Individual differences and work behaviour

Individual differences and Individual differences and work behaviorwork behavior

Presented by:Presented by:

Mengot NkonghoMengot Nkongho

Jonathan AcevedoJonathan Acevedo

Mohamad SkafMohamad Skaf

Okoye ChukwudiOkoye Chukwudi

Chapter objectives:Chapter objectives:

IdentifyIdentify individual variables that influence work behavior. individual variables that influence work behavior.

Understand Understand how diversity influences the workplace.how diversity influences the workplace.

ExplainExplain what an attitude is and identify its three components. what an attitude is and identify its three components.

DiscussDiscuss the relationship between job satisfaction and the relationship between job satisfaction and performance.performance.

DescribeDescribe the major forces influencing personality. the major forces influencing personality.

IdentifyIdentify the big five personality dimensions. the big five personality dimensions.

Discuss several important personality factors.several important personality factors.

Why individual differences are Why individual differences are important.important.

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

Why individual differences are Why individual differences are importantimportant

Individual differences help explain:Individual differences help explain: Why some people embrace change and others are Why some people embrace change and others are

fearful of itfearful of it Why some employees will be productive only if Why some employees will be productive only if

they are closely supervised, while others will be they are closely supervised, while others will be productive if they are notproductive if they are not

Why some workers learn new tasks more Why some workers learn new tasks more effectively than otherseffectively than others

Attraction-Selection-Attrition (ASA) Attraction-Selection-Attrition (ASA) CycleCycle

Different people are attracted to different careers and Different people are attracted to different careers and organizations as a function of their own:organizations as a function of their own: abilitiesabilities interestsinterests personalitiespersonalities


Organizations select employees on the basis of Organizations select employees on the basis of the following:the following:

the organization’s needs (skills and abilities)the organization’s needs (skills and abilities)

individual attributes such as values and personalityindividual attributes such as values and personality


AttritionAttrition occurs when: occurs when: individuals discover they do not like being part of individuals discover they do not like being part of

the organization and elect to resign, orthe organization and elect to resign, or the organization determines an individual is not the organization determines an individual is not

succeeding and elects to terminatesucceeding and elects to terminate


Each phase of the ASA cycle is significantly Each phase of the ASA cycle is significantly

influenced by the influenced by the individual differencesindividual differences of of

each personeach person

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.

The basis for understanding work The basis for understanding work behavior.behavior.

To understand To understand individual differencesindividual differences a manager a manager must:must: Observe and recognize the differencesObserve and recognize the differences

Study relationships between variables that Study relationships between variables that influence behaviorinfluence behavior

..

Ability andAbility andSkillsSkills

PerceptionPerception AttitudesAttitudes

Hereditary andHereditary andDiversityDiversityFactorsFactors

PersonalityPersonality

Individual Differences Individual Differences Influencing Work Behavior:Influencing Work Behavior:

Individual Differences Individual Differences Influencing Work Behavior:Influencing Work Behavior:

Diversity FactorsDiversity FactorsDiversity FactorsDiversity Factors

Primary Dimensions Primary Dimensions (stable)(stable)

AgeAge EthnicityEthnicity GenderGender Physical attributesPhysical attributes RaceRace Sexual / affectional Sexual / affectional

orientationorientation

Primary Dimensions Primary Dimensions (stable)(stable)

AgeAge EthnicityEthnicity GenderGender Physical attributesPhysical attributes RaceRace Sexual / affectional Sexual / affectional

orientationorientation

Secondary Dimensions Secondary Dimensions (changeable)(changeable)

Educational backgroundEducational background Marital statusMarital status Religious beliefsReligious beliefs HealthHealth Work experienceWork experience

Secondary Dimensions Secondary Dimensions (changeable)(changeable)

Educational backgroundEducational background Marital statusMarital status Religious beliefsReligious beliefs HealthHealth Work experienceWork experience

Generational diversityGenerational diversity

Disability DiversityDisability Diversity

Generational diversityGenerational diversity 1- Gen Y : 20s and younger1- Gen Y : 20s and younger 2- Gen X: 30s to low 40s2- Gen X: 30s to low 40s 3- baby bommers: mid 40s and older3- baby bommers: mid 40s and older Gen X and baby bommers can use Gen Y on Gen X and baby bommers can use Gen Y on

virtual team projectsvirtual team projects

Disability Diversity:Disability Diversity: A disabled person is someone who has a A disabled person is someone who has a

physical or mental impairment that physical or mental impairment that substantially limits one or more of his major substantially limits one or more of his major life activities .life activities .

