People & Organization 2. Individual Behavior

1. People & Organization2. Individual Behavior Lim SeiKee @ cK

2. Introduction • Considering individual level variables (Characteristics and Ability) affect on performance and satisfaction.

3. Biological Characteristics • Age • Gender • Marital Status • Tenure • Ability • Intellectual Abilities • Physical Abilities • The Ability- Job Fit • Personality

4. Personality Determinants • Heredity • Environment • Situation

5. Learning • Learning: Any relatively permanent change in behavior that occurs as a result of experience • Theories of learning: • Classical conditioning – Individual responds to some stimulus that would not ordinarily produce such a response. • Operant Conditioning – Desired voluntary behavior leads to a reward or prevents a punishment. • Social Learning – Individual learn through observation and direct experience.

6. 4 Processes which determines the influences that a model will have on a individual (observational learning): • Attentional Processes : We tend to be most influenced by models that are attractive, repeatedly available, important to us, or similar to us in our estimation. • Retention Processes : A model’s influence will depend on how well the individual remembers the model’s action after the model is no longer readily available. • Motor Reproduction Processes : The watching must be converted to doing and this will demonstrate if the individual can perform the modeled activities. • Reinforcement Processes : Individuals will be motivated to exhibit the modeled behavior if positive rewards or incentives are provided.

7. Shaping Behavior: Systematically reinforcing each successive step that moves an individual closer to the desired response • Methods of Shaping Behavior: • Positive Reinforcement – Following a response with something pleasant. • Negative Reinforcement – Following a response by the termination or withdrawal of something unpleasant. • Punishment – attempts to decrease the probability of specific behaviours being exhibited (eliminate undesirable behavior.) • Extinction – Eliminating any reinforcement that is maintaining a behavior.  its purpose is to reduce unwanted behavior.

8. Examples of Negative Reinforcement: • Loud buzz in some cars when ignition key is turned on; driver must put on safety belt in order to eliminate irritating buzz (Gredler, 1992)  the buzz is a negative reinforcer for putting on the seat-belt. • Running from the building when the fire alarm sounds (Domjan & Burkhard, 1993).  Fire alarm as negative reinforcer for leaving building. • Examples of Punishment: • Giving an employee 2 days suspension from work without pay for causing a bad scene at work.

9. Schedules Of Reinforcement : The timing of the behavioural consequences that follow a given behavior.

10. Some Organization’s application of Reinforcement : • Rewards for attendance • Well pay Vs Sick pay • Employee discipline • Developing Training programs • Creating mentoring programs • Self management : Learning techniques that allow individuals to manage their own behavior so that less external management control is necessary.

11. People & Organization3. Attitudes & Job satisfaction Lim SeiKee @ cK

12. ATTITUDES • Evaluating statements or judgments concerning objects, people or events. Reflection of how one feels about something. • Component: • Cognitive – The opinion or belief segment of an attitude. • Affective – The emotional or feeling segment of an attitude. • Behavioral – An intention to behave in certain way towards someone or something.

13. Types of attitudes: • Job satisfaction – Collection of feelings that an individual holds toward his or her job. • Job involvement – The degree to which a person indentifies with his or her job, actively participates in it, and considers his or her performance important to self-worth. • Organizational commitment – The degree to which an organization identifies with a particular organization and its goals, and wishes to maintain membership in the organization.

14. Cognitive Dissonance Theory. • Dissonance : inconsistency. • Cognitive Dissonance : Any incompatibility between two or more attitudes or between behavior and attitudes. • Desire to reduce dissonance would be determined by the importance of the elements creating the dissonance, the degree of influence the individual believes he or she has over the elements and the rewards that maybe involved in dissonance.

15. JOB SATISFACTION • Determinant : • Mentally Challenging work • Equitable Rewards • Supportive Working Conditions • Supportive Colleagues • Personality – Job Fit • Genetics?

16. Effect of Job Satisfaction: • Productivity • Absenteeism • Turnover • Expressing dissatisfaction: • Exit : Leaving the organization. • Voice : Active and constructive attempts to improve conditions. • Loyalty : Passively waiting for conditions to improve. • Neglect : Allowing conditions to worsen.