Transcript Chapter Fifteen

The Psychological Contract - set of expectations held by an
individual with respect to what he or she will contribute to the organization
and what the organization will provide in return.
Individual
Contributions
The Psychological
Contract
Organizational
Inducements
15–1
Understanding Individuals in
Organizations
The Person-Job Fit
– Reasons for poor person-job fit:
• Organizational selection procedures are imperfect.
• Both people and organizations change over time.
• Adopting new technologies changes the skills needed by
employees.
• Each individual is unique and each job is unique.
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15–2
Personality and Individual
Behavior
• Personality
– The relatively stable set of psychological and
behavioral attributes that distinguish
individuals.
Agreeableness
Conscientiousness
The “Big Five”
Personality Traits
Negative Emotionality
Extroversion
Openness
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15–3
Personality
The Myers-Briggs Type Indicator (MBTI)
A popular questionnaire that some organizations use to
assess personality types.
• Is a useful method for determining communication styles
and interaction preferences.
• Has questionable validity and reliability.
Personality Types
–
–
–
–
Extraversion (E) versus Introversion (I)
Sensing (S) versus Intuition (N)
Thinking (T) versus Feeling (F)
Judging (J) versus Perceiving (P)
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15–4
Other Personality Traits
Locus of Control - extent to which people believe they control
their own fate.
• Internal locus of control—individuals who believe they are in
control of their lives.
• External locus of control—individuals believe that external
forces dictate what happen to them.
Self-Efficacy – person’s belief about his or her capabilities to
perform a task.
Authoritarianism – person’s belief that power and status
differences are appropriate in hierarchal systems.
Machiavellianism - Behavior directed at gaining power and
controlling the behavior of others.
Self Esteem – person’s belief that they are worthwhile.
Risk Propensity – person’s willingness to take chances and
make risky decisions.
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15–5
Emotions
Emotions- intense feelings directed at someone or something
6 basic emotions:
Anger, fear, sadness, happiness, disgust and surprise.
• Emotional Intelligence (EQ)
– The extent to which people are self-aware,
can manage their emotions, can motivate
themselves, express empathy for others, and
Self-awareness
possess social skills.
Managing Emotions
Dimensions
of EQ
Motivating oneself
Empathy
Social skills
15–6
Attitudes
Attitudes
– Complexes of beliefs and feelings that people
have about specific ideas, situations, or other
people.
Cognitive Dissonance
– The conflict individuals experience among their
own attitudes.
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15–7
Work-Related Attitudes
• Job Satisfaction or Dissatisfaction
– An attitude that reflects the extent to which an
individual is gratified or fulfilled by his or her work.
• Job Satisfaction and Work Behaviors
– Job satisfaction is influenced by personal, group,
and organizational factors.
– Satisfied employees are absent less often, make
positive contributions, and stay with the
organization.
– Dissatisfied employees are absent more often,
may experience stress which disrupts coworkers,
and may be continually looking for another job.
– High levels of job satisfaction do not necessarily
lead to high job performance.
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15–8
Perception and
Individual Behavior
• Perception
– The set of processes by which an individual
becomes aware of and interprets information.
• Selective Perception
– The process of screening out information that we
are uncomfortable with or that contradicts our
beliefs.
– If selective perception causes someone to ignore
important information it can become quite
detrimental.
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15–9
Perceptual Processes
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15–10
Perception and
Individual Behavior
• Stereotyping
– The process of categorizing or labeling
people on the basis of a single attribute
(e.g., gender and race).
– Stereotyping may cost the organization
valuable talent, violate federal anti-bias
laws, and is likely unethical.
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15–11
Perception and Attribution
• Attribution
– A mechanism through which we observe
behavior and attribute a cause to it.
Attribution
Consensus
Consistency
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Distinctiveness
15–12
Personality Types
– Type A personality
• Extremely competitive (aggressive), devoted to work,
have a strong sense of time urgency (impatient).
• Have a lot of drive and want to accomplish as much as
possible as quickly as possible.
– Type B personality
• Less competitive, less devoted to work, have a weaker
sense of time urgency.
• Less likely to experience personal stress or to come into
conflict with other people.
• More likely to have a balanced, relaxed approach to life.
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15–13
Stress
Stress - A person’s response to a strong stimulus (stressor).
Causes – Personal and Job-Related Factors
• Negative Personal Consequences
 Behavioral
 Psychological
 Medical
• Negative Work-related Consequences
 Poor quality work output and lower productivity.
 Job dissatisfaction, low morale, and a lack of commitment.
 Withdrawal through indifference and absenteeism.
• Burnout
 A feeling of exhaustion that may develop when someone
experiences too much stress for an extended period of time.
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15–14
Causes of Work Stress
Organizational Stressors
Task Demands
Physical Demands
Role Demands
• Quick decisions
• Incomplete information for decisions
• Critical decisions
• Temperature extremes
• Role ambiguity
Interpersonal
Demands
• Poorly designed office
• Role conflict
• Group pressures
• Threats to health
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• Leadership styles
• Conflicting
personalities
15–15
Managing Stress
Regular Exercise
Stress
Management Strategies
for Individuals
Relaxation
Time Management
Support Groups
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15–16
Creativity in Organizations
• Creativity
– The ability of an individual to generate new ideas
or to conceive of new perspectives in existing
ideas.
• The Creative Individual
– Background experiences and creativity
• Many creative individuals were reared in creative
environments.
– Personal traits and creativity
• Creative persons have personal traits of openness, an
attraction to complexity, high levels of energy,
independence, autonomy, strong self-confidence, and a
strong belief in their own creativity.
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15–17
The Creative Process (cont’d)
• Enhancing Creativity in Organizations
– Make creativity part of the organization’s
culture.
• Set goals for revenues from creative products
and services.
– Reward creativity; refrain from punishing
creative failures.
• Some ideas work out as expected, others don’t
work out as intended.
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15–18
Workplace Behaviors
Types of Workplace
Behaviors
Performance
Behaviors
Withdrawal
Behaviors
Organizational
Citizenship
Performance Behaviors
The total set of work-related behaviors an organization expects an
individual to display.
Withdrawal Behaviors
Absenteeism occurs when an individual does not show up for work
when expected for legitimate or feigned reasons. It may be a
symptom of other work-related problems.
Turnover occurs when individuals quit their jobs for work-related or
personal reasons.
15–19