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Chapter 15

Chapter 15. Individual Behavior. Planning Ahead — Chapter 15 Study Questions. How do perceptions influence individual behavior? What should we know about personalities in the workplace? How do attitudes influence individual behavior? What are the dynamics of emotions, moods, and stress?.

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Chapter 15

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  1. Chapter 15 Individual Behavior

  2. Planning Ahead — Chapter 15 Study Questions • How do perceptions influence individual behavior? • What should we know about personalities in the workplace? • How do attitudes influence individual behavior? • What are the dynamics of emotions, moods, and stress?

  3. Chapter 15 Learning Dashboard • Perception • Perception and psychological contracts • Perception and attribution • Perception tendencies and distortions • Perception and impression management • Personality • Big five personality dimensions • Myers-Briggs personality type indicator • Personal conception and emotional adjustment traits

  4. Chapter 15 Learning Dashboard • Attitudes • What is an attitude? • What is job satisfaction? • Job satisfaction and its outcomes • Emotions, Moods, and Stress • Emotions • Moods • Stress • Sources of stress

  5. Takeaway 1: Perception • Perception • The process through which people receive, organize and interpret information from the environment • People can perceive the same things or situations differently • People behave on the basis of their perceptions

  6. Takeaway 1: Perception • Psychological contract • Person-job fit begins here • A set of expectations held by an individual about what will be given and received in the employment relationship • An ideal work situation is one with a fair psychological contract • Balance of contributions and inducements

  7. Figure 15.1 Components in the psychological contract

  8. Takeaway 1: Perception • Perception and attribution • Attribution • The process of developing explanations for events • Fundamental attribution error • Occurs when observers blame another’s performance failures or problems on internal factors rather than external factors

  9. Takeaway 1: Perception • Perception and attribution • Self-serving bias • Occurs because individuals blame their personal performance failures or problems on external factors and attribute their successes to internal factors

  10. Takeaway 1: Perception • Perceptual tendencies and distortions: • Stereotypes • Occur when attributes commonly associated with a group are assigned to an individual • Racial and ethnic • Gender • Ability • Age • Others?

  11. Takeaway 1: Perception • Perceptual tendencies and distortions • Halo effects • Occur when one attribute is used to develop an overall impression of a person or situation

  12. Takeaway 1: Perception • Perceptual tendencies and distortions: • Selective perception • The tendency to define problems from ones’ own point of view • Projection • The assignment of personal attributes to other individuals

  13. Takeaway 1: Perception Perceptual tendencies and distortions: • Impression management • The systematic attempt to influence how others perceive us • dress to convey positive appeal • flatter others to generate positive feelings • when conversing, make eye contact and smile • display a high level of energy

  14. Leaning Dashboard 2: Personality Personality • The profile of characteristics that makes one person unique from others

  15. Leaning Dashboard 2: Personality “Big Five” personality traits: • Extroversion • Being outgoing, sociable, and assertive • Agreeableness • Being good-natured, cooperative, and trusting • Conscientiousness • Being responsible, dependable, and careful • Emotional stability • Being relaxed, secure, and unworried • Openness • Being curious, receptive to new things, and open to change

  16. Leaning Dashboard 2: Personality

  17. Leaning Dashboard 2: Personality Other personality traits that affect work behavior: • Locus of control • The extent to which one believes that what happens to them is within one’s control • Authoritarianism • The degree to which a person defers to authority and accepts status differences • Machiavellianism • The extent to which someone is emotionally detached and manipulative in using power

  18. Leaning Dashboard 2: Personality Other personality traits that affect work behavior: • Self-monitoring • The degree to which someone is able to adjust and modify behavior in response to the external factors • Type A personality • Orientation toward extreme achievement, impatience, and perfectionism

  19. Figure 15.2 Common personality dimensions that influence human behavior at work

  20. Takeaway 3: Attitudes • Attitude • A predisposition to act in a certain way toward people and things in one’s environment • Components of attitudes: • Cognitive component • Affective or emotional component • Behavioral component • Cognitive dissonance • The discomfort a person feels when attitudes and behavior are inconsistent

  21. Takeaway 3: Attitudes

  22. Takeaway 3: Attitudes • There is a strong and positive relationship between satisfaction and absenteeism and turnover • Withdrawal behaviors

  23. Takeaway 3: Attitudes Satisfaction-related concepts having quality of work life implications …

  24. Takeaway 3: Attitudes Is there a relationship between job satisfaction and performance? • Are satisfied workers more productive? • Are productive workers more satisfied? • Do rewards for productivity create satisfaction, influencing future performance?

  25. Takeaway 3: Attitudes

  26. Takeaway 4: Emotions, Moods, and Stress • Emotions • Strong feelings directed toward someone or something • Emotional intelligence • Ability to understand emotions and manage relationships effectively

  27. Takeaway 4: Emotions, Moods, and Stress • Moods • Generalized positive and negative feelings or states of mind • Mood contagion • Spillover of one’s positive or negative moods onto others

  28. Takeaway 4: Emotions, Moods, and Stress • Stress • A state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities • Stressors • Things that cause stress • Originate in work, personal, and nonwork situations • Have the potential to influence work attitudes, behavior, job performance, and health

  29. Takeaway 4: Emotions, Moods, and Stress Work factors as potential stressors: • Includes: • Excessively high or low task demands • Role conflicts or ambiguities • Poor interpersonal relationships • Too slow or too fast career progress • Work-related stress syndromes: • Set up to fail • Mistaken identity

  30. Takeaway 4: Emotions, Moods, and Stress Nonwork factors as potential stressors: • Includes: • Family events • Economics • Personal affairs • “Spill-over” effect on the stress an individual experiences at work

  31. Takeaway 4: Emotions, Moods, and Stress Consequences of stress: • Constructive stress • Acts as a positive influence • Can be energizing and performance enhancing • Destructive stress • Impairs performance • Breaks down a person’s physical and mental systems • Can lead to job burnout and/or workplace rage

  32. Figure 15.3 Potential negative consequences of a destructive job stress-burnout cycle

  33. Takeaway 4: Emotions, Moods, and Stress Personal wellness: • The pursuit of personal and mental potential though a personal health-promotion program • A form of preventative stress management • Enables people to be better prepared to deal with stress

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