Manorgbev Chapter 9

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MANORGBEV
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Chapter 9 3
Basic Elements of
Individual Behavior
in Organizations
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Learning outcomes
Explain the nature of the individual–organization relationship.
Define personality and describe personality attributes that affect behavior in organizations.
Discuss individual attitudes in organizations and how they affect behavior.
Describe basic perceptual processes and the role of attributions in organizations.
Discuss the causes and consequences of stress, and describe how it can be managed.
Describe creativity and its role in organizations.
Explain how workplace behaviors can directly or indirectly influence organizational effectiveness.
Understanding Individuals in 5
Organizations
Psychological contract
The overall set of expectations held by an individual
with respect to what he or she will contribute to the
organization and what the organization will provide in
return
Contributions
What the individual provides to the organization
Inducements
What the organization provides to the individual
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Understanding Individuals in
Organizations
The Person-Job Fit
The extent to which the contributions made by the individual match the inducements offered by
the organization
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Personality and Individual Behavior

Individual differences
Personal attributes that vary from one person to another
Personality
The relatively stable set of psychological and behavioral attributes that distinguish one person
from another
The “Big Five” Personality Traits 8
(Part 1)
The “Big Five” Model of Personality
A popular personality framework based on five key traits
The “Big Five” Personality Traits 9
(Part 2)
Agreeableness
A person’s ability to get along with others
Conscientiousness
A person’s ability to manage multiple tasks and consistently meet deadlines
Neuroticism
Extent to which a person experiences anxiety or is poised, calm, resilient, and secure
Extraversion
A person’s comfort level with relationships
Openness
A person’s rigidity of beliefs and range of interests
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The Myers-Briggs Framework

This framework, based on the classic work of Carl Jung, differentiates people in terms of four
general dimensions, defined as follows:
The Myers–Briggs Type Indicator (MBTI) is one popular questionnaire that some
organizations use to assess personality types. Is a useful method for determining communication
styles and interaction preferences.
 Extraversion (E) versus introversion (I). Extraverts get their energy from being around other people,
whereas introverts are worn out by others and need solitude to recharge their energy.
 Sensing (S) versus intuition (N). The sensing type prefers concrete things, whereas intuitives prefer
abstract concepts.
 Thinking (T) versus feeling (F). Thinking individuals base their decisions more on logic and reason,
whereas feeling individuals base their decisions more on feelings and emotions.
 Judging (J) versus perceiving (P). People who are the judging type enjoy completion or being finished,
whereas perceiving types enjoy the process and open-ended situations
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Personality Traits at Work

Locus of control
The degree to which an individual believes that his or her behavior has a direct impact on the
consequences of that behaviour
 Internal locus of control

individuals who believe they are in control of their lives.
 External locus of control
individuals believe that external forces dictate what happens to them.
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Personality Traits at Work

Self-efficacy
An individual’s beliefs about his or her capabilities to perform a task
Authoritarianism
The extent to which an individual believes that power and status differences are appropriate within hierarchical
social systems like organizations
Machiavellianism
Behavior directed at gaining power and controlling the behavior of others
Self-esteem
The extent to which a person believes that he or she is a worthwhile and deserving individual
Risk propensity
The degree to which an individual is willing to take chances and make risky decisions
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Emotional Intelligence
Emotional Intelligence (EQ)
The extent to which people are selfaware, manage their emotions, motivate themselves, express empathy for
others, and possess social skills
EQ various dimensions can be described as follows:

 Self-awareness. It refers to a person’s capacity for being aware of how they are feeling. In general, more
self-awareness allows people to more effectively guide their own lives and behaviors.
 Managing emotions. This refers to a person’s capacities to balance anxiety, fear, and anger so those
emotions do not overly interfere with getting things accomplished.
 Motivating oneself. This refers to a person’s ability to remain optimistic and to continue striving in the
face of setbacks, barriers, and failure.
 Empathy. This refers to a person’s ability to understand how others are feeling, even without being
explicitly told.
 Social skill. This refers to a person’s ability to get along with others and to establish positive relationships
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Attitudes and Individual Behavior

Attitudes
Complexes of beliefs and feelings that people have about specific ideas, situations, or other
people
Cognitive Dissonance
Caused when an individual has conflicting attitudes
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Work-Related Attitudes
Job satisfaction or dissatisfaction
An attitude that reflects the extent to which an individual is gratified by or fulfilled in his or her
work
Organizational commitment
An attitude that reflects an individual’s identification with and attachment to the organization
itself
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Affect and Mood in Organizations

Positive affectivity
A tendency to be relatively upbeat and optimistic, have an overall sense of well-being,
see things in a positive light, and seem to be in a good mood
Negative affectivity
A tendency to be generally downbeat and pessimistic, see things in a negative way, and
seem to be in a bad mood
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Perception and Individual Behavior

