Managing Individual Differences and Behaviors

8/17/2019 Managing Individual Differences and Behaviors

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Managing IndividualDiferences andBehaviors

Chapter 11


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Personality

Consists of the stable psychological traits and

behavioral attributes that give a person his or

her identity


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Big Five Personality

Dimensions1. Extroversion2. Agreeableness

3.

Conscientiousness4. Emotional Stability

. !penness to Experience


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Extroversion

"o# outgoing$ tal%ative$ sociable$ and

assertive a person is


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Agreeableness

"o# trusting$ good&natured$ cooperative$ and

soft&hearted one is


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Conscientiousness

"o# dependable$ responsible$ achievement&

oriented$ and persistent one is


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Proactive Personality

Someone #ho is more apt to ta%e initiative

and persevere to influence the environment Associated #ith success$ individual$ team$

organi'ation$ and entrepreneurship


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Sel!eficacy

(elief in one)s ability to do a tas% * can+can)t do this tas%


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"earned #el$lessness

,he debilitating lac% of faith in one)s ability to

control one)s environment.


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"ocus o control

*ndicates ho# much people believe they

control their fate through their o#n efforts. * am+am not the captain of my fate


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Emotional Stability

"o# relaxed$ secure$ and un#orried one is


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Emotional intelligence EI

,he ability to cope$ empathi'e #ith others$

and be self&motivated.


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Develo$ing higher EI isassociated %ith& (etter social relations for children and adults

(etter family and intimate relationships

(eing perceived more positively by others

(etter academic achievement

(etter psychological #ell&being


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'raits o emotionalintelligence Self&a#areness - the ability to read your own emotions and

gauge your moods accurately, so you will know how you’re affecting

others.

Self&management&the ability to control your emotions and

act with honesty and integrity in reliable and adaptable ways.

Self&a#areness - Empathy – allows you to show othersthat you care

elationship management - the ability tocommunicate clearly and convincingly, disarm conflicts, and buildstrong personal bonds.


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(rgani)ational Behavior

,rying to explain and predict #or%place

behavior. *ndividual behavior

/roup behavior


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*alues

Abstract ideals that guide one)s thin%ing and

behavior across all situations.


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Attitude

A learned predisposition to#ard a given

ob0ect.


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'hree com$onents o attitude

Affective

Cognitive

behavioral


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Cognitive Dissonance

,he psychological discomfort a person

experiences bet#een his or her cognitive

attitude and incompatible behavior.


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Perce$tion

,he process of interpreting and

understanding one)s environment.


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Four distortions in$erce$tion Selective perception

Stereotyping

,he halo effect

Casual attribution


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Selective Perce$tion

,he tendency to filter out information that is

discomforting$ that seems irrelevant$ or that

contradicts one)s beliefs.


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Stereoty$ing

,he tendency to attribute to an individual the

characteristics one believes are typical of the

group to #hich the individual belongs.

(y sex (y age

(y race+nationality


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Absenteeism

hen an employee does not sho# up for

#or%.


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#alo Efect

orm an impression of an individual based on

a single trait.


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Casual Attributions

,he activity of inferring causes for observed

behaviors.


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Fundamental Attribution Bias

eople attribute another person)s behavior to

his or her personal characteristics rather than

to situational factors.


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Sel!serving Bias

eople tend to ta%e more personal

responsibility for success than for failure.


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Sel!ul+lling Pro$hecyPygmalion Efect ,he phenomenon in #hich people)s

expectations of themselves or others lead

them to behave in #ays that ma%e those

expectations come true.


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Em$loyee Engagement

An individual)s involvement$ satisfaction$ and

enthusiasm for #or%.


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(rgani)ational Commitment

eflects the extent to #hich an employee

identifies #ith an organi'ation and is

committed to its goals.


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Im$ortant ,or-$laceBehaviors erformance and productivity

Absenteeism and turnover

!rgani'ational citi'enship behaviors

Counterproductive #or% behaviors


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Perormance andProductivity ,he method of evaluating performance must

match the 0ob being done.


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Absenteeism and 'urnover

Absenteeism - #hen an employee doesn)t

sho# up for #or%.

Absenteeism is related to 0ob satisfaction.

,urnover - #hen employees leave their 0obs.


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(nboarding Programs

"elp employees to integrate and transition to

ne# 0obs by ma%ing them familiar #ith

corporate policies$ procedures$ culture$ and

politics by clarifying #or%&role expectationsand responsibilities.


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(rgani)ational Citi)enshi$Behaviors ,hose employee behaviors that are not

directly part of employees) 0ob descriptions -

that exceed their #or%&role reuirements.


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Counter$roductive ,or-Behaviors .C,B/ ,ypes of behavior that harm employees and

the organi'ation as a #hole.


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Diversity

epresents all the #ays people are unli%e

and ali%e - the differences and similarities in

age$ gender$ race$ religion$ ethnicity$ sexual

orientation$ capabilities$ and socioeconomicbac%ground.


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Four "ayers o Diversity

Personality

Internal Dimensions - those humandifferences that exert a po#erful$ sustained

effect throughout every stage of our lives. External Dimensions - include an element of

choice - they consist of the personal

characteristics that people acuire$ discard$ or

modify throughout their lives.

(rgani)ational Dimensions


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0lass Ceiling

,he metaphor for an invisible barrier

preventing #omen and minorities from being

promoted to top executive 0obs.


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Americans %ith Disabilities Act rohibits discrimination against the disabled. euired organi'ations to reasonably

accommodate an individual)s disabilities.


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1nderem$loyed

or%ing at 0obs that reuire less education

than they have


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Ethnocentrism

,he belief that one)s native country$ culture$

language$ abilities$ or behavior is superior to

those of another culture.


