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2003 Prentice Hall Inc. All rights reserved. 21

Chapter >4


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The term organisational behaviour is defined by

Stephen P Robbins as "a field of study that investigates theimpact of individuals, groups and structures on behaviour within

organisations for the purpose of applying such knowledge towards

improving an organisation's effectiveness"

According to this definition, organisational behaviour

it is a field of study with a common body of knowledge.

It studies three determinants of behaviour in

organisations. They are individuals, groups and

structures.

It applies the knowledge gained about individuals,

groups and the effect of structure on behaviour in order

to make organisations work more effectively.



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Organisational behaviour (OB) is the systematic study of the

actions and attitudes that people exhibit within organisations.

It is individual behaviour and group dynamics in

organisations. The study of organisational behaviour is primarily concerned

with the psychosocial, interpersonal and behavioural

dynamics in orgnanisations.

However, organisational variables that affect human behaviour

at work are also relevant to the study of organisational

behaviour.

These organisational variable include jobs, the design and

organisational structure.

Therefore, although individual behaviour and group dynamicsare the primary concerns in the study of organisational

behaviour, organisational variables are important as the

context in which human behaviour occurs.



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****Foundation of Individual Behaviour


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The relationship between age and job

performance is increasing in importance.

Employers perceptions are mixed.

They see a number of positive qualities thatolder workers bring to their jobs, specificallyexperience, judgment, a strong work ethic, andcommitment to quality.

Older employee lack flexibility and resist newtechnology

Older employees are less likely to quit the job.


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Age

It is tempting to assume that age is also related toabsenteeism.

Older employees have lower rates of avoidableabsence. and higher rates of unavoidable absence,

There is a widespread belief that productivity

declines with age and that individual skills decay

over time.

Reviews of the research find that age and jobperformance are unrelated.

This seems to be true for almost all types of jobs,professional and nonprofessional.

The relationship between age and job satisfaction is

mixed.


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The relationship between age and jobsatisfaction is mixed.

Most studies indicate a positive associationbetween age and satisfaction, at least up toage 60.

Other studies, however, have found a U-shapedrelationship. When professional andnonprofessional employees are separated,

satisfaction tends to continually increase among

professionals as they age,

whereas it falls among nonprofessionals during

middle age and then rises again in the later years.


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There are few differences between men andwomen that will affect their job performance, in

the areas of:

Problem-solv ing

Analyt ical sk i l ls

Competi t ive dr ive

Motivat ion

Sociabi l i ty

Learning abi l ity

Women are more willing to conform to authority, Men are more aggressive and more likely than

women to have expectations of success,

But, those differences are minor.


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-Gender

Employees gender does not affects job satisfaction.

There is a difference in terms of preference for work

schedules.

Mothers of preschool children are more likely toprefer part-time work, flexible work schedules, andtelecommuting in order to accommodate their familyresponsibilities.

Absence and turnover rates

Womens quit rates are similar to mens.

The research on absence consistently indicates that

women have higher rates of absenteeism. The logical explanation: cultural expectation that has

historically placed home and family responsibilitieson the woman.


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There are not enough studies to draw anyconclusions about the effect of marital status on

job productivity.

Research consistently indicates that married

employees;

have fewer absences,

undergo less turnover, and

more satisfied with their jobs than are theirunmarried coworkers.

More research needs to be done on the other

statuses besides single or married, such as

divorce, domestic partnering, etc..


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The issue of the impact of job seniority on job

performance has been subject to misconceptions and

speculations.

Extensive reviews of the seniority-productivity relationship

have been conducted:

There is a positive relationship between tenure andjob productivity.

There is a negative relationship between tenure toabsence.

Tenure has consistently been found to be negativelyrelated to turnover

The evidence indicates that tenure and satisfactionare positively related


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*** Foundation of Individual Behaviour


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Abi l i tyrefers to an individuals capacity to

perform the various tasks in a job. It is a current

assessment of what one can do.

We were not all created equal; Everyone has strengths and weaknesses in

terms of ability in performing certain tasks or

activities.

The issue is knowing how people differ inabilities and using that knowledge to increase

performance.

Individual overall abilities are made up of two

sets of factors: intellectual and physical.


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Intellectual abilities are needed to perform mental

activities. IQ tests are designed to ascertain ones general

intellectual abilities. SAT, GMAT, and LSAT.

Jobs differ in the demands they place on incumbents touse their intellectual abilities.

The tests that assess verbal, numerical, spatial, andperceptual abilities are valid predictors of job proficiencyat all levels of jobs.

New research in this area focuses on multipleintelligences,

cognitive, social,

emotional, and

cultural.


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Number aptitudeto do speedy and accurate arithmetic (suitable in accounts & Sales tax dept)

Verbal comprehension to understand what is read and heard

(suitable in Plant managers)

Perceptual speedIdentify visual similarities and differences (suitable for Investigative job)

Inductive reasoningIdentify logical sequence in a problem & solve

(suitable for Research and Development)

Deductive reasoninguse logic and assess the implication of an argument (suitable for Supervisory job)

Spatial visualizationimagine how an object would look if its position

changed. ( suitable for interior decorators and designers)

Memoryretain and recall past experience ( suitable for Sales job )

*** Dimensions of IntellectualAbility


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Physical Ability -Contd

Specific physical abilities gain importance in

doing less skilled and more standardized jobs.

Research has identified nine basic abilities

involved in the performance of physical tasks.

Individuals differ in the extent to which they have

each of these abilities.

High employee performance is likely to be

achieved when management matches the extent

to which a job requires each of the nine abilities and

the employees abilities.


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Other Factors

Body coordination

Balance

Stamina

Nine Physical Abilities

Strength Factors Dynamic strength

Trunk strength

Static strength

Explosive strength Flexibility Factors

Extent flexibility

Dynamic flexibility

E X H I B I T 2-2


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Ability-JobFit

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Employees

Abilities

Jobs Ability

Requirements

MISSION:KEEPING THE RIGHT PERSON IN THE RIGHT JOB


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