OHRM 303: Human Behaviour in Organisations Lecture 1

# OHRM 303: Human Behaviour in Organisations ## UGBS: University of Ghana Business School ## Learning Outcomes * Define Interactive Behaviour and its significance in organisations. * Understand the key factors influencing behaviour at work. * Identify and Develop effective Interpersonal Competenc...

# OHRM 303: Human Behaviour in Organisations ## UGBS: University of Ghana Business School ## Learning Outcomes * Define Interactive Behaviour and its significance in organisations. * Understand the key factors influencing behaviour at work. * Identify and Develop effective Interpersonal Competencies ## Introduction * Human behaviour in organisations is vital in shaping work environments. * It examines the interactive behaviour and effective competencies in workplace settings. * People are different in several respects. * It refers to the physical actions of a person that can be seen or heard which is exhibited in their thoughts, feelings, emotions and sentiments. * It is necessary that managers understand how people differ since all such differences impact the feelings, thought patterns and behaviours of organisational members. * The differences affect aspects of jobs such as satisfaction, performance and stress. This session introduces students to the very basics of individual differences. ## Human Behaviour * Potential and expressed capacity of individuals or groups to respond to external and internal stimuli forces throughout their life. * Driven by thought patterns and feelings. * Depends on social norms, genetics, creativity, religion and spirituality, attitude, environment etc. ## Human Behaviour is influenced by * **Psychology** (e.g. motivation, personality, attitudes etc) * **Sociology** (communication, teams, conflict, culture, power) * **Anthropology** (organizational environment and culture) * **Political Science** (conflict, politics and power) ## Psychology * Psychology is the science that seeks to measure, explain, and sometimes change the behaviour of humans and other animals (Robbins & Judge, 2007). * Contribution of psychology includes: * Learning * Personality * Perception * Training * Emotions * Leadership * Motivation * Decision-making * Attitude Management * Employee Selection Techniques * Job Stress * etc. ## Sociology * Sociology is the study of people in relation to their social environment or culture (Robbins & Judge, 2007). * The goal of sociology shared by organisational behaviour is the scientific study of social relations. * Contribution of Sociology includes: * Organisational Culture * Formal Organisational Theory and Structure * Power and Conflict * Organisational Techniques * Communication * etc. ## Anthropology * Anthropology is the study of societies to learn about human beings and their activities (Robbins & Judge, 200). * Contribution of Anthropology includes: * Anthropologists have contributed to our understanding of organisational culture, organisational environments, and difference between cultures. ## Individual Differences * Ways in which people differ from each other, which can affect job satisfaction, job performance, job stress, and leadership. ## Characteristics of Individual Differences * We differ on the basis of: * Personality Traits * Perception * Values * Attitudes (Latngton and Robbins, 2013) ## Personality * The enduring patterns of thoughts, emotions, and behaviors that guide an individual's social interactions (Langton and Robbins, 2013) * Factors that Determine personality: * Hereditary and * Environmental factors ## Determinants of Personality: Nature and Nurture * **Nature:** Biological, determined at birth, individual has no control. * **Nurture:** Based on environmental influences or life experiences. ## Personality Traits and Effects on Behaviour * **Locus of Control:** The degree to which people believe they are in control of their own fates (Langton and Judge) * **Self Esteem:** the extent to which people like or dislike themselves ## The Big Five Model * **Extraversion:** talkative and assertive. * **Agreeableness:** cooperative, warm, and trusting. * **Conscientiousness:** responsible, dependable * **Emotional Stability:** calm, self-confident * **Openness to Experience:** imaginative ## The Big Five Model of Personality | Big Five Dimensions | Specific Traits | |---|---| | Extraversion - Gregariousness | Positive emotions, warmth | | Neuroticism - Self-Consciousness | Anxiety, vulnerability | | Agreeableness - Understanding | Trust, tender-mindedness | | Conscientiousness - Self-Discipline | Competence, order | | Openness to Experience | Fantasy, Actions, Ideas | ## Myers-Briggs Type