Foundations of Individual Behavior

Every person in an organization is different from anyone else

Key characteristics that differentiate people from one another: 1. Psychological nature of individuals

2. Personalities and attitudes

3. Perception in organizations 4. Various workplace behaviors

The Individual-Organization Relationship

The Psychological Contract

Person-Job Fit Contributions by the individual match inducements offered by organization

Individual Differences Personal attributes that vary from one person to another

Personality and Organizations

Personality - Set of psychological attributes that distinguishes one person from another

The Big Five Personality Traits

Agreeableness The ability to get along with others

Conscientiousness The number of goals on which a person focuses

Neuroticism Extraversion Openness Experiencing anger, anxiety, moodiness/insecurity The quality of being comfortable with relationships The capacity to entertain new ideas and to change as a result of new information

The Myers-Briggs Framework Differentiation across four general dimensions

Sensing Intuiting Judging Perceiving

Myers-Briggs Type Indicator 16 Personality Types

Emotional Intelligence (EQ) The extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills

Dimensions of EQ Self-awareness
Managing emotions Motivating oneself Empathy Social skills

Other Personality Traits at Work

Locus of Control The extent to which a person believes his/her circumstances are a function of either his/her own actions or of external factors beyond his/her control A persons beliefs about his/her capabilities to perform a task The belief that power and status differences are appropriate within hierarchical social systems such as organizations Behavior directed at gaining power and control of others The extent to which a person believes he or she is a worthwhile/deserving individual The degree to which a person is willing to take chances and make risky decisions

Self-Efficacy Authoritarianism

Machiavellianism Self-Esteem Risk Propensity

Attitudes in Organizations
Attitudes
A persons complexes of beliefs and feelings about specific ideas, situations, other people

Structural Components of Attitudes

Affect: a persons feelings toward something Cognitions: the knowledge a person presumes to have about something

Intention: a component of an attitude that guides a persons behavior

Cognitive Dissonance
The anxiety a person experiences when he/she simultaneously possesses contradictory or incongruent sets of knowledge or perceptions

Attitudes change when:

New information is available Object of the attitude changes Object of the attitude becomes less important To reduce cognitive dissonance

Key Work-Related Attitudes

Job satisfaction Gratification or fulfillment from work

Organizational Identification with and commitment attachment to an (job commitment) organization

Affect and Mood in Organizations

Positive affectivity Upbeat and optimistic, overall sense of wellbeing, seeing things in a positive light

Negative affectivity Downbeat and pessimistic, seeing things in a negative way, seeming to be in a bad mood

Perception in Organizations
Perception
An individuals awareness of and interpretation about the environment

Selective perception

Stereotyping

Attribution Theory We attribute causes to behavior based on our observations of certain characteristics of that behavior
Consensus Consistency

Distinctiveness

3.4

The Attribution Process

Types of Workplace Behavior

Workplace Behavior

A pattern of action by the members of an organization that directly or indirectly influences organizational effectiveness

Performance Behaviors Work-related behaviors that the organization expects the individual to display

Dysfunctional Behaviors
Absenteeism: when an individual does not show up for work

Turnover: when people quit their jobs

Organizational Citizenship
The extent to which a persons behavior makes a positive overall contribution to the organization