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 va...

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 Attitudes are formed by a variety of Attitudes play an important role in feelings that people have about specific forces, including our personal values, our organizations, especially attitudes like job ideas, situations, or other people. experiences, and our personalities. satisfaction, organizational commitment, and employee engagement. Attitude Cognition -the knowledge a Formation person 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 important job-related Related attitudes in organizations. Attitudes: Job It reflects both our attitudes and our feelings about our Satisfacti job. Job satisfaction is strongly influenced by our on 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 Normative commitment: feeling Continuance commitment: staying emotional attachment to the obliged to stay with an organization with an organization because of organization and strong for moral or ethical reasons. perceived high economic involved identification with its values and with leaving goals 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 Engagemen good job. Get meaningful feedback on their t is performance. enhanced Are able to use their talents. when 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 reflect our long- values -our term life goals preferred means and may include of achieving our prosperity, terminal values happiness, a or our preferred secure family, ways of and a sense of Types of accomplishment. behaving. Values Extrinsic work Intrinsic work values- relate to values -relate to the outcomes of the work itself. doing work  INTRAPERSONAL VALUE CONFLICT INTERPERSONAL VALUE Conflicts - CONFLICT BETWEEN THE CONFLICTS -OCCUR WHEN TWO INSTRUMENTAL VALUE OF DIFFERENT PEOPLE HOLD AMBITION AND THE TERMINAL CONFLICTING VALUES. VALUE OF HAPPINESS. 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 Four episodes. important elements of Emotions are directed at something or someone. Emotions Emotions are experienced. Emotions create a state of physical readiness through physiological reactions. Affect and Mood Affectivity - Moods- short-term represents our emotional states tendency to that are not directed experience a toward anything in particular mood or to particular. react to things with certain emotions Two Positive affect -reflects a dominan combination of high energy and positive evaluation t characterized by emotions like elation. dimensio Negative affect -comprises ns of feelings of being upset, mood fearful, and distressed  The set of processes by which an individual becomes aware of and PERCEPTION interprets information about IN ORGANIZATIO the environment NS  Selective perception -the process of screening out Basic information that we are Perceptual uncomfortable with or that contradicts our beliefs. Processes Stereotyping - the process of 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 Perception achievements, and and understand why people do what they do Attribution The Attribution Process Observed behaviors are interpreted in terms of their consensus, their The attribution process consistency, and their involves observing distinctiveness. Based on behavior and then these interpretations, attributing causes to it. 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 Distributive fairness- refers to the perceived fairness of the outcome received, including in three resource distributions, promotions, hiring and layoff decisions, and raises. main Procedural fairness- addresses the fairness of ways 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 IN Stress A person’s adaptive ORGANIZATION response to a stimulus that places S excessive psychological or physical demands on that person  The general adaptation syndrome The Stress (GAS) Identifies three stages of Process response to a stressor: alarm, resistance, and exhaustion. Distress and Eustress Eustress -the Distress- The pleasurable unpleasant stress that stress that accompanies accompanies positive negative events events Common Causes of Stress Organizational stressors are various Four general sets of organizational factors in the workplace that can cause stressors are task demands, physical stress. demands, role demands, and interpersonal demands Consequences of Stress Burnout - a general feeling of exhaustion that develops when an individual Individual Organizational simultaneously Consequences Consequences experiences too much pressure and has too few sources of satisfaction Managing and Controlling Stress Individual Organizatio Coping nal Coping Strategies Strategies Work–life relationships Interrelationships between a person’s work life and personal life Work–Life Balance