Perception
The set of processes by which an individual becomes aware of and interprets information about the
environment
Selective perception
The process of screening out information
that we are uncomfortable with or that
contradicts our beliefs
Stereotyping
The process of categorizing or labelling
people on the basis of a single attribute
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Perception and Attribution

Attribution
The process of observing behavior and attributing causes to it
The basic framework around which we form attributions is

 Consensus (the extent to which other people in the same situation behave the same way)
 Consistency (the extent to which the same person behaves in the same way at different times)
 Distinctiveness (the extent to which the same person behaves in the same way in other
situations)
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Stress and Individual Behavior

Stress
An individual’s response to a strong stimulus, which is called a stressor
General Adaptation Syndrome (GAS)

General cycle of the stress process
The General Adaptation Syndrome

The GAS represents the normal process by which we react to stressful events.
Stage 1: alarm—we feel panic and alarm, and our level of resistance to stress drops.
Stage 2: resistance—represents our efforts to confront and control the stressful circumstance.
Stage 3: exhaustion—and just give up or quit.
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Personality Types
Type A
Individuals who are extremely competitive, are very devoted to work, and have a strong sense of
time urgency
Type B
Individuals who are less competitive, are less devoted to work, and have a weaker sense of time
urgency
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Causes and Consequences of Stress

Organizational Stressors
Causes of Work Stress

There are several causes of work stress in organizations. Four general sets of organizational
stressors are task demands, physical demands, role demands, and interpersonal demands.
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Causes and Consequences of Stress

Consequences of Stress
Negative personal consequences
 Behavioral—smoking, alcoholism, overeating, drug abuse.
 Psychological—sleep disturbances, depression.
 Medical—heart disease, stroke, backaches, ulcers, skin conditions.
Negative work-related consequences
 Poor quality work output and lower productivity.
 Job dissatisfaction, low morale, and a lack of commitment.
 Withdrawal through indifference and absenteeism
Individual Consequences of Stress

Burnout
A feeling of exhaustion that may develop when someone experiences too much stress for an
extended period of time
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Managing Stress
Stress Management Strategies for Individual
 Regular exercise
 Relaxation
 Time management
 Support group
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Creativity in Organizations (Part 1)

Creativity
The ability of an individual to generate new ideas or to conceive of new perspectives on existing ideas
The Creative Individuals

These attributes generally fall into three categories:
 Background Experiences and Creativity

creative individuals were raised in environments in which creativity was nurtured.
 Personal Traits and Creativity

traits shared by most creative people are openness, an attraction to complexity, high levels of energy,
independence and autonomy, strong self-confidence, and a strong belief that one is, in fact, creative
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Creativity in Organizations (Part 2)

 Cognitive Abilities and Creativity
are an individual’s power to think intelligently and to analyze situations and data
effectively
Divergent thinking
is a skill that allows people to see differences among situations, phenomena, or
events.
Convergent thinking
is a skill that allows people to see similarities among situations, phenomena, or
events.
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Types of Workplace Behavior

Workplace behavior
A pattern of action by the members of an organization that directly or indirectly influences
organizational effectiveness
Performance behaviors
The total set of work-related behaviors that the organization expects the individual to display
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Withdrawal Behaviors
Absenteeism
When an individual does not show up for work
Turnover
When people quit their jobs
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Organizational Citizenship
The behavior of individuals that makes a positive overall contribution to the organization
Determinants of Organizational Citizenship
 Individual’s personality, attitudes and needs
 Social context of the workplace
 Organizations capacity to reward citizenship

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Dysfunctional Behaviors
Those that detract from, rather than contribute to, organizational performance
 Absenteeism and turnover

 Theft and sabotage
 Sexual and racial harassment
 Politicized behavior
 Intentionally misleading others
 Spreading malicious rumors
 Workplace violence

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1

Discuss individual attitudes in organizations and how they affect behavior.

Describe basic perceptual processes and the role of attributions in organizations.

Describe creativity and its role in organizations.

Personality and Individual Behavior

The Myers-Briggs Framework

Personality Traits at Work

 Internal locus of control

Personality Traits at Work

EQ various dimensions can be described as follows:

Attitudes and Individual Behavior

Affect and Mood in Organizations

Perception and Individual Behavior

Perception and Attribution

The basic framework around which we form attributions is

Stress and Individual Behavior

General Adaptation Syndrome (GAS)

The General Adaptation Syndrome

Causes and Consequences of Stress

Causes of Work Stress

Causes and Consequences of Stress

Individual Consequences of Stress

Creativity in Organizations (Part 1)

The Creative Individuals

 Background Experiences and Creativity

 Personal Traits and Creativity

Creativity in Organizations (Part 2)

Types of Workplace Behavior

Types of Workplace Behavior

Types of Workplace Behavior

Determinants of Organizational Citizenship

 Individual’s personality, attitudes and needs

 Social context of the workplace

 Organizations capacity to reward citizenship

Types of Workplace Behavior

 Absenteeism and turnover

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