Transcript Introduction to Organisational Behaviour and Application

Management
Leadership – the individual
Useful vocabulary
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behaviour
employee productivity
absenteeism
turnover
job satisfaction
attitudes
cognitive component
affective component
• job involvement
• organisational
commitment
• cognitive dissonance
• attitude personality
• Big Five Model
• Machiavellianism
Today’s lecture
We will:
• Identify the focus and goals of individual behaviour
within organisations
• Explain the role that attitudes play in job
performance
• Describe different personality theories
• Describe perception and factors that influence it
• Discuss learning theories and their relevance in
shaping behaviour
• Discuss contemporary issues in organisational
behaviour
What is behaviour?
• Behaviour - the actions of people.
• Organisational behaviour - the study of the
actions of people at work.
Organisation as an iceberg
Goals of organisational
behaviour
• Improve employee productivity - a
performance measure of both efficiency
and effectiveness.
• Reduce absenteeism - the failure to show
up for work.
• Reduce turnover - the voluntary and
involuntary permanent withdrawal from an
organisation.
Contributing factors to
employee engagement
Attitudes
What are “attitudes”?
Attitudes are how we feel about something.
These can be positive or negative.
Consider these issues and what your attitudes
towards them are:
• Football
• Same-sex marriage
• Having more than one child
• Alcohol being banned
Exploring attitudes
Attitudes can be described as being made
up of 3 components:
Components
Description
Example
Cognitive
Description/evaluation My boss made me work late.
Affective
Emotion/feeling
I dislike my boss.
Behavioural
Action
I will not work hard.
Examples
Split these examples into the 3 components:
1. Suzy is unhappy that she cannot fit into
her trousers and stops eating.
2. Barry does not understand Economics
and does not attend class.
3. Jamie is worried about his mother and
visits her.
Attitudes and behaviours
If you behave in a certain way will your attitude
change?
• Behaviour  Attitude = Yes or no?
Q. If you have to clean the campus toilets every day
for a year, would you start to enjoy cleaning toilets?
Q. If everyone in your group went to a KTV bar every
day, would you still enjoy the KTV bar?
Job Attitudes
Job Satisfaction
• A positive feeling about the job
Job Involvement and commitment
• Performance at work is linked to personal
self-worth
Psychological Empowerment
• Feeling of control over the job
Job involvement and
organisational commitment
• Job involvement - the degree to which an
employee identifies with his or her job,
actively participates in it, and considers his or
her job performance to be important to selfworth.
• organisational commitment - the degree to
which an employee identifies with a particular
organisation and its goals and wishes to
maintain membership in that organisation.
Organisational support and
commitment
Perceived organisational
support - employees’
general belief that their
organisation values their
contribution and cares
about their well-being.
Employee engagement
• Employee engagement - when employees
are connected to, satisfied with, and
enthusiastic about their jobs.
Factors that affect employee
engagement
Cognitive dissonance - any incompatibility or
inconsistency between attitudes, or, between behaviour
and attitudes.
External factors such as:
• Pay
• Co-workers
• The work undertaken
Internal factors such as:
• Confidence
• Self-worth
• Self-belief
Surveys to discover attitudes
Attitude surveys - surveys that elicit
responses from employees through
questions about how they feel about their
jobs, work groups, supervisors, or the
organisation.
Example statements from an
employee attitude survey
Job satisfaction outcomes
• Performance (eg, achieving targets)
• Organisational citizenship behaviour (eg,
talking positively about company to others,
helping others because they were helped)
• Customer satisfaction (eg, happy customers)
• Absenteeism (eg, how many days off work)
• Turnover (eg, changing staff)
• Workplace Deviance (eg, being late, stealing)
Job dissatisfaction
If someone is unhappy in their job, there are
different ways they might react.
Exit
Voice
• behaviour directed
toward leaving the
organisation
• Active and constructive
attempts to improve
conditions
Neglect
Loyalty
• Allowing conditions to
worsen
• Passively waiting for
conditions to improve
Personality
What is personality?