As managers we may be asked to :As managers we may be asked to : Make existing facilities accessibleMake existing facilities accessible Restructure jobsRestructure jobs Modify work schedulesModify work schedules Reassign employeesReassign employees

Abilities and SkillsAbilities and SkillsAbilities and SkillsAbilities and Skills

Ability –Ability – a person’s a person’s talent to perform a talent to perform a mental or physical taskmental or physical task

Skill –Skill – a learned talent a learned talent that a person has that a person has acquired to perform a acquired to perform a tasktask

Ability –Ability – a person’s a person’s talent to perform a talent to perform a mental or physical taskmental or physical task

Skill –Skill – a learned talent a learned talent that a person has that a person has acquired to perform a acquired to perform a tasktask

Key AbilitiesKey Abilities

Mental AbilityMental Ability

Emotional Emotional IntelligenceIntelligence

Tacit KnowledgeTacit Knowledge

AttitudesAttitudesAttitudesAttitudes

Are determinates of behavior because they Are determinates of behavior because they are linked with perception, personality, are linked with perception, personality, feelings, and motivationfeelings, and motivation

Attitude –Attitude – a mental state of readiness a mental state of readiness learned and organized through experiencelearned and organized through experience exerting a specific response to people, objects, exerting a specific response to people, objects,

and situations with which it is relatedand situations with which it is related

Attitudes: Attitudes: Implications for the Implications for the ManagerManager

Attitudes: Attitudes: Implications for the Implications for the ManagerManager

1.1. Attitudes are learnedAttitudes are learned

2.2. Attitudes define one’s predispositions Attitudes define one’s predispositions toward given aspects of the worldtoward given aspects of the world

3.3. Attitudes provide the emotional basis of Attitudes provide the emotional basis of one’s interpersonal relations and one’s interpersonal relations and identification with othersidentification with others

4.4. Attitudes are organized and are close to Attitudes are organized and are close to the core of personalitythe core of personality

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 environmenenvironment factorst factors

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

CognitionCognitionCognitionCognition

What individuals know about themselves What individuals know about themselves and their environmentand their environment

Implies a conscious process of acquiring Implies a conscious process of acquiring knowledgeknowledge

Evaluative beliefsEvaluative beliefs – favorable or – favorable or unfavorable impressions that a person holds unfavorable impressions that a person holds toward an object or persontoward an object or person

AffectAffectAffectAffect

The emotional component of an attitudeThe emotional component of an attitude Often learned fromOften learned from

parentsparents teachersteachers peer group memberspeer group members

The part of an attitude that is associated The part of an attitude that is associated with with “feeling”“feeling” a certain way about a a certain way about a person, group, or situationperson, group, or situation

Cognitive DissonanceCognitive DissonanceCognitive DissonanceCognitive Dissonance

A discrepancy between A discrepancy between attitudesattitudes and and behaviorsbehaviors

A mental state of anxietyA mental state of anxiety

Occurs when there is a conflict among an Occurs when there is a conflict among an individual’s various individual’s various cognitionscognitions after a after a decision has been madedecision has been made

Changing AttitudesChanging AttitudesChanging AttitudesChanging Attitudes

The CommunicatorThe Communicator

The MessageThe Message

The SituationThe Situation

How to Increase Your How to Increase Your Effectiveness in Changing Effectiveness in Changing

Attitudes: Attitudes: (1 of 2)(1 of 2)

How to Increase Your How to Increase Your Effectiveness in Changing Effectiveness in Changing

Attitudes: Attitudes: (1 of 2)(1 of 2)

1.1. Concentrate on gradually changing the Concentrate on gradually changing the attitude over a period of timeattitude over a period of time

2.2. Identify the beliefs or values that are part of Identify the beliefs or values that are part of the attitude and provide the attitude holder the attitude and provide the attitude holder with information that will alter those beliefs or with information that will alter those beliefs or valuesvalues

How to Increase Your Effectiveness How to Increase Your Effectiveness in Changing Attitudes: in Changing Attitudes: (2 of 2)(2 of 2)

How to Increase Your Effectiveness How to Increase Your Effectiveness in Changing Attitudes: in Changing Attitudes: (2 of 2)(2 of 2)

