Organizational Behavior Module 4

Organizational Behavior Module 4

• Module 4 covers individual values, perceptions, and reactions.
• Learning outcomes include discussing attitude formation, cognitive dissonance, and work-related attitudes.
• Also included are the role of values, emotions, and perceptual processes in organizational behavior, as well as the nature, causes, and management of stress.

Attitudes in Organizations

• Attitudes are complexes of beliefs and feelings about ideas, situations, or people.
• Attitudes are shaped by personal values, experiences, and personalities.
• Attitudes significantly impact organizations, particularly regarding job satisfaction, organizational commitment, and employee engagement.

Attitude Formation

• Cognition represents a person's knowledge about something.
• Affect refers to a person's feelings about something.
• Intentions guide a person's behavior towards something.

Cognitive Dissonance

• Cognitive dissonance is an incompatibility between behavior and an attitude, or between two different attitudes.

Key Work-Related Attitudes: Job Satisfaction

• Job satisfaction is a crucial job-related attitude.
• It reflects both attitudes and feelings about the job, influenced by personality, values, other attitudes, and the work itself.

Organizational Commitment

• Organizational commitment reflects an employee's identification with the organization and its goals, along with a desire to remain with the organization.
• There are three types of commitment: affective (positive emotional attachment), normative (feeling obligated), and continuance (perceived economic costs of leaving).

Employee Engagement

• Employee engagement represents a heightened emotional and intellectual connection to work, influencing discretionary effort.
• Engagement is enhanced when employees have clear goals, resources, feedback, opportunities to use talents, recognition for good work, positive coworker relationships, growth opportunities, and supportive leadership.

Values

• Values are ways of behaving or desired end states for individuals or groups.
• Terminal values are long-term goals like prosperity and happiness.
• Instrumental values are preferred ways to achieve terminal values.
• Intrinsic work values relate to the work itself.
• Extrinsic work values relate to work outcomes.

Conflicts among Values

• Intrapersonal value conflicts occur when there's a conflict between instrumental and terminal values.
• Interpersonal value conflicts occur when two people hold conflicting values.
• Individual-organization value conflicts occur when employee values clash with organizational values.

Emotions

• Emotions are intense, short-term physiological, behavioral, and psychological responses to specific objects, people, or events.
• Emotions have distinct elements: they are short events or episodes, they are directed at something, and they are experienced as a state of physical readiness through physiological reactions.

Affect and Mood

• Moods are short-term emotional states not directed at anything specific.
• Affectivity represents a tendency to experience particular moods or react to things with certain emotions.

Two Dominant Dimensions of Mood

• Two dominant dimensions of mood include positive affect (high energy, positive evaluation) and negative affect (feelings of upset and distress).

Perception in Organizations

• Perception is the process of becoming aware of and interpreting information about the environment.

Basic Perceptual Processes

• Selective perception involves screening out information that is uncomfortable or contradicts beliefs.
• Stereotyping involves categorizing people based on a single attribute.

Perception and Attribution

• Perception and attribution involve understanding the causes of one's own and others' behavior.

The Attribution Process

• The attribution process involves observing behavior and then attributing causes to it.
• Interpretation is based on consensus, consistency, and distinctiveness of observed behaviors.
• Behaviors are attributed to internal or external causes.

Organizational Fairness

• Organizational fairness refers to employees' perceptions of organizational events, policies, and practices as being fair.

Fairness in Three Main Ways

• Distributive fairness involves perceptions of outcome fairness.
• Procedural fairness involves perceptions of process fairness.
• Interactional fairness relates to the quality of information and interpersonal treatment regarding decisions.

Perception and Trust

• Trust represents the expectation that another person won't take advantage, regardless of monitoring ability.

Stress in Organizations

• Stress is a person's adaptive response to a stimulus creating excessive psychological or physical demands.

The Stress Process

• The General Adaptation Syndrome (GAS) identifies three stages of stress response: alarm, resistance, and exhaustion.

Distress and Eustress

• Eustress is pleasurable stress accompanying positive events.
• Distress is unpleasant stress accompanying negative events.

Common Causes of Stress

• Organizational stressors are various workplace factors causing stress, including task demands, physical demands, role demands, and interpersonal demands.

Consequences of Stress

• Consequences of stress can include individual burnout characterized by exhaustion, pressure, and low satisfaction.

Managing and Controlling Stress

• Coping strategies to manage stress include individual and organizational approaches.

Work-Life Balance

• Work-life balance refers to the interrelationships between a person's work and personal life.

Explore key concepts of individual values, perceptions, and reactions in organizational settings. This quiz covers topics including attitude formation, cognitive dissonance, and the role of stress in the workplace. Understand how values and emotions influence behavior and organizational outcomes.