Managing Individual Differences & Behavior PDF

Because learning changes everything. ® CHAPTER 11 MANAGING INDIVIDUAL DIFFERENCES & BEHAVIOR Supervising People as People © 2022 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. ©Olivier Renck/ Getty Images...

Because learning changes everything. ® CHAPTER 11 MANAGING INDIVIDUAL DIFFERENCES & BEHAVIOR Supervising People as People © 2022 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. ©Olivier Renck/ Getty Images No reproduction or further distribution permitted without the prior written consent of McGraw Hill.  LEARNING OBJECTIVES 11-1 Describe the importance of personality and individual traits in the hiring process. 11-2 Explain the effects of values and attitudes on employee behavior. 11-3 Describe the way perception can cloud judgement. 11-4 Explain how managers can deal with employee attitudes. 11-5 Identify trends in workplace diversity that managers should be aware of. 11-6 Discuss the sources of workplace stress and ways to reduce it. 11-7 Describe how to develop the career readiness competencies of positive approach and emotional intelligence. © McGraw Hill  MAKING POSITIVE FIRST IMPRESSIONS Be Prepared Stand (or Sit) Straight and Smile Look for Common Ground Keep Up the Good Work If All Else Fails © McGraw Hill  PERSONALITY AND INDIVIDUAL BEHAVIOR The Big Five Personality Dimensions Core Self-Evaluations Emotional Intelligence: Understanding Your Emotions and the Emotions of Others © McGraw Hill  THE BIG FIVE PERSONALITY DIMENSIONS Extroversion Agreeableness Conscientiousness Emotional stability Openness to experience © McGraw Hill Flamingo Images/Shutterstock  CORE SELF-EVALUATIONS 1 Self-efficacy: “I can/can’t do this task.” Self-esteem: “I like/dislike myself.” Locus of control: “I am/am not the captain of my fate”. Emotional stability: “I’m fairly secure/insecure when working under pressure.” © McGraw Hill  CORE SELF-EVALUATIONS 2 Table 11.1 Some ways that managers can boost employee self-esteem: Reinforce employees’ positive attributes and skills. Provide positive feedback whenever possible. Break larger projects into smaller tasks and projects. Express confidence in employees’ abilities to complete their tasks. Provide coaching whenever employees are seen to be struggling to complete tasks. © McGraw Hill  EMOTIONAL INTELLIGENCE: UNDERSTANDING YOUR EMOTIONS AND THE EMOTIONS OF OTHERS What do we know about EI? Can you raise your EI? © McGraw Hill  TABLE 11.2 THE TRAITS OF EMOTIONAL INTELLIGENCE Trait Description Related Career Readiness Competencies Self-awareness The most essential trait. This is the ability to Self-Awareness read your own emotions and gauge your moods accurately, so you know how you’re affecting others. Self-management This is the ability to control your emotions Resilience and act with honesty and integrity in reliable Personal Adaptability and adaptable ways. You can leave occasional bad moods outside the office. Social awareness This includes empathy, allowing you to show Cross-Cultural Competency others that you care, and organizational Social Intelligence intuition, so you keenly understand how your emotions and actions affect others. Relationship This is the ability to communicate clearly and Oral/Written Communication management convincingly, disarm conflicts, and build Teamwork/Collaboration strong personal bonds. Networking Showing Commitment Service/Others Orientation © McGraw Hill  VALUES, ATTITUDES, AND BEHAVIOR Organizational Behavior: Trying to Explain and Predict Workplace Behavior Values: What Are Your Consistent Beliefs and Feelings about All Things? Attitudes: What Are Your Consistent Beliefs and Feelings about Specific Things? Behavior: How Values and Attitudes Affect People’s Actions and Judgments © McGraw Hill  ORGANIZATIONAL BEHAVIOR: TRYING TO EXPLAIN AND PREDICT WORKPLACE BEHAVIOR Figure 11.1 Formal and informal aspects of an organization © McGraw Hill  VALUES: WHAT ARE YOUR CONSISTENT BELIEFS AND FEELINGS ABOUT ALL THINGS? Lifelong behavior patterns are dictated by values that are fairly well set by the time people are in their early teens. After that, however, one’s values can be reshaped by significant life-altering events. From a manager’s point of view, it’s helpful to know that values represent the ideals that underlie how we behave at work. © McGraw Hill  ATTITUDES: WHAT ARE YOUR CONSISTENT BELIEFS AND FEELINGS ABOUT SPECIFIC THINGS? The Three Components of Attitudes: Affective Cognitive Behavioral When Attitudes and Reality Collide: Consistency and Cognitive Dissonance © McGraw Hill  BEHAVIOR: HOW VALUES AND ATTITUDES AFFECT PEOPLE’S ACTIONS AND JUDGMENTS Values (global) and attitudes (specific) are generally in harmony, but not always. A manager may put a positive value on helpful behavior (global) yet may have a negative attitude toward helping an unethical co-worker (specific). Together, however, values and attitudes influence people’s workplace behavior—their actions and judgments. © McGraw Hill  PERCEPTION AND INDIVIDUAL BEHAVIOR The Four Steps in the Perceptual Process Five Distortions in Perception The Self-Fulfilling Prophecy, or Pygmalion Effect © McGraw Hill  FIGURE 11.2 THE FOUR STEPS IN THE PERCEPTUAL PROCESS Access text alternate for slide image. © McGraw Hill  FIVE DISTORTIONS IN PERCEPTION 1. Stereotyping: “Those Sorts of People Are Pretty Much the Same.” 2. Implicit Bias: “I Really Don’t Think I’m Biased, but I Just Have a Feeling about Some People.” 