Post on 29-Oct-2014
description
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-1
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-2
ChapterChapter
Individual Differences and Work BehaviorIndividual Differences and Work Behavior
33
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-3Why Individual Differences Are Important: (1 of 2)
Why Individual Differences Are Important: (1 of 2)
• Individual differences have a direct effect on behavior• People who perceive things differently
behave differently• People with different attitudes respond
differently to directives• People with different personalities interact
differently with bosses, coworkers, subordinates, and customers
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-4Why Individual Differences Are Important: (2 of 2)
Why Individual Differences Are Important: (2 of 2)
• Individual differences help explain:• Why some people embrace change and
others are fearful of it• Why some employees will be productive
only if they are closely supervised, while others will be productive if they are not
• Why some workers learn new tasks more effectively than others
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-5Attraction-Selection-Attrition (ASA) Cycle(1 of 3)
Attraction-Selection-Attrition (ASA) Cycle(1 of 3)
• Different people are attracted to different careers and organizations as a function of their own:
• abilities
• interests
• personalities
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-6Attraction-Selection-Attrition (ASA) Cycle(2 of 3)
Attraction-Selection-Attrition (ASA) Cycle(2 of 3)
• Organizations select employees on the basis of the needs the organization has• skills and abilities
• individual attributes such as values and personality
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-7Attraction-Selection-Attrition (ASA) Cycle(3 of 3)
Attraction-Selection-Attrition (ASA) Cycle(3 of 3)
• Attrition occurs when:• individuals discover they do not like being
part of the organization and elect to resign, or
• the organization determines an individual is not succeeding and elects to terminate
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-8
Each phase of the ASA cycle is
significantly influenced by the individual
differences of each person
Each phase of the ASA cycle is
significantly influenced by the individual
differences of each person
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-9
Effective managerial practice requires that individual behavior differences be recognized, and when feasible, taken into consideration while carrying out the job of managing organizational behavior.
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-10Individual Differences in the Workplace
Individual Differences in the Workplace
Ability and SkillsAbility and Skills AttitudesAttitudesPerceptionPerception
PersonalityPersonality
Work Behavior• Productivity• Creativity• Performance
Individual DifferencesIndividual Differences
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-11The Basis for Understanding Work Behavior:The Basis for Understanding Work Behavior:
• To understand individual differences a manager must:
1.1. observe and recognize the differences
and
2.2. study relationships between variables that influence behavior
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-12
Ability andAbility andSkillsSkills
PerceptionPerception AttitudesAttitudes
Hereditary andHereditary andDiversityDiversityFactorsFactors
PersonalityPersonality
Individual Differences Influencing Work Behavior:Individual Differences Influencing Work Behavior:
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-13
Diversity FactorsDiversity Factors
Primary Dimensions (stable)
• Age• Ethnicity• Gender• Physical attributes• Race• Sexual / affectional
orientation
Primary Dimensions (stable)
• Age• Ethnicity• Gender• Physical attributes• Race• Sexual / affectional
orientation
Secondary Dimensions (changeable)
• Educational background• Marital status• Religious beliefs• Health• Work experience
Secondary Dimensions (changeable)
• Educational background• Marital status• Religious beliefs• Health• Work experience
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-14Sex Differences in Management:Selected Results (1 of 2)
Sex Differences in Management:Selected Results (1 of 2)
Dimension Results
Behavior:
Task-orientedPeople-orientedEffectiveness ratings
Response to poor performerInfluence strategies
No difference.No difference.Stereotypical difference in evaluations of managers in laboratory studies: Males favored. No difference in evaluations of actual managers.Stereotypical difference: Males use norm of equity, whereas females use norm of equality.Stereotypical difference: Males use a wider range of strategies, more positive strategies, and less negative strategies. The difference diminishes when women managers have high self-confidence.
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-15Sex Differences in Management:Selected Results (2 of 2)
Sex Differences in Management:Selected Results (2 of 2)
Dimension Results
Motivation No difference in some studies.Non-stereotypical difference in other studies: Female motivational profile is close to that associated with successful managers.
Commitment Inconsistent evidence regarding difference.
Subordinates responses
Stereotypical differences in responses to managers in laboratory studies; Managers using style that matches sex role stereotype are favored.No difference in responses to actual managers.
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-16
Abilities and SkillsAbilities and Skills
• Ability – a person’s talent to perform a mental or physical task
• Skill – a learned talent that a person has acquired to perform a task
• Ability – a person’s talent to perform a mental or physical task
• Skill – a learned talent that a person has acquired to perform a task
Key AbilitiesKey Abilities
Mental AbilityMental Ability
Emotional Emotional IntelligenceIntelligence
Tacit KnowledgeTacit Knowledge
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-17
AttitudesAttitudes
• Are determinates of behavior because they are linked with perception, personality, feelings, and motivation
• Attitude – a mental state of readiness• learned and organized through experience• exerting a specific response to people,
objects, and situations with which it is related
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-18Attitudes: Implications for the Manager
Attitudes: Implications for the Manager
1. Attitudes are learned
2. Attitudes define one’s predispositions toward given aspects of the world
3. Attitudes provide the emotional basis of one’s interpersonal relations and identification with others
4. Attitudes are organized and are close to the core of personality
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-19
Manager styleManager styleTechnologyTechnologyNoiseNoisePeersPeersReward systemReward systemCompensation planCompensation planCareer opportunitiesCareer opportunities
Manager styleManager styleTechnologyTechnologyNoiseNoisePeersPeersReward systemReward systemCompensation planCompensation planCareer opportunitiesCareer opportunities
Beliefs and valuesBeliefs and valuesBeliefs and valuesBeliefs and values
Feelings and emotionsFeelings and emotionsFeelings and emotionsFeelings and emotions
Intended behaviorIntended behaviorIntended behaviorIntended behavior
StimuliStimuli
Work Work environment environment factorsfactors
CognitionCognition
AffectAffect
BehaviorBehavior
““My supervisor is unfair.”My supervisor is unfair.”
