Human Behavior in Organizations PDF

HUMAN BEHAVIOR IN HUMAN BEHAVIOR IN ORGANIZATION 1 INTRODUCTION Why do people behave a certain way in an organizational environment? What factors affect job performance, employee interaction, job commitment, leadership and managerial styles? Individuals have studied this very topic for...

HUMAN BEHAVIOR IN HUMAN BEHAVIOR IN ORGANIZATION 1 INTRODUCTION Why do people behave a certain way in an organizational environment? What factors affect job performance, employee interaction, job commitment, leadership and managerial styles? Individuals have studied this very topic for decades in order to find ways of increasing organizational performance. Human Behavior in Organization is the study of both group and individual performance and activity within an organization. This area of study examines human behavior in a work environment and determines its impact on job structure, performance, communication, motivation, leadership, etc. It gives insight on how employees behave and perform in the workplace. It helps us develop an understanding of the aspects that can motivate employees, increase their performance, and help organizations establish a strong and trusting relationship with their employees. TABLE OF CONTENTS Chapter 1: What is Organizational Behavior? - 1 Chapter 2: Diversity in Organizations - 11 Chapter 3: Attitudes and Job Satisfaction - 16 Chapter 4: Emotions & Moods at Work - 23 Chapter 5: Personality and Values - 30 Chapter 6: Perception and Individual Decision Making - 40 Chapter 7: Motivation Concepts - 45 Chapter 8: Motivation from Concept - 51 Chapter 9: Foundations of Group Behavior - 55 Chapter 10: Understanding Work Teams - 61 Chapter 11: Communication - 67 Chapter 12: Leadership - 74 Chapter 13: Power and Politics - 79 Chapter 14: Conflict and Negotiation - 84 Chapter 15: Foundations of Organization Structure - 91 Chapter 16: Organizational Culture - 97 Chapter 17: Human Resource and Policies - 101 Chapter 18: Organizational Change and Stress Management - 108 References - 112 HUMAN BEHAVIOR IN ORGANIZATION 2 Chapter 1: What is Organizational Behavior? I. LEARNING OBJECTIVE / OUTCOME At the end of this lesson you should be able to: 1. Understand the importance of interpersonal skills in the workplace. 2. Know the manager’s functions, roles, and skills. 3. Explain organizational behavior (OB). 4. Show the value to OB of systematic study. 5. Understand the major behavioral science disciplines that contribute to OB. 6. Demonstrate why few absolutes apply to OB. 7. Identify the challenges and opportunities managers have in applying OB concepts. 8. Compare the three levels of analysis in this text’s OB model. II. INTRODUCTION This chapter introduces the concept of organizational behavior. The focus of the text is that coupling individual understanding of behavior gained through experience with that gained through systematic OB analysis will help managers become more effective. Many of the important challenges being faced by today’s managers are described, as are the three levels of OB study. The outline of the text is described in relation to these three levels. III. LESSON PROPER Since the late 1980s, business schools have recognized the link between understanding human behavior and managerial effectiveness. Managers cannot succeed on technical skills alone. They also need good people skills. 1. The Importance of Interpersonal Skills v Good people skills are important ü Good places to work have superior financial performance Starbucks, Adobe Systems, Cisco, Whole Foods, Google, American Express, Amgen, Pfizer, Facebook and Marriott (US)Smart, Globe, Jollibee (PH) Creating a pleasant workplace also appears to make good economic sense, this companies with good reputations generates superior financial performance. ü Developing managers’ interpersonal skills helps attract and keep high-performing employees ü There is a strong association between the quality of workplace relationships and employee job satisfaction, stress, and turnover A survey of hundreds of workplaces showed the social relationships among co-workers and supervisors were strongly related to overall job satisfaction. Positive social relationships also were associated with lower stress at work and lower intentions to quit. ü Increasing OB principles can foster social responsibility awareness So, having managers with good interpersonal skills is likely to make the workplace more pleasant, makes it easier to hire and keep qualified people. CSR of each company HUMAN BEHAVIOR IN ORGANIZATION 1 2. What Managers Do? v Managers is an individual who achieves goals through other people. ü Get things done through other people. ü They allocate resources, and direct activities of others to attain goals. ü They do their work in an organization. ü The people who oversee the activities of others and who are responsible for attaining goals. ü Sometimes called administrators (non-profit organizations) v Organization is a consciously coordinated social unit, composed of 2 or more people that functions on a relatively continuous basis to achieve a common goal or set of goals. Examples are: ü manufacturing and service firms ü Schools ü Hospitals ü Churches ü Military units ü Police departments ü Retail stores ü Local, State Government agencies v Management Functions French industrialist Henri Fayol:All managers perform 5 management functions: Planning, Organizing, Commanding, Coordinating & Controlling Presently condensed into 4: 1. Planning- a process that includes defining goals, establishing strategy, and developing plans to coordinate activities. 2. Organizing- determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. 3. Leading- a function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. 4. Controlling- monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations. Because organizations exist to achieve goals, ‘someone’ has to define those goals and the means for achieving them; MANAGEMENT is that someone. So using the functional approach, the answer to the question” WHAT MANAGERS DO?” is that THEY PLAN, ORGANIZE, LEAD and CONTROL. v Management Roles In the late 1960’s, Henry Mintzberg(graduate student of MIT) took a careful study of 5 executives to determine WHAT THEY DID IN THEIR JOBS. He concluded 10 different interrelated roles or sets of behaviors which was categorized into 3: Interpersonal – duties that are ceremonial and symbolic. ü Figurehead– ex: taking visitors to dinner and attending ribbon-cutting ceremonies. when the president of the college hands out diplomas at commencement factory supervisor gives a group of high school students a tour of the plant. ü Leadership – hiring, training, motivating and disciplining employees. HUMAN BEHAVIOR IN ORGANIZATION 2  ü Liaison – ex: a manager at Intel might be responsible for handling all price negotiations with a key supplier at microchips. Sales manager who obtains information from quality control manager in his/her own company has an internal liaison relationship. Informational – collect information from outside organizations and institutions. Monitor role – scanning the news media (including the internet) and talking with other people to learn of changes in the public tastes, what competitors may be planning, and the like. Disseminator – transmits info to org members. Spokesperson – managers represent the org to outsiders. Decisional – roles that require for making choices Entrepreneur – managers initiate and oversee new projects that will improve their organization’s performance. Disturbance Handler – managers take corrective action in response to unforeseen problems. Resource Allocator – responsible for allocating human, physical and monetary resources. Negotiator – they discuss issues and bargain with other units to gain advantages for their own unit contracts between management and labor unions. Decisional – roles that require for making choices ü Entrepreneur – managers initiate and oversee new projects that will improve their organization’s performance. ü Disturbance Handler – managers take corrective action in response to unforeseen problems. ü Resource Allocator – responsible for allocating human, physical and monetary resources. ü Negotiator – they discuss issues and bargain with other units to gain advantages for their own unit contracts between management and labor unions. v Management Skills Technical Skills- The ability to apply specialized knowledge or expertise. ex: When you think of the skills of professionals such as civil engineers or oral surgeons, you typically focus on the technical skills they have learned through extensive formal education. Human Skills- The ability to work with, understand, and motivate other people both individually and in groups. ex: many people are technically proficient but poor listeners, unable to understand the needs of others, or weak at managing conflicts. Conceptual/Diagnostic Skills- The mental ability to analyze and diagnose complex situations. ex: decision-making requires managers to identify problems, develop alternative solutions, and select the best one. After selecting, they must be able to organize a plan of action and then execute it. The ability to integrate new ideas with existing processes and innovate on the job are also crucial conceptual skills for today’s managers. 