15–1 the psychological contract individual contributions organizational inducements the...
TRANSCRIPT
15–1
The Psychological Contract
Individual Contributions
Organizational Inducements
The Psychological Contract - set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return.
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Understanding Individuals in Organizations
The Person-Job Fit– Reasons for poor person-job fit:
• Organizational selection procedures are imperfect.• Both people and organizations change over time.• Adopting new technologies changes the skills needed by
employees.• Each individual is unique and each job is unique.
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Personality and Individual Behavior
• Personality– The relatively stable set of psychological and
behavioral attributes that distinguish individuals.
Agreeableness
Conscientiousness
Extroversion
Openness
Negative EmotionalityThe “Big Five”
Personality Traits
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Personality
The Myers-Briggs Type Indicator (MBTI)A popular questionnaire that some organizations use to
assess personality types.• Is a useful method for determining communication styles
and interaction preferences.• Has questionable validity and reliability.
Personality Types– Extraversion (E) versus Introversion (I)– Sensing (S) versus Intuition (N)– Thinking (T) versus Feeling (F)– Judging (J) versus Perceiving (P)
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Locus of Control - extent to which people believe they control their own fate.
• Internal locus of control—individuals who believe they are in control of their lives.
• External locus of control—individuals believe that external forces dictate what happen to them.
Self-Efficacy – person’s belief about his or her capabilities to perform a task.
Authoritarianism – person’s belief that power and status differences are appropriate in hierarchal systems.
Machiavellianism - Behavior directed at gaining power and controlling the behavior of others.
Self Esteem – person’s belief that they are worthwhile.Risk Propensity – person’s willingness to take chances and make
risky decisions.
Other Personality Traits
15–6
Emotions
• Emotional Intelligence (EQ)– The extent to which people are self-aware, can manage
their emotions, can motivate themselves, express empathy for others, and possess social skills.
Self-awareness
Managing Emotions
Empathy
Social skills
Motivating oneselfDimensions
of EQ
Emotions- intense feelings directed at someone or something
6 basic emotions:
Anger, fear, sadness, happiness, disgust and surprise.
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AttitudesAttitudes
– Complexes of beliefs and feelings that people have about specific ideas, situations, or other people.
Cognitive Dissonance– The conflict individuals experience among their
own attitudes.
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Work-Related Attitudes• Job Satisfaction or Dissatisfaction
– An attitude that reflects the extent to which an individual is gratified or fulfilled by his or her work.
• Job Satisfaction and Work Behaviors– Job satisfaction is influenced by personal, group, and
organizational factors.– Satisfied employees are absent less often, make positive
contributions, and stay with the organization.– Dissatisfied employees are absent more often, may
experience stress which disrupts coworkers, and may be continually looking for another job.
– High levels of job satisfaction do not necessarily lead to high job performance.
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Perception and Individual Behavior
• Perception– The set of processes by which an individual
becomes aware of and interprets information.
• Selective Perception– The process of screening out information that we
are uncomfortable with or that contradicts our beliefs.
– If selective perception causes someone to ignore important information it can become quite detrimental.
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Perceptual Processes
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Perception and Individual Behavior
• Stereotyping– The process of categorizing or labeling
people on the basis of a single attribute (e.g., gender and race).
– Stereotyping may cost the organization valuable talent, violate federal anti-bias laws, and is likely unethical.
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Perception and Attribution
• Attribution– A mechanism through which we observe
behavior and attribute a cause to it.
Consistency
Attribution
DistinctivenessConsensus
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Personality Types
– Type A personality• Extremely competitive (aggressive), devoted to work,
have a strong sense of time urgency (impatient).• Have a lot of drive and want to accomplish as much as
possible as quickly as possible.
– Type B personality• Less competitive, less devoted to work, have a weaker
sense of time urgency.• Less likely to experience personal stress or to come
into conflict with other people.• More likely to have a balanced, relaxed approach to life.
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StressStress - A person’s response to a strong stimulus (stressor).
Causes – Personal and Job-Related Factors
• Negative Personal Consequences Behavioral Psychological Medical
• Negative Work-related Consequences Poor quality work output and lower productivity. Job dissatisfaction, low morale, and a lack of commitment. Withdrawal through indifference and absenteeism.
• Burnout A feeling of exhaustion that may develop when someone
experiences too much stress for an extended period of time.
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Causes of Work Stress
InterpersonalDemands• Group pressures
• Leadership styles
• Conflictingpersonalities
Task Demands• Quick decisions
• Critical decisions
• Incomplete informa-tion for decisions
Physical Demands• Temperature extremes
• Poorly designed office
• Threats to health
Role Demands• Role ambiguity
• Role conflict
Organizational Stressors
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Managing Stress
Regular Exercise
Relaxation
Time Management
Support Groups
StressManagement Strategies
for Individuals
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Creativity in Organizations
• Creativity– The ability of an individual to generate new ideas or
to conceive of new perspectives in existing ideas.
• The Creative Individual– Background experiences and creativity
• Many creative individuals were reared in creative environments.
– Personal traits and creativity• Creative persons have personal traits of openness, an
attraction to complexity, high levels of energy, independence, autonomy, strong self-confidence, and a strong belief in their own creativity.
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The Creative Process (cont’d)
• Enhancing Creativity in Organizations– Make creativity part of the organization’s
culture.• Set goals for revenues from creative products
and services.
– Reward creativity; refrain from punishing creative failures.
• Some ideas work out as expected, others don’t work out as intended.
15–19
Workplace Behaviors
Performance Behaviors
Organizational Citizenship
Withdrawal Behaviors
Types of Workplace Behaviors
Withdrawal BehaviorsWithdrawal BehaviorsAbsenteeism occurs when an individual does not show up for work Absenteeism occurs when an individual does not show up for work when expected for legitimate or feigned reasons. It may be a when expected for legitimate or feigned reasons. It may be a symptom of other work-related problems.symptom of other work-related problems.
Turnover occurs when individuals quit their jobs for work-related or Turnover occurs when individuals quit their jobs for work-related or personal reasons.personal reasons.
Performance BehaviorsPerformance BehaviorsThe total set of work-related behaviors an organization expects an The total set of work-related behaviors an organization expects an individual to display.individual to display.