ORGANIZATIONAL BEHAVIOUR

SOUMENDU BISWAS PhD

PERSONALITY
• PERSONALITY of an individual is “who
he/she is” based on his/her thinking
(cognition), feeling (affect), and behavior.

• “Who one is” is based on one’s traits and

experiences.

• Traits are inherited whereas experiences are

derived.

• Traits and experiences get reflected in one’s

attitudes, values, and beliefs.
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Describe Personality, the Way It Is Measured,
and the Factors that Shape It
• Defining Personality
– Personality is a dynamic concept describing the
growth and development of a person’s whole
psychological system.
– The sum of ways in which an individual reacts to and
interacts with others.

• Although personality is defined as dynamic, it is so only

up to a point of time in a person’s age beyond which its
changes, if any, are so slow that it appears abnormal if
such changes can be identified.

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Describe Personality, the Way It Is Measured,
and the Factors that Shape It
• Personality Determinants
– Is personality the result of heredity or environment?
– Heredity refers to those factors that were determined
at conception.
▪ The heredity approach argues that the ultimate
explanation of an individual’s personality is the
molecular structure of the genes, located in the
chromosomes.

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The MBTI
• The most widely used personality framework is the
Myers-Briggs Type Indicator (MBTI).
• Individuals are classified as:
– Extroverted or Introverted (E or I)
– Sensing or Intuitive (S or N)
– Thinking or Feeling (T or F)
– Perceiving or Judging (P or J)

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The Big Five Personality Factors
• The Big Five Model
– Extraversion
– Agreeableness
– Conscientiousness
– Emotional stability (Neuroticism)
– Openness to experience

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The Dark Triad
– Machiavellianism: the degree to which an individual is
pragmatic, maintains emotional distance, and believes
that ends can justify means.

– Narcissism: the tendency to be arrogant, have a

grandiose sense of self-importance, require excessive
admiration, and have a sense of entitlement.

– Psychopathy: the tendency for a lack of concern for

others and a lack of guilt or remorse when their actions
cause harm.

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Outcomes of the dark triad
– First, antisocial people are indifferent and callous
toward others.
– Second, borderline people have low self-esteem
and high uncertainty.
– Third, schizotypal individuals are eccentric and
disorganized.
– Fourth, obsessive-compulsive people are
perfectionists and can be stubborn, yet they attend
to details, carry a strong work ethic, and may be
motivated by achievement.
– Fifth, avoidant individuals feel inadequate and hate
criticism.

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Core self-evaluation (CSE),
Self-Monitoring, and Proactive
Personality
• Some other Personality Traits
– Core Self-Evaluation: the conclusions individuals
have about their capabilities, competence, and
worth as a person.
– Self-Monitoring: measures an individual’s ability
to adjust his or her behavior to external, situational
factors.
– Proactive Personality: people who identify
opportunities, show initiative, take action, and
persevere until meaningful change occurs.

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The Situation, Personality, and
Behavior
• Situation strength theory: indicates that the way
personality translates into behavior depends on the
strength of the situation.
– The degree to which norms, cues, or standards
dictate appropriate behavior.
▪ Clarity
▪ Consistency
▪ Constraints
▪ Consequences

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Values
• Values: basic convictions about what is right, good, or
desirable.
– Value system: ranks values in terms of intensity.
• The Importance and Organization of Values
– Values:
▪ Lay the foundation for understanding of attitudes
and motivation.
▪ Influence attitudes and behaviors.

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Terminal and Instrumental Values
(Rokeach, 1968)
– Terminal values: desirable end-states of existence,
for example, attaining self-respect, happiness, true
friendship, and economic security.

– Instrumental values: preferred modes of behavior

or means of achieving terminal values, for example,
being polite, obedient, and self-controlled.

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Hofstede’s Five Value based on
national culture
• Hofstede’s Framework
– Power distance
– Individualism versus collectivism
– Masculinity versus femininity
– Uncertainty avoidance
– Long-term versus short-term orientation

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•Attitudes are evaluative
statements—either favorable or
unfavorable—about objects,
people, or events.
–They reflect how we feel and
consequently opine about
something.

