Chapter 14: Foundations of Behavior

1. Chapter 14:Foundations of Behavior

2. Learning Objectives • Goals of Organizational Behavior • Individual vs. group behavior • What work-related behaviors do we want to explain, predict and influence? • Four psychological factors: attitudes, personality, perception, learning • Job satisfaction and productivity • Job involvement/satisfaction vs. organizational commitment • Attitudes and consistency • Cognitive dissonance theory • Attitude surveys • Big-5 Personality Model • Myers-Briggs • Emotional Intelligence • Factors that influence perception • Attribution theory • Shortcuts in judging others • Operant conditioning • Social learning • Shaping behavior

3. Organizational Behavior • Definition: Study of actions of people at work • Individual behavior (Ch. 14) • Group behavior (Ch. 15) • Why study both levels?

4. What Work Behaviors Does OB Want to Explain, Predict and Influence? • Productivity • Absenteeism • Turnover • Organizational citizenship • Job satisfaction

5. Personality Attitudes Perception Learning Four Psychological Factors That Help Explain OB

6. Personality • Unique combination of psychological characteristics that affect how a person reacts and interacts with others • Two most studied, validated approaches to classify personality: • Big 5 • Myers-Briggs

7. The Big Five Model • The most validated personality assessment there is • 5 core personality dimensions that underlie all others and encompass most of the significant variation in human personality • Use of factor analysis

8. Big 5 Model • Extraversion – sociable, talkative, assertive • Agreeableness – good-natured, cooperative, trusting • Conscientiousness – responsible, dependable, persistent, achievement-oriented • Emotional Stability – calm, enthusiastic, secure (positive) versus nervous, depressed, insecure (negative) • Openness to experience – imaginative, artistically sensitive, intellectual

9. Extraversion Friendliness Gregariousness Assertiveness Activity level Excitement-seeking Cheerfulness Agreeableness Trust Morality Altruism Cooperation Modesty Sympathy Conscientiousness Self-efficacy Orderliness Dutifulness Achievement-striving Self-discipline Cautiousness Emotional Stability (Neuroticism) Anxiety Anger Depression Self-consciousness Immoderation Vulnerability Openness to Experience Imagination Artistic interests Emotionality Adventurousness Intellect Liberalism Components of the Big 5

10. Big 5 and Job Performance • Conscientiousness – most predictive of employee performance over all other factors • Extraversion predicts performance in sales, managers and police • Agreeableness and openness to experience predicted willingness for training and education, but not success • Emotional stability (neuroticism) controversial – some studies find it predicts success, others suggest it doesn’t (e.g., many “artists” are neurotic!)

11. INFJ INFP INTJ INTP ISFJ ISFP ISTJ ISTP ENFJ ENFP ENTJ ENTP ESFJ ESFP ESTJ ESTP 16 Possible Types

12. Overlap and Conversion Between Big 5 and Myers-Briggs

13. Myer’s Briggs • Taken by over 2 million people • Based on work of Carl Jung (early disciple of Sigmund Freud) • Controversial as a selection tool (bad to put people in boxes) but great for: • Leaning about and leveraging individuals’ natural strengths • Assist in career development • Improve teamwork (e.g., team composition, resolve conflict) • Understand and adapt to differences in leadership or management style • Enhance communication between supervisors, peers, employees, and customers • Assist in career development • Resolve conflict • “Personality diversity” – respect different styles • Taps root preferences only – can change • Can easily LEARN how to be different.

14. Summary of Myers-Briggs Dimensions

15. Four Temperaments and Variants • Guardian SJs: Supervisors (ESTJ), Inspectors (ISTJ), Providers (ESFJ), Protectors (ISFJ) • Artisian SPs: Promoters (ESTP), Crafters (ISTP), Performers (ESFP), Composers (ISFP) • Idealists NF: Teachers (ENFJ), Counselors (INFJ), Champions (ENFP), Healers (INFP) • Rationals NT: Field Marshals (ENFJ), Masterminds (INTJ), Inventors (ENTP), Architects (INTP)

16. E vs. I

17. S vs. N

18. T vs. F

19. J vs. P

20. Examples of Profiles • ISFP – Sensitive, kind, modest, shy, quietly friendly. Dislike agreements and will avoid them. Loyal followers and often relaxed about getting things done. • ENTJ – Warm, friendly, candid, decisive; usually skilled in anything that requires reasoning and intelligent talk, but may overestimate what they are capable of doing • INFJ - quietly forceful, conscientious, and concerned for others. Such people succeed by perseverance, originality, and the desire to do whatever is needed or wanted. They’re often highly respected for their uncompromising principles. • ESTP - Matter-of-fact and do not worry or hurry. Enjoy whatever comes along. Work best with real things that can be assembled or disassembled. Can be blunt and insensitive.

21. M-B Distribution – both genders

22. Distribution of MB - Men

23. Distribution of MB - Women

24. Spotting and Communicating with Various Types How to Spot How to Interact With

25. Myers-Briggs and Careers

26. Assignment #2 Discussion • What the Big 5 test an accurate assessment of your personality? • What M-B type did the Big 5 suggest you are? Is it what you remember from Gateway? • What aspects of your personality will help you in your career? Which might you want to work on?

