Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
3 C H
A
P
T
E
R
Individual Differences
and Work Behavior
?IDENTIFY the major individual variables that influence
work behavior,
?DESCRIBE how attributions influence our behavior,
?DISTINGUISH between stereotyping and prejudice,
?EXPLAIN what an attitude is,and identify its three
components,
?DISCUSS the relationship between job satisfaction and
performance,
?DESCRIBE the major forces influencing personality,
?IDENTIFY the Big Five personality dimensions,
?DISCUSS several important personality factors,
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
3-3
Individual Differences
The ASA Framework
Organizational
Behavior
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
3-4
Understanding Work Behavior
Manager’s Role Includes,
?Observing and recognizing the differences
?Studying relationships between variables that
influence individual behavior
?Discovering and predicting relationships
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
3-5
Understanding Work Behavior
Individual Variables
Affecting Behavior
Heredity Factors
Abilities and Skills
Perception
Attitudes
Personality
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
3-6
Understanding Work Behavior
Abilities
? A person’s talent to perform a mental or physical
task
? Generally stable over time
Skills
? A learned talent that a person has acquired to
perform a task
? Change over time as one’s training and
experiences change
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
3-7
Emotional Intelligence (EQ)
Emotional Intelligence Involves,
?The ability to understand individuals to act
wisely in human relations
?EQ abilities in five areas,
Self-awareness
Managing emotions
Motivating oneself
Empathy
Handling relationships
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
3-8
Perception
Perception is the cognitive process by which
an individual selects,organizes,and gives
meaning to environmental stimuli,
People generally perceive stimuli that satisfy,
Needs
Emotions
Attitudes
Self-concept
See Exhibit 3.2
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
3-9
Misperception
Misperception is the cognitive process
by which an individual selects and
organizes,but misinterprets,
environmental stimuli,
Similar-to-me perception error
Interviewers rate candidates who are similar
in appearance,background,and interests
higher than candidates who are dissimilar,
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
3-10
Stereotyping
Stereotyping is a useful,even essential,way
of categorizing individuals (or events,
organizations,etc.) on the basis of limited
information or observation,
Prejudice
?Perceptual inaccuracies
?Negative consequences
?Social injustices
Usefulness
?Makes sense out of
our environment
?Increases efficiency
Stereotyping
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
3-11
Understanding Work Behavior
The Manager’s Characteristics
One’s own characteristics affect the
characteristics identified in others
Persons who accept themselves are
more likely to see favorable
aspects of other people
Knowing oneself makes it easier
to see others accurately
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
3-12
Perception and Behavior
Distinctiveness
?The degree to which a person
behaves similarly in different
situations
Consistency
?The degree to which a person
engages in the same behaviors at
different times
Consensus
?The degree to which other
people are engaging in the same
behavior
Attribution
Theory
suggests that it is the
perceived cause of
events,not the actual
ones,that influence
people’s behavior,
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
3-13
Systematic Errors or Biases
is a tendency to
underestimate the
importance of
external factors and
overestimate the
importance of
internal factors,
Fundamental
Attribution
Error is a tendency for
people to take
credit for
successful work
and deny
responsibility for
poor work,
Self-Serving
Bias
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
3-14
Attitudes
An Attitude is a mental state of readiness learned and
organized through experience,exerting a specific
influence on a person’s response to people,objects,and
situations with which it is related,
Management Implications
?Attitudes are learned
?Attitudes define one’s predisposition toward given
aspects of the world
?Attitudes provide the basis of one’s interpersonal
relations and identification with others
?Attitudes are organized and are close to the core of
personality
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
3-15
Components of Attitudes
Attitudes
A person’s
perceptions,
opinions,and
beliefs,
The emotional
component
and often
learned,
The tendency
for a person
to act in a
certain way
toward
someone or
something,
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
3-16
Understanding Attitudes and Behavior
Cognitive Dissonance
? Describes the discrepancy between attitudes
and behaviors,
? An attitude held might suggest behavior
different from or even opposed to actual
behavior engaged in by the individual,
? The inconsistency between beliefs and
behavior,
? Solving the discrepancy means changing
attitudes or behaviors,
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
3-17
Attitudes and Job Satisfaction
Factors Associated with Job Satisfaction
Pay
Work itself
Promotion opportunities
Supervision
Coworkers
Working conditions
Job security
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
3-18
Job Satisfaction and Performance
THREE VIEWS
? Job satisfaction causes job performance
? Job performance causes job satisfaction
? The job satisfaction-job performance
relationship is moderated by other
variables such as rewards
RESEARCH RESULTS
?First two views show mixed,but
generally weak results
?The third view suggests that they
are related only under certain
conditions
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
3-19
Personality
Personality refers to a relatively stable set
of feelings and behaviors that have been
significantly formed by genetic and
environmental factors,
Personality is a
product of Nature
and Nurture
Nature
Hereditary
forces
Nurture
Pattern of life
experiences
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
3-20
The Big Five Personality Model
(Five factors central to describing personality)
Openness
Conscientiousness
Agreeableness
Emotional Stability
Extroversion
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
3-21
Personality and Behavior
Selected Personality Traits
Locus of control determines the degree to which people
believe their behaviors influence what happens to them
?Internals
?Externals
Self-efficacy relates to personal beliefs regarding
competencies and abilities
?Magnitude
?Strength
?Generality
Creativity involves the ability to break away from habit-
bound thinking and produce novel and useful ideas