© J. Rudy, Organizational Behavior, FMCU, Fall 2007 Individual Behavior & Performance OBJECTIVES...

© J. Rudy, Organizational Behavior, FMCU, Fall 2007

Individual Behavior & Performance

OBJECTIVES

DESCRIPTION OF BASIC ATTRIBUTES OF INDIVIDUALS

UNDERSTAND WHAT VALUES, ATTITUDES & PERCEPTUAL PROCESS ARE

DISCUSS MOTIVATION THEORIES UNDERSTAND WHAT IS LEARNING,

REINFORCEMENT, AND SELF - MANAGEMENT DESCRIPTION OF JOB DESIGN STRATEGIES


Description of Basic Attributes of Individuals

OBJECTIVE:

TO UNDERSTAND RELATIONSHIPS BETWEEN INDIVIDUAL ATTRIBUTES & JOB REQUIREMENTS


Individual Performance Factors

OP = I x WE x OS OP = organizational performance I = individual attributes WE = work effort OS = organizational support


Individual Attributes

Individual Attributes = a capacity to perform

OP = I x WE x OS

THAT IS: GENDER (MEN, WOMEN)

AGE APTITUDE ABILITY (WHAT A PERSON CAN DO) PERSONALITY VALUE & ATTITUDE PERCEPTION


Aptitude = THE CAPACITY TO LEARN SOMETHING

Ability = THE CAPACITY TO PERFORM VARIOUS TASKS NEEDED FOR A GIVEN JOB

Competency = ABILITY + APTITUDE


Personality…

… REPRESENTS THE OVERALL PROFILE OR COMBINATION OF CHARACTERISTICS THAT REFLECTS THE UNIQUE NATURE OF A PERSON AS THAT PERSON REACTS AND INTERACTS WITH OTHERS


How Personalities Differ:Personality Dimensions

EXTRAVERSION: sociable, assertive

AGREEABLENESS: trusting, cooperative

CONSCIENTIOUSNESS: responsible

EMOTIONAL STABILITY: relaxed, secure

OPENNESS TO EXPERIENCE: imaginative


(Personality) Social Traits

REFLECT THE WAY A PERSON APPEARS TO OTHERS WHEN INTERACTING IN VARIOUS SOCIAL SETTINGS

5 PERSONAL CONCEPTIONS:


1. Locus of Control

INTERNALSARE PERSONS WITH AN

INTERNAL LOCUS OF CONTROL. THEY ARE PEOPLE WHO BELIEVE THAT THEY CONTROL THEIR OWN FATE OR DESTINY

EXTERNALS

ARE PERSONS WITH AN EXTERNAL LOCUS OF CONTROL, WHO BELIEVE THAT WHAT HAPPENS TO THEM IS BEYOND THEIR CONTROL

IS THE INTERNAL - EXTERNAL ORIENTATION, i.e. THE EXTENT TO WHICH A PERSON FEELS ABLE TO AFFECT HIS/HER OWN LIFE


Locus of Control: Examples

Many of the unhappy things in peoples’ lives are partially due to bad luck

Peoples’ misfortunes result from the mistakes they make (b)

As far as world affairs are concerned, most of us are victims of forces we can neither understand nor control

By taking an active part in political & social affairs, people can control world events (b)

(b shows an internal orientation)


2. Authoritarianism

IS A PERSONALITY TRAIT THAT FOCUSES ON THE RIGIDITY OF A PERSON´S BELIEFS – A TENDENCY TO ADHERE RIGIDLY TO CONVENTIONAL VALUES AND TO OBEY RECOGNIZED AUTHORITY


3. Dogmatism

IS A PERSONALITY TRAIT THAT REGARDS LEGITIMATE AUTHORITY AS ABSOLUTE AND ACCEPTS OR REJECTS OTHERS BASED ON THEIR ACCEPTANCE OF AUTHORITY


4. Machiavellians

ARE PEOPLE WHO VIEW AND MANIPULATE OTHERS FOR PURELY PERSONAL GAINS


5. Self-monitoring

REFLECTS A PERSON’S ABILITY TO ADJUST HIS OR HER BEHAVIOR TO EXTERNAL, SITUATIONAL (ENVIRONMENTAL) FACTORS


Values & Attitudes

WHAT ARE VALUES? Beliefs that guide actions & judgments across

a variety of situations Values reflect a person’s sense of right &

wrong

WHY ARE VALUES IMPORTANT? Values & attitudes influence the way people

perceive what happens, their behavior & outputs


Sources of Values

Parents (family) Friends Teachers External reference groups


Types of Values

Terminal values ARE VALUES THAT REFLECT A PERSON´S BELIEFS ABOUT ENDS TO BE ACHIEVED

Instrumental values ARE VALUES THAT REFLECT A PERSON´S BELIEFS ABOUT THE MEANS FOR ACHIEVING DESIRED ENDS

WHAT ARE THE VALUES OF THE YOUNG GENERATION? WHAT ARE THE VALUES OF SLOVAK PEOPLE? WHAT ARE THE VALUES OF PEOPLE IN THE USA?


