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Management, 9/eJohn R. Schermerhorn, Jr.
Chapter 15:
Prepared by: Jim LoPresti
University of Colorado, Boulder
Published by: John Wiley & Sons, Inc.
Chapter 15: Individual Behavior
Planning Ahead — Chapter 15 Study Questions
� How do perceptions influence individual
behavior?
� What should we know about personalities
in the workplace?
Management 9/e - Chapter 15 2
in the workplace?
� How do attitudes influence individual
behavior?
� What are the dynamics of stress and
stress management?
Study Question 1: How do perceptions influence
individual behavior?
� Basic background on work
� Work can be a “turn-on” or a “turn-off.”
� People may work under conditions that don’t provide satisfaction but this it
Management 9/e - Chapter 15 3
don’t provide satisfaction but this it doesn’t have to be this way..
� Valuing people and creating jobs and work environments that respect people’s needs and potential will benefit everyone.
Study Question 1: How do perceptions influence
individual behavior?
� Perception.
� The process through which people
receive and interpret information from
the environment.
Management 9/e - Chapter 15 4
the environment.
� People can perceive the same things
or situations differently.
� People behave on the basis of their
perceptions.
Figure 15.1 Perception and communication.
Management 9/e - Chapter 15 5
Study Question 1: How do perceptions influence
individual behavior?
� Psychological contract
� Person-job fit begins here.
� A set of expectations held by an individual
about what will be given and received in the
Management 9/e - Chapter 15 6
about what will be given and received in the
employment relationship.
� An ideal work situation is one with a fair
psychological contract.
� Balance of contributions and inducements.
Figure 15.2 Components in the psychological
contract.
Management 9/e - Chapter 15 7
Study Question 1: How do perceptions influence
individual behavior?
� Perception and attribution.
� Attribution
� The process of developing explanations for events.
� Fundamental attribution error
Occurs when observers blame another’s
Management 9/e - Chapter 15 8
� Occurs when observers blame another’s
performance failures or problems on internal
factors rather than external factors.
� Self-serving bias
� Occurs because individuals blame their personal
performance failures or problems on external
factors and attribute their successes to internal
factors.
Study Question 1: How do perceptions influence
individual behavior?
� Perceptual tendencies and distortions:
� Stereotypes.
� Occur when someone is identified with a group or category, and then oversimplified
Management 9/e - Chapter 15 9
group or category, and then oversimplified attributes associated with the group or category are used to describe the individual.
� Halo effects.
� Occur when one attribute is used to develop an overall impression of a person or situation.
Study Question 1: How do perceptions influence
individual behavior?
� Perceptual tendencies and distortions:� Selective perception.
� The tendency to single out for attention those aspects of a situation or attributes
Management 9/e - Chapter 15 10
� The tendency to single out for attention those aspects of a situation or attributes of a person that reinforce or appear consistent with one’s existing beliefs, values, or needs.
� Projection.� The assignment of personal attributes to other individuals.
Study Question 1: How do perceptions influence
individual behavior?
� Perceptual tendencies and distortions:� Projection.
� The assignment of personal attributes to other individuals.
Management 9/e - Chapter 15 11
� The assignment of personal attributes to other individuals.
� Impression management� The systematic attempt to influence how others perceive us.
Study Question 2: What should we know about
personalities in the workplace?
� Personality� The combination or overall profile of characteristics that makes one person unique from others.
� “Big Five” personality traits:� Extroversion.
Management 9/e - Chapter 15 12
� Extroversion.� The degree to which someone is outgoing, sociable, and assertive.
� Agreeableness.� The degree to which someone is good-natured, cooperative, and trusting.
� Conscientiousness.� The degree to which someone is responsible, dependable, and careful.
Study Question 2: What should we know about
personalities in the workplace?
� “Big Five” personality traits:
� Emotional stability.
� The degree to which someone is relaxed, secure, and unworried.
Management 9/e - Chapter 15 13
secure, and unworried.
� Openness.
� The degree to which someone is curious, receptive to new things, and open to change.
Study Question 2: What should we know about
personalities in the workplace?
� Other personality traits that affect work behavior:� Locus of control.
� The extent to which people believe they are in control of their destinies versus believing that that what happens to them
Management 9/e - Chapter 15 14
believing that that what happens to them is beyond their control.
� Authoritarianism.� The degree to which a person defers to authority and accepts status differences.
� Machiavellianism.� The extent to which someone is emotionally detached and manipulative in using power.
