Chapter 11 Notes 12 08 2014 Personality and Individual Behavior Personality consists of the stable psychological traits and behavioral attributes that give a person his or her identity The Big Five Personality Dimensions o Extroversion Outgoing and talkative o Agreeableness Trusting and cooperative o Conscientiousness Dependable and Responsible o Emotional Stability Relaxed and Unworried o Openness to Experience Intellectual and Curious Five Traits Important in Organizations o Locus of Control Indicates how much people believe they control their fate through their own efforts o Self Efficacy Belief in one s personal ability to do a task Learned Helplessness The debilitating lack of faith in ones ability to do a task o Self Esteem The extent to which people like or dislike themselves o Self Monitoring Extent to which people observe their own behavior and adapt to external factors o Emotional Intelligence The ability to cope and emphasize with others and to be self motivated Values Attitudes and Behavior Organizational Behavior Dedicated to better understanding and management of people at work Values Abstract ideals that guide ones thinking and behavior across all situations Attitude Learned predisposition toward a given object o Three components of attitude Affective component Consists of feelings and emotions Cognitive component Consists of beliefs and knowledge Behavioral component Consists of intention and expectations Cognitive Dissonance Describes the psychological discomfort a person experiences between his cognitive attitude and incompatible behavior Behavior A person s actions and judgments Perception and Individual Behavior Perception Process of interpreting and understanding one s environment Four Steps in Perceptual Process o Selective Attention Did I notice something o Interpretation and Evaluation What was it I noticed o Storing in Memory Remember it as an event or concept o Retrieving from memory to make decisions Absenteeism When an employee does not show up for work Halo Effect We form an impression of an individual based on a single trait Recency Effect Tendency to remember recent information better than earlier information Casual attribution Activity of inferring causes for observed behavior o Fundal Attribution Bias People attribute another person s behavior to his characteristics rather to situational factors o Self Serving Bias People tend to take more personal responsibility for success than failure Self Fulfilling Prophecy aka Pygmalion Effect Describes the phenomenon in which people s expectations of themselves or others lead them to behave in ways to make those expectations true Work Related Attitudes and Behaviors Managers Deal With Employee Engagement Individual s involvement satisfaction and enthusiasm for work Job Satisfaction Extent to which you feel positive or negative about various aspects for your work Organizational Commitment Reflects the extent to which an employee identifies with an organization and is committed to its goals Turnover When employees leave their jobs Onboarding Programs Help employees to integrate and transition to new jobs by making them familiar with corporate policies culture and politics by clarifying responsibilities Organizational Citizenship Behaviors Those employee behaviors that are not directly part of employee s job description Counterproductive Work Behaviors Types of behavior that harm employees and the organization as a whole The New Diversified Workforce Diversity Represents all the ways people are like and unlike Internal Dimensions of Diversity Human differences that exert a powerful sustained effect throughout every stage of our lives External Dimension of Diversity Includes an element of choice they consist of personal characteristics that people acquire Glass Ceiling The metaphor for an invisible barrier preventing women and minorities from being promoted to top jobs Americans with Disabilities Act Prohibits discrimination against the disabled Underemployed When working a job that requires less education than they have Ethnocentrism A belief that one s native country or culture is superior to those of another culture Understanding Stress and Individual Behavior Stressor Source of stress Type A Behavior Pattern Involved in a chronic and determined struggle to accomplish more in less time Roles Sets of behaviors that people expect of occupants of a position Burnout State of emotional mental and physical exhaustion Buffers Administrative changes that managers can make to reduce the stressors that lead to employee burnout Chapter 12 Notes 12 08 2014 Motivating for Performance Motivation Psychological processes that arouse and direct goaldirected behavior Extrinsic Rewards Payoff that a person receives from others for performing a particular task Intrinsic Rewards Satisfaction that a person receives from performing a task Four Major Perspectives on Motivation o Content o Process o Job Design o Reinforcement Content Perspectives on Employee Motivation Content Perspectives Need based perspective are theories that emphasize the needs that motivate people Maslow s Hierarchy of Needs o Physiological Needs Most basic needs food clothing shelter o Safety Needs Avoiding violence o Love needs o Esteem Needs o Self Actualization Needs ERG Theory Assumes three basic needs influence behaviorexistence relatedness and growth o In order of importance Acquired Needs Theory Achievement affiliation and power are major motives determining peoples behavior in the workplace o Need for Achievement Desire to excel at something o Need for Affiliation I need close relationship o Need for Power I need to control others Two Factor Theory Proposed that work satisfaction and dissatisfaction arise from two different factors work satisfaction and work dissatisfaction from hygiene factors o Hygiene Factors Lower level needs and are associated with job dissatisfaction o Motivating Factors Higher level needs and are associated with job satisfaction Process Perspectives on Employee Motivation Process Perspectives Concerned with the thought processes by which people decide how to act Equity Theory Focuses on employee perceptions as to how fairly they think they are being treated compared with others o Inputs Time effort training experience o Outputs Rewards like Pay o Three practical lessons that can be drawn from equity theory Employee perceptions are what count Employee Participation Helps Having an appeal process helps Expectations Theory