Robbins Mgmt15 PPT 15

Management
Fifteenth Edition
Chapter 15
Understanding and Managing
Individual Behavior
Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved
Learning Objectives
15.1 Identify the focus and goals of individual behavior
within organizations.
15.2 Explain the role that attitudes play in job performance.
15.3 Describe different personality theories.
15.4 Describe perception and the factors that influence it.
15.5 Discuss learning theories and their relevance in
shaping behavior.
Focus and Goals of Organizational Behavior
• Behavior: the actions of people
• Organizational behavior: the study of the actions of
people at work
Exhibit 15.1 “Organization as an Iceberg” Metaphor
Exhibit 15.1 shows that like an iceberg, O B has a small visible dimension and a much
larger hidden portion.
Focus of Organizational Behavior
• Individual behavior
• Group behavior
• Organizational aspects
Goals of Organizational Behavior (1 of 2)
• Employee productivity: a performance measure of both
efficiency and effectiveness
• Absenteeism: the failure to show up for work
• Turnover: the voluntary and involuntary permanent
withdrawal from an organization
Goals of Organizational Behavior (2 of 2)
• Organizational citizenship behavior (O C B):
discretionary behavior that is not part of an employee’s
formal job requirements, but which promotes the effective
functioning of the organization
• Job satisfaction: an employee’s general attitude toward
his or her job
• Counterproductive workplace behavior: any intentional
employee behavior that is potentially damaging to the
organization or to individuals within the organization
Attitudes and Job Performance
• Attitudes: evaluative statements, either favorable or
unfavorable, concerning objects, people, or events
Attitude Components
• Cognitive component: that part of an attitude that’s made
up of the beliefs, opinions, knowledge, or information held
by a person
• Affective component: that part of an attitude that’s the
emotional or feeling part
• Behavioral component: that part of an attitude that refers
to an intention to behave in a certain way toward someone
or something
Job Satisfaction
• High level of satisfaction = positive attitude Dissatisfaction
= negative attitude
• Linked to:
– Productivity
– Absenteeism
– Turnover
– Customer satisfaction
– OCB
– Counterproductive behavior
Job Involvement and Organizational
Commitment (1 of 2)
• Job involvement: the degree to which an employee
identifies with his or her job, actively participates in it, and
considers his or her job performance to be important to
self-worth
• Organizational commitment: the degree to which an
employee identifies with a particular organization and its
goals and wishes to maintain membership in that
organization
Job Involvement and Organizational
Commitment (2 of 2)
• Perceived organizational support: employees’ general
belief that their organization values their contribution and
cares about their well-being
Employee Engagement
• Employee engagement: when employees are connected
to, satisfied with, and enthusiastic about their jobs
Attitudes and Consistency
• People generally seek consistency among their attitudes
and between their attitudes and behavior; they try to
reconcile differing attitudes and align their attitudes and
behavior so they appear rational and consistent.
Cognitive Dissonance Theory
• Cognitive dissonance: any incompatibility or
inconsistency between attitudes or between behavior and
attitudes
Attitude Surveys
• Attitude surveys: surveys that elicit responses from
employees through questions about how they feel about
their jobs, work groups, supervisors, or the organization
Exhibit 15.2 Sample Employee Attitude Survey
Her are some sample statements from an employee
attitude survey:
I have ample opportunities to use my skills/abilities in my job.
My manager has a good relationship with my work group.
My organization provides me professional development
opportunities.
I am told if I’m doing good work or not.
I feel safe in my work environment.
My organization is a great place to work.
Implications for Managers
• Managers should be interested in their employees’
attitudes because they influence behavior.
Personality
• Personality: the unique combination of emotional,
thought, and behavioral patterns that affect how a person
reacts to situations and interacts with others
MBT I®
• The M BT I® is a popular personality-assessment instrument.
• It classifies individuals as exhibiting a preference in four
categories:
– Extraversion or introversion (E or I)(Social interaction)
– Sensing or intuition (S or N)(Preference for gathering
data)
– Thinking or feeling (T or F)(Preference for decision
making)
– Judging or perceiving (J or P)(Style of making
decisions)
Exhibit 15.3 Examples of MBT I®
Personality Types
Type Description
I–S–F–P (introversion, sensing, Sensitive, kind, modest, shy, and quietly
feeling, perceiving) friendly. Such people strongly dislike
disagreements and will avoid them. They
are loyal followers and quite often are
relaxed about getting things done.
E–N–T–J (extraversion, intuition, Warm, friendly, candid, and decisive; also
thinking, judging) skilled in anything that requires reasoning
and intelligent talk but may sometimes
overestimate what they are capable of
doing.
The Big Five Model
• Big Five Model: personality trait model that includes
extraversion, agreeableness, conscientiousness,
emotional stability, and openness to experience
The Dark Triad
• Three negative traits are dubbed the Dark Triad.
1. Machiavellianism: a measure of the degree to which
people are pragmatic, maintain emotional distance, and
believe that ends justify means
2. Narcissism: a person with a grandiose sense of self-
importance that is arrogant and requires excessive
admiration
3. Psychopathy: a person who lacks concern for others
and lacks guilt or remorse when their actions cause harm
to others.
