Organizational Behavior Individual Differences. © 2003 Prentice Hall Inc. All rights...
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Transcript of Organizational Behavior Individual Differences. © 2003 Prentice Hall Inc. All rights...
Organizational BehaviorOrganizational Behavior
Individual Differences
© 2003 Prentice Hall Inc. All rights reserved. 2–2
Organizational BehaviorOrganizational Behavior
© 2003 Prentice Hall Inc. All rights reserved. 2–3
Contributing Disciplines Within the OB FieldContributing Disciplines Within the OB Field
Psychology Sociology Social Psychology Anthropology Political Science
© 2003 Prentice Hall Inc. All rights reserved. 2–4
Contributing Disciplines to the OB FieldContributing Disciplines to the OB Field
© 2003 Prentice Hall Inc. All rights reserved. 2–5
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 2–6
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 2–7
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 2–8
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 2–9
There Are Few Absolutes in OBThere Are Few Absolutes in OB
ContingencyContingencyVariablesVariablesx y
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Primary dependent variables Primary dependent variables
Dependent variables are the key factors that you want to explain or predict and that are affected by some other factor.
– Productivity– Absenteeism– Turnover – Organizational citizenship– Job satisfaction
© 2003 Prentice Hall Inc. All rights reserved. 2–11
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 2–12
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 2–13
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
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The Dependent Variables (cont’d)The Dependent Variables (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 2–15
The Independent VariablesThe Independent Variables
IndependentIndependentVariablesVariables
IndependentIndependentVariablesVariables
Individual-Level Individual-Level VariablesVariables
Individual-Level Individual-Level VariablesVariables
OrganizationOrganizationSystem-LevelSystem-Level
VariablesVariables
OrganizationOrganizationSystem-LevelSystem-Level
VariablesVariables
Group-LevelGroup-LevelVariablesVariables
Group-LevelGroup-LevelVariablesVariables
© 2003 Prentice Hall Inc. All rights reserved. 2–16
Organization Level variablesOrganization Level variables
Organizational behavior reaches its highest level of sophistication when we add formal structure.
The design of the formal organization, work processes, and jobs; the organization’s human resource policies and practices, and the internal culture, all have an impact.
© 2003 Prentice Hall Inc. All rights reserved. 2–17
Group-level variablesGroup-level variables
The behavior of people in groups is more than the sum total of all the individuals acting in their own way.
People behave differently in groups than they do when alone.
People in groups are influenced by: – Acceptable standards of behavior by the group– Degree of attractiveness to each other– Communication patterns– Leadership and power– Levels of conflict
© 2003 Prentice Hall Inc. All rights reserved. 2–18
Individual-level variablesIndividual-level variables
People enter organizations with certain characteristics that will influence their behavior at work.
The more obvious of these are personal or biographical characteristics such as age, gender, and marital status; personality characteristics; an inherent emotional framework; values and attitudes; and basic ability levels.
There is little management can do to alter them, yet they have a very real impact on employee behavior.
Four other individual-level variables: perception, individual decision making, learning, and motivation.
© 2003 Prentice Hall Inc. All rights reserved. 2–19
Biographical CharacteristicsBiographical Characteristics
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AbilityAbility
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• Number aptitude
• Verbal comprehension
• Perceptual speed
• Inductive reasoning
• Deductive reasoning
• Spatial visualization
• Memory
• Number aptitude
• Verbal comprehension
• Perceptual speed
• Inductive reasoning
• Deductive reasoning
• Spatial visualization
• Memory
Dimensions ofIntellectual Ability
Dimensions ofIntellectual Ability
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Physical AbilityPhysical Ability
© 2003 Prentice Hall Inc. All rights reserved. 2–23
Other Factors
• Body coordination
• Balance
• Stamina
Other Factors
• Body coordination
• Balance
• Stamina
Nine Physical AbilitiesNine Physical Abilities
Strength Factors
• Dynamic strength
• Trunk strength
• Static strength
• Explosive strength
Strength Factors
• Dynamic strength
• Trunk strength
• Static strength
• Explosive strength Flexibility Factors
• Extent flexibility
• Dynamic flexibility
Flexibility Factors
• Extent flexibility
• Dynamic flexibility
© 2003 Prentice Hall Inc. All rights reserved. 2–24
Ability-JobFit
The Ability-Job FitThe Ability-Job Fit
Employee’sEmployee’sAbilitiesAbilities
Job’s AbilityJob’s AbilityRequirementsRequirements
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Behavior ModificationBehavior Modification
Problem-solving Model
• Identify critical behaviors
• Develop baseline data
• Identify behavioral consequences
• Apply intervention
• Evaluate performance improvement
Problem-solving Model
• Identify critical behaviors
• Develop baseline data
• Identify behavioral consequences
• Apply intervention
• Evaluate performance improvement
© 2003 Prentice Hall Inc. All rights reserved. 2–26
OB MOD Organizational ApplicationsOB MOD Organizational Applications
Well Pay versus Sick Pay– Reduce absenteeism by rewarding attendance,
not absence. Employee Discipline
– The use of punishment can be counter-productive.