Indicator * Based on Carl Jung's work * People are fundamentally different * People are fundamentally alike * People have preference combinations for extraversion (E) introversion (N), perception (P), judgment(J) * Briggs & Myers developed the MBTI to understand individual differences. ## Myer Briggs Personality Type * Extraversion/Introversion * Sensing/Intuition * Thinking/Feeling * Judging/Perceiving ## Perceptions * The process by which individuals select, organize, and interpret their sensory impressions in order to give meaning to their environment (Langton and Judge, 2013). * Factors that Influence Perceptions: * Experience * Education * Family * Culture * Personality ## Values * Values: stable, long-lasting beliefs about what is important in a variety of situations (McShane & Travaglione, 2007). * E.g fairness, innovation, and community involvement. ## Personal Values * Principles that define you as an individual e.g honesty, integrity, trust, love etc. * Value System ## Attitudes * Positive or negative feelings about objects, people, or events (Langton and Judge, 2013). * Job Satisfaction * Organisational Commitment * Organisational Citizenship Behaviours (OCB) * Prejudice/Bias ## Variables Influencing Individual Behaviour *The Person* * Skills & abilities * Personality * Perception * Attitudes * Values * Ethics *The Environment* * Organization * Work Group * Job * Personal Life **Behavior** B = f(P,E) ## Types of Organisational Commitment * Affective Commitment * Normative Commitment * Continuance Commitment - Calculation that it is in one's best interest to stay with the organization based on the perceived costs of leaving the organization. ## Consequences of Poor Attitudes * Temporary and Permanent Withdrawal * Customer Dissatisfaction * Job Performance might suffer ## Definition of Diversity * The mixture of people in organizations in terms of gender, race, ethnicity, disability, sexual orientation and age, and demographic characteristics such as education and socio-economic status (Robbins and Judge, 2015). ## What is an Organisation? * A collection of people who work together to achieve a wide variety of goals. * A group of persons organised for some end. * **Characteristics:** * Is a social unit * Characteristics of Goals * Specialisation/division of labour * Formalisation * Centralisation * Substitution of personnel * The characteristics of structure ## Factors Influencing Behaviour at Work * **Group Factors:** * Group norms and culture * Group roles and status * Group Decision-Making Processes * Group conflict and cohesion * **Individual Factors:** * Personality Traits (e.g., extraversion, agreeableness) * Values and Attitudes * Perceptions and Beliefs * Emotions and Moods **Behaviour at Work** * **Organisational Factors:** * Organisational Culture and Climate * Leadership Style * Organisational Structure * Reward Systems * Organisational Policies and Procedures ## Definitions of Organisational Behaviour (OB) * Organizational behavior (OB) is a field of study that investigates the impact individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization's effectiveness (Robbins & Judge, 2018). ## What is Organisational Behaviour? * The study of actions and attitudes of people in organisations (Gordon, 2002) * The study of the structure, functioning and performance of organisations and the behaviour of groups and individuals within them (Buchanan and Huczynski, 2004). * The multi-disciplinary field that seeks knowledge of behaviour in organisational settings by systematically studying individual, groups and organisational processes (Greenberg and Baron, 2008) * Organisational behaviour is a field that helps understand, predict, and influence attitudes and behaviours in organisations (Aldag, 2015). * Individual attitudes and behaviours that influence organisational outcomes (Duger, 2020) ## What are the Primary Goals of OB? * Understanding attitudes and behaviours in organisations (why do people think and behave as they do?) * Tries to predict attitudes and behaviours in organisations. * Attempts to influence attitudes and behaviours in organisations. ## Behaviours * These attitudes influence behaviours of employees. * Job Performance * Participation Behaviours * OCB/Extra-role behaviours (not required) * Ethical behaviours/Counter-productive behaviour * Managing Turnover. ## What are Attitudes and Behaviours? * Attitude - An emotional or affective evaluation to the job. * Attitudes - are evaluative statements - favourable or unfavourable - concerning objects, people or events (Robbins & Judge, 2018). * Overall Satisfaction * Facet Satisfaction (Satisfaction with specific