Invidual Behaviour

7/24/2019 Invidual Behaviour

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INDIVIDUAL BEHAVIOR, VALUES,

ATTITUDES AND JOB SATISFACTION

Presented by

Wing Commander Manoaj KeppetipolaMBA (PIM-USJ), MDS (UoK), psc, BA Defence (Hons), Dip in HRM(IPM), MIPM,

AIM(SL), AITD(SL)

(Winner- National HR Excellence Special Category AwardsTraining &

Development 2012)Corporate Trainer, Visiting LecturerInstitute of Personnel Management & Sir JohnKotelawela Defence University

0714 282828 / 0773 289892 @ [email protected]

Foundations of Individual Behavior

Three foundations of individual behavior in

organizations

Ability

Attitudes and

Learning

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Intellectual Ability job performance

attitudes workplace

Attitude Job Satisfaction Organizational Behavior

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Ability

An individuals capacity to perform the varioustasks in a job

Current assessment of what one can do

Managers are less interested in

Whether peoplediffer in terms of their abilities More interested in knowing how people differin

abilities

Using that knowledge to increase the likelihoodthat an employee willperform his or her job well

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Intellectual Ability

Mental activities such as Thinking

Reasoningand

Problem solving

Jobs differ in the demands incumbents to use theirintellectualabilities

More complex a job

The more general intelligence

Verbal abilities

Smart people Learn jobs more quickly

More adaptableto changing

Intelligent people Better job performers

More creative

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Ability and Job Fit

Employee performance is enhanced

When an employee and

Position are well matched

High abilityjob fit

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Attitudes

Attitudes are evaluative statements

Either favorable or unfavorable

Concerningobjects, people, or events

Reflect how one feels about something

What are the main components of attitudes?

How consistent are attitudes?

Does behavior always follow from attitudes?

What are the major job attitudes?

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What Are the Main Components of Attitudes?

Attitudes have three components

Cognition

Affect and

Behavior

Cognition and Affect --- Inseparable

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Components of an Attitude

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How Consistent are Attitudes?

Did you ever notice how people change what

they say so it doesnt contradict what they do?

People seek consistency

Among their attitudes

Between their attitudes Their behavior

Individuals try to reconcile divergent attitudes

and align their attitudes to their behavior so they

appear rational and consistent

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How, you might wonder, do these people cope

with the ongoing barrage of data linking

cigarette smoking and negative healthoutcomes? Following are some possibilities:

They can deny that any clear causation between smoking andcancer, for instance, has been established

They can brainwash themselves by continually articulating thebenefits of tobacco

They can acknowledge the negative consequences of smoking butrationalize that people are going to smoke and that tobaccocompanies merely promote freedom of choice

They can accept the research evidence and begin actively working

to make more healthy cigarettes or at least reduce their availabilityto more vulnerable groups, such as teenagers

They can quit their job because the inconsistency is too great.

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Cognitive Dissonance

Any inconsistency that an individual mightperceive between two or more attitudes, orbetween behavior and attitudes

Individuals will seek a stable state in whichthere is a minimum of dissonance

Dissonance= lack of consistency orcompatibility between actions or beliefs

No individual, of course, can completely avoiddissonance

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Does Behavior Always Follow from Attitudes?

Attitudes were unrelated to behavior or, at

best, only slightly related

Attitudes significantly predict future behavior

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Attitude Moderating Variables

The most powerful moderators of the attitude

behavior relationship are these:

Importance of the attitude

Its specificity

Its accessibility

The existence of social pressures

A persons direct experience with the attitude

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What Are the Major Job Attitudes?