3. The Field of Organizational Behavior Organizational behavior studies the influence that individuals, groups, and structure have on behavior within organizations. Its chief goal is to apply that knowledge toward improving an organization’s effectiveness HUMAN BEHAVIOR IN ORGANIZATION 3  v Focal Points of OB JOB mostly means paid work. – a piece of work, especially a specific task done as part of the routine of one’s occupation or for the agreed price. Ex – Myleen’s job is cleaning the university toilets. WORK means exertion or effort directed to produce or accomplish something. Ex– Mowing the lawn is work. Cleaning the toilet is work. ABSENTEEISM is a measure of attendance. Some misses occasionally, some miss far more than others. Some look for excuses to miss work and call in sick regularly just for sometimes off Others miss work only when necessary. Example- It is a failure to report to work, is a huge cost and disruption to employers. TURN-OVER when a person leaves the organization. If the individual who leaves is a good performer or if the organization has invested heavily in training for the person, turnover can be costly. Ex: Is voluntary or involuntary permanent withdrawal from an organization. PRODUCTIVITY is a performance measure that includes effectiveness and efficiency. Is an indicator of his/her efficiency, and is measured in terms of the products or services created per unit of input? Effectiveness – achievement of goals Efficiency – the ratio of effective output to the input required to achieve it. Ex: Bill makes 100 units of a product in a day and Sara makes only 90 units in a day, then assuming that the units are of the same quality and that Bill and Sara make the same wages, Bill is more productive than Sara. Ex: A hospital is effective when it successfully meets the needs of its clientele. It is efficient when it can do so at a low cost. An organization is productive if it achieves its goals by transforming inputs into outputs at the lower cost. Thus, it requires both effectiveness and efficiency. PERFORMANCE – is made-up of all work-related factors. For ex: Even though Bill is highly productive, it may also be that he refuses to work overtime, expresses negative opinions about organization at every opportunity and will do nothing unless it falls precisely within the boundaries of his job. Sara, on the other hand, may always be willing to work overtime, is a positive representative of the organization, and goes out of her way to make as many contributions to the organization as possible. Based on their behaviors, then, we might conclude that Sara actually is the better performer. MANAGEMENT are all the activities done by the manager for getting things done through others. It also the art of getting things done through people 4. Complementing Intuition with Systematic Study Intuition is your “gut feeling” explanation of behavior. Often our intuition leads us in the decision-making process. Our intuition relies on gut feelings, individual observation, and common sense. Although our intuition is extremely useful in the decision-making process, it does not give us the complete picture. By engaging in a systematic study of behavior we can enhance our effectiveness. It is not an either/or relationship, rather intuition and systematic study can work effectively together to predict behavior. HUMAN BEHAVIOR IN ORGANIZATION 4  Systematic study improves ability to accurately predict behavior. When we talk about engaging in a systematic study, we are talking about looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence. By doing so, we can better determine cause and effect, and then by applying scientific evidence to our conclusions, we are better able to predict behavior. Evidence-Based Management (EBM) complements systematic study by applying scientific evidence to managerial decisions. The basing of managerial decisions on the best available evidence. Big Data is the extensive use of statistical compilation and analysis. It Identifies Persistent and predictive statistics. It Creates targeted marketing strategies. Using big data for managerial practices: ü Define objectives, develop theories of causality, test the theories to see which employee activities are relevant to the objectives 5. Contributing Disciplines to the OB Field Organizational Behavior (OB) is interdisciplinary in nature as it is an applied behavioral science. The theory in OB relies on contributions from multiple behavioral disciplines. These disciplines include Psychology, Social Psychology, Sociology, and Anthropology. Psychology -To measure, explain, and sometimes change the behavior of humans and other animals. -Those who have contributed and continue to add to the knowledge of OB are learning theorists, personality theorists, counseling psychologists, and most important, industrial and organizational psychologists. -Early industrial and organizational psychologists studied the problems of fatigue, boredom, and other working conditions that could impede efficient work performance. Recently, their contributions have expanded to include learning, perception, personality, emotions, training, leadership effectiveness, needs and motivational forces, job satisfaction, decision-making process, performance appraisals, attitude measurement, employee-selection techniques, work design and job stress. Social Psychology -a branch of psychology blends concepts from both psychology and sociology to focus on people’s influence on one another. One major study area is – change how to implement it and how to reduce barriers to its acceptance. Social psychologists also contribute to measuring, understanding, and changing attitudes; identifying communication patterns; and building trust. Finally, they have made important contributions to our study of group behavior, power and conflict Sociology -studies people in relation to their social environment or culture. Contributions of sociologists to OB are group behavior in organizations, particularly formal and complex organizations. The most important is organizational culture, formal organization theory and structure, organizational technology, communications, power and conflict. HUMAN BEHAVIOR IN ORGANIZATION 5 Anthropology -study of societies to learn about human beings and their activities. Anthropologists’ work on cultures and environments that has helped understand differences in fundamental values, attitudes, and behavior between people in different countries and within the organizations. Understanding of organizational culture, organizational environments, and differences among national cultures is a result of the work of anthropologists or those using their methods. v FEW ABSOLUTES IN OB There are few absolutes (rules, principles, solutions, truths, fundamentals) in organizational behavior. When making decisions you must always take into account situational factors that can change the relationship between two variables. For example, as seen in this chart one message from a boss in an American culture can mean a completely different thing in another culture. It is always important to take context into account. SITUATIONAL or CONTINGENCY VARIABLES – variables that moderate the relationship between 2 or more variables. The science of OB was developed by applying general concepts to a particular situation, person, or group. For ex: OB scholars would avoid stating that everyone likes complex and challenging work (the general concept). Why? Because not everyone wants a challenging job. Some people prefer routine over varied, or simple over complex. A job attractive to one person may not be to another: its appeal is contingent (depends) on the person who holds it. Contingency Independent Dependent n Impossible to make simple and accurate Variable (Z) Variable (X) Variable (Y) generalizations In American Boss Gives “Thumbs Up” Understood as n Human beings are complex and diverse Culture Sign Complimenting In Iranian or n OB concepts must reflect situational Australian Boss Gives “Thumbs Up” Understood as Insulting - “Up conditions: contingency variables Cultures Sign Yours!” In the workplace today there are many challenges and opportunities in the area of Organizational Behavior. Understanding OB has never been more important for managers as organizations are changing at a much more rapid pace than historically seen. v Challenges and Opportunities for OB Responding to economic pressures-recession, lay-offs, job losses, accept pay cuts. Effective managers emphasize different skills depending on the economic situation. During ‘good’ times, managers focus on rewarding, satisfying, and retaining employees. During ‘bad’ economic times, managers need skills that help them address stress, decision making, and coping. Responding to globalization- As foreign assignments increase, you will need to be able to manage a workforce that is different than what you may be used to and may bring different needs, aspirations, and attitudes to the workplace. Working w/ people from different culture- You will also have individuals coming to work in your own country that come from different cultures, and you will need to HUMAN BEHAVIOR IN ORGANIZATION 6  find ways to accommodate their needs and help them assimilate to your workplace culture. Overseeing movement of Jobs to countries with low-cost labor - You may also need to do the difficult task of moving jobs outside of your country to a country with lower labor costs. This is a difficult process logistically but also emotionally for the workers who will be losing their jobs. You will need to be aware of, and appreciate, the cultural norms in each country in which you do business. In addition, it’s important to consider country and local regulations that could affect how you do business. Organizations now exist in an environment with no national borders. As a result, the manager’s job has changed. They need to have a broader perspective when making decisions. Managing workplace diversity-the concept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and inclusion of other diverse groups. Diversity poses great opportunities and challenging questions for managers and employees in all countries. Managers must recognize differences and find ways to utilize those differences to improve organizational performance. As the borders are disappearing, we are seeing more and more heterogeneity in the workplace. Managers today need to embrace diversity and find ways to manage it effectively. The changing demographics have shifted management philosophy in a way that recognizes and utilizes differences to create productivity, profitability, and welcoming cultures. Improving customer service- Most workers in developed nations will work in service- oriented jobs. It is critical to organizational success that workers improve their customer service and people skills. Service oriented jobs– tech support reps, fast food counter workers, sales clerks, waiter and waitresses, nurses, automobile repair tech, consultants, credit reps, financial planners and flight attendants. Management create a customer-responsive culture. – employees are friendly and courteous, accessible, knowledgeable, prompt in responding to customer needs, and willing to do what’s necessary to please the customer. Patagonia’s sample retail philosophy: “Our store is a place where the word “no” does not exist.” – staff to use best