Organizational Behavior Module 4 - Individual Values, Perceptions, and Reactions PDF

Organizational Behavior Module 4  Individual Values, Perceptions, and Reactions Learning Outcomes Discuss how attitudes are formed, describe the meaning of cognitive dissonance, and identify and describe three important work-related attitudes. Describe the role and importance of val...

Organizational Behavior Module 4  Individual Values, Perceptions, and Reactions Learning Outcomes Discuss how attitudes are formed, describe the meaning of cognitive dissonance, and identify and describe three important work-related attitudes. Describe the role and importance of values and emotions in organizational behavior. Describe basic perceptual processes and how perception affects fairness, justice, and trust in organizations. Discuss the nature of stress, identify the basic causes and consequences of stress, and describe how stress can be managed.  ATTITUDES IN ORGANIZATIONS Attitudes are complexes of beliefs and feelings that Attitudes are formed by a variety of forces, Attitudes play an important role in organizations, people have about specific ideas, situations, or including our personal values, our experiences, and especially attitudes like job satisfaction, other people. our personalities. organizational commitment, and employee engagement. Attitude Cognition -the knowledge a person Formation presumes to have about something. Affect -A person’s feeling toward something. Intention -component of an attitude that guides a person’s behavior Cognitive Dissonance An incompatibility or conflict between behavior and an attitude or between two different attitudes Key Work- Job satisfaction is one of the most Related important job-related attitudes in organizations. Attitudes: Job It reflects both our attitudes and Satisfaction our feelings about our job. Job satisfaction is strongly influenced by our personality, values, other attitudes, and the work itself Organizational Commitment reflects the degree to which an employee identifies with the organization and its goals and wants to stay with the organization  There are three ways we can feel committed to an employer: Affective commitment: positive emotional Normative commitment: feeling obliged to Continuance commitment: staying with an attachment to the organization and strong stay with an organization for moral or ethical organization because of perceived high identification with its values and goals reasons. economic involved with leaving Employee Engagement Heightened emotional and intellectual connection that an employee has for his or her job, organization, manager, or coworkers that, in turn, influences him or her to apply additional discretionary effort to his or her work  Have clear goals. Have the resources needed to do a good job. Engagement Get meaningful feedback on their performance. is enhanced when Are able to use their talents. employees: Are recognized for doing a good job. Have positive relationships with coworkers. Have opportunities to learn and grow. Have supportive leadership. Value Ways of behaving or endstates that are desirable to a person or to a group  Terminal values - Instrumental values - reflect our long-term our preferred means life goals and may of achieving our include prosperity, terminal values or happiness, a secure our preferred ways family, and a sense of behaving. of accomplishment. Types of Values Extrinsic work Intrinsic work values values- relate to the -relate to the work outcomes of doing itself. work  INTRAPERSONAL VALUE CONFLICT - INTERPERSONAL VALUE CONFLICTS - CONFLICT BETWEEN THE INSTRUMENTAL OCCUR WHEN TWO DIFFERENT PEOPLE Conflicts VALUE OF AMBITION AND THE TERMINAL VALUE OF HAPPINESS. HOLD CONFLICTING VALUES. among Values INDIVIDUAL–ORGANIZATION VALUE CONFLICT – OCCUR WHEN AN EMPLOYEE’S VALUES CONFLICT WITH THE VALUES OF THE ORGANIZATION Emotions Intense, short-term physiological, behavioral, and psychological reactions to a specific object, person, or event that prepare us to respond to it.  Emotions are short events or episodes. Four important elements of Emotions Emotions are directed at something or someone. Emotions are experienced. Emotions create a state of physical readiness through physiological reactions. Affect and Mood Affectivity - represents Moods- short-term our tendency to emotional states that are experience a particular not directed toward mood or to react to things anything in particular. with certain emotions Two Positive affect -reflects a dominant combination of high energy and positive evaluation characterized dimensions by emotions like elation. of mood Negative affect -comprises feelings of being upset, fearful, and distressed  The set of processes by which an individual becomes aware of and interprets information about the PERCEPTION IN environment ORGANIZATIONS  Selective perception -the process of screening out information that Basic we are uncomfortable with or that Perceptual contradicts our beliefs. Stereotyping - the process of Processes categorizing or labeling people on the basis of a single attribute  The way we explain the causes of our own as well as other people’s behaviors and achievements, and understand why people do what Perception they do and Attribution The Attribution Process Observed behaviors are interpreted in terms of their The attribution process involves consensus, their consistency, observing behavior and then and their distinctiveness. Based attributing causes to it. on these interpretations, behavior is attributed to either internal or external causes Organizational fairness Refers to employees’ perceptions of organizational events, policies, and practices as being fair or not fair Fairness in Distributive fairness- refers to the perceived fairness of the outcome received, including resource distributions, three main promotions, hiring and layoff decisions, and raises. ways Procedural fairness- addresses the fairness of the procedures used to generate the outcome. Interactional fairness -whether the amount of information about the decision and the process was adequate, and the perceived fairness of the interpersonal treatment and explanations received during the decision- making process. Perception and Trust The expectation that another person will not act to take advantage of us regardless of our ability to monitor or control him or her  Stress A person’s adaptive response to a STRESS IN stimulus that places excessive ORGANIZATIONS psychological or physical demands on that person  The general adaptation syndrome (GAS) Identifies three stages of response to a The Stress Process stressor: alarm, resistance, and exhaustion. Distress and Eustress Eustress -the Distress- The pleasurable stress unpleasant stress that accompanies that accompanies positive events negative events Common Causes of Stress Organizational stressors are various factors in the Four general sets of organizational stressors are workplace that can cause stress. task demands, physical demands, role demands, and interpersonal demands  Consequences of Stress Burnout - a general feeling of exhaustion that develops when an individual Individual Consequences Organizational Consequences simultaneously experiences too much pressure and has too few sources of satisfaction Managing and Controlling Stress Individual Organizational Coping Coping Strategies Strategies Work–life relationships Interrelationships between a person’s work life and personal life Work–Life Balance