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Foundations of Individual Behavior. Biographical Characteristics. Age. Gender. Tenure. Marital Status. Intellectual Abilities. Number aptitude Verbal comprehension Perceptual speed Inductive reasoning Deductive reasoning Spatial visualization Memory ability. - PowerPoint PPT Presentation
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©Prentice Hall, 2001 Chapter 2 1
Foundations of
Individual Behavior
©Prentice Hall, 2001 Chapter 2 2
BiographicalBiographicalCharacteristicsCharacteristics
MaritalMaritalStatusStatus
GenderGender
TenureTenure
AgeAge
©Prentice Hall, 2001 Chapter 2 3
Intellectual Abilities• Number aptitude• Verbal comprehension• Perceptual speed• Inductive reasoning• Deductive reasoning• Spatial visualization• Memory ability
©Prentice Hall, 2001 Chapter 2 4
FlexibilityFactors
StrengthFactors
OtherFactors
Basic Physical AbilitiesBasic Physical Abilities
©Prentice Hall, 2001 Chapter 2 5
The Ability-Job FitThe Ability-Job Fit
• Abilities of the
employee
• Requirements of
the job
©Prentice Hall, 2001 Chapter 2 6
SocialSocialLearningLearning
ClassicalClassicalConditioningConditioning
OperantOperantConditioningConditioning
What Is Learning?
©Prentice Hall, 2001 Chapter 2 7
Methods ofMethods ofShaping BehaviorShaping Behavior
Negative Negative ReinforcementReinforcement
PositivePositiveReinforcementReinforcement
ExtinctionExtinctionPunishmentPunishment
©Prentice Hall, 2001 Chapter 2 8
Schedules of Reinforcement
Fixed-Interval
Fixed-Ratio
Variable-Ratio
Variable-Interval
Interval Ratio
Low
Hig
h
©Prentice Hall, 2001 Chapter 3 9
Values, Attitudes,
and Job Satisfaction
©Prentice Hall, 2001 Chapter 3 10
The Importance of The Importance of ValuesValues
JudgmentJudgment ContentContent
IntensityIntensityStabilityStability
©Prentice Hall, 2001 Chapter 3 11
Types of Values
TerminalTerminalValuesValues
InstrumentalInstrumentalValuesValues
©Prentice Hall, 2001 Chapter 3 12
Unique Values of Today’s Workforce
CareerStage
Entered theWorkforce
ApproximateCurrent Age
Dominant Work Values
1. Protestant
2. Existential
3. Pragmatic
4. Generation X
Mid-1940s toLate 1950s
1960s to Mid-1970s
Mid-1970s toMid-1980s
Mid-1980sthrough 1990s
60 to 75
45 to 60
35 to 45
Under 35
Hard working; loyal tofirm; conservative
Nonconforming; seeksautonomy; loyal to self
Ambitious, hard worker;loyal to career
Flexible, values leisure;loyal to relationships
13Chapter 3©Prentice Hall, 2001
Hofstede’s Cultural Dimensions
• Power distance• Uncertainty avoidance• Individualism or
Collectivism• Quantity or Quality of Life• Long-term or Short-term
14Chapter 3©Prentice Hall, 2001
Selected Countries on theUncertainty Avoidance & Masculinity Scales
• Uncertainty Avoidance Index
Mas
culin
ity In
dex
Fem
Status QuoStatus Quo Risk-taking
Masc
HKUSA
GB
SING
GRE
JAPAN
GER
YUG
SOAMER
SoAMER
SWE
FRANSPN
15Chapter 3©Prentice Hall, 2001
Selected Countries on theUncertainty Avoidance & Power Distance Scales
•Uncertainty Avoidance Index
Powe
r Dist
ance
Inde
x
Low
High - Status QuoHigh - Status Quo Risk-taking -Low
High
SWE
USAGB
HK SING
PHILIND
SPN
FRAN
JAPAN
GREYUG
GER
SOAMER
©Prentice Hall, 2001 Chapter 3 16
What Are Attitudes?What Are Attitudes?
• Cognitive component
• Affective component
• Behavioral component
©Prentice Hall, 2001 Chapter 3 17
Types of AttitudesTypes of Attitudes
• Job satisfaction
• Job involvement
• Organizational
commitment
©Prentice Hall, 2001 Chapter 3 18
Importance Importance of the Elementsof the Elements
CognitiveCognitiveDissonanceDissonance
Degree ofDegree ofPersonal InfluencePersonal Influence
RewardsRewardsInvolvedInvolved
©Prentice Hall, 2001 Chapter 3 19
Attitude-Behavior RelationshipAttitude-Behavior Relationship
• Importance
• Specificity
• Accessibility
• Social pressures
• Direct experience
Moderating VariablesModerating Variables Behavioral InfluenceBehavioral Influence
High
Low
©Prentice Hall, 2001 Chapter 3 20
Self-Perception TheorySelf-Perception Theory
AfterAfterthe Factthe Fact
CasualCasualStatementsStatements
PlausiblePlausibleAnswersAnswers
Behavior-Attitude RelationshipBehavior-Attitude Relationship
©Prentice Hall, 2001 Chapter 3 21
Measuring JobSatisfaction
SingleSingleGlobalGlobalRatingRating
SummingSummingup Jobup JobFacetsFacets
©Prentice Hall, 2001 Chapter 3 22
ProductivityProductivity
AbsenteeismAbsenteeism
TurnoverTurnover
JobJobSatisfactionSatisfaction
and Employeeand EmployeePerformancePerformance
©Prentice Hall, 2001 Chapter 3 23
Responses to Job Responses to Job DissatisfactionDissatisfaction
Destructive
Active
Passive
Constructive
Exit Voice
Neglect Loyalty
©Prentice Hall, 2001 Chapter 3 24
Job Satisfaction and OCBJob Satisfaction and OCB
OutcomesOutcomes TreatmentTreatment ProceduresProcedures
Perceptions of FairnessPerceptions of Fairness