judgment. Improving people skills People Skills– learn ways to design motivating jobs, techniques for improving your listening skills, and how to create more effective teams. Stimulating Innovation and Change-The challenge for managers is to stimulate their employees’ creativity and tolerance for change. Success will be attained if organizations maintain their flexibility, continually improve their quality and beat their competition to the marketplace with a constant stream of innovative products and services. Domino’s pizza – single-handedly Amazon.com – independent bookstore Boeing – change business model HUMAN BEHAVIOR IN ORGANIZATION 7  Coping with Temporariness- Globalization, expanded capacity and advances in technology have required organizations to be fast and flexible if they are to survive. Worker must continually update their knowledge and skills to perform new job requirements. Working in networked organizations- As technology continues to become an integral part of organizational effectiveness, workers will find that their communication styles and needs will change as well. Managers must stay on top of what is needed to motivate workers in this environment. Communication of employees even though they may be miles apart. Work from home / non-office locations. Enhancing employee well-being at work- Recent studies suggest that employee want jobs that give them flexibility in their work schedule so they can better manage work-life conflicts. Most college and University students say attaining a balance between personal life and work is a Primary Career Goal: they want a “LIFE” as well as a “JOB”. Organizations that don’t help their people achieve work-life balance will find it increasingly difficult to attract and retain the most capable and motivated employees. Creating a positive work environment- Positive organizational behavior is a growing interest in organizational behavior. It promotes the idea of exploiting employee strengths rather than focusing on employee limitations or weaknesses. Improving ethical behavior- Managers facing ethical dilemmas or ethical choices are required to identify right and wrong conduct. This can be difficult in a global economy where different cultures approach decisions from different perspectives. Companies promoting strong ethical missions: Encourage employees to behave with integrity. Provide strong leadership that influence employee decisions to behave ethically v Three Levels of OB Analysis In Organizational Behavior (OB) we utilize the representation of the world as broken down into three levels. The first level of analysis we will look at is the Individual level. At this level we look at individuals’ behavior. Next, recognizing that individuals make up groups, we analyze how group behavior occurs. Finally, organizations are made up of groups of individuals, so we analyze the organization at a systems level. IV. ACTIVITIES / EXERCISES I.Discuss a current event that was influenced by, or could have been positively influenced by a clear understanding of OB. Prepare an essay that concisely describes that current event and what you believe to be the impact of OB. II.Choose an organization either local or abroad that you admire. Briefly describe your chosen organization, discussing what goods or services are produced, how many employees it HUMAN BEHAVIOR IN ORGANIZATION 8  has, what the structure looks like, and a general overview of how the organization of study is managed. Explain why you chose that organization. Answer in an essay format. What do you hope to gain from the study of OB? How well do you think you currently understand human behavior in organizations? Have you ever been surprised by the actions or reactions of another person? Why? Describe what actually happened and what you were expecting to happen. What do you think may have caused the difference? V. ASSESSMENT MODIFIED TRUE OR FALSE _________________1. There are 10 Challenges and Opportunities in OB. _________________2. Psychology, Social Psychology, Psychology and Anthropology are the Contributing Disciplines to OB. _________________3. In the late 1960’s, Henry Mintzberg, he concluded 10 different interrelated roles or sets of behaviors which was categorized into 3: Interpersonal, Informational, and Decisional. _________________4. Sociology, studies people in relation to their social environment or culture. _________________5. French industrialist Henri Fayol: All managers perform 5 management functions that presently condensed into 4 namely; Planning, Organizing, Commanding, and controlling MULTIPLE CHOICE D) human E) global 1) What are the three primary determinants of behavior in organizations? 4) Which of the following is not a reason why A) profit structure, organizational business schools have begun to include complexity, and job satisfaction classes on organizational behavior? B) individuals, profit structure, and job A) to increase manager effectiveness in satisfaction organizations C) individuals, groups, and job B) to help organizations attract top satisfaction quality employees D) groups, structure, and profit structure C) to expand organizations' consulting E) individuals, groups, and structure needs D) to improve retention of quality 2) Which of the following is not a core topic workers of organizational behavior? A) motivation E) to help increase organizations' profits B) attitude development C) conflict 5) There is a connection between companies D) resource allocation which have ________ and the incorporation E) work design of organizational behavior principles. A) high turnover rates 3) Until the late 1980s, business school B) specialized technical processes curricula emphasized the ________ aspects C) superior financial performance of management. D) long-lasting CEO's A) ethical E) all of the above B) people C) technical HUMAN BEHAVIOR IN ORGANIZATION 9 6) ________ is the study of the impact that reading others. She needs to remember that individuals, groups, and structure have on ________. behavior within organizations. A) Leadership B) Organizational strategy A) the casual approach is nonsensical, and C) Performance management should be avoided as much as possible B) D) Employee relations the systematic approach and the casual E) Organizational behavior approach are one and the same C) laboratory experiments on human 7) Which of the following is not a topic or behavior often result in unreliable findings D) concern related to OB? A) turnover the casual or common-sense approach to B) leader behavior reading others can often lead to erroneous C) productivity predictions D) management E) behavior is unpredictable, hence there is E) family behavior no accurate way to analyze it 8) In order to predict human behavior, it is 10) Which of the following explains the best to supplement your intuitive opinions usefulness of the systematic approach to the with information derived in what fashion? study of organizational behavior? A) common sense A) Human behavior does not vary a great B) direct observation deal between individuals and situations. B) C) systematic study Human behavior is not random. D) speculation C) Human behavior is not consistent. E) organizational theory D) Human behavior is rarely predictable. E) Human behavior is often not sensible. 9) Arianna believes that it is best to take the casual or common-sense approach to VI. SUMMARY 1. Managers need to develop their interpersonal, or people, skills to be effective in their jobs. 2. Organizational behavior (OB) investigates the impact that individuals, groups, and structure have on behavior within an organization, and it applies that knowledge to make organizations work more effectively. 3. Here are a few specific implications for managers: Resist the inclination to rely on generalizations; some provide valid insights into human behavior, but many are erroneous. Use metrics and situational variables rather than hunches to explain cause-and-effect relationships. Work on your interpersonal skills to increase your leadership potential. Improve your technical and conceptual skills through training and staying current with organizational trends like big data. Organizational behavior can improve your employees’ work quality and productivity by showing you how to empower your employees, design and implement change programs, improve customer service, and address the work-life balance conflict. 4. OB’s goal is to understand and predict human behavior in organizations. HUMAN BEHAVIOR IN ORGANIZATION 10 Chapter 2: Diversity in Organizations I. LEARNING OBJECTIVES / OUTCOME After studying this chapter, you should be able to: 1. Understand the two major forms of workforce diversity and give examples of how workplace discrimination undermines diversity effectiveness. 2. Explain the key biographical characteristics and describe how they are relevant to OB. 3. Understand intellectual ability and demonstrate its relevance to OB. 4. Know the difference between intellectual and physical ability. 5. Understand how organizations manage diversity effectively. 