3. The Halo Effect: “One Trait Tells Me All I Need to Know.” 4. The Recency Effect: “The Most Recent Impressions Are the Ones That Count.” 5. Causal Attributions. © McGraw Hill  THE SELF-FULFILLING PROPHECY, OR PYGMALION EFFECT Expectations are important. Research has shown that by raising managers’ expectations for individuals, higher levels of achievement and productivity can be achieved. When you expect employees to perform badly, they probably will, and when you expect them to perform well, they probably will. © McGraw Hill  WORK-RELATED ATTITUDES AND BEHAVIORS MANAGERS NEED TO DEAL WITH Employee Engagement: How Connected Are You to Your Work? Job Satisfaction: How Much Do You Like or Dislike Your Job? Organizational Commitment: How Much Do You Identify with Your Organization? Important Workplace Behaviors © McGraw Hill  EMPLOYEE ENGAGEMENT: HOW CONNECTED ARE YOU TO YOUR WORK? What Percentage of Employees Are Fully Engaged at Work? Outcomes Associated with Employee Engagement How Can Managers Increase Employee Engagement? © McGraw Hill  FIGURE 11.3 FULLY ENGAGED EMPLOYEES AROUND THE WORLD Source: Data obtained from M. Hayes, F. Chumney, C. Wright, and M. Buckingham, “The Global Study of Engagement Technical Report,” ADP Research Institute, 2019 Access alternate text for slide image. © McGraw Hill  JOB SATISFACTION: HOW MUCH DO YOU LIKE OR DISLIKE YOUR JOB? Job satisfaction is the extent to which you feel positive or negative about various aspects of your work. Most people don’t like everything about their jobs. Overall satisfaction depends on how they feel about work, pay, promotions, co-workers, and supervision. © McGraw Hill  ORGANIZATIONAL COMMITMENT: HOW MUCH DO YOU IDENTIFY WITH YOUR ORGANIZATION? Organizational commitment reflects the extent to which an employee identifies with an organization and is committed to its goals. Research shows a significant positive relationship between organizational commitment and job satisfaction, performance, turnover, and organizational citizenship behavior. © McGraw Hill  IMPORTANT WORKPLACE BEHAVIORS Prosocial behavior (PSB) Prosocial motivation (PSM) Organizational citizenship behaviors Counterproductive work behaviors Performance and Productivity Absenteeism and Turnover Increasing PSBs © McGraw Hill  FIGURE 11.4 MODEL OF PROSCIAL BEHAVIOR Access alternate text for slide image. © McGraw Hill  THE NEW DIVERSIFIED WORKFORCE How to Think about Diversity: Which Differences Are Important? Trends in Workforce Diversity Barriers to Diversity © McGraw Hill  HOW TO THINK ABOUT DIVERSITY: WHICH DIFFERENCES Are IMPORTANT? Personality Internal Dimensions External Dimensions Organizational Dimensions © McGraw Hill  FIGURE 11.5 THE DIVERSITY WHEEL: FOUR LAYERS OF DIVERSITY Source: From Diverse Teams at Work by Lee Gardenswartz and Anita Rowe. Copyright 2003, Society for Human Resource Management, Alexandria, VA. Access text alternate for slide image. © McGraw Hill  TRENDS IN WORKFORCE DIVERSITY Age: More Older People in the Workforce Gender: More Women Working Race and Ethnicity: More People of Color in the Workforce Sexual Orientation: LGBTQ People Become More Visible People with Differing Physical and Mental Abilities Educational Levels: Mismatches between Education and Workforce Needs © McGraw Hill  BARRIERS TO DIVERSITY Stereotypes and Prejudices Fear of Discrimination against Majority Group Members Resistance to Diversity Program Priorities A Negative Diversity Climate Lack of Support for Family Demands A Hostile Work Environment for Diverse Employees © McGraw Hill  UNDERSTANDING STRESS AND INDIVIDUAL BEHAVIOR The Toll of Workplace Stress How Does Stress Work? The Sources of Job-Related Stress Reducing Stressors in the Organization © McGraw Hill  THE TOLL OF WORKPLACE STRESS Stress can cause conflicts and distraction at work. Physiological signs Psychological signs Behavioral signs © McGraw Hill Andrey_Popov/Shutterstock  FIGURE 11.6 STRESS AND PERFORMANCE © McGraw Hill  HOW DOES STRESS WORK? Stress has both physical and emotional components. Physically stress is “the nonspecific response of the body to any demand made upon it.” Stressors can be hassles, or simple irritants, such as misplacing or losing things, having concerns about one’s physical appearance, and having too many things to do. © McGraw Hill  THE SOURCES OF JOB-RELATED STRESS 1 Demands Created by Individual Differences: The Stress Created by Genetic or Personality Characteristics Individual Task Demands: The Stress Created by the Job Itself Individual Role Demands: The Stress Created by Others’ Expectations of You © McGraw Hill  THE SOURCES of JOB-RELATED STRESS 2 Work–Family Conflict Group Demands: The Stress Created by Co- workers and Managers Organizational Demands: The Stress Created by the Environment and Culture © McGraw Hill  CAREER CORNER: FIGURE 11.7 MODEL OF CAREER READINESS Access text alternate for slide image. © McGraw Hill  CAREER CORNER: MANAGING YOUR CAREER READINESS Fostering a Positive Approach Self-Managing Your Emotions © McGraw Hill Jacob Lund/Shutterstock  End of Main Content Because learning changes everything. ® www.mheducation.com © 2022 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw Hill.