizing and

interpreting various stimuli into apsychological experience.


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Examples of how perception influences

behavior:A manager believes that an employee is given

opportunities to use his judgment about how to do

the job, while the employee feels that he has

absolutely no freedom to make judgments.

A subordinates response to a supervisors request

is based on what she thought she heard the

supervisor say, not on what was actually requested.

The manager considers the product sold to be of

high quality, but the customer making a complaint

feels that its poorly made.


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Examples of how perception influences

behavior:(continued)

An employee is viewed by one colleague as a hard

worker who gives good effort and by another

colleague as a poor worker who expends no effort.

The salesperson regards his pay increase as totally

inequitable, while the sales manager considers it a

fair raise.

One line operator views working conditions as

miserable; a co-worker right across the line regards

working conditions as pleasant.


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Perceptual Differences and Behavior

Freedom

worker is

given

Managers perception

Worker has a lot of

freedom to make decisions

Managers behavior

No concern about freedom

given to worker

Managers behavior

Puzzled by the absence

record of worker

Workers perception

I am not given any freedom

to make decisions

Workers behavior

Feeling of being left out

Staying home

Workers behavior

Belief that no one really

cares


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Attribution

Attribution

The process of perceiving the causes of

behavior and outcomes.Dispositional Attributions

Emphasize some aspect of the individual,

such as ability or skill, to explain behavior.

Situational Attributions

Attributions that emphasize the environments

effect on behavior.


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Attitudes

Attitude a positive or negative feeling or

mental state of readiness, learned and

organized through experience, that exerts

specific influence on a persons response to

people, objects, and situations.

Af fect the emotional segment of an attitude.

Cogni t ion the perception, opinion, or beliefsegment of an attitude.

Behavior the behavior segment of an attitude.


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The Three Components of Attitudes

Work factors Components Responses

Job design

Manager style

Company policies

Technology

Salary

Employee benefits

Affect

Cognition

Behavior

Emotional:

Statement about liking

Perceptual:Statement about belief

Action:

Statement aboutbehavior

Stimuli Attitudes Outcomes


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Attitudes and Values

Values

The guidelines andbeliefs that a personuses when confronted

with a situation in whicha choice must be made.


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Attitudes and J obSatisfaction

J ob Satisfaction Theattitude that workershave about their jobs.

It results from theirperception of the jobs.


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Attitudes and Job Satisfaction: Five Dimensions

1. Pay. The amount received and perceived

equity of pay.

2. Job. The extent to which job tasks areconsidered interesting and provide

opportunities for learning and for accepting

responsibility.

3. Promotion Opportunities. The availabilityof opportunities for advancement.


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Attitudes and Job Satisfaction: Five Dimensions(continued)

4. Supervisor. The supervisors abilities to

demonstrate interest in and concern about

employees.

5. Co-workers. The extent to which co-

workers are friendly, competent, and

supportive.


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Satisfaction-Performance Relationships:

Three Views

2. Job satisfaction

1. Job satisfaction

3. Job satisfaction

Job Performance

Job Performance

Job Performance

causes

is caused by

The satisfied worker is more

productive.

The more productive worker is

satisfied.

There is no specific direction orrelationship.


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Personality

Personality a stable set of characteristics

and tendencies that determine

commonalities and differences in peoples

behavior.

Personality is influenced by:

Hereditary factors

Cultural factors

Social factors


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Theories of Personality

Trait PersonalityTheories

PsychodynamicPersonality Theories

HumanisticPersonality Theories


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Some Major Forces Influencing Personality

TheIndividualsPersonality

Cultural forces

Hereditary forces

Family relationship

forces

Social class / group

membership forces


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Organizations can develop creativity by:

1. Buffering. Managers can look for ways to

absorb the risks of creative decisions made

by their employees.

2. Organizational time-outs. Give people

time off to work on a problem and allow

them to think things through.

3. Intuition. Give half-baked orunsophisticated ideas a chance.


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Organizations can develop creativity by:(continued)

4. Innovative attitudes. Encourage everyone

to think of ways to solve problems.

5. Innovative organizational structures. Letemployees see and interact with many

managers and mentors.


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Psychological Contract Violations fromPerceptions of Employees (continued)

Merit-based pay raises

No relationship between pay and actualperformance.

Job autonomy

Failure to permit the employee to have thefreedom to make job-related decisions abouthow to perform the job.

Promotion

Reneging on a specific promise to provide apromotion for excellent performance.

chapter 04 - individual behavior and differences

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