6. Show how culture affects our understanding of biographical characteristics and intellectual abilities II. INTRODUCTION In this chapter, we look at the two major forms of workforce diversity, identify the key biological characteristics, and describe their relevance to OB, define intellectual capability and explore its relevance in OB, and discuss how to manage a diverse workforce effectively. III. LESSON PROPER The demographics of the U.S. workforce has changed over the last thirty-plus years. Today’s workforce is not only more ethnically and racially diverse, it also includes more women and older workers. Wage gaps persist across genders and racial and ethnic groups; however, the gaps have begun to shrink. Levels of Diversity ü Surface-level diversity - differences in age, race, gender, etc... Less significant over time ü Deep-level diversity - differences in personality and values. More important in the long run v DISCRIMINATION Discrimination is one of the primary factors that prevent diversity, whether the discrimination is overt or covert. Recognizing diversity opportunities can lead to an effective diversity management program and ultimately to a better organization. To discriminate is to note a difference between things. While this in and of itself isn’t a bad thing, when we talk about discrimination, we’re usually referring to stereotypes about groups of people and assumptions that everyone in a group is the same. This type of discrimination can be harmful to organizations and employees. HUMAN BEHAVIOR IN ORGANIZATION 11  v BIOGRAPHICAL CHARACTERISTICS 1. Age The relationship between age and performance is important because: a. The workforce is aging b. Mandatory retirement is outlawed PHILS: ü Military personnel must leave the service on reaching 56 years of age.... ü Under the Philippine Labor Code, the default mandatory retirement age is at least 60 years but not over 65 years old 2. Gender Do women perform as well on the job as men? Few, if any, important differences, but: ü Women in male domains are perceived as less likeable, more hostile, and less desirable as supervisors ü Women are less likely to be assigned challenging positons ü Women often earn less than men in the same position ü Women face maternal wall bias 3. Race and Ethnicity U.S. Census Bureau: a. Recognizes 7 racial groups b. Distinguishes between native English speakers and Hispanics Research shows that: ü Individuals slightly favor colleagues of their own race in performance evaluations, promotion decisions, and pay raises ü Racial and ethnic minorities report higher levels of discrimination in the workplace ü African Americans tend to fare worse than Whites in employment decisions ü Some industries are less racially diverse than others 4. Disability Americans with Disabilities Act ü requires employers to make reasonable accommodations for people with physical or mental disabilities Philippines – Magna Carta for the Disabled ü No disabled persons shall be denied access to opportunities for suitable employment ü A qualified disabled employee shall be subject to the same terms and conditions of employment and the same compensation, privileges, benefits, fringe benefits, incentives or allowances as a qualified able-bodied person 5. Other Biographical Characteristics (1) Tenure expressed as work experience is a good predictor of employee productivity. Seniority is negatively related to absenteeism. In addition, the longer an individual has been in a job, the less likely the individual is to quit. Tenure and job satisfaction is positively related. U.S. law prohibits employers from discriminating against employees based on their HUMAN BEHAVIOR IN ORGANIZATION 12 (2) religion. Even so, religion is still an issue in OB, especially when it comes to Islam. Evidence shows that people are discriminated against for their Islamic faith. Muslims are not respectful of women. Many Christians believe they do not need to work on Sundays. Also, conservative Jews believe they should not work on Saturdays. (7th day Adventist) Religious individuals also believe they have an obligation to express their beliefs in the workplace. (3) Sexual Orientation is an inherent or immutable enduring emotional, romantic or sexual attraction to other people. While federal law does not prohibit discrimination against employees based on sexual orientation, many organizations have implemented their own policies protecting employees on the basis of sexual orientation. In addition, many states and municipalities also have laws to protect employees based on their sexual orientation. (4) Transgender An umbrella term for people whose gender identity and/or expression is different from cultural expectations based on the sex they were assigned at birth. Being transgender does not imply any specific sexual orientation. Therefore, transgender people may identify as straight, gay, lesbian, bisexual, etc.) Companies are also beginning to establish policies regarding transgender employees. Today’s global companies do well to understand and respect the cultural identities of their employees, both as groups and as individuals. The assigned sex and gender do not match the person's (5) gender identity -One's innermost concept of self as male, female, a blend of both or neither how individuals perceive themselves and what they call themselves. One's gender identity can be the same or different from their sex assigned at birth. A company seeking to be sensitive to the (6) cultural identities of its employees should look beyond accommodating its majority groups and instead create as much of an individualized approach to practices and norms as possible. An act prohibiting discrimination on the basis of ethnicity, race, religion or belief, sex, gender, sexual orientation, gender identity, gender expression, civil status and hiv status Pending in the Committee (11/27/2017) SOGIE Equality Act in the Lower House on its third and final reading (9/20/2017) v ABILITY An individual’s current capacity to perform the various tasks in a job ü Intellectual abilities: Abilities needed to perform mental activities ü Physical Abilities– the capacity to do tasks that demand stamina, dexterity (skill, agility), and strength, and similar characteristics. Research on hundreds of jobs has identified nine basic abilities needed in the performance of physical tasks. Individuals differ in the extent to which they have each of these abilities. v Implementing Diversity Management Strategies Diversity management: Makes everyone more aware of and sensitive to the needs and differences of others. v Attracting, Selecting, Developing, and Retaining Diverse Employees To enhance workforce diversity, organizations should target underrepresented groups through ads in publications geared toward certain demographic groups, recruiting at HUMAN BEHAVIOR IN ORGANIZATION 13 universities and colleges with significant members of minorities, and forming partnerships with associations that represent women and minorities. Organizations should also take care to ensure that hiring decisions are bias free, and that career advancement decisions are fair and objective. Research shows that individuals who share personality traits with their co- workers are more likely to be promoted, but that in collectivist societies, similarity to supervisors is very important to career advancement, while in individualistic cultures similarity to peers is more important. Studies also show that a positive diversity climate is related to organizational commitment (The degree of loyalty an individual feel toward the organization) and lower turnover intentions among African American, Hispanic, and White managers. v `Diversity in Groups Does diversity help or hurt group performance? The answer is both– it depends on the characteristic of interest. Diversity in some traits can hurt team performance, but in other cases can facilitate it. ü Leverage differences for superior performance – The most important way is to emphasize the higher-level similarities among members. It means that groups of diverse individuals will be much more effective if leaders can show how members can have a common interest in the group’s success. ü Transformational leaders are those who emphasize higher-order goals and values in their leadership style are more effective at managing diverse teams. v Effective Diversity Programs Have Three distinct components. ü Teach managers about the legal framework for equal employment opportunity and encourage fair treatment of all people regardless of their demographic characteristics ü Teach managers how a diverse workforce will be better able to serve a diverse group of customers and clients ü Foster personal development practices that bring out the skills and abilities of all workers HUMAN BEHAVIOR IN ORGANIZATION 14 IV. ACTIVITIES / EXERCISES 1. Self-analysis. What is your position on diversity in the workplace? How would you describe your attitude toward diversity? Be detailed in your analysis. 2. Web Crawling. Find and present an online article on diversity in a country other than the United States. What commonalities are exposed and what differences are shown to exist? V. ASSESSMENT FILL IN THE BLANKS 1. Levels of Diversity _____________________________ DEEP-LEVEL DIVERSITY 2. ______________________________ DISCRIMINATORY POLICIES OR PRACTICIES _____________________________ _____________________________ MOCKERY AND INSULTS _____________________________ _____________________________ 3. Diversity in Groups LEVERAGE DIFF, FOR SUPERIOR PERFORMANCES ______________________________ 4. ___________________________ BIOGRAPHICAL CHARACTERISTICS § AGE § GENDER § _______________________________ § _______________________________ VI. SUMMARY There are two Levels of Diversity (1) Surface-level diversity and (2) Deep-level diversity Discrimination is one of the primary factors that prevent diversity, whether the discrimination is overt or covert. There are 6 types of Discrimination (1) Discriminatory policies or practices (2) Sexual Harassment (3) Intimidation (4) Mockery and Insults (5) Exclusion and (6) Incivility Biographical Characteristics covers Age, Gender, Race and Ethnicity and Disability Other biographical Characteristics covers tenure, religion, sexual orientation, transgender, gender identity and cultural identities. Ability refers to an individual’s current capacity to perform the various tasks in a job It can be categorized as to Intellectual and Physical Diversity management means making everyone more aware of and sensitive to the needs and differences of others. Having a Diverse population subjects the organization to an organization commitment and lower turnover, done by Attracting, Selecting, Developing, and Retaining Diverse Employees Diversity leverages differences for superior performance and Transformational Leaders HUMAN BEHAVIOR IN ORGANIZATION 15 Chapter 3: Attitudes and Job Satisfaction I. LEARNING OBJECTIVES / OUTCOME At the end of this lesson you should be able to: 1. Understand the three components of an attitude. 2. Learn the relationship between attitudes and behavior. 3. Compare and contrast the major job attitudes. 4. Understand job satisfaction and show how we can measure it. 5. Summarize the main causes of job satisfaction. 6. Learn four employee responses to dissatisfaction. 