Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 15-1 ©2013 John...

Place Slide Title Text Here

©2013 John Wiley & Sons, Inc. All rights reserved. 15-115-1©2013 John Wiley & Sons, Inc. All rights reserved.

JOHN R. SCHERMERHORN, JR.JOHN R. SCHERMERHORN, JR.

MANAGEMENTMANAGEMENT1212thth Edition Edition

Chapter 15Chapter 15

Individual Behavior


©2013 John Wiley & Sons, Inc. All rights reserved. 15-2

Planning Ahead — Chapter 15 Study Questions

1. How do perceptions influence individual behavior?

2. What should we know about personalities in the workplace?

3. How do attitudes influence individual behavior?

4. What are the dynamics of emotions, moods, and stress?



Chapter 15 Learning Dashboard

1. Perception1. Perception and psychological contracts2. Perception and attribution3. Perception tendencies and distortions4. Perception and impression management

2. Personality1. Big five personality dimensions2. Myers-Briggs personality type indicator3. Personal conception and emotional adjustment traits



Chapter 15 Learning Dashboard

3. Attitudes1. What is an attitude?2. What is job satisfaction?3. Job satisfaction and its outcomes

4. Emotions, Moods, and Stress1. Emotions2. Moods3. Stress4. Sources of stress



Takeaway 1: Perception

• Perception – The process through which people receive,

organize and interpret information from the environment

– People can perceive the same things or situations

differently – People behave on the basis of their perceptions




• Psychological contract – Person-job fit begins here – A set of expectations held by an individual about

what will be given and received in the employment relationship

– An ideal work situation is one with a fair psychological contract

• Balance of contributions and inducements



Figure 15.1 Components in the psychological contract




• Perception and attribution – Attribution

• The process of developing explanations for events

– Fundamental attribution error • Occurs when observers blame another’s

performance failures or problems on internal factors rather than external factors




• Perception and attribution – Self-serving bias

• Occurs because individuals blame their personal performance failures or problems on external factors and attribute their successes to internal factors




• Perceptual tendencies and distortions:– Stereotypes

• Occur when attributes commonly associated with a group are assigned to an individual

– Racial and ethnic– Gender– Ability– Age– Others?




• Perceptual tendencies and distortions– Halo effects

• Occur when one attribute is used to develop an overall impression of a person or situation




• Perceptual tendencies and distortions:– Selective perception

• The tendency to define problems from ones’ own point of view

– Projection • The assignment of personal attributes to other

individuals




Perceptual tendencies and distortions:– Impression management

• The systematic attempt to influence how others perceive us

– dress to convey positive appeal– flatter others to generate positive feelings– when conversing, make eye contact and smile– display a high level of energy



Leaning Dashboard 2: Personality

Personality– The profile of characteristics that

makes one person unique from others




“Big Five” personality traits:– Extroversion

• Being outgoing, sociable, and assertive

– Agreeableness • Being good-natured, cooperative, and trusting

– Conscientiousness • Being responsible, dependable, and careful

– Emotional stability • Being relaxed, secure, and unworried

– Openness • Being curious, receptive to new things, and open to change




Other personality traits that affect work behavior:– Locus of control

• The extent to which one believes that what happens to them is within one’s control

– Authoritarianism • The degree to which a person defers to authority and

accepts status differences

– Machiavellianism • The extent to which someone is emotionally detached

and manipulative in using power




Other personality traits that affect work behavior:

– Self-monitoring • The degree to which someone is able to adjust and

modify behavior in response to the external factors

– Type A personality• Orientation toward extreme achievement, impatience,

and perfectionism



Figure 15.2 Common personality dimensions that influence human behavior at work



Takeaway 3: Attitudes

• Attitude – A predisposition to act in a certain way toward people

and things in one’s environment

• Components of attitudes:– Cognitive component – Affective or emotional component – Behavioral component

• Cognitive dissonance – The discomfort a person feels when attitudes and

behavior are inconsistent




• There is a strong and positive relationship between satisfaction and absenteeism and turnover

• Withdrawal behaviors




Satisfaction-related concepts having quality of work life implications …




Is there a relationship between job satisfaction and performance?

– Are satisfied workers more productive?– Are productive workers more satisfied?– Do rewards for productivity create

satisfaction, influencing future performance?



Takeaway 4: Emotions, Moods, and Stress

• Emotions– Strong feelings directed toward someone

or something

• Emotional intelligence– Ability to understand emotions and

manage relationships effectively




• Moods– Generalized positive and negative

feelings or states of mind

• Mood contagion– Spillover of one’s positive or negative

moods onto others




• Stress– A state of tension experienced by individuals facing

extraordinary demands, constraints, or opportunities

• Stressors– Things that cause stress– Originate in work, personal, and nonwork situations – Have the potential to influence work attitudes,

behavior, job performance, and health




Work factors as potential stressors:– Includes:

• Excessively high or low task demands • Role conflicts or ambiguities • Poor interpersonal relationships • Too slow or too fast career progress

– Work-related stress syndromes:• Set up to fail • Mistaken identity




Nonwork factors as potential stressors:– Includes:

• Family events • Economics • Personal affairs

– “Spill-over” effect on the stress an individual experiences at work




Consequences of stress:– Constructive stress

• Acts as a positive influence • Can be energizing and performance enhancing

– Destructive stress • Impairs performance• Breaks down a person’s physical and mental

systems • Can lead to job burnout and/or workplace rage



Figure 15.3 Potential negative consequences of a destructive job stress-burnout cycle




Personal wellness:– The pursuit of personal and mental

potential though a personal health-promotion program

– A form of preventative stress management

– Enables people to be better prepared to deal with stress

Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 15-1 ©2013 John...

Documents

Transcript of Place Slide Title Text Here ©2013 John Wiley & Sons, Inc. All rights reserved. 15-1 ©2013 John...