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The Three Components of Attitude

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The Relationship Between Attitudes
and Behavior
• Cognitive dissonance is any incompatibility an
individual might perceive between two or more attitudes
or between behavior and attitudes.

• Research has generally concluded that people seek

consistency among their attitudes and between their
attitudes and their behavior.

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The Relationship Between Attitudes
and Behavior (contd…)
• Moderating Variables:
– Attitude’s importance
– Presence of social pressures
– Whether a person has direct experience with the
attitude

• The attitude-behavior relationship is likely to be much

stronger if an attitude refers to something with which we
have direct personal experience.

Hard Rewards and

work recognition

Moderator

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Some Major Job Attitudes
• Job Satisfaction
– A positive feeling about the job resulting from an
evaluation of its characteristics.
• Job Involvement
– Degree to which a person identifies with a job, actively
participates in it, and considers performance important
to self-worth.
– Psychological Empowerment
▪ Belief in the degree of influence over one’s job,
competence, job meaningfulness, and autonomy.

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Some Major Job Attitudes
• Organizational Commitment
– Identifying with a particular organization and its goals
and wishing to maintain membership in the
organization.
– Employees who are committed will be less likely to
engage in work withdrawal even if they are dissatisfied,
because they have a sense of organizational loyalty.

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Some the Major Job Attitudes
• Organizational Support (OS)
– Degree to which employees believe the organization
values their contribution and cares about their
well-being.
– Higher when rewards are fair, employees are involved
in decision making, and supervisors are seen as
supportive.

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Some Major Job Attitudes
• Employee Engagement
– The individual’s involvement with, satisfaction with, and
enthusiasm for the work.
– Engaged employees are passionate about their work
and company.

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Job Satisfaction
• Job Satisfaction
– A positive feeling about a job resulting from an
evaluation of its characteristics.
• Three factors of job satisfaction (Schnake, 1993)
– Extrinsic (Job) Satisfaction
– Intrinsic (Job) Satisfaction
– Social (Job) Satisfaction

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• Some work-related attributes associated with job
satisfaction
– Job conditions
▪ The intrinsic nature of the work itself, social
interactions, and supervision are important
predictors of satisfaction and employee well-being.
– Personality
▪ People who have positive core self-evaluations,
who believe in their inner worth and basic
competence, are more satisfied with their jobs than
those with negative core self-evaluations.

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Outcomes of Job Satisfaction
• Job Performance
– Happy workers are more likely to be productive workers.
• Organizational citizenship behavior (OCB)
– People who are more satisfied with their jobs are more likely
to engage in OCB.
• Customer Satisfaction
– Satisfied employees increase customer satisfaction and
loyalty.
• Life Satisfaction
– Research shows that job satisfaction is positively correlated
with life satisfaction.
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Outcomes of Job Dissatisfaction
• Deviance and Counterproductive Work Behavior (CWB)
– Counterproductive work behavior: actions that
actively damage the organization, including stealing,
behaving aggressively toward coworkers, or being late
or absent.
– Absenteeism: the more satisfied you are, the less likely
you are to miss work.
– Turnover: a pattern of lowered job satisfaction is the
best predictor of intent to leave.

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Possible Employee Responses to
Dissatisfaction

CONSTRUCTIVE DESTRUCTIVE

ACTIVE Voice CWB - Exit

PASSIVE Loyalty Neglect

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Implications for Managers
• Of the major job attitudes – job satisfaction, job
involvement, organizational commitment, organizational
support (OS), and employee engagement – an employee’s
job satisfaction level is generally assumed to be the best
single predictor of behavior.
• Pay attention to your employees’ job satisfaction levels as
determinants of their performance, turnover, absenteeism,
and withdrawal behaviors.

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Implications for Managers (contd…)
• Measure employee job attitudes objectively and at
regular intervals to determine how employees are
reacting to their work.
• To raise employee satisfaction, evaluate the fit between
the employee’s work interests and the intrinsic parts of
his/her job to create work that is challenging and
interesting to the individual.
• Consider the fact that high pay alone is unlikely to create
a satisfying work environment.

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