7. Learn that job satisfaction is a relevant concept. II. INTRODUCTION In this chapter, we look at attitudes, their link to behavior, and how employees’ satisfaction or dissatisfaction with their jobs affects the workplace. III. LESSON PROPER Attitude VS Behavior Attitude is comparatively enduring organization of beliefs, feelings, and behavioral tendencies towards socially important objects, groups, events or symbols" (Hogg & Vaughan 2005) while Behavior is a manifestation or acting out of the attitudes an individual has. SALOOBIN PAG-UUGALI Attitude = a settled way of thinking or feeling Behavior = the way in which one acts or about someone or something, typically one that conducts oneself, especially toward others. is reflected in a person's behavior. "good behavior“ synonyms: view, viewpoint, outlook, perspective, stance, st synonyms: conduct, andpoint, position, inclination, temper, orientati deportment, bearing, actions, doings; on, approach, reaction; Note: VALUES are usually nouns, while VIRTUES are adjectives that describe positive and desirable qualities which usually mirror a value it represents VALUES are usually reflected through these VIRTUES, which in turn become eminent in the attitude and behavior of a person. HUMAN BEHAVIOR IN ORGANIZATION 16  VALUES VIRTUES ATTITUDE is a predisposition or a tendency to respond positively or negatively towards a certain idea, object, person, or situation. LOVE Loving, caring, Attitude influences an individual's choice of compassionate, gentle, action, and responses to challenges, affectionate incentives, and rewards (together called stimuli). RESPECT Respectful, civil There are three components or structure INTEGRITY Reputable, responsible, of attitudes Affective, Behavioral and believable, honest, trustworthy Cognitive or also known as the ABC Model of Attitude. BALANCE Fair, objective, harmonious PEACE Peaceful, calm Affective Component this involves a person’s feelings / emotions about the attitude object. For example: “I am scared of spiders”. Behavioral Component the way the attitude we have influences on how we act or behave. For example: “I will avoid spiders and scream if I see one”. Cognitive Component this involves a person’s belief / knowledge about an attitude object. For example: “I believe spiders are dangerous”. Moving forward with the lecture, in this part of the module you are to analyze the relationship between attitudes and behavior. Supporting theory and phenomenon will be discussed such as Theory of Planned Behavior and to further elaborate the significance of the two to one another. Attitudes Follow Behavior Theory of Planned Behavior The theory of planned behavior is a theory used to understand and predict behaviors, which posits that behaviors are immediately determined by behavioral intentions and under certain circumstances, perceived behavioral control. Behavioral intentions are determined by a combination of three factors: attitudes toward the behavior, subjective norms, and perceived behavioral control. Given a situation of wanting to become the employee of the month, so you started surfing the internet about the tips and needed skill. You may talk to your friends about their recommendations. You may attend some seminars to enhance your skill or being punctual at HUMAN BEHAVIOR IN ORGANIZATION 17 work. You may do all of this and at some point, and be the employee of the month you desire. In this situation how can we apply the theory? Look at the photo on the right. What the theory now predicts is that positive attitude towards the act or behavior, favorable social norms, and a high level of perceived behavioral control are the best predictors performing a behavioral intention turned into a display of behavior or act. Behavior Follows Attitudes Foot in the Door Phenomena assumes agreeing to a small request increases the likelihood of agreeing to a second, larger request. The foot-in-the-door technique works on the principle of consistency. This means that as long as the request in consistent with or similar in nature to the original small request, the technique will work. For example, in employment, your co-worker asks you to photocopy a document for him/her just for today and you said yes. A week later, the same co-worker asked you to photocopy documents for your department and you agreed. Summarize the relationship between attitudes and behavior Moderating Variables is the most powerful moderators of the attitude-behavior relationships are: ü Importance of the attitude ü Correspondence to behavior ü Accessibility of the attitude ü Social pressures ü Direct personal experience ü Knowing attitudes helps predict behavior Cognitive Dissonance is any inconsistency between two or more attitudes, or between behavior and attitudes. Individuals seek to minimize dissonance Desire to reduce dissonance is determined by: ü The importance of the elements creating the dissonance ü The degree of influence the individual believes he or she has over the elements ü The rewards that may be involved in dissonance Cognitive dissonance is experienced on an immense HUMAN BEHAVIOR IN ORGANIZATION 18  scale in a work environment. One example would be when a supervisor tells his junior that he needs to get an almost impossible task done pronto, or he’ll basically be replaced by some other subordinate. The worker now is caught between two thoughts― he has an impossible task to finish instantly, which he knows he cannot, or let the supervisor replace him with his co-worker, which would mean accepting that the co-worker is better than him. This psychological restlessness is cognitive dissonance. The worker now either will change his original belief about the difficulty level of the task and try it or will stick to his belief and let himself get replaced by his co-worker to reduce the psychological discomfort. Compare and contrast the major job attitudes Major Job Attitudes Job Satisfaction - Is the attitude of content an employee possesses in his or her current position in an organization Job Involvement - Identifying with the job, actively participating in it, and considering performance important to self-worth. Psychological Empowerment - “intrinsic task motivation reflecting a sense of selfcontrol in relation to one’s work and an active involvement with one’s work role” Organizational Commitment – an individual's psychological bond to the organization, including a sense of job involvement, loyalty and belief in the values of the organization Affective commitment - Refers to one’s feelings of loyalty to a company or organization because he or she believes in the organization. They typically identify with the organizational goals, feel that they fit into the organization and are satisfied with their work. Employees who are affectively committed feel valued, act as ambassadors for their organization and are generally great assets for organizations. Continuance commitment - an employee that has already vested many years in a company building up years of leave, employee benefits (such as pension) and salary. If the employee were to leave to the company, he/she may lose the time vested, as well as seniority and pension loss. When employees feel the need to stay with their organization because their salary and fringe benefits won’t improve if they move to another organization. Such examples can become an issue for organizations as employees that are continuance committed may become dissatisfied (and disengaged) with their work and yet, are unwilling to leave the organization. Normative commitment - an employee may feel a sense of obligation to stay with their employer during its time of need even though it is no longer advantageous to do so. They may HUMAN BEHAVIOR IN ORGANIZATION 19  fear the potential disappointment in their employer or teammates. Perceived Organizational Support - discusses the employees’ perception concerning the degree to which the organization values their involvement and cares about their well-being. POS has been found to have important significances to employee performance and well-being. Employee Engagement - notion that employee engagement is a desirable condition, has an organizational purpose, and connotes involvement, commitment, passion, enthusiasm, focused effort, and energy, so it has both attitudinal and behavioral components Defining Job satisfaction and show how we can measure it For this lecture you are to gain knowledge on the key elements in measuring of job satisfaction. So why do employees need to be satisfied? According to the article Why Job satisfaction is an Important Phenomenon of the Vicious Circle? a satisfied employee helps promote the organization’s brand internally and externally. Employees are more loyal to the organization’s objective and put an extra mile in achieving goals. Let us first define what is Job Satisfaction Job satisfaction: a positive feeling about a job resulting from an evaluation of its characteristics. Measuring job satisfaction: n Single global rating method- the single, global rating method is nothing more than asking individuals to respond to one question such as; all things considered, how satisfied are you with your job? Only a few general questions Remarkably accurate n Summation score method- It identifies key elements in a job and asks for the employee’s feelings about each, nature of the work, supervision, present pay, promotion opportunities, and relation with co-workers. Identifies key elements in the job and asks for specific feeling about them Average Job Satisfaction by Facets Job Satisfaction by Country Main causes of Job Satisfaction What Causes Job Satisfaction? The Work Itself – the strongest correlation with overall satisfaction Social Component – there is a strong correlation with how people view the social context of their work Pay – not correlated after individual reaches a level of comfortable living Personality – positive core self-evaluations and negative core self-evaluations. HUMAN BEHAVIOR IN ORGANIZATION 20  Identifying four employee responses to dissatisfaction The Consequences of Dissatisfaction When employees are dissatisfied with their jobs, they have four basic responses they can utilize. These options are divided into active and passive choices. The active options are exit and voice: ü If employees select to exit, they choose to leave or move in a direction of leaving the organization. ü In voice, the employees will work toward active and constructive attempts to improve conditions. The passive options are neglect and loyalty: ü Employees may choose to neglect their work and just allow conditions to worsen, ü Or they may choose to remain loyal to the organization and just wait for change. The Benefits of Satisfaction ü Better job and organizational performance ü Better organizational citizenship behaviors (OCB – Discretionary behaviors that contribute to organizational effectiveness but are not part of employees’ formal job description) ü Greater levels of customer satisfaction ü Generally lower absenteeism and turnover ü Decreased instances of workplace deviance Relevant concept of Job Satisfaction in countries other than the United States Are Employees in Western Cultures More Satisfied with Their Jobs? ü Evidence suggests employees in Western cultures have higher levels of job satisfaction than those in Eastern cultures. The report included 23 countries and the result appear the highest levels appear in the US and Western Europe. ü Eastern individuals find negative emotions less aversive more than do individuals in Western cultures, who tend to emphasize positive emotions and individual happiness IV. ACTIVITY / EXERCISES Let’s see how the three components and see how these three works together. I have written down an example on the left in showing how cognition, affect and behavior are closely related. Now it’s your turn to reflect on the three components, you may write it in the figures provided below. HUMAN BEHAVIOR IN ORGANIZATION 21 V. ASSESSMENT Answer the following: 1. A settled way of thinking or feeling about someone or something, typically one that is reflected in a person's behavior. 