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Stress

,he tension people feel #hen they are facing

or enduring demands$ constraints$ or

opportunities and are uncertain about their

ability to handle them effectively. *t is the feeling of tension and pressure.

,he source of stress is called a stressor.


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Sources o 2ob related stress

5emands created by individual differences Stress created by the 0ob itself Stress created by others) expectations of you

oles6 sets of behaviors that people expect of occupantsof a position.

Stress created by coor%ers and managers Stress created by the environment and culture

7asbestos removal$ coal mining$ fire fighting$ E8S)s$police$ etc.9

Stresses created by forces outside the organi'ation 8oney problems$ family situations$ divorce$ etc.


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Conse3uence o Stress

(urnout - a state of emotional$ mental$ and

even physical exhaustion.


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(urnout is a physical$ mental and emotional

response to constant levels of high stress combined

#ith a feeling of not being in control. *t usually

results in physical and mental fatigue and can

include feelings of hopelessness$ po#erlessness

and failure. (urnout often begins #hen you feel

unable to meet competing demands and become

frustrated$ pessimistic and dissatisfied. Some

demands are self&imposed 7such as having very

high expectations of yourself9 and some are other&

imposed 7from family$ 0ob or society9.


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Some stressors most associated%ith burnout& feeling over#or%ed and under&appreciated

confusion about expectations and priorities

too much responsibility at #or%

insecurity about layoffs

!ver&commitment at home and #or%


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Bufers

Administrative changes

Changes that managers can ma%e to reduce

the stressors that lead to employee burnout.


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Em$loyee AssistancePrograms .EAP4s/ A host of programs aimed at helping

employees to cope #ith stress$ burnout$

substance abuse$ health&related problems$

family and marital issues$ and any generalproblem that negatively influences 0ob

performance.


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#olistic ,ellness Program

ocuses on self&responsibility$ nutritional

a#areness$ relaxation techniues$ physical

fitness$ and environmental a#areness.


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($enness to Ex$erience

"o# intellectual$ imaginative$ curious$ and

broad&minded one is


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Five traits im$ortant toorgani)ations :ocus of control

Self&efficacy

Self&esteem

Self&monitoring

Emotional intelligence


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Sel!esteem

,he extent to #hich people li%e or disli%e

themselves$ their overall self&evaluation. "igh self&esteem

:o# self&esteem

* li%e+disli%e myself

l


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Sel!monitoring

,he extent to #hich people are able to

observe their o#n behavior and adapt it to

external situations.

*)m fairly able+unable to adapt my behavior toothers

f C


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Afective Com$onent

;* feel<

Consists of the feelings or emotions one has

about a situation.

C i i C


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Cognitive Com$onent

;* believe<

Consists of the beliefs and %no#ledge one

has about a situation.

B h i l C


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Behavioral Com$onent

;* intend<

*ntentional component

efers to ho# one intends or expects to

behave to#ard a situation.


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=alues and attitudes influence people)s

#or%place behavior.

(ehavior6 their actions and 0udgments

, - l t d ttit d


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,or-!related attitudes

>ob satisfaction

>ob involvement

!rgani'ational

Commitment

5 b S ti ti


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5ob Satisaction

"o# much do you li%e or disli%e your 0ob?

,he extent to #hich you feel positively or

negatively about various aspects of your

#or%. or%

ay

romotions Coor%ers

Supervision

5 b I l t


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5ob Involvement

"o# much do you identify #ith your #or%?

>ob *nvolvement - is the extent to #hich you

identify or are personally involved #ith your

0ob. >ob involvement correlates #ith 0ob

satisfaction

( i ti l C it t


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(rgani)ational Commitment

eflects the extend to #hich an employee

identifies #ith an organi'ation and is

committed to its goals.

8anagers are advised to increase 0obsatisfaction to elicit higher levels of

commitment. "igher commitment can

facilitate higher performance.

( i ti l Citi hi


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(rgani)ational Citi)enshi$Behaviors ,hose employee behaviors that are not directly part

of employees) 0ob descriptions - that exceed their

#or%&role reuirements. Constructive statements about the business

Expression of personal interest in the #or% of others

Suggestions for improvement

,raining ne# people

Care for organi'ational property$ and punctuality and

attendance #ell beyond standard or enforceable levels

C t d ti , -


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Counter$roductive ,or-Behaviors ,ypes of behavior that harm employees and

the organi'ations as a #hole. Absenteeism

,ardiness 5rug and alcohol abuse

5isciplinary problems

Sexual harassment sabotage

F t i th P t l


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Four ste$s in the Perce$tualProcess erception - the process of interpreting and

understanding one)s environment Selective attention 7did * notice something?9

*nterpretation and evaluation 7#hat #as it * noticedand #hat does it mean?

Storing in memory 7remember it as an event$

concept$ person$ or all three9

etrieving from memory to ma%e 0udgments and

decisions 7#hat do * recall about that?9

Sel ul+lling Pro$hesy or


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Sel!ul+lling Pro$hesy orPygmalion Efect 5escribes the

phenomenon in #hich

people)s expectations

of themselves or others

lead them to behave in#ays that ma%e those

expectations come

true.

6 d i t i th


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6educing stressors in theorgani)ation (uffers - 7administrative changes9 that managers

can ma%e to reduce the stressors that lead to

employee burnout. Employee Assistance rogram 7EA9

"olistic #ellness program - focuses on self&responsibility$

nutritional a#areness$ relaxation techniues$ physical

fitness$ and environmental a#areness.

Create as supportive #or% environment

8a%e 0obs interesting

8a%e career counseling available

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Managing Individual Differences and Behaviors