Developing Training Programs– OB MOD methods improve training
effectiveness. Self-management
– Reduces the need for external management control.
© 2003 Prentice Hall Inc. All rights reserved. 2–27
Other Individual DifferencesOther Individual Differences
In addition to biographical data, we look at individual:– Values– Culture– Attitudes – Personality
to help explain differences in the dependent variables.
© 2003 Prentice Hall Inc. All rights reserved. 2–28
ValuesValues
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Types of ValuesTypes of Values
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Values in the
Rokeach Survey
Values in the
Rokeach Survey
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Values in the
Rokeach Survey(cont’d)
Values in the
Rokeach Survey(cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 2–32
Mean Value Rankings of Executives, Union
Members, and Activists
Mean Value Rankings of Executives, Union
Members, and Activists
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Dominant Work Values in Today’s WorkforceDominant Work Values in Today’s Workforce
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Hofstede’s Framework for Assessing CulturesHofstede’s Framework for Assessing Cultures
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Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
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Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 2–37
Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
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Hofstede’s Framework (cont’d)Hofstede’s Framework (cont’d)
© 2003 Prentice Hall Inc. All rights reserved. 2–39
The GLOBE Framework
for Assessing
Cultures
The GLOBE Framework
for Assessing
Cultures
• Assertiveness
• Future Orientation
• Gender differentiation
• Uncertainty avoidance
• Power distance
• Individual/collectivism
• In-group collectivism
• Power orientation
• Humane orientation
• Assertiveness
• Future Orientation
• Gender differentiation
• Uncertainty avoidance
• Power distance
• Individual/collectivism
• In-group collectivism
• Power orientation
• Humane orientation
© 2003 Prentice Hall Inc. All rights reserved. 2–40
AttitudesAttitudes
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Types of AttitudesTypes of Attitudes
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The Theory of Cognitive DissonanceThe Theory of Cognitive Dissonance
Desire to reduce dissonance
• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance
Desire to reduce dissonance
• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance
© 2003 Prentice Hall Inc. All rights reserved. 2–43
Measuring the A-B RelationshipMeasuring the A-B Relationship
Recent research indicates that the attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account.
Moderating Variables
• Importance of the attitude
• Specificity of the attitude
• Accessibility of the attitude
• Social pressures on the individual
• Direct experience with the attitude
Moderating Variables
• Importance of the attitude
• Specificity of the attitude
• Accessibility of the attitude
• Social pressures on the individual
• Direct experience with the attitude
© 2003 Prentice Hall Inc. All rights reserved. 2–44
Self-Perception TheorySelf-Perception Theory
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An Application: Attitude SurveysAn Application: Attitude Surveys
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Sample Attitude SurveySample Attitude Survey
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Job SatisfactionJob Satisfaction
Measuring Job Satisfaction– Single global rating– Summation score
How Satisfied Are People in Their Jobs?– Job satisfaction declined to 50.7% in 2000– Decline attributed to:
• Pressures to increase productivity• Less control over work
© 2003 Prentice Hall Inc. All rights reserved. 2–48
The Effect of Job Satisfaction on Employee Performance
The Effect of Job Satisfaction on Employee Performance
Satisfaction and Productivity– Satisfied workers aren’t necessarily more
productive.– Worker productivity is higher in organizations
with more satisfied workers. Satisfaction and Absenteeism
– Satisfied employees have fewer avoidable absences.
Satisfaction and Turnover– Satisfied employees are less likely to quit.– Organizations take actions to cultivate high
performers and to weed out lower performers.
© 2003 Prentice Hall Inc. All rights reserved. 2–49
Responses to Job DissatisfactionResponses to Job Dissatisfaction
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How Employees Can Express DissatisfactionHow Employees Can Express Dissatisfaction
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Job Satisfaction and OCBJob Satisfaction and OCB
Satisfaction and Organizational Citizenship Behavior (OCB)– Satisfied employees who feel fairly treated by
and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job.