• Personality - the unique combination of
emotional, thought, and behavioural
patterns that affect how a person reacts to
situations and interacts with others.
• Big Five Model - personality trait model
that includes extraversion, agreeableness,
conscientiousness, emotional stability, and
openness to experience.
The Big Five Model of Personality
Dimensions
Extroversion
• Sociable, gregarious, and assertive
• Good-natured, cooperative, and trusting
Agreeableness
• Responsible, dependable,
persistent, and organised
Conscientiousness
• Calm, self-confident, secure under stress
(positive), versus nervous, depressed,
Emotional Stability
and insecure under stress (negative)
Openness to
Experience
• Curious, imaginative, artistic, and
sensitive
The Myers-Briggs Type Indicator
• Most widely used instrument in the world.
• Participants are classified on four axes to determine
one of 16 possible personality types, such as ENTJ.
Sociable and
Assertive
Extroverted
(E)
Practical and
Orderly
Sensing
(S)
Use Reason
and Logic
Want Order
& Structure
Quiet and
Shy
Introverted
(I)
Unconscious
Processes
Intuitive
(N)
Thinking
(T)
Judging
(J)
Feeling
(F)
Perceiving
(P)
Uses Values &
Emotions
Flexible and
Spontaneous
How Do the Big Five Traits Predict
behaviour?
• Research has shown this to be a better framework.
• Certain traits have been shown to strongly relate to higher job
performance:
– Highly conscientious people develop more job knowledge,
exert greater effort, and have better performance.
– Other Big Five Traits also have implications for work.
• Emotional stability is related to job satisfaction.
• Extroverts tend to be happier in their jobs and have
good social skills.
• Open people are more creative and can be good
leaders.
• Agreeable people are good in social settings.
Holland’s personality job fit
Linking personality and values to the
workplace
Managers are less interested in someone’s ability to do a
specific job than in that person’s flexibility.
Person-Job Fit:
– John Holland’s Personality-Job Fit Theory
• Six personality types
• Vocational Preference Inventory (VPI) is a test
– Key points of the model:
• There appear to be intrinsic differences in personality
between people
• There are different types of jobs
• People in jobs matching their personality should be
more satisfied and have lower turnover
Personality traits
• Machiavellianism - a measure of the
degree to which people are pragmatic,
maintain emotional distance, and believe
that ends justify means.
• Self-esteem - an individual’s degree of like
or dislike for him/herself.
• Self-monitoring - a personality trait that
measures the ability to adjust behaviour to
external situational factors.
Other personality traits (1)
• Proactive personality - a trait belonging to
people who identify opportunities, show
initiative, take action, and persevere until
meaningful change occurs.
• Resilience - an individual’s ability to
overcome challenges and turn them into
opportunities.
Other personality traits (2)
• Type A: moderate to high levels of stress
and put selves under pressure. Quantity
over quality.
• Type B: low to moderate levels of stress
and take a more relaxed approach. Quality
over quantity.
Global personalities
What do you think about
personality types in different
countries’ cultures?
• China?
• Middle East?
• UK?
• USA?
Emotions and emotional
intelligence
Emotions - intense feelings that are directed at someone
or something.
Emotional Intelligence (EI) is recent area of research.
EI is a person’s ability to:
• Be self-aware
• Detect emotions in others
• Manage emotional cues and information
There are many quizzes on the internet which try to
measure your EI. Such as this one:
http://www.queendom.com/queendom_tests/transfer
Application of EI
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Selection (eg, recruitment criteria)
Decision making (eg, emotion v rationality)
Creativity (eg, mood v creative thinking)
Motivation (eg, positive = better motivation)
Leadership (eg, communication)
Negotiation (eg, positive = better negotiator)
Customer service (eg, positive = better
service)
China and the UK
Do we express any of these emotions
differently?
• Happy
• Angry
• Sad
• Irritated
• Impatient
What about other countries?
