© McGraw-Hill Companies, Inc., 1999 1

Chapter 3

Individual Differences and Work Behavior

John M. Ivancevich

Michael T. MattesonSlides Prepared by Bruce R. Barringer

University of Central Florida

© McGraw-Hill Companies, Inc., 1999 2

Learning ObjectivesSlide 1 of 2

• Identify the major individual variables that influence work behavior.

• Describe how attributions influence our behavior.

• Distinguish between stereotyping and prejudice.

• Explain what an attitude is and identify its three components.

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Learning ObjectivesSlide 2 of 2

• Discuss the relationship between job satisfaction and performance.

• Describe the major forces influencing personality.

• Identify the Big Five personality dimensions.

• Discuss several important personality factors.

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Exhibit 3.1: Variables that Influence Work Behavior

Individual Behavior Work Behavior Organizational Behavior

- Demographic factors

- Abilities and skills

- Perception

- Attitudes

- Personality

- Productive

- Nonproductive

- Counterproductive

- Resources

- Leadership

- Rewards

- Structure

- Job Design

5 © McGraw-Hill Companies, Inc., 1999

Individual Differences

To Understand Individual Differences a Manager Must

Study relationshipsbetween variables

that influenceindividualbehavior

Study relationshipsbetween variables

that influenceindividualbehavior

Discoverrelationships

Discoverrelationships

Observe and recognize the

differences

Observe and recognize the

differences

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Demographic Factors

Demographic factors include a number of individual differences that influence behavioral choices

Socioeconomic Background

Educational Attainment

Nationality

AgeRace

Sex

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Abilities and Skills

Innate Learned

- Spatial Orientation

- Hand-Eye Coordination

- Numerical facility

- Using a keyboard

- Operating equipment

- Driving an automobile

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Perception

• Perception– Is the cognitive process by which an individual

gives meaning to the environment.• Perception refers to the acquisition of specific

knowledge about objects or events at any particular moment, it occurs whenever stimuli activate the senses.

– Stereotyping• Is the process employed to assist individuals in dealing

with massive information-processing demands.

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How to Use Stereotyping More Effectively

• Remember that stereotypes are frequently based on little or no accurate information.

• Always be willing to change or add information that will improve the accuracy of your stereotypes.

• Understand that stereotypes rarely accurately apply to a specific individual.

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Exhibit 3.3: The Attribution Process

EventEvent Analysis of whatcaused the eventAnalysis of whatcaused the event

Reinforcementor modification of

previous assumptions of causality

Reinforcementor modification of

previous assumptions of causality

Choices regardingfuture behavior

Choices regardingfuture behavior

I received a raiseI received a raiseI received a raisebecause I am a

hard worker

I received a raisebecause I am a

hard worker

Hard work leadsto rewards in

this organization

Hard work leadsto rewards in

this organization

Since I value these rewards, Iwill continue towork hard in

the future

Since I value these rewards, Iwill continue towork hard in

the future

Example:

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Exhibit 3.4: Internal and External Attributions

Distinctiveness

Does the person behave in the same manner in different situations?

Consistency

Does this person behave in this same manner at other times?

Consensus

Do other people behave in this same manner?

Yes Yes NoLow Distinctiveness High Consistency Low Consensus

-------------------------- -------------------------- --------------------------No No Yes

High Distinctiveness Low Consistency High Consensus

Internal Attribution

External Attribution

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Attribution Errors

• Fundamental Attribution Error– Tendency to underestimate the importance of

external factors and overestimate the important of internal factors when making attribution about the behavior of others.

• Self-Serving Bias– The tendency that people have to take credit for

successful work and deny responsibility for poor work.

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Attitudes Defined

An attitude is a mental stage of readiness, learned and organized through experience, exerting a specific influence on a person’s

response to people, objects, and situations with which it is related.

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Exhibit 3.5: The Three Components of Attitudes

Job Design

Managerial style

Company policies

Technology

Beliefs and values

Feelings and emotions

Intended behavior

Stimuli

Work environment factors

Cognition

Affect

Behavior

“My supervisor is unfair.”

“Having a fair supervisor is important to me.”

“I don’t like my supervisor.”

“I’m going to request a transfer.”

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Attitudes Associated with Job Satisfaction

Pay

Work Itself

Promotion Opportunities

SupervisionCo-workers

Working Conditions

Job Security

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Exhibit 3.6: Satisfaction-Performance Relationship: Three Views

1. Job satisfaction

3. Job performance

Job Performance

2. Job satisfaction Job Performance

Rewards Job satisfaction

“The satisfied worker is more productive.”

“The more productive worker is satisfied.”

Perceived equity

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Personality Defined

A relatively stable set of feelings and behaviors that have been significantly formed by genetic

and environmental factors.

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Exhibit 3.7: Some Major Forces Influencing Personality

IndividualPersonalityIndividualPersonality

Social class and other group

membership forces

Family relationship

forces

Hereditary forces

Cultural forces

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The Big Five Personality ModelSlide 1 of 2

• Extroversion– Refers to the tendency to be sociable, friendly, and

expressive.

• Emotional Stability– Refers to the tendency to experience positive

emotional states.

• Agreeableness– Being courteous, forgiving, tolerant, trusting, and

self-hearted.

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The Big Five Personality ModelSlide 2 of 2

• Conscientiousness– Is exhibited by those who are described as

dependable, organized, and responsible.

• Openness to Experience– Reflects the extent to which an individual has

broad interests and is willing to be a risk-taker.