3.3. Make the setting (in which the attempted Make the setting (in which the attempted change occurs) as pleasant and enjoyable as change occurs) as pleasant and enjoyable as possiblepossible

4.4. Identify reasons that changing the attitude is to Identify reasons that changing the attitude is to the advantage of the attitude holderthe advantage of the attitude holder

Attitudes and Job SatisfactionAttitudes and Job SatisfactionAttitudes and Job SatisfactionAttitudes and Job Satisfaction Job satisfaction –Job satisfaction – an an

attitude people have attitude people have about their jobsabout their jobs

Results from people’s Results from people’s perception of their perception of their jobsjobs

Results from the Results from the degree of fit between degree of fit between the individual and the the individual and the organizationorganization

Job satisfaction –Job satisfaction – an an attitude people have attitude people have about their jobsabout their jobs

Results from people’s Results from people’s perception of their perception of their jobsjobs

Results from the Results from the degree of fit between degree of fit between the individual and the the individual and the organizationorganization

Key factorsKey factors associated associated with job satisfaction:with job satisfaction: PayPay Promotion opportunitiesPromotion opportunities SupervisionSupervision CoworkersCoworkers Working conditionsWorking conditions Job securityJob security

Key factorsKey factors associated associated with job satisfaction:with job satisfaction: PayPay Promotion opportunitiesPromotion opportunities SupervisionSupervision CoworkersCoworkers Working conditionsWorking conditions Job securityJob security

Satisfaction-Performance Satisfaction-Performance Relationships:Relationships:Three ViewsThree Views

Satisfaction-Performance Satisfaction-Performance Relationships:Relationships:Three ViewsThree 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

PersonalityPersonalityPersonalityPersonality

A relatively stable set of feelings and behaviors A relatively stable set of feelings and behaviors that have been significantly formed by genetic that have been significantly formed by genetic and environmental factorsand environmental factors

The relationship between The relationship between behavior and behavior and personalitypersonality is one of the most complex matters is one of the most complex matters that managers have to understandthat managers have to understand

Some Major Forces Influencing Some Major Forces Influencing PersonalityPersonality

Some Major Forces Influencing Some Major Forces Influencing PersonalityPersonality

Individual Individual PersonalityPersonality

Cultural forcesCultural forces

Hereditary forcesHereditary forces

Family relationship Family relationship forcesforces

Social class / group Social class / group membership forcesmembership forces

The Big FivePersonalityDimensions

Locus of Control

Self-efficacy Creativity

Personality and Behavior in Personality and Behavior in OrganizationsOrganizations

Personality and Behavior in Personality and Behavior in OrganizationsOrganizations

ConscientiousnesConscientiousnesss

ExtroversionExtroversion

Emotional Emotional StabilityStability

AgreeablenessAgreeableness

Openness to Openness to ExperienceExperience

The Big Five Personality The Big Five Personality DimensionsDimensions

The Big Five Personality The Big Five Personality DimensionsDimensions

Locus of ControlLocus of ControlLocus of ControlLocus of Control

Locus of control of individuals – Locus of control of individuals – Determines the degree to which they believe Determines the degree to which they believe

their behaviors influence what happens to themtheir behaviors influence what happens to them InternalsInternals – believe they are masters of their – believe they are masters of their

own fateown fate ExternalsExternals – believe they are helpless pawns of – believe they are helpless pawns of

fate, success is due to luck or ease of taskfate, success is due to luck or ease of task

Self-EfficacySelf-EfficacySelf-EfficacySelf-Efficacy

Feelings of Feelings of self-efficacyself-efficacy have managerial have managerial and organizational implications:and organizational implications:

Selection decisionsSelection decisions

Training programsTraining programs

Goal setting and performanceGoal setting and performance

How to Develop Employee How to Develop Employee CreativityCreativity

How to Develop Employee How to Develop Employee CreativityCreativity

1.1. Encourage everyone to view old problems Encourage everyone to view old problems from new perspectivesfrom new perspectives

2.2. Make certain people know that it is OK to Make certain people know that it is OK to make mistakesmake mistakes

3.3. Provide as many people with as many new Provide as many people with as many new work experiences as you canwork experiences as you can

4.4. Set an example in your own approach to Set an example in your own approach to dealing with problems and opportunitiesdealing with problems and opportunities

Individual differences and work behaviour

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