““Having a fair supervisor is Having a fair supervisor is important to me.”important to me.”
““I don’t like my supervisor.”I don’t like my supervisor.”
““I’ve submitted a formal I’ve submitted a formal request to transfer.”request to transfer.”
The Three The Three Components Components of Attitudes: of Attitudes: Cognition, Cognition, Affect, Affect, BehaviorBehavior
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-20
CognitionCognition
• What individuals know about themselves and their environment
• Implies a conscious process of acquiring knowledge
• Evaluative beliefs – favorable or unfavorable impressions that a person holds toward an object or person
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-21
AffectAffect
• The emotional component of an attitude• Often learned from
• parents• teachers• peer group members
• The part of an attitude that is associated with “feeling” a certain way about a person, group, or situation
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-22
Cognitive DissonanceCognitive Dissonance
• A discrepancy between attitudes and behaviors
• A mental state of anxiety
• Occurs when there is a conflict among an individual’s various cognitions after a decision has been made
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-23
Changing AttitudesChanging Attitudes
The CommunicatorThe Communicator
The MessageThe Message
The SituationThe Situation
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-24How to Increase Your Effectiveness in Changing Attitudes: (1 of 2)
How to Increase Your Effectiveness in Changing Attitudes: (1 of 2)
1. Concentrate on gradually changing the attitude over a period of time
2. Identify the beliefs or values that are part of the attitude and provide the attitude holder with information that will alter those beliefs or values
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-25How to Increase Your Effectiveness in Changing Attitudes: (2 of 2)
How to Increase Your Effectiveness in Changing Attitudes: (2 of 2)
3. Make the setting (in which the attempted change occurs) as pleasant and enjoyable as possible
4. Identify reasons that changing the attitude is to the advantage of the attitude holder
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-26
Attitudes and Job SatisfactionAttitudes and Job Satisfaction
• Job satisfaction – an attitude people have about their jobs
• Results from people’s perception of their jobs
• Results from the degree of fit between the individual and the organization
• Job satisfaction – an attitude people have about their jobs
• Results from people’s perception of their jobs
• Results from the degree of fit between the individual and the organization
• Key factors associated with job satisfaction:• Pay• Promotion opportunities• Supervision• Coworkers• Working conditions• Job security
• Key factors associated with job satisfaction:• Pay• Promotion opportunities• Supervision• Coworkers• Working conditions• Job security
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-27Satisfaction-Performance Relationships:Three Views
Satisfaction-Performance Relationships:Three Views
2. Job Performance2. Job Performance
1. Job Satisfaction1. Job Satisfaction
3. Job Performance3. Job Performance
Job SatisfactionJob SatisfactionJob SatisfactionJob Satisfaction
Job PerformanceJob PerformanceJob PerformanceJob Performance
Job SatisfactionJob SatisfactionJob SatisfactionJob Satisfaction
CausesCauses
CausesCauses
““The satisfied worker is more The satisfied worker is more productive.”productive.”
““The more productive worker is The more productive worker is satisfied.”satisfied.”
RewardsRewardsRewardsRewards
Perceived EquityPerceived Equity
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-28
PersonalityPersonality
• A relatively stable set of feelings and behaviors that have been significantly formed by genetic and environmental factors
• The relationship between behavior and personality is one of the most complex matters that managers have to understand
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-29Some Major Forces Influencing Personality
Some Major Forces Influencing Personality
Individual Individual PersonalityPersonality
Cultural forcesCultural forces
Hereditary forcesHereditary forces
Family relationship Family relationship forcesforces
Social class / group Social class / group membership forcesmembership forces
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-30
The Big FivePersonalityDimensions
Locus of Control
Self-efficacy Creativity
Personality and Behavior in Organizations
Personality and Behavior in Organizations
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-31
ConscientiousnesConscientiousnesss
ExtroversionExtroversion
Emotional Emotional StabilityStability
AgreeablenessAgreeableness
Openness to Openness to ExperienceExperience
The Big Five Personality Dimensions
The Big Five Personality Dimensions
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-32
Locus of ControlLocus of Control
• Locus of control of individuals – • Determines the degree to which they
believe their behaviors influence what happens to them
• Internals – believe they are masters of their own fate
• Externals – believe they are helpless pawns of fate, success is due to luck or ease of task
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-33
Self-EfficacySelf-Efficacy
• Feelings of self-efficacy have managerial and organizational implications:
• Selection decisions
• Training programs
• Goal setting and performance
McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.
3-34How to Develop Employee Creativity
How to Develop Employee Creativity
1. Encourage everyone to view old problems from new perspectives
2. Make certain people know that it is OK to make mistakes
3. Provide as many people with as many new work experiences as you can
4. Set an example in your own approach to dealing with problems and opportunities