Module #4 - Org Behavior Notes PDF

INDIVIDUAL VALUES, PERCEPTION, & REACTIONS ALMGT1104 - Organizational Behavior (Lecture) Marketing Management & Multimedia Design | PROF. Lavitoria | SEM 1 2024 ATTITUDES IN ORGANIZATIONS KEY WORK - RELATED ATTITUDES ❖ Are complexes of beliefs and ❖ Job s...

INDIVIDUAL VALUES, PERCEPTION, & REACTIONS ALMGT1104 - Organizational Behavior (Lecture) Marketing Management & Multimedia Design | PROF. Lavitoria | SEM 1 2024 ATTITUDES IN ORGANIZATIONS KEY WORK - RELATED ATTITUDES ❖ Are complexes of beliefs and ❖ Job satisfaction - is one of the feelings that people have about most important job-related specific ideas, situations, or other attitudes in organizations. people. ❖ It reflects both our attitudes and ❖ Are formed by a variety of forces, our feelings about our job. Job including our personal values, our satisfaction is strongly influenced experiences, and our personalities. by our personality, values, other ❖ Plays an important role in attitudes, and the work itself. organizations, especially attitudes like job satisfaction, organizational ORGANIZATIONAL COMMITMENT commitment, and employee ❖ Reflects the degree to which an engagement. employee identifies with the organization and its goals and ATTITUDE FORMATION wants to stay with the organization ❖ Cognition - The knowledge a person presumes to have about WAYS TO FEEL COMMITTED TO AN something. EMPLOYER ❖ Affect - A person’s feeling toward ❖ Affective commitment - positive something. ❖ Intention - Component of an emotional attachment to the attitude that guides a person’s organization and strong behavior identification with its values and ❖ Cognitive Dissonance - An goals ❖ Normative commitment - feeling incompatibility or conflict between behavior and an attitude or obliged to stay with an organization between two different attitudes. for moral or ethical reasons. ❖ Continuance commitment - staying with an organization because of perceived high economic involvement with leaving. EMPLOYMENT ENGAGEMENT 1 INDIVIDUAL VALUES, PERCEPTION, & REACTIONS ALMGT1104 - Organizational Behavior (Lecture) Marketing Management & Multimedia Design | PROF. Lavitoria | SEM 1 2024 ❖ Heightened emotional and ❖ Terminal values - reflect our long intellectual connection that an term life goals and may include employee has for his or her job, prosperity, happiness, a secure organization, manager, or family, and a sense of coworkers that, in turn, influences accomplishment. him or her to apply additional ❖ Instrumental values - our preferred discretionary effort to his or her means of achieving our terminal work. values or our preferred ways of behaving. EMPLOYEE ENGAGEMENT IS ❖ Intrinsic work values - relate to the ENHANCED WHEN work itself. ❖ Extrinsic work values - relate to the 1. Have clear goals outcomes of doing work 2. Have the resources needed to CONFLICTS AMONG VALUES do a good job. 3. Get meaningful feedback on ❖ Intrapersonal value conflict - their performance. conflict between the instrumental 4. Are able to use their talents. value of ambition and the terminal value of happiness. 5. Are recognized for doing a good job. ❖ Interpersonal value conflict - Occur 6. Have positive relationships when two different people hold with coworkers. conflicting values. 7. Have opportunities to learn ❖ Individual Organization value and grow. conflict – Occur when an 8. Have supportive leadership. employee’s values conflict with the values of the organization EMOTIONS VALUE ❖ Intense, short-term physiological, ❖ Ways of behaving or endstates behavioral, and psychological that are desirable to a person or to reactions to a specific object, a group person, or event that prepare us to respond to it. TYPES OF VALUES 2 INDIVIDUAL VALUES, PERCEPTION, & REACTIONS ALMGT1104 - Organizational Behavior (Lecture) Marketing Management & Multimedia Design | PROF. Lavitoria | SEM 1 2024 IMPORTANT ELEMENTS OF PERCEPTION IN ORGANIZATIONS EMOTIONS ❖ The set of processes by which an 1. Emotions are short events or individual becomes aware of and episodes. interprets information about the 2. Emotions are directed at environment. something or someone. BASIC PERCEPTUAL PROCESS 3. Emotions are experienced. ❖ Selective perception -the process 4. Emotions create a state of physical readiness through of screening out information that physiological reactions. we are uncomfortable with or that contradicts our beliefs. AFFECT AND MOOD ❖ Stereotyping - the process of categorizing or labeling people on ❖ Moods - short-term emotional the basis of a single attribute. states that are not directed toward anything in particular. PERCEPTION AND ATTRIBUTION ❖ Affectivity - represents our tendency to experience a particular ❖ The way we explain the causes of mood or to react to things with our own as well as other people’s certain emotions behaviors and achievements, and understand why people do what DOMINANT DIMENSIONS OF MOOD they do. ❖ Positive affect - reflects a THE ATTRIBUTION PROCESS combination of high energy and positive evaluation characterized ❖ The attribution process involves by emotions like elation. observing behavior and then ❖ Negative affect - comprises attributing causes to it. feelings of being upset, fearful, and ❖ Observed behaviors are distressed interpreted in terms of their consensus, their consistency, and their distinctiveness. Based on these interpretations, behavior is attributed to either internal or external causes. 3 INDIVIDUAL VALUES, PERCEPTION, & REACTIONS ALMGT1104 - Organizational Behavior (Lecture) Marketing Management & Multimedia Design | PROF. Lavitoria | SEM 1 2024 ORGANIZATIONAL FAIRNESS STRESS IN ORGANIZATIONS ❖ Refers to employees’ perceptions ❖ Stress A person’s adaptive of organizational events, policies, response to a stimulus that places and practices as being fair or not excessive psychological or fair physical demands on that person. FAIRNESS IN THREE MAIN WAYS THE STRESS PROCESS ❖ Distributive fairness- refers to the ❖ The general adaptation syndrome perceived fairness of the outcome (GAS) Identifies three stages of received, including resource response to a stressor: alarm, distributions, promotions, hiring resistance, and exhaustion. and layoff decisions, and raises. DISTRESS AND EUSTRESS ❖ Procedural fairness- addresses the fairness of the procedures used to ❖ Distress - the unpleasant stress generate the outcome. that accompanies negative events ❖ Eustress - the pleasurable stress ❖ Interactional fairness -whether the that accompanies positive events amount of information about the decision and the process was COMMON CAUSE OF STRESS adequate, and the perceived fairness of the interpersonal ❖ Organizational stressors are treatment and explanations various factors in the workplace received during the decision that can cause stress. making process. ❖ Four general sets of organizational stressors are task demands, PERCEPTION AND TRUST physical demands, role demands, and interpersonal demands ❖ The expectation that another person will not act to take advantage of us regardless of our ability to monitor or control him or her 4 INDIVIDUAL VALUES, PERCEPTION, & REACTIONS ALMGT1104 - Organizational Behavior (Lecture) Marketing Management & Multimedia Design | PROF. Lavitoria | SEM 1 2024 CONSEQUENCES OF STRESS 1. Individual Consequences 2. Organizational Consequences ❖ Burnout - a general feeling of exhaustion that develops when an individual experiences too much pressure and has too few sources of satisfaction. MANAGING AND CONTROLLING STRESS 1. Individual Coping Strategies 2. Organizational Coping Strategies WORK-LIFE BALANCE ❖ Work and life relationships Interrelationships between a person’s work life and personal life. 5