27. Personality Testing in the Workplace • Companies love it. • Hiring bad employees is costly • Is it legal? • Yes, as long as it is: • Valid (measures what it says it does) – professionally developed • Tied to job performance • Doesn’t discriminate – provides assessment regardless of race, background, age, culture • Caveats • People can learn to “game” the tests • People can change! Initial tendencies aren’t stuck in stone

28. Emotional Intelligence • Currently very popular • Five Components • Self-Awareness – knowing one’s internal states • Self-Management – managing one’s internal states • Self-Motivation – ability to manage emotions to achieve goals • Empathy – putting self in others’ shoes • Social Skills – bring about desirable responses in others (leadership, manage conflict, work as team, etc.) • Positively related to job performance at all levels

29. Sample EI Question • 7. You are trying to calm down a colleague who has worked herself into a fury because the driver of another car has cut dangerously close in front of her. What do you do? A. Tell her to forget about it-she's OK now and it is no big deal. B. Put on one of her favorite tapes and try to distract her. C. Join her in criticizing the other driver. D. Tell her about a time something like this happened to you, and how angry you felt, until you saw the other driver was on the way to the hospital.

30. Sample EI Question 4. You are a college student who had hoped to get an A in a course that was important for your future career aspirations. You have just found out you got a C- on the midterm. What do you do?

31. Five other personality traits that help explain individual behavior in organizations Locus of Control Machiavellianism Self-Esteem Self-Monitoring Risk Propensity

32. Holland’s Theory of Personality-Job Fit Type Personality Occupations Realistic Shy, Stable, Practical Mechanic, Farmer, Assembly-Line Worker Investigative Analytical, Independent Biologist, Economist, Mathematician Social Sociable, Cooperative Social Worker, Teacher, Counselor Conventional Practical, Efficient Accountant, Manager, Bank Teller Enterprising Ambitious, Energetic Lawyer, Salesperson Artistic Imaginative, Idealistic Painter, Writer, Musician

33. Occupational Personality Types Realistic Investigative R I Conventional C A Artistic E S Social Enterprising

34. What is an attitude? • An evaluative statement – usually favorable or unfavorable – concerning objects, people, or events. • They reflect how people feel about things.

35. The Three Components of an Attitude Cognitive Behavioral Affective

36. Sample Attitude Survey (Job Satisfaction) • The amount of work I am expected to do on my job is reasonable.       • I am satisfied with the priorities and direction of my department.   • I have adequate information available which enables me to do my job well.   • We operate in a cost-efficient way in my department. 1 – Strongly Disagree 2 – Disagree 3 – Don’t know 4 – Agree 5 – Strongly Agree

37. How Satisfied Are You With The Following Components Of Your Job? • Salary • Benefits • Bonuses • Connection between pay and performance • Security and administration of your 401K/pension plans • Flexibility of work hours • Physical working environment • Job security • Ability to influence decisions that affect you • Opportunity to use new technologies

38. CSUN Student Satisfaction Survey • How satisfied are you with the following aspects of your experience at CSUN...

39. Satisfaction-Productivity Controversy • Do happy (satisfied) employees really make for productive employees? • E.g., Do you really work harder when you’re happy?

40. Job Involvement & Organizational Commitment • Job involvement: degree to which employee identifies with job, participates in it, and considers job performance important to self-worth • Org Commitment: loyalty to, identification with, involvement in organization

41. How Involved Are You With Your Job? 1 – Strongly Disagree 2 – Disagree 3 – Don’t know 4 – Agree 5 – Strongly Agree • The most important things that happen to me involve my present job. • To me, my job is only a small part of who I am. • I am very much involved personally in my job. • I live, eat and breathe my job. • Most of my interests are centered around my job. • I have very strong ties with my present job which would be very difficult to break. • Usually I feel detached from my job. • Most of my personal life goals are job-oriented. • I consider my job to be very central to my existence. • I like to be absorbed in my job most of the time.

42. How Involved Are You With Your Job? - Scoring Reverse Score #2 and #7. Then add up total. Total = 10 – 60 Higher score = more involved in your job Over 40 = relatively high involvement Below 25 = relatively low involvement High job involvement is a double-edged sword. It suggests that you enjoy your job. But in times of re-engineering and downsizing, high involvement can make it hard for you to adjust if your job is eliminated. Plus, the behaviors associated with high involvement can make it difficult for you to enjoy leisure time or pursue a balanced life. Obsessive emphasis on your job can undermine your personal relationships.

43. Cognitive Dissonance Theory • What happens when two attitudes are inconsistent, or when attitudes are inconsistent with behavior?

44. Cognitive Dissonance Theory

45. The Perceiver Factors That Can Influence Perception The Target The Situation

46. A Thematic Apperception Test The Perceiver: What do you see? What “story” does this picture tell?

47. The Target: What do you see? Why?

48. The Target: What do you see? Why?

49. The Situation (or context). What do you see? Why?

50. Interpretation Attribution of Cause Observation High External Distinctiveness Attribution Theory and Individual Behavior Low Internal High External Consensus Low Internal High Internal Consistency Low External