02 Foundation of Individual Behavior

8/12/2019 02 Foundation of Individual Behavior

1/46

Unit 2: Foundations ofIndividual Behavior

Instructor: Pham Thi Bich Ngoc, PhD


2/46

Explain the nature of the individual-organizationrelationship

Factors influence employee behavior

Biographical characteristics

Abilities

Personality

Values

Attitudes

Learning Perceptions

Implications for managers

Objectives


3/46


4/46

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


5/46

Psychological Contract


6/46

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


7/46

Factors influence Individual Behavior

Biographical characteristics

Abilities

Personality

Values

Attitudes

Learning

Perceptions


8/46

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.


9/46

Ability, Intellect, and Intelligence

AbilityAn individuals capacity to performthe various tasks in a job.

Intellectual Ability

The capacity to do mental activities.

Physical ability.


10/46

Ability-JobFit

The Ability-Job Fit

Employees

Abilities

Jobs Ability

Requirements


11/46

What is Personality?

Personality consists of stable

characteristics which explain why a

person behaves in a particular way.


12/46

Personality Determinants

Personality Determinants

Heredity

Environment

Situation


13/46

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


14/46

The Big Five

Model


15/46

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


16/46

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


17/46

Major Personality Attributes

Influencing OB

Locus of control

Machiavellianism

Self-esteem Self-monitoring

Propensity for risk taking


18/46

Achieving Personality-Job Fit

Personality Types

RealisticInvestigative

Social

Conventional

Enterprising

Artistic


19/46

Hollands

Typology of

Personality

and

Congruent

Occupations


20/46

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


21/46


22/46

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.


23/46

Types of Attitudes

Job Involvement

Organizational Commitment

Job Satisfaction


24/46

Types of Attitudes, contd.

Employee Engagement

.

Perceived Organizational Support (POS)


25/46

The Effect of Job Satisfaction on

Employee Performance

Satisfaction and Productivity

Satisfaction and Absenteeism

Satisfaction and Turnover


26/46

Responses to Job Dissatisfaction


27/46

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?


28/46

Learning

Learning

Involves change

Is relatively permanent

Is acquired through experience


29/46

Theories of Learning

Key Concepts

Unconditioned stimulus

Unconditioned response

Conditioned response


30/46

Theories of Learning (contd)

Key Concepts

Reflexive (unlearned) behavior

Conditioned (learned) behavior

Reinforcement


31/46



32/46


Key Concepts

Reinforcement is required to change behavior.

Some rewards are more effective than others.

The timing of reinforcement affects learning speed andpermanence.


33/46

Types of Reinforcement

Positive reinforcement Negative reinforcement

Punishment

Extinction


34/46

Schedules of Reinforcement (contd)

Fixed-ratio


35/46

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


36/46

Factors That

Influence

Perception


37/46

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:


38/46

Errors and Biases in Attributions


39/46

Errors and Biases in Attributions

(contd)


40/46

Frequently Used Shortcuts in Judging

Others


41/46

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


42/46

Frequently Used Shortcuts in Judging

Others


43/46

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


44/46

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)


45/46


46/46

Implications for managers

Understanding individual differences helps

managers in

Recruiting new employees Staffing

Training employees

Making development plan for employee

Documents

02 Foundation of Individual Behavior