Additional Personality Insights (1 of 2)
• Locus of control: a personality attribute that measures
the degree to which people believe they control their own
fate
Additional Personality Insights (2 of 2)
• Self-esteem: an individual’s degree of like or dislike for
himself or herself
• Self-monitoring: a personality trait that measures the
ability to adjust behavior to external situational factors
Other Personality Traits
• Risk-Taking: an individual’s willingness to take risks.
• Proactive personality: a personality trait that describes
individuals who are more prone to take actions to influence
their environments (refers to someone who identifies
opportunities, shows initiative, takes action, and
perseveres until change occurs).
Personality Types in Different Cultures
• No personality type is common for a given country, yet a
country’s culture influences the dominant personality
characteristics of its people.
Emotions and Emotional Intelligence
• Emotions: intense feelings that are directed at someone
or something
• Emotional intelligence: the ability to notice and to
manage emotional cues and information
Five Dimensions of Emotional Intelligence
• Self-awareness
• Self-management
• Self-motivation
• Empathy
• Social skills
Implications for Managers: Personality
• Managers are likely to have higher-performing and more
satisfied employees if consideration is given to matching
personalities with jobs.
• The single best trait associated with superior job
performance is conscientiousness.
Exhibit 15.4 Holland’s Personality-Job Fit
Exhibit 15.4 describes the six types, their personality characteristics, and examples of
suitable occupations for each.
Perception
• Perception: process by which we give meaning to our
environment by organizing and interpreting sensory
impressions
Factors that Influence Perception
• A number of factors act to shape and sometimes distort
perception including:
– Perceiver
– Target characteristics
– Context
Exhibit 15.5 What Do You See?
In Exhibit 15.5, notice how what you see changes as you look differently at each one.
Attribution Theory (1 of 2)
• Attribution theory: a theory used to explain how we judge
people differently depending on what meaning we attribute
to a given behavior
• Attribution depends on three factors:
– Distinctiveness
– Consensus
– Consistency
Exhibit 15.6 Attribution Theory
Exhibit 15.6 summarizes the key elements of attribution theory
Attribution Theory (2 of 2)
• Fundamental attribution error: the tendency to
underestimate the influence of external factors and to
overestimate the influence of internal or personal factors
• Self-serving bias: the tendency of individuals to attribute
their successes to internal factors while blaming personal
failures on external factors
Shortcuts Used in Judging Others
• Selective perception: we make selections based on our
own background, experience, interests and other factors
unique to us
• Assumed similarity: the assumption that others are like
oneself
• Stereotyping: judging a person based on a perception of
a group to which that person belongs
Additional Shortcuts Used in Judging Others
• Halo effect: a general impression of an individual based
on a single characteristic
• Contrast effect: our perception of someone or something
can be influenced by the context or surroundings
Implications for Managers: Perception
• Managers need to recognize that their employees react to
perceptions, not to reality. Management is also not immune
to biases and can negatively impact employees’ perception
of fairness with inaccurate appraisals or setting
discriminatory wage levels
Learning
• Learning is defined as any relatively permanent change in
behavior that occurs as a result of experience
• Two learning theories help us understand individual
behavior:
– 1. Operant Conditioning
– 2. Social Learning Theory
Operant Conditioning
• Operant conditioning: a theory of learning that says
behavior is a function of its consequences. is a type of
learning in which desired voluntary behavior leads to a
reward or prevents a punishment.
• B. F. Skinner is the psychologist most often associated with
operant conditioning theory.
• Skinner argued that creating pleasing and desirable
consequences to follow some specific behavior would
increase the frequency of that behavior.
• People will most likely engage in desired behaviors if they
receive positive reinforcement for doing so.
Social Learning
• Social learning theory: a theory of learning that says
people can learn through observation and direct
experience. Four processes determine the amount of
influence that these models will have on an individual:
attentional processes, retention processes, motor
reproduction processes, and reinforcement processes.
Shaping: A Managerial Tool
• Shaping behavior: the process of guiding learning in
graduated steps using reinforcement or lack of
reinforcement
Implications for Managers: Learning
• Employees are going to learn on the job: are managers
going to manage their learning through the rewards they
allocate and the examples they set, or allow it to occur
haphazardly?
Review Learning Objective 15.1
• Identify the focus and goals of individual behavior
within organizations.
– Organization behavior (O B) focuses on three areas:
individual behavior, group behavior, and organizational
aspects.
– Behaviors include productivity, absenteeism, turnover,
organizational citizenship, and job satisfaction.
• Explain the role that attitudes play in job performance.
– Cognitive component, affective component, behavioral
component
– Job satisfaction, job involvement, organizational
commitment, employee engagement
• Describe different personality theories.
– MBTI®
– Big Five Model
– Personality traits
• Describe perception and the factors that influence it.
– Perception
– Fundamental attribution error
– Self-serving bias
– Shortcuts:
 Assumed similarity
 Stereotyping
 Halo effect
• Discuss learning theories and their relevance in
shaping behavior.
– Operant conditioning
– Social learning theory
– Shaping behavior
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Exhibit 15.6 summarizes the key elements of attribution theory

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