Study Question 2: What should we know about
personalities in the workplace?
�Other personality traits that affect work behavior:� Problem-solving styles.
� The ways people gather and evaluate information for decision making. .
Management 9/e - Chapter 15 15
� The ways people gather and evaluate information for decision making. .
� Self-monitoring.� The degree to which someone is able to adjust and modify behavior in response to the situation and external factors.
Figure 15.3 The “Big Five” & five more personality
dimensions that influence human behavior at work.
Management 9/e - Chapter 15 16
Study Question 3: How do attitudes influence
individual behavior?
� Attitude.� A predisposition to act in a certain way toward people and things in one’s environment.
� Components of attitudes:� Cognitive component.
Management 9/e - Chapter 15 17
� Cognitive component.
� Affective or emotional component.
� Behavioral component.
� Cognitive dissonance.� The discomfort a person feels when attitudes and behavior are inconsistent.
Study Question 3: How do attitudes influence
individual behavior?
� Job satisfaction.
� The degree to which an individual feels positively or negatively about various aspects of work.
Common aspects of job satisfaction:
Management 9/e - Chapter 15 18
� Common aspects of job satisfaction:
� Pay.
� Coworkers.
� Supervision.
� Work setting.
� Advancement opportunities.
� Workload.
Study Question 3: How do attitudes influence
individual behavior?
� Strong and positive relationship between
satisfaction and absenteeism and turnover.
� Satisfaction-related concepts having quality
of work life implications …
Management 9/e - Chapter 15 19
of work life implications …
� Job involvement
� The extent to which an individual is dedicated to
a job.
� Organizational commitment
� Loyalty of an individual to the organization.
Study Question 3: How do attitudes influence
individual behavior?
� Job performance.� The quantity and quality of task accomplishments by an individual or group at work.
� Individual performance equation:
Management 9/e - Chapter 15 20
� Individual performance equation:� Performance begins with ability.
� Performance requires support.
� Performance involves effort.
Performance = Ability x Support x Effort
Study Question 4: What are the dynamics of stress
and stress management?
� Stress
� A state of tension experienced by individuals
facing extraordinary demands, constraints, or
opportunities.
Management 9/e - Chapter 15 21
opportunities.
� Stressors
� Things that cause stress
� Originate in work, personal, and nonwork
situations.
� Have the potential to influence work attitudes,
behavior, job performance, and health.
Study Question 4: What are the dynamics of stress
and stress management?
� Work factors as potential stressors:
� Includes:� Excessively high or low task demands.
� Role conflicts or ambiguities.
Poor interpersonal relationships.
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� Poor interpersonal relationships.
� Too slow or too fast career progress.
� Work-related stress syndromes:� Set up to fail.
�Mistaken identity.
Study Question 4: What are the dynamics of stress
and stress management?
� Personal factors as potential stressors:
� Includes needs, capabilities, and personality.
� Stressful behavior patterns of the Type A personality:
� Always moving, walking, and eating rapidly.
Management 9/e - Chapter 15 23
� Always moving, walking, and eating rapidly.
� Acting impatient, hurrying others, disliking waiting.
� Doing, or trying to do, several things at once.
� Feeling guilty when relaxing.
� Trying to schedule more in less time.
� Using nervous gestures such as a clenched fist.
� Hurrying or interrupting the speech of others.
Study Question 4: What are the dynamics of stress
and stress management?
� Nonwork factors as potential stressors:
� Includes:
� Family events.
Economics.
Management 9/e - Chapter 15 24
� Economics.
� Personal affairs.
� “Spill-over” effect on the stress an
individual experiences at work.
Study Question 4: What are the dynamics of stress
and stress management?
� Consequences of stress:� Constructive stress.
� Acts as a positive influence.
� Can be energizing and performance enhancing.
Management 9/e - Chapter 15 25
enhancing.
� Destructive stress.� Acts as a negative influence.
� Breaks down a person’s physical and mental systems.
� Can lead to job burnout and/or workplace rage.
Figure 15.4 Potential negative consequences of a
destructive job stress-burnout cycle.
Management 9/e - Chapter 15 26
Study Question 4: What are the dynamics of stress
and stress management?
� Personal wellness:
� The pursuit of personal and mental
potential though a personal health-
Management 9/e - Chapter 15 27
potential though a personal health-
promotion program.
� A form of preventative stress
management.
� Enables people to be better prepared to
deal with stress.
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