1. PowerPoint Presentation to Accompany Chapter 15 of Management Canadian Edition Schermerhorn  Wright
Prepared by: Michael K. McCuddy
Adapted by: Lynda Anstett & Lorie Guest
Published by: John Wiley & Sons Canada, Ltd.

2. Planning Ahead — Chapter 15 Study Questions
How do we understand people at work?
What should we know about work attitudes and behavior?
What are the alternative approaches to job design?
How can jobs be enriched?
How can work be scheduled to improve work-life balance?
Management - Chapter 15

3. Study Question 1: How do we understand people at work?
Basic background on work …
Work can be a “turn-on” or a “turn-off.”
People may work under conditions that don’t provide satisfaction  but it doesn’t have to be this way..
Valuing people and creating jobs and work environments that respect people’s needs and potential will benefit everyone.
Management - Chapter 15

4. Study Question 1: How do we understand people at work?
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.
Management - Chapter 15

5. Figure 15.1 Components in the psychological contract.
Management - Chapter 15

6. Study Question 1: How do we understand people at work?
Quality of work life (QWL):
The overall quality of human experiences in the workplace.
An important component of quality of life.
Poor management practices can diminish QWL and overall quality of life.
Managers should create work environments wherein people have positive experiences and perform well.
Management - Chapter 15

7. Study Question 1: How do we understand people at work?
“Big Five” personality traits:
Extroversion.
The degree to which someone is outgoing, sociable, and assertive.
Agreeableness.
The degree to which someone is good-natured, cooperative, and trusting.
Conscientiousness.
The degree to which someone is responsible, dependable, and careful.
Management - Chapter 15

8. Study Question 1: How do we understand people at work?
“Big Five” personality traits (cont.):
Emotional stability.
The degree to which someone is relaxed, secure, and unworried.
Openness.
The degree to which someone is curious, receptive to new things, and open to change.
Management - Chapter 15

9. Study Question 1: How do we understand people at work?
Other personality traits that affect work behavior:
Locus of control.
The extent to which people believe they are in control of their destinies versus believing that that what happens to them is beyond their control.
Authoritarianism.
The degree to which a person defers to authority and accepts status differences.
Machiavellianism.
The extent to which someone is emotionally detached (does not have emotion) and manipulative in using power.
Management - Chapter 15

10. Study Question 1: How do we understand people at work?
Other personality traits that affect work behavior (cont.):
Problem-solving styles.
The ways people gather and evaluate information for decision making. .
Self-monitoring.
The degree to which someone is able to adjust and modify behavior in response to the situation and external factors.
Management - Chapter 15

11. Figure 15.2 The “Big Five” and five more personality dimensions that influence human behavior at work.
Management - Chapter 15

12. Personality – how does it develop?
All the qualities or characteristics which make a person a distinctive individual.
Factors that influence our personality:
Heredity/Genetics
Traits that are transmitted from parent to child through genetics
Culture and/or Religion
Establishes the way a group of people should interact
Teaches values

13. Personality – how does it develop?
Family
Role models of how to interact with people
Development of a sense of humour or other traits
Environment
Exposure to social relationships/groups
Traits of home environment

14. Attitude & Perception Attitude Perception
Posture or position of an individual
Perception
The process through which people receive, organize and interpret information from their environment
The way we form impressions
Influenced by values, culture and circumstances

15. Study Question 2: What should we know about work attitudes and behavior?
A predisposition to act in a certain way toward people and things in one’s environment.
Components of attitudes:
Cognitive component – your belief or opinion
Affective or emotional component – your feelings
Behavioral component – the way you behave with your beliefs and feelings
Cognitive dissonance.
The discomfort a person feels when attitudes and behavior are inconsistent.
Management - Chapter 15

16. Study Question 2: What should we know about work attitudes and behavior?
Job satisfaction.
The degree to which an individual feels positively or negatively about various aspects of work.
Common aspects of job satisfaction:
Pay.
Coworkers.
Supervision.
Work setting.
Advancement opportunities.
Workload.
Management - Chapter 15

17. Study Question 2: What should we know about work attitudes and behavior?
Strong and positive relationship between satisfaction and absenteeism (absent from work) and turnover (employees leaving and hiring new people).
Satisfaction-related concepts having quality of work life implications …
Job involvement
The extent to which an individual is dedicated to a job.
Organizational commitment
Loyalty of an individual to the organization.
Management - Chapter 15

18. Performance = Ability x Support x Effort
Study Question 2: What should we know about work attitudes and behavior?
Job performance.
The quantity and quality of task accomplishments by an individual or group at work.
Individual performance equation:
Performance begins with ability.
Performance requires support.
Performance involves effort.
Performance = Ability x Support x Effort
Management - Chapter 15

19. COPYRIGHT
Copyright © 2007 John Wiley & Sons Canada, Ltd. All rights reserved. Reproduction or translation of this work beyond that permitted by Access Copyright (The Canadian Copyright Licensing Agency) is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons Canada, Ltd. The purchaser may make back-up copies for his or her own use only and not for distribution or resale. The author and the publisher assume no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information contained herein.