2. A manifestation or acting out of the attitudes an individual has. 3. Any inconsistency between two or more attitudes, or between behavior and attitudes. 4. A positive feeling about a job resulting from an evaluation of its characteristics. 5. The attitude of content an employee possesses in his or her current position in an organization. 6. Is the strongest correlation with overall satisfaction. 7. Is the sense of obligation to stay with their employer during its time of need even though it is no longer advantageous to do so. 8. Refers to one’s feelings of loyalty to a company or organization because he or she believes in the organization. 9. Identifying with the job, actively participating in it, and considering performance important to self-worth 10. An individual's psychological bond to the organization, including a sense of job involvement, loyalty and belief in the values of the organization. VI. SUMMARY Implications for Managers ü Pay attention to your employees’ job satisfaction levels as determinants of their performance, turnover, absenteeism, and withdrawal behaviors. ü Measure employee job attitudes objectively and at regular intervals in order to determine how employees are reacting to their work. ü To raise employee satisfaction, evaluate the fit between the employee’s work interests and the intrinsic parts of the job to create work that is challenging and interesting to the individual. HUMAN BEHAVIOR IN ORGANIZATION 22  ü Consider the fact that high pay alone is unlikely to create a satisfying work environment. Keep in Mind… ü Individuals have many kinds of attitudes about their job ü Most employees are satisfied with their jobs, but when they are not, a host of actions in response to the satisfaction might be expected ü Job satisfaction is related to organizational effectiveness Chapter 4: Emotions & Moods at Work I. LEARNING OBJECTIVE / OUTCOME At the end of this lesson you should be able to: 1. Understand the difference between emotions and moods 2. Learn that emotions are rational and what functions they serve. 3. Know the sources of emotions and moods. 4. Know the impact emotional labor has on employees. 5. Learn the affective events theory and identify its applications. 6. Know the evidence for and against the existence of emotional intelligence. 7. Apply concepts about emotions and moods to specific OB issues. 8. Contrast the experience, interpretation, and expression of emotions across cultures II. INRODUCTION This chapter examines the effect of moods and emotions on the workplace. Humans are emotional creatures, and to ignore this fact during work hours is inappropriate in the study of organizational behavior. This chapter examines the causes of, and influences on, emotion. Emotional intelligence is explored, as are the various ways emotions play out in the work environment. III. LESSON PROPER Why Were Emotions Excluded from OB Study? Historically the study of organizational behavior has not given much attention (detrimentalunfavorable/avoided) to emotions. Emotions were typically seen as irrational, so managers tended to work to make the workplace emotion-free. Often managers viewed emotions as disruptive to the workplace and therefore a hindrance to productivity. However, when thinking about emotions, typically managers were focusing on negative emotions. Even though there are some negative emotions that could hinder productivity, there is no doubt that workers bring their emotions to the workplace. Therefore, any study in organizational behavior would not be complete without considering the roles of emotions in the workplace. HUMAN BEHAVIOR IN ORGANIZATION 23 Affect, Emotions, and Moods v Affect is a generic term that covers a broad range of feelings people experience. This includes both emotions and moods. v Emotions are intense feelings that are directed at someone or something. v Moods are the feelings that tend to be less intense than emotions and that lack a contextual stimulus. Affect is the various emotional experiences such as emotions, moods and affective traits. This is the emotion we express externally: can be a tone of voice, smile, frown or any facial expression or body movements that indicates emotion. Emotion From the Latin verb “movare” means to move or be upset or agitated. Defined by Smith (1973) referring to variations in level of arousal, affective state or mood, expressive movements and attitudes. As the brain releases neurotransmitters like dopamine and oxytocin, these activates your emotions neurologically Neurotransmitter – a substance in the body that carries a signal from 1 nerve cell to another. Dopamine – a monoamine that is a decarboxylated form of dopa and that occurs especially as a neurotransmitter in the brain Oxytocin- a pituitary octapeptide hormone that stimulates esp. the contraction of uterine muscle and secretion of milk The Basic Emotions Six universal emotions ü Anger ü Fear ü Sadness ü Happiness ü Disgust ü Surprise Are feelings and emotions the same? According to him, Dr. Antonio R. Damasio (2005) Neurologist, feeling arises from the brain as it interprets an emotion, which is usually caused by physical sensations experienced by the body as a reaction to a certain external stimulus (event). An example of this would be the emotion of being afraid, which produces a feeling of fear The Basic Moods: HUMAN BEHAVIOR IN ORGANIZATION 24  Positive affect: a mood dimension consisting of positive emotions such as excitement, enthusiasm, and cheerfulness at the high end (high positive affect) and boredom, sluggishness, and tiredness at the low end (low positive affect) Negative affect: a mood dimension consisting of nervousness, stress, and anxiety at the high end (high negative affect) and relaxation, tranquility and serenity at the low end (low negative affect) Experiencing Moods and Emotions Positive moods are somewhat more common than negative moods Positivity offset: at zero input, (when nothing in particular is going on) most people experience a mildly positive mood The Function of Emotions and Moods ü Emotions and Rationality Emotions are critical to rational thought: they help us understand the world around us ü Emotions and Ethics New research suggests that ethical behavior may be based to some degree on emotions and feelings Strong emotion The person’s physical responses including faster heartbeat, profuse sweating and dilation of eye pupils, higher blood pressure, and muscular tremors affecting the nervous system in general. Sources of Emotions and Moods ü Personality - Some people experience certain moods and emotions more frequently than others. Affect intensity: experiencing the same emotions with different intensities ü Time of day- People vary in their moods by time of day HUMAN BEHAVIOR IN ORGANIZATION 25 Time-of-Day Effects on Moods of U.S. Adults as Rated from Twitter Postings ü Day of the week- People tend to be in their best mood on the weekend Day-of-Week Mood Effects across Four Cultures ü Weather- No impact according to research ü Stress- Increased stress worsens moods ü Social Activities- Physical (hiking), informal (night party), and epicurean activities (eat out with friends) increase positive mood ü Sleep- Lack of sleep increases negative emotions and impairs decision making ü Exercise - Mildly enhances positive mood ü Age- Older people experience negative emotions less frequently ü Gender - Women show greater emotional expression, experience emotions more intensely, and display more frequent expressions of emotions. Could be due to socialization v Emotional labor: an employee’s expression of organizationally desired emotions during interpersonal transactions at work HUMAN BEHAVIOR IN ORGANIZATION 26  v Emotional dissonance: when an employee has to project one emotion while simultaneously feeling another (inconsistencies between the emotions people feel and the emotions they project) Felt vs. Displayed Emotions v Felt Emotions: The individual’s actual emotions. v Displayed Emotions: The learned emotions that the organization requires workers to show and considers appropriate in a given job Surface Acting - hiding one’s true emotions. Deals with displayed emotions. Deep Acting- trying to change one’s feelings based on display rules. Deals with felt emotions. Affective Events Theory Affective Events Theory (AET) demonstrates that employees react emotionally to things that happen to them at work, and this reaction influences their job performance and satisfaction. This provides us with valuable insights into the role emotions play in primary organizational outcomes of job satisfaction and job performance. The theory begins by recognizing that emotions are a response to an event in the work environment. The figure below is the framework of Affective Events Theory (AET): This environment creates WORK EVENTS that can be hassles or uplifting events or both. Ex. of hassles: colleagues who refuse to carry