parts, pay, promotion) * Organisational Commitment (Desire to remain/belief in organisational values) * Job Involvement (The level of identifying with the job. Are you getting into the job?) * Job Engagement (Highly involved in the job) * Empowerment (Being in control/able to get the job done?) * Justice (Fairness in outcomes and procedure). ## Why Study Organisational Behaviour? * Helps managers identify problems and correct them. * Help people behave differently so their performance and organisational performance can increase. * Leads to the improvement in interpersonal skills. * Helps transform a workplace from good to great, with a positive impact on the bottom line. * Helps people attain the competencies needed to become effective employees, team members/leaders or managers. ## Competency * An interrelated set of abilities, behaviours, attitudes and knowledge needed by an individual to be effective in most professional and managerial positions. ## Competencies Needed for Effectiveness * **Adaptability:** ability to respond to ongoing and unexpected changes. * **Intercultural:** If organisation is global, managers need fluency in multiple languages, cross-cultural sensitivity and ability to adapt. * **Communication and Interpersonal Effectiveness:** Ability to convey information so they are received as intended (verbal/nonverbal, effectively listening, etc.) * **Team Management:** When to use teams and effectively managing conflicts. * **Diversity:** Ability to value unique individual and group characteristics (work with people based on their competencies and not personal attributes). * **Ethics:** The ability to incorporate values and principles that distinguish right from wrong in making decisions and choosing behaviours. * **Being Emotionally Intelligent:** The ability to be aware of your own feelings or emotions and those of others, manage your feelings or emotions and use your understanding of emotions to create better relationships with other people (Goleman, 2021) ## Four Main Elements of Emotional Intelligence * **Self-Awareness:** Emotional awareness (knowing what we are feeling, why we are feeling it, do you understand that people are and act differently? etc) * **Self-Management:** Emotional self-control, adaptability, positive outlook, through self-talk to encourage one's self and boost one's confidence. * **Social Awareness:** Empathetic (Choose to just think the same way as the person that you are speaking to, you might feel the same way, you take action to try and help that person get out of the situation that they are feeling). * **Relationship Management:** (Relationship management focuses on building or rebuilding trust with others, ability to influence, coaching and mentoring (helping others grow and flourish), Managing conflict, Inspirational leadership). ## The Building Blocks of OB * OB is an applied behavioural science that is built upon contributions from a number of behavioural disciplines. The main ones are psychology, sociology, social psychology, anthropology, and political science. As we will learn, psychology's contributions have been mainly at the individual or micro-level of analysis. The other four disciplines have contributed to our understanding of macro concepts, such as group processes and organizations. * Exhibit 1-1 provides a general overview of the major contributions to the study of OB ## Exhibit 1-1: Toward an OB Discipline | Behavourial Science | Contribution | Unit of Analysis | Output | |---|---|---|---| | Psychology| Learning, Motivation, Personality, Emotions, Perception, Training, Leadership Effectiveness, Job Satisfaction, Individual Decision-Making, Performance Appraisal, Attitude Measurement, Work Design, Work Stress | Individual| | | Sociology| Group Dynamics, Communication, Power, Conflict, Intergroup Behaviour, Formal Organisation Theory, Organisational Change, Organisational Culture | Group | Work & Organisational Behaviour | | Social Psychology| Behavioural Change, Attitude Change, Communciation, Team Decision-Making, Comparative Values, Cross-cultural analysis | Organisation System| | | Anthropology| Organisational Environment, Intra-organisational Politics, Conflict| | | | Political Science| | | | ## Contribution Fields to OB * **Psychology:** (Measures, explains and sometimes changes the behaviour of humans). * **Sociology:** (The study of people in relation to their social environment/culture). * **Social Psychology:** (Focuses on the influence people have on one another). * **Anthropology:** (The study of societies to lean about human beings and their activities). * **Political Science:** (Intra-organisational conflicts, power and influence).