Top 9 Work-related ValuesIMPORTANT FOR THE NEW WORKFORCE

AS ORGANIZATIONAL SPECIALISTS BELIEVE

1. RECOGNITION FOR COMPETENCE & ACCOMPLISHMENTS

2. RESPECT & DIGNITY 3. PERSONAL CHOICE & FREEDOM 4. INVOLVEMENT AT WORK 5. PRIDE IN ONE’S WORK 6. LIFESTYLE QUALITY7. FINANCIAL SECURITY8. SELF-DEVELOPMENT9. HEALTH & WELLNESS


What Are Attitudes?

…PREDISPOSITIONS TO RESPOND IN A POSITIVE OR NEGATIVE WAY TO SOMEONE OR SOMETHING IN ONE´S ENVIRONMENT

ATTITUDES ARE INFLUENCED BY VALUES, BUT THEY FOCUS ON SPECIFIC PEOPLE OR OBJECTS, WHILE VALUES HAVE A MORE GENERAL FOCUS


Example

“EMPLOYEES SHOULD BE ALLOWED TO PARTICIPATE” IS A VALUE (YOUR POSITIVE OR NEGATIVE FEELING ABOUT YOUR JOB)

WHEN YOU SAY THAT YOU “LIKE” OR “DISLIKE” SOMEONE OR SOMETHING, YOU ARE EXPRESSING AN ATTITUDE


AN IMPORTANT WORK - RELATED ATTITUDE IS

JOB SATISFACTION


Components of Attitudes

1. COGNITIVE COMPONENTS ARE THE BELIEFS, OPINIONS, KNOWLEDGE, OR INFORMATION A PERSON POSSESSES

2. BELIEFS REPRESENT IDEAS ABOUT SOMEONE OR SOMETHING AND THE CONCLUSIONS PEOPLE DRAW ABOUT THEM

3. AFFECTIVE COMPONENTS ARE THE SPECIFIC FEELINGS REGARDING THE PERSONAL IMPACT OF SOME FACTS (e.g. “I don’t like my job”)

4. BEHAVIORAL COMPONENTS ARE THE INTENTIONS TO BEHAVE IN A CERTAIN WAY BASED ON A PERSON´S SPECIFIC FEELINGS OR ATTITUDE (e.g. “I’m going to quit my job”)


Components of AttitudesSystematically Relate to Each Other as Follows:

Beliefs & Values

Attitudes BehaviorCREAT

E THAT

PREDISPOS

E

“My job lacks

responsibility”

“I don’t like my

job”

“I’m going to quit my

job”


Job Satisfaction as an Attitude

JOB SATISFACTION IS THE DEGREE TO WHICH INDIVIDUALS FEEL POSITIVELY OR NEGATIVELY ABOUT THEIR JOBS

TWO CLOSELY RELATED ATTITUDES TO JOB SATISFACTION ARE:

1. Organizational Commitment - THE DEGREE TO WHICH A PERSON STRONGLY IDENTIFIES WITH AND FEELS A PART OF THE ORGANIZATION

2. Job Involvement - THE WILLINGNESS OF A PERSON TO WORK HARD AND APPLY EFFORT BEYOND NORMAL JOB

EXPECTATIONS


Job Satisfaction & Performance

“I SPEND 42 HOURS A WEEK HERE – AM I SUPPOSED TO WORK, TOO?”

JOB SATISFACTION - PERFORMANCE CONTROVERSY: Satisfaction causes performance: S -> P Performance causes satisfaction: P -> S Reward causes both performance & satisfaction: R ->

P&S

Which one do you prefer and why?


Perception

PERCEPTION IS THE PROCESS THROUGH WHICH PEOPLE RECEIVE, ORGANIZE, AND INTERPRET INFORMATION FROM THEIR ENVIRONMENT

Factors influencing perception: Perceiver (experience, needs & motives, values,

attitudes) Setting (physical, social organizational)

The perceived (figure, intensity, size, motion, repetition)


Common Perceptual Distortions HALO EFFECT – OCCURS WHEN ONE ATTRIBUTE OF A PERSON

OR SITUATION IS USED TO DEVELOP AN OVERALL IMPRESSION OF THE PERSON OR SITUATION

SELECTIVE PERCEPTION – IS THE TENDENCY TO SINGLE OUT FOR ATTENTION THOSE ASPECTS OF A SITUATION OR PERSON THAT REINFORCE OR EMERGE AND ARE CONSISTENT WITH EXISTING BELIEFS, VALUES, AND NEEDS

PROJECTION – IS THE ASSIGNMENT OF PERSONAL ATTRIBUTES TO OTHER INDIVIDUALS (E.G.MANAGERS WHO ASSUME THAT THE NEEDS OF THEIR SUBORDINATES AND THEIR OWN COINCIDE)

CONTRAST EFFECT – OCCURS WHEN AN INDIVIDUAL’S CHARACTERISTICS ARE CONTRASTED WITH THOSE OF OTHERS RECENTLY ENCOUNTERED, WHO RANK HIGHER OR LOWER ON THE SAME CHARACTERISTICS

SELF-FULFILLING PROPHECY – IS THE TENDENCY TO CREATE OR FIND IN ANOTHER SITUATION OR INDIVIDUAL THAT WHICH ONE HAS EXPECTED TO FIND


An Old Hag or a Young Woman?A Problem of Perception

© J. Rudy, Organizational Behavior, FMCU, Fall 2007 Individual Behavior & Performance OBJECTIVES...

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Transcript of © J. Rudy, Organizational Behavior, FMCU, Fall 2007 Individual Behavior & Performance OBJECTIVES...