their share of work; conflicting directions from managers; and excessive time pressures. Ex. of uplifting events: meeting a goal, getting support from a colleague, and receiving recognition for an accomplishment Work events trigger positive or negative emotional reactions, to which employees’ personalities and moods predispose (influence) them to respond with greater or lesser intensity. Emotions influence performance and satisfaction variables such as organizational citizenship behavior, organizational commitment, level of effort, intention to quit, and workplace deviance. Example scenario: Lay-off news in your company that may possibly include you. Fear, insecurity and anxiety will affect performance and satisfaction. Emotional Intelligence (EI) HUMAN BEHAVIOR IN ORGANIZATION 27  Emotional Intelligence (otherwise known as emotional quotient or EQ) is the ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and diffuse conflict. Emotional Intelligence helps you build stronger relationships, succeed at school and work, and achieve your career and personal goals. Individuals who are emotionally intelligent will have a strong sense of self-awareness, recognizing their own emotions when experienced. By understanding their own emotions and those of others, they can manage emotional cues and information to make decisions. It can also help you connect with your feelings, turn intention into action, and make informed decisions about what matters most to you. OB Applications of Emotions and Moods ü Selection – Employers should consider EI a factor in hiring for jobs that demand a high degree of social interaction. ü Decision Making – Positive emotions can increase problem-solving skills and help us understand and analyze new information ü Creativity – Positive moods and feedback may increase creativity ü Motivation – Promoting positive moods may give a more motivated workforce ü Leadership – Emotions help convey messages more effectively ü Negotiation – Emotions may impair negotiator performance ü Customer Service – Customers “catch” emotions from employees, called emotional contagion ü Job Attitudes – Emotions at work get carried home but rarely carry over to the next day ü Deviant Workplace Behaviors – Those who feel negative emotions are more likely to engage in deviant behavior at work ü Safety and Injury at Work – Bad moods can contribute to injuries on the job How Managers can influence Moods? Managers can use humor and give their employees small tokens of appreciation for work well done. When leaders are in good moods, group members are more positive, and as a result they cooperate too. Selecting positive team members can have a contagion effect as positive moods transmit from team member to team member. Experience, Interpretation, and Expression of Emotions Across Culture Emotions vary across culture. People in most cultures appear to experience certain positive and negative emotions but the frequency and intensity varies in some degrees. People from all over the world interpret negative and positive emotions in much the same way. Though, it is easier for people to accurately recognize emotions within their own culture than in others. Thus, cultural factors influence what manager’s think is emotionally appropriate. Managers need to know the emotional norms in each culture they do business in or they don’t send unintended signals or misread the reactions of others. IV. ACTIVITY / EXERCISES HUMAN BEHAVIOR IN ORGANIZATION 28 Activity 1. Observe your own mood using the below table/format, wherein 10 is the most positive and 1 is the least: 2. Identify if surface (Carlos) or deep (Girlie) acting (10) a. Joseph offered help to Nathan though he’s not familiar with his work. (deep) b. Dina congratulated Ted when he got the promotion, they both applied in. (deep) 3. Give a personal experience wherein you felt you had applied a high level of emotional intelligence. 4. Search the internet for actual cases involving affect (mood or emotion) 10 9 8 Level of Mood 7 6 5 4 3 2 1 V. ASSESSMENT 1. Describe the three major emotional terms. How are they related and how do they differ? 2. List the basic emotions along a continuum. What are the difficulties of using this continuum? 3. Of the eight sources of emotions and moods identified in your text, which do you feel is the most critical and why? 4. What are the sources of stress and emotional labor for employees? 5. How valid do you consider the concept of emotional intelligence to be? Rationalize your answer. 6. Consider the impact of emotions on customer service. What is the effect of emotions and moods on customer satisfaction, and how does the concept of emotional contagion enter into this? 7. Are emotions universal? Why or why not? Give examples in your answer. VI. SUMMARY Implications for Managers ü Recognize that emotions are a natural part of the workplace and good management does not mean creating an emotion-free environment ü To foster creative decision making, creativity, and motivation in employees, model positive emotions and moods as much as is authentically possible ü In the service sector, encourage positive displays of emotion, which make customers feel more positive and thus improve customer service interactions and negotiations HUMAN BEHAVIOR IN ORGANIZATION 29  ü Managers who understand the role of emotions and moods will significantly improve their ability to explain and predict their coworkers’ and employees’ behavior Chapter 5: Personality and Values I. LEARNING OBJECTIVE / OUTCOME At the end of this lesson you should be able to: 1. Learn personality, describe how it is measured, and explain the factors that determine an individual’s personality. 2. Know the key traits in the Big Five personality model. 3. Understand how the Big Five traits predict behavior at work. 4. Know the Myers-Briggs Type Indicator (MBTI) personality framework and assess its strengths and weaknesses. 5. Learn other personality traits relevant to OB. 6. Know values, demonstrate the importance of values 7. Understand generational differences in values and identify the dominant values in today’s workforce. II. INTRODUCTION Personality and values are major shapers of behavior. In order for managers to predict behavior, they must know the personalities of those who work for them. The chapter starts out with a review of the research on personality and its relationship to behavior and ends by describing how values shape many of our work-related behaviors. III. LESSON PROPER PERSONALITY As June Peterson’s dilemma illustrates, different people behave differently in their everyday lives. Personality, or personal style, is a very complex subject, yet in our daily lives we use trait adjectives such as warm, aggressive, and easygoing to describe people’s behavior. Personality is the word commonly used to describe an individual’s collection (total person) of such behavioral traits or characteristics. Personal style or personality is a relatively stable set of traits that aids in explaining and predicting individual behavior. As noted, individuals are all different, yet similar, in many ways. In this section you will learn about personality and the personality classifications of Type A and Type B; locus of control; the Big Five Model of Personality; and the MBTI. Throughout this chapter and book, you will gain a better understanding of your personality traits, which will help explain why you and others do the things you do (behavior). Employers are checking social media sites, such as Facebook, to get a feel for job candidates’ personality. Personality Development and Classification Methods Why are some people outgoing and others shy, some loud and others quiet, some aggressive and others passive? This list of behaviors is made up of individual traits. Traits are distinguishing personal characteristics. Personality development is based on genetics and environmental HUMAN BEHAVIOR IN ORGANIZATION 30 factors. The genes you received before you were born influence your personality traits. Your family, friends, school, and work also influence your personality. In short, personality is the sum of genetics and a lifetime of learning. Personality traits, however, can be changed, with work. For example, people who are shy can become more outgoing. Type A, Type B, and Locus of Control Type A and Type B Personalities Let’s begin here with the simple two-dimensional method Type A, Type B. A Type A personality is characterized as fast moving, hard driving, time conscious, competitive, impatient, and preoccupied with work. Because a Type B personality is the opposite of Type A, often it is called laid-back or easygoing. The Big Five Model of Personality Let’s begin by completing Self-Assessment Exercise 1-2 to determine your personality profile. The purpose of the Big Five model is to reliably categorize most, if not all, of the traits that you would use to describe someone. The model is organized into five dimensions, and each dimension includes multiple traits. The Big Five Model of Personality categorizes traits into the dimensions of surgency, agreeableness, adjustment, conscientiousness, and openness to experience. The dimensions are listed and described below. Note, however, that the five dimensions are sometimes published with slightly different descriptor names. Surgency How strong is your desire to be a leader? The surgency personality dimension includes leadership and extroversion traits. (1) People strong in leadership, more commonly called dominance, personality traits want to be in charge. They are energetic, assertive, active, and ambitious, with an interest in getting ahead and leading through competing and influencing. The late Steve Jobs had a high surgency personality type. People weak in surgency want to be followers, and they don’t like to compete or influence. (2) Extroversion is on a continuum between being an extrovert and being an introvert. Extroverts are outgoing, sociable, and gregarious, like to meet new people, and are willing to confront others, whereas introverts are shy. Agreeableness How important is having good relationships to you? Unlike the surgency behavior trait of wanting to get ahead of others, the agreeableness personality dimension includes traits related to getting along with people. Agreeable personality behavior is strong when someone is called