Perception
Perception
• Perception - a process by which we give
meaning to our environment by organizing
and interpreting sensory impressions.
• People’s behaviour is based on their
perception of what reality is, not on reality
itself.
• The world as it is perceived is the world
that is behaviourally important.
Blind Men and the Elephant
Perception exercise
How we perceive people
• Attribution Theory - how the actions of
individuals are perceived by others
depends on what meaning (causation) we
attribute to a given behaviour.
– Internally caused behaviour: under the
individual’s control
– Externally caused behaviour: due to outside
factors
Attribution theory
How we perceive people
• Fundamental attribution error - the tendency
to underestimate the influence of external
factors and to overestimate the influence of
internal or personal factors.
– We blame people first, not the situation
• Self-serving bias - the tendency of individuals
to attribute their successes to internal factors
while blaming personal failures on external
factors.
– It is “our” success but “their” failure
Shortcuts used to judge others
(1)
Stereotyping:
• Judging someone on the basis of one’s
perception of the group to which that
person belongs – a prevalent and often
useful, if not always accurate,
generalization
Shortcuts used to judge others
(2)
Selective Perception
• People selectively interpret what they see on the
basis of their interests, background, experience,
and attitudes
Halo Effect
• Drawing a general impression about an individual
on the basis of a single characteristic
Contrast Effects
• Evaluation of a person’s characteristics that are
affected by comparisons with other people
recently encountered who rank higher or lower on
the same characteristics
Shortcuts used in judging others
• Assumed similarity - the assumption that
others are like oneself.
• Stereotyping - judging a person on the
basis of one’s perception of a group to
which he or she belongs.
• Halo effect - a general impression of an
individual based on a single characteristic.
Learning
Psychological factors - learning
• Learning - any relatively permanent change
in behaviour that occurs as a result of
experience.
– Almost all complex behaviour is learned.
– Learning is a continuous, life-long process.
– The principles of learning can be used to shape
behaviour.
• Theories of learning:
– Operant conditioning
– Social learning
Operant conditioning
• Operant conditioning - a theory of learning
that says behaviour is a function of its
consequences
– Operant behaviour: voluntary or learned
behaviours
• behaviours are learned by making rewards
contingent to behaviours.
• behaviour that is rewarded (positively reinforced) is
likely to be repeated.
• behaviour that is punished or ignored is less likely
to be repeated.
Social learning
• Social learning theory - a theory of learning
that says people can learn through
observation and direct experience.
– Attentional: the attractiveness or similarity of the
model
– Retention: how well the model can be recalled
– Motor reproduction: the reproducibility of the
model’s actions
– Reinforcement: the rewards associated with
learning the model behaviour
Shaping – a managerial tool
• Shaping behaviour - the
process of guiding learning
in graduated steps using
reinforcement or lack of
reinforcement.
Shaping methods
Shaping methods:
• Positive reinforcement: rewarding desired
behaviours
• Negative reinforcement: removing an
unpleasant consequence once the desired
behaviour is exhibited
• Punishment: penalising an undesired
behaviour
• Extinction: eliminating a reinforcement for an
undesired behaviour
Contemporary issues – Gen
Y/Millenials
• Managing Generational Differences in the
Workplace
• Gen Y/Millenials: individuals born after 1978
– Bring new attitudes to the workplace that reflect
wide arrays of experiences and opportunities
– Want to work, but don’t want work to be their life
– Challenge the status quo
– Have grown up with technology
Gen Y/Millenials
Are you Gen Y/Millenial?
• Do you think you fit
the Gen Y/Millenial
stereotype?
• What do you want
from your ideal job?
Summary
Today:
• Job satisfaction and employee engagement
• Perception
• Personality
• Attitudes
• Learning
Tomorrow:
Leading - motivation
Reading
• Please bring your Belbin Team Roles test
results to the tutorial. Please print off the
Myers-Briggs test.
• Please read Chapter 16 before tomorrow’s
lecture.