Organizational BehaviorIndividual Differences

Organizational Behavior

Contributing Disciplines Within the OB FieldPsychologySociologySocial PsychologyAnthropologyPolitical Science

Contributing Disciplines to the OB Field

Contributing Disciplines to the OB Field (contd)

Contributing Disciplines to the OB Field (contd)

Contributing Disciplines to the OB Field (contd)

Contributing Disciplines to the OB Field (contd)

There Are Few Absolutes in OBContingency Variablesxy

Primary dependent variables Dependent variables are the key factors that you want to explain or predict and that are affected by some other factor.

ProductivityAbsenteeismTurnover Organizational citizenshipJob satisfaction

The Dependent Variables (contd)

The Dependent Variables (contd)

The Dependent Variables (contd)

The Dependent Variables (contd)

The Independent VariablesIndependent Variables

Organization Level variablesOrganizational behavior reaches its highest level of sophistication when we add formal structure.The design of the formal organization, work processes, and jobs; the organizations human resource policies and practices, and the internal culture, all have an impact.

Group-level variablesThe behavior of people in groups is more than the sum total of all the individuals acting in their own way.People behave differently in groups than they do when alone.People in groups are influenced by: Acceptable standards of behavior by the groupDegree of attractiveness to each otherCommunication patternsLeadership and powerLevels of conflict

Individual-level variablesPeople enter organizations with certain characteristics that will influence their behavior at work.The more obvious of these are personal or biographical characteristics such as age, gender, and marital status; personality characteristics; an inherent emotional framework; values and attitudes; and basic ability levels. There is little management can do to alter them, yet they have a very real impact on employee behavior. Four other individual-level variables: perception, individual decision making, learning, and motivation.

Biographical Characteristics

Ability

Dimensions ofIntellectual AbilityNumber aptitudeVerbal comprehensionPerceptual speedInductive reasoningDeductive reasoningSpatial visualizationMemory

Physical Ability

Nine Physical AbilitiesOther FactorsBody coordinationBalanceStaminaStrength FactorsDynamic strengthTrunk strengthStatic strengthExplosive strengthFlexibility FactorsExtent flexibilityDynamic flexibility

The Ability-Job FitAbility-Job Fit

Behavior ModificationProblem-solving ModelIdentify critical behaviorsDevelop baseline dataIdentify behavioral consequencesApply interventionEvaluate performance improvement

OB MOD Organizational ApplicationsWell Pay versus Sick PayReduce absenteeism by rewarding attendance, not absence.Employee DisciplineThe use of punishment can be counter-productive.Developing Training ProgramsOB MOD methods improve training effectiveness.Self-managementReduces the need for external management control.

Other Individual DifferencesIn addition to biographical data, we look at individual:ValuesCultureAttitudes Personality

to help explain differences in the dependent variables.

Values

Types of Values

Values in the Rokeach Survey

Values in the Rokeach Survey(contd)

Mean Value Rankings of Executives, Union Members, and Activists

Dominant Work Values in Todays Workforce

Hofstedes Framework for Assessing Cultures

Hofstedes Framework (contd)

Hofstedes Framework (contd)

Hofstedes Framework (contd)

Hofstedes Framework (contd)

The GLOBE Framework for Assessing CulturesAssertivenessFuture OrientationGender differentiationUncertainty avoidancePower distanceIndividual/collectivismIn-group collectivismPower orientationHumane orientation

Attitudes

Types of Attitudes

The Theory of Cognitive DissonanceDesire to reduce dissonanceImportance of elements creating dissonanceDegree of individual influence over elementsRewards involved in dissonance

Measuring the A-B RelationshipRecent research indicates that the attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account.Moderating VariablesImportance of the attitudeSpecificity of the attitudeAccessibility of the attitudeSocial pressures on the individualDirect experience with the attitude

Self-Perception Theory

An Application: Attitude Surveys

Sample Attitude Survey

Job SatisfactionMeasuring Job SatisfactionSingle global ratingSummation scoreHow Satisfied Are People in Their Jobs?Job satisfaction declined to 50.7% in 2000Decline attributed to:Pressures to increase productivityLess control over work

The Effect of Job Satisfaction on Employee PerformanceSatisfaction and ProductivitySatisfied workers arent necessarily more productive.Worker productivity is higher in organizations with more satisfied workers.Satisfaction and AbsenteeismSatisfied employees have fewer avoidable absences.Satisfaction and TurnoverSatisfied employees are less likely to quit.Organizations take actions to cultivate high performers and to weed out lower performers.

Responses to Job Dissatisfaction

How Employees Can Express Dissatisfaction

Job Satisfaction and OCBSatisfaction and Organizational Citizenship Behavior (OCB)Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job.