Personality and Individual BehaviorPersonality consists of the stable psychological traits and behavioral attributes that give a person his or her identityThe Big Five Personality DimensionsExtroversion: Outgoing and talkativeAgreeableness: Trusting and cooperativeConscientiousness: Dependable and ResponsibleEmotional Stability: Relaxed and UnworriedOpenness to Experience: Intellectual and CuriousFive Traits Important in OrganizationsLocus of Control: Indicates how much people believe they control their fate through their own effortsSelf Efficacy: Belief in one’s personal ability to do a taskLearned Helplessness: The debilitating lack of faith in ones ability to do a taskSelf Esteem: The extent to which people like or dislike themselvesSelf Monitoring: Extent to which people observe their own behavior and adapt to external factorsEmotional Intelligence: The ability to cope and emphasize with others and to be self motivatedValues, Attitudes, and BehaviorOrganizational Behavior: Dedicated to better understanding and management of people at workValues: Abstract ideals that guide ones thinking and behavior across all situationsAttitude: Learned predisposition toward a given objectThree components of attitudeAffective component: Consists of feelings and emotionsCognitive component: Consists of beliefs and knowledgeBehavioral component: Consists of intention and expectationsCognitive Dissonance: Describes the psychological discomfort a person experiences between his cognitive attitude and incompatible behaviorBehavior: A person’s actions and judgmentsPerception and Individual BehaviorPerception: Process of interpreting and understanding one’s environmentFour Steps in Perceptual ProcessSelective Attention: “Did I notice something?”Interpretation and Evaluation: “What was it I noticed?”Storing in Memory: “Remember it as an event or concept”Retrieving from memory to make decisionsAbsenteeism-When an employee does not show up for workHalo Effect: We form an impression of an individual based on a single traitRecency Effect: Tendency to remember recent information better than earlier informationCasual attribution: Activity of inferring causes for observed behaviorFundal Attribution Bias: People attribute another person’s behavior to his characteristics rather to situational factorsSelf Serving Bias: People tend to take more personal responsibility for success than failureSelf 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 WithEmployee Engagement: Individual’s involvement, satisfaction, and enthusiasm for workJob Satisfaction: Extent to which you feel positive or negative about various aspects for your workOrganizational Commitment: Reflects the extent to which an employee identifies with an organization and is committed to its goalsTurnover: When employees leave their jobsOnboarding Programs: Help employees to integrate and transition to new jobs by making them familiar with corporate policies, culture, and politics by clarifying responsibilitiesOrganizational Citizenship Behaviors: Those employee behaviors that are not directly part of employee’s job descriptionCounterproductive Work Behaviors: Types of behavior that harm employees and the organization as a wholeThe New Diversified WorkforceDiversity: Represents all the ways people are like and unlikeInternal Dimensions of Diversity: Human differences that exert a powerful, sustained effect throughout every stage of our livesExternal 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 disabledUnderemployed: When working a job that requires less education than they haveEthnocentrism: A belief that one’s native country or culture is superior to those of another cultureUnderstanding Stress and Individual BehaviorStressor: Source of stressType 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 positionBurnout: State of emotional, mental, and physical exhaustionBuffers: Administrative changes, that managers can make to reduce the stressors that lead to employee burnoutMotivating for PerformanceMotivation: Psychological processes that arouse and direct goal-directed behaviorExtrinsic Rewards: Payoff that a person receives from others for performing a particular taskIntrinsic Rewards: Satisfaction that a person receives from performing a taskFour Major Perspectives on MotivationContentProcessJob DesignReinforcementContent Perspectives on Employee MotivationContent Perspectives: “Need based perspective” are theories that emphasize the needs that motivate people.Maslow’s Hierarchy of NeedsPhysiological Needs: Most basic needs, food clothing shelterSafety Needs: Avoiding violenceLove needsEsteem NeedsSelf Actualization NeedsERG Theory: Assumes three basic needs influence behavior-existence, relatedness, and growthIn order of importanceAcquired Needs Theory: Achievement, affiliation, and power are major motives determining peoples behavior in the workplaceNeed for Achievement: Desire to excel at somethingNeed for Affiliation: I need close relationshipNeed for Power: I need to control othersTwo Factor Theory: Proposed that work satisfaction and dissatisfaction arise from two different factors-work satisfaction and work dissatisfaction from hygiene factorsHygiene Factors: Lower level needs and are associated with job dissatisfactionMotivating Factors: Higher level needs, and are associated with job satisfaction.Process Perspectives on Employee MotivationProcess Perspectives: Concerned with the thought processes by which people decide how to actEquity Theory: Focuses on employee perceptions as to how fairly they think they are being treated compared with othersInputs: Time, effort, training, experienceOutputs: Rewards like PayThree practical lessons that can be drawn from equity theoryEmployee perceptions are what countEmployee Participation HelpsHaving an appeal process helpsExpectations Theory: Suggests that people are motivated by How much they want something, and How likely they
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