A person can have thousands of attitudes, but

OB focuses our attention on a very limited

number of work-related attitudes

Work-related attitudes tap positive or

negative evaluations that employees hold

about aspects of their work environment

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OB

JobSatisfaction

JobInvolvement

OrganizationalCommitment

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PerceivedOrganizational

Support

Employeeengagement

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Job Satisfaction

Job satisfaction can be defined as a positive

feeling about ones job resulting from an

evaluation of its characteristics

A person with a high level of job satisfaction

holds positive feelings about the job, while aperson who is dissatisfied holds negative

feelings about the job

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Job Involvement

Much less studied than job satisfaction

Job involvement measures the degree to

which people identify psychologically with

their job and consider their perceived

performance level important to self-worth

Employees with a high level of job

involvement strongly identify with and reallycare about the kind of work they do

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Psychological Empowerment

Good leaders empower their employees by

Involving them in decisions

Making them feel that their work is important,

Giving them discretion to do their own thing

High levels of job involvement andpsychological empowerment are positively

related to organizational citizenship and job

performance

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Psychological

Empowerment

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Organizational Commitment

The state in which an employee identifies witha particular organization and its goals andwishes to maintain membership in theorganization is referred to as organizationalcommitment

High job involvement means identifying withones specificjob

High organizational commitment meansidentifying with ones employing organization

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Dimensions of Organizational Commitment

Affective Commitment: an emotionalattachment to the organization and a belief inits values

Continuance Commitment: the perceivedeconomic value of remaining with anorganization compared to leaving it

Normative commitment: an obligation to

remain with the organization for moral orethical reasons

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ContdJob Satisfaction

Few questions related to the job satisfaction

relevant to managers:

How satisfied are employees in their jobs?

What causes an employee to have a high level of

job satisfaction? How do dissatisfied and satisfied employees affect

an organization?

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How satisfied are People in their Jobs?

Are most people satisfied with their jobs?

The answer seems to be a qualified Yes

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Average Job Satisfaction Levels by Facet

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What Causes Job Satisfaction?

Think about the best job you ever had

What made it so? Chances are you probably

liked the work you did

In fact, of the major job-satisfaction facets

work itself, pay,advancement opportunities,

supervision, coworkersenjoying the work

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Job Satisfaction and Job Performance Are

happy workers more productive workers?

Some researchers used to believe that therelationship between job satisfaction and jobperformance was nonexistent

Some suggested that the correlation is prettystrong

When satisfaction and productivity data aregathered for the organization as a whole, we findthat organizations with more satisfiedemployeestend to be more effective thanorganizations with fewer satisfied employees

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Job Satisfaction and Customer

Satisfaction

Employees in service jobs often interact withcustomers

Since the management of service organizationsshould be concerned with pleasing thosecustomers, it is reasonable to ask Is employeesatisfaction related to positive customeroutcomes?

For frontline employees who have regular contactwith customers, the answer is Yes.

The evidence indicates that satisfied employeesincrease customer satisfaction and loyalty

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Job Satisfaction and Absenteeism

A consistent negative relationship between

satisfaction and absenteeism

It certainly makes sense that dissatisfied

employees are more likely to miss work

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Learning

All complex behavior is learned

If we want to explain and predict behavior, we

need to understand how people learn

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Definition of Learning

Learning is any relatively permanent change in

behavior that occurs as a result of experience

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Several components of this definition

deserve clarification: Learning involves change. Change may be good or bad.

People can learn unfavorable behaviorsto holdprejudices or to shirk their responsibilities, forexampleas well as favorable behaviors.

The change must become ingrained. Immediatechanges may be only reflexive or a result of fatigue (ora sudden burst of energy) and thus may not representlearning.

Some form of experience is necessary for learning.Experience may be acquired directly throughobservation or practice, or it may be acquiredindirectly, as through reading.

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Theories of Learning

Operant Conditioning

Behavior is a function of its consequences,

according to the theory of operant conditioning

People learn to behave to get something they

want or to avoid something they dont want

Social Learning

Individuals can also learn by observing what

happens to other people and just by being told

about something, as well as by direct experiences

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Shaping

Because learning takes place on the job as

well as prior to it, managers will be concerned

with how they can teach employees to behave

in ways that most benefit the organization

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For further assistance in this subject, you

may Contact me over:

Wing Commander Manoaj Keppetipola

: [email protected]

: 0714 282128 , 0773 289 892

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mailto:[email protected]:[email protected]

Invidual Behaviour

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