Impacting Employee AttitudesHollen’s Job SatisfactionPersonalityFit with career, job, and organizationCharacteristics of job/workHow you are treated my manager/co workersPay and rewardsGeneral guidelines for improving employee attitudes-Measure and be aware of employee attitudeSeek information to understand underlying causesIndividual Differences and Work:IntelligenceThe ability to understand complex ideas, to adapt effectively to the environment, to learn from experience, to engage in various forms of reasoning, to overcome obstacles by taking thoughtEmphasis on adaptabilityThe single best predictor of job performance across all jobsPersonalityUnique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with othersMeasurable treatsMyers Briggs type indicatorJudged on reliability and validityVery little evidence, not consistentDoesn’t predict outcomes we are interested inThe Big FiveOpenness to experienceConscientiousnessExtraversion/introversionAgreeablenessNeuroticism (emotional ability)Emotions and Emotional IntelligenceReality of emotions- people are quasi-rational being and group/organization processes are not emotion freeEmotions unavoidable and necessary for effective organizationsEmotional intelligence-Self awarenessSelf managementSelf motivationEmpathySocial skillsPerceptionActual reality is of secondary importance to perceived reality when it comes to understanding other’s behaviorFactors that shape (and distort) our perception:Perceiver, target, situationAttribution theoryFundamental attribution errorSelf-serving biasInternal and external attributionsInternal- I worked hard so I did goodExternal- her questions sucked, not enough timeAssumed similarity- the “like me” effectStereotypingHalo effect- overall impression of company impacts thoughts about company’s characteristicsPersonality and BiasesBeware of your biasesNot everyone is like youNot all people from the same group are the sameJust because someone is attractive/smart doesn’t mean they’re a good personSample behavior at different times from different situationsHold off on first impressions, keep an open mindLecture 7Outline of Last Lecture I. Predictors of job satisfactionII. Outcomes of job satisfactionIII. Organizational CommitmentOutline of Current Lecture I. Hollen’s Job Satisfaction ModelII. Individual Differences at WorkA. IntelligenceB. Personalityi. The Big FiveC. Emotions/Emotional IntelligenceD. PerceptionE. Personality and BiasesCurrent Lecture- Chapter 15: Understanding Individual Behavior MGT 305 1st Edition Impacting Employee Attitudes Hollen’s Job Satisfaction- Personality- Fit with career, job, and organization- Characteristics of job/work- How you are treated my manager/co workers- Pay and rewards General guidelines for improving employee attitudes-- Measure and be aware of employee attitude- Seek information to understand underlying causes Individual Differences and Work:  Intelligence- The ability to understand complex ideas, to adapt effectively to the environment, to learn from experience, to engage in various forms of reasoning,to overcome obstacles by taking thoughto Emphasis on adaptability- The single best predictor of job performance across all jobs Personality- Unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others- Measurable treatso Myers Briggs type indicator Judged on reliability and validity Very little evidence, not consistent Doesn’t predict outcomes we are interested ino The Big Five Openness to experience Conscientiousness Extraversion/introversion Agreeableness Neuroticism (emotional ability) Emotions and Emotional Intelligence- Reality of emotions- people are quasi-rational being and group/organization processes are not emotion free- Emotions unavoidable and necessary for effective organizations Emotional intelligence-- Self awareness- Self management- Self motivation- Empathy- Social skills Perception- Actual reality is of secondary importance to perceived reality when it comes to understanding other’s behavior- Factors that shape (and distort) our perception:o Perceiver, target, situation- Attribution theoryo Fundamental attribution erroro Self-serving bias Internal and external attributions Internal- I worked hard so I did good External- her questions sucked, not enough timeo Assumed similarity- the “like me” effecto Stereotypingo Halo effect- overall impression of company impacts thoughts about company’s characteristics Personality and Biases- Beware of your biases- Not everyone is like you- Not all people from the same group are the same- Just because someone is attractive/smart doesn’t mean they’re a good person- Sample behavior at different times from different situationso Hold off on first impressions, keep an open