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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
Flexibility
Factors
Flexibility
Factors
Strength
Factors
Strength
Factors
Other
Factors
Other
Factors
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
ClassicalClassical
ConditioningConditioning
OperantOperant
ConditioningConditioning
What Is Learning?What Is Learning?
©Prentice Hall, 2001 Chapter 2 7
Methods ofMethods ofShaping BehaviorShaping Behavior
Methods ofMethods ofShaping BehaviorShaping Behavior
Negative Negative ReinforcementReinforcement
Negative Negative ReinforcementReinforcement
PositivePositiveReinforcementReinforcement
PositivePositiveReinforcementReinforcement
ExtinctionExtinctionExtinctionExtinctionPunishmentPunishmentPunishmentPunishment
©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
TerminalTerminalValuesValues
InstrumentalInstrumentalValuesValues
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 DimensionsHofstede’s Cultural Dimensions
• Power distance• Uncertainty avoidance• Individualism or
Collectivism• Quantity or Quality of Life• Long-term or Short-term
• 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
Selected Countries on theUncertainty Avoidance & Masculinity Scales
• Uncertainty Avoidance Index• Uncertainty Avoidance Index
Masc
ulin
ity In
dex
Masc
ulin
ity In
dex
Fem
Status QuoStatus Quo Risk-taking
Masc
HK
USAGB
SING
GRE
JAPAN
GER
YUG
SOAMER
SoAMER
SWE
FRANSPN
15Chapter 3©Prentice Hall, 2001
Selected Countries on theUncertainty Avoidance & Power Distance Scales
Selected Countries on theUncertainty Avoidance & Power Distance Scales
•Uncertainty Avoidance Index•Uncertainty Avoidance Index
Pow
er
Dis
tan
ce In
dex
Pow
er
Dis
tan
ce In
dex
Low
High - Status QuoHigh - Status Quo Risk-taking -Low
High
SWE
USAGB
HK SING
PHIL
IND
SPN
FRAN
JAPAN
GRE
YUG
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
Importance Importance of the Elementsof the Elements
CognitiveCognitiveDissonanceDissonanceCognitiveCognitive
DissonanceDissonanceDegree ofDegree of
Personal InfluencePersonal InfluenceDegree ofDegree of
Personal InfluencePersonal Influence
RewardsRewardsInvolvedInvolvedRewardsRewardsInvolvedInvolved
©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
ProductivityProductivityProductivityProductivity
AbsenteeismAbsenteeismAbsenteeismAbsenteeism
TurnoverTurnoverTurnoverTurnover
JobJob
SatisfactionSatisfaction
and Employeeand Employee
PerformancePerformance
JobJob
SatisfactionSatisfaction
and Employeeand Employee
PerformancePerformance
©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