warm, easy-going, courteous, good-natured, cooperative, tolerant, compassionate, friendly, and sociable; it is weak when someone is called cold, difficult, uncompassionate, unfriendly, and unsociable. Strong agreeable personality types are sociable, spend most of their time with other people, and have lots of friends. Adjustment How emotionally stable are you? The adjustment personality dimension includes traits related to emotional stability. Adjustment is on a continuum between being emotionally stable and being emotionally unstable. Stability refers to self-control, calmness—good under pressure, relaxed, secure, and positive—and a willingness to praise others. Being emotionally unstable means being out of control—poor under pressure, nervous, insecure, moody, depressed, angry, and negative and quick to criticize others. Bill Gates is said to be more in control of his emotions than Steve Jobs, who was sometimes emotional. People with poor adjustment are often called narcissists and tend to cause problems. HUMAN BEHAVIOR IN ORGANIZATION 31 Conscientiousness How strong is your desire to be successful? The conscientiousness personality dimension includes traits related to achievement. Conscientiousness is on a continuum between being responsible and dependable and being irresponsible and undependable. Other traits of high conscientiousness include persistence, credibility, conformity, and organization. This trait is characterized as the willingness to work hard and put in extra time and effort to accomplish goals to achieve success. Conscientiousness is a good predictor of job success. Openness to Experience How willing are you to change and try new things? The openness to experience personality dimension includes traits related to being willing to change and try new things. People strong in openness to experience are imaginative, intellectual, open-minded, autonomous, and creative, they seek change, and they are willing to try new things, while those who are weak in this dimension avoid change and new things. Personality Profiles Personality profiles identify individual strong and weak traits. Defining your personality can help you find the right career. Students completing Self-Assessment Exercise 1-2 tend to have a range of scores for the five dimensions. Review your personality profile. Do you have high scores (strong traits) and low scores (weak traits) on some dimensions? Think about the people you enjoy being with the most at school and work. Are their personalities similar to or different from yours? The Big Five Model of Personality Has Universal Applications Across Cultures Studies have shown that people from Asian, Western European, Middle Eastern, Eastern European, and North and South American cultures seem to exhibit the same five personality dimensions. However, some cultures do place varying importance on different personality dimensions. Overall, the best predictor of job success on a global basis is the conscientiousness dimension. Using Behavior That Matches the Big Five Personality Types We need to be able to work well with people that have different personalities than ours. To improve our human relations, it is helpful for us to adjust our behavior based on the other person’s personality type, especially our bosses, because they evaluate our performance, which affects our career. That subject is what this section is all about. 1. Determine Personality Type — First, we have to understand the personality types and determine an individual’s personality profile. As you know, people are complex, and identifying a person’s personality type is not always easy, especially when they are between the two ends of the personality type continuum. However, understanding personality can help you understand and predict behavior, human relations, and performance in a given situation. 2. Match Personality Type—Next, we select the behavior we will use to match the other person’s personality type. How to deal with each personality type is presented below. Surgency HUMAN BEHAVIOR IN ORGANIZATION 32  Extroverts: They like to talk, so be talkative while showing an interest in them and talking about things they are interested in. If you are not really talkative, ask them questions to get them to do the talking. Introverts: Take it slow. Be laid-back and don’t pressure them, but try to draw them out by asking questions they can easily answer. Ask for ideas and opinions. Don’t worry about moments of silence; introverts often like to think before they respond. Agreeableness Agreeable: They are easy to get along with, so be friendly and supportive of them. However, remember that they don’t tend to disagree with you to your face, so don’t assume that just because they don’t disagree with you, it means that they actually do agree with you. Asking direct questions helps, and be sure to watch for nonverbal behavior that does not match a verbal statement of “I agree with you.” Disagreeable: Try not to do things that will get them upset, but don’t put up with mistreatment; be assertive (you will learn how in Chapters). Be patient and tolerant, because their behavior is sometimes defensive to keep them from being hurt, but inside, they do want friends. So keep being friendly and trying to win them over. Adjustment Emotionally stable: They tend to be easy to get along with. Emotionally unstable: They tend to be highly emotional and unpredictable, so try to be calm yourself and keep them calm by being supportive while showing concern for them. Also, follow the guidelines of dealing with disagreeable types. You will learn how to deal with emotions and emotional people in Chapter 4. Conscientiousness Conscientious: They will come through for you, so don’t nag; be supportive and thank them when the task is done. Unconscientious: They tend to need prompting to complete tasks. Set clear deadlines and follow up regularly; express appreciation for progress and task completion. Open to Experience Open: They like change and trying new things. Focus on sharing information, ideas, and creative problem solving. Closed: They don’t want change and tend to focus on the short-term without considering how things will be better in the long-term if they change now. Focus on telling them what they have to lose and how they will benefit from the change, and use facts and figures to support the need for change. You will learn how to overcome resistance to change in other chapters. HUMAN BEHAVIOR IN ORGANIZATION 33 The Myers-Briggs Type Indicator (MBTI) Our fourth, and most complex, personality classification method is the Myers-Briggs Type Indicator (MBTI). The MBTI model of personality identifies your personality preferences. It is based on your four preferences (or inclinations) for certain ways of thinking and behaving. Big Five Traits and OB Trait Activation Theory BIG FIVE / FIVE FACTOR MODEL a categorized scheme that describes personality developed by McRae and Costa in 1992. Five universal and widely agreed upon dimensions of personality and described using its most positive traits in acronym O.C.E.A.N: O– OPENNESS to Experience – curiosity, interest, imagination and creativity to new ideas. C– CONSCIENTIOUSNESS – planning, organizing, hard-working, controlling, persevering, and punctuality. E– EXTRAVERSION – sociable, talkative, active, outgoing, and fun-loving. A– AGREEABLENESS – friendly, warm, trusting, generous, and kind-hearted. N– NEUROTICISM (Emotional Stability) –taps a person’s ability to withstand stress. People with positive emotional stability tend to be calm, relaxed and comfortable. Those with high negative scores tend to be nervous, anxious, depressed and insecure. Other Personality Traits Relevant to OB ✓ Core self-evaluation - People with positive core self-evaluation like themselves and see themselves as capable and effective in the workplace. ✓ Self-monitoring - Adjusts behavior to meet external, situational factors. High monitors are more likely to become leaders in the workplace. ✓ Risk-taking - People differ in their willingness to take chances, a quality that affects how much time and information managers make to make a decision. ✓ Proactive personality - Identifies opportunities, shows initiative, takes action, and perseveres VALUES In this section, we cover individual values and how they are related to, yet different from, attitudes. A person’s values are the things that have worth for or are important to the individual, and a value system is the set of standards by which the individual lives. Values concern what “should be”; they influence the choices we make among alternative behaviors. Values direct the HUMAN BEHAVIOR IN ORGANIZATION 34 form that motivated behavior will take. For example, if you have three job offers, you will select the one that is of the highest value to you. Values help shape your attitudes. When something is of value to you, you tend to have positive attitudes toward it. What is of value to you? Take time and identify what is truly important to you, and be sure you devote time to your values. Complete Self-Assessment Exercise 1-4 to identify your personal values in eight broad areas of life. Values are developed in much the same way as attitudes. However, values are more stable than attitudes. Attitudes reflect multiple, often changing, opinions. Values about some things do change, but the process is usually slower than a change in attitude. Society influences our value system. What was considered unacceptable in the past may become commonplace in the future, or vice versa. For example, the percentage of smokers and the social acceptance of smoking have decreased over the years. Value changes over the years are often a major part of what is referred to as the generation gap. Getting to know people and understanding their values can improve human relations. For example, if Juan knows that Carla has great respect for the president, he can avoid making negative comments about the president in front of her. Discussions over value issues, such as abortion and homosexuality, rarely lead to changes in others’ values. They usually just end in arguments. Therefore, you should try to be open-minded about others’ values and avoid arguments that will only hurt human relations. Spirituality in the Workplace People want to be happy. Many people are seeking spirituality as a means of fullfillment in their lives. D