1. Organizational Behavior Individual Differences

2. © 2003 Prentice Hall Inc. All rights reserved.2–22–2 Organizational Behavior

3. © 2003 Prentice Hall Inc. All rights reserved.2–32–3 Contributing Disciplines Within the OB Field  Psychology  Sociology  Social Psychology  Anthropology  Political Science

4. © 2003 Prentice Hall Inc. All rights reserved.2–42–4 Contributing Disciplines to the OB Field

5. © 2003 Prentice Hall Inc. All rights reserved.2–52–5 Contributing Disciplines to the OB Field (cont’d)

6. © 2003 Prentice Hall Inc. All rights reserved.2–62–6 Contributing Disciplines to the OB Field (cont’d)

7. © 2003 Prentice Hall Inc. All rights reserved.2–72–7 Contributing Disciplines to the OB Field (cont’d)

8. © 2003 Prentice Hall Inc. All rights reserved.2–82–8 Contributing Disciplines to the OB Field (cont’d)

9. © 2003 Prentice Hall Inc. All rights reserved.2–92–9 There Are Few Absolutes in OB Contingency Variables xy

10. © 2003 Prentice Hall Inc. All rights reserved.2–10 Primary dependent variables Dependent variables are the key factors that you want to explain or predict and that are affected by some other factor. –Productivity –Absenteeism –Turnover –Organizational citizenship –Job satisfaction

11. © 2003 Prentice Hall Inc. All rights reserved.2–11 The Dependent Variables (cont’d)

12. © 2003 Prentice Hall Inc. All rights reserved.2–12 The Dependent Variables (cont’d)

13. © 2003 Prentice Hall Inc. All rights reserved.2–13 The Dependent Variables (cont’d)

14. © 2003 Prentice Hall Inc. All rights reserved.2–14 The Dependent Variables (cont’d)

15. © 2003 Prentice Hall Inc. All rights reserved.2–15 The Independent Variables Independent Variables Individual-Level Variables Organization System-Level Variables Group-Level Variables

16. © 2003 Prentice Hall Inc. All rights reserved.2–16 Organization Level variables  Organizational behavior reaches its highest level of sophistication when we add formal structure.  The design of the formal organization, work processes, and jobs; the organization’s human resource policies and practices, and the internal culture, all have an impact.

17. © 2003 Prentice Hall Inc. All rights reserved.2–17 Group-level variables  The behavior of people in groups is more than the sum total of all the individuals acting in their own way.  People behave differently in groups than they do when alone.  People in groups are influenced by: –Acceptable standards of behavior by the group –Degree of attractiveness to each other –Communication patterns –Leadership and power –Levels of conflict

18. © 2003 Prentice Hall Inc. All rights reserved.2–18 Individual-level variables  People enter organizations with certain characteristics that will influence their behavior at work.  The more obvious of these are personal or biographical characteristics such as age, gender, and marital status; personality characteristics; an inherent emotional framework; values and attitudes; and basic ability levels.  There is little management can do to alter them, yet they have a very real impact on employee behavior.  Four other individual-level variables: perception, individual decision making, learning, and motivation.

19. © 2003 Prentice Hall Inc. All rights reserved.2–19 Biographical Characteristics

20. © 2003 Prentice Hall Inc. All rights reserved.2–20 Ability

21. © 2003 Prentice Hall Inc. All rights reserved.2–21 Number aptitude Verbal comprehension Perceptual speed Inductive reasoning Deductive reasoning Spatial visualization Memory Number aptitude Verbal comprehension Perceptual speed Inductive reasoning Deductive reasoning Spatial visualization Memory Dimensions of Intellectual Ability

22. © 2003 Prentice Hall Inc. All rights reserved.2–22 Physical Ability

23. © 2003 Prentice Hall Inc. All rights reserved.2–23 Other Factors Body coordination Balance Stamina Other Factors Body coordination Balance Stamina Nine Physical Abilities Strength Factors Dynamic strength Trunk strength Static strength Explosive strength Strength Factors Dynamic strength Trunk strength Static strength Explosive strength Flexibility Factors Extent flexibility Dynamic flexibility Flexibility Factors Extent flexibility Dynamic flexibility

24. © 2003 Prentice Hall Inc. All rights reserved.2–24 Ability-Job Fit The Ability-Job Fit Employee’s Abilities Job’s Ability Requirements

25. © 2003 Prentice Hall Inc. All rights reserved.2–25 Behavior Modification Problem-solving Model Identify critical behaviors Develop baseline data Identify behavioral consequences Apply intervention Evaluate performance improvement Problem-solving Model Identify critical behaviors Develop baseline data Identify behavioral consequences Apply intervention Evaluate performance improvement

26. © 2003 Prentice Hall Inc. All rights reserved.2–26 OB MOD Organizational Applications  Well Pay versus Sick Pay –Reduce absenteeism by rewarding attendance, not absence.  Employee Discipline –The use of punishment can be counter-productive.  Developing Training Programs –OB MOD methods improve training effectiveness.  Self-management –Reduces the need for external management control.

27. © 2003 Prentice Hall Inc. All rights reserved.2–27 Other Individual Differences  In addition to biographical data, we look at individual: –Values –Culture –Attitudes –Personality to help explain differences in the dependent variables.

28. © 2003 Prentice Hall Inc. All rights reserved.2–28 Values

29. © 2003 Prentice Hall Inc. All rights reserved.2–29 Types of Values

30. © 2003 Prentice Hall Inc. All rights reserved.2–30 Values in the Rokeach Survey

31. © 2003 Prentice Hall Inc. All rights reserved.2–31 Values in the Rokeach Survey (cont’d)

32. © 2003 Prentice Hall Inc. All rights reserved.2–32 Mean Value Rankings of Executives, Union Members, and Activists

33. © 2003 Prentice Hall Inc. All rights reserved.2–33 Dominant Work Values in Today’s Workforce

34. © 2003 Prentice Hall Inc. All rights reserved.2–34 Hofstede’s Framework for Assessing Cultures

35. © 2003 Prentice Hall Inc. All rights reserved.2–35 Hofstede’s Framework (cont’d)

36. © 2003 Prentice Hall Inc. All rights reserved.2–36 Hofstede’s Framework (cont’d)

37. © 2003 Prentice Hall Inc. All rights reserved.2–37 Hofstede’s Framework (cont’d)

38. © 2003 Prentice Hall Inc. All rights reserved.2–38 Hofstede’s Framework (cont’d)

39. © 2003 Prentice Hall Inc. All rights reserved.2–39 The GLOBE Framework for Assessing Cultures Assertiveness Future Orientation Gender differentiation Uncertainty avoidance Power distance Individual/collectivism In-group collectivism Power orientation Humane orientation Assertiveness Future Orientation Gender differentiation Uncertainty avoidance Power distance Individual/collectivism In-group collectivism Power orientation Humane orientation

40. © 2003 Prentice Hall Inc. All rights reserved.2–40 Attitudes

41. © 2003 Prentice Hall Inc. All rights reserved.2–41 Types of Attitudes

42. © 2003 Prentice Hall Inc. All rights reserved.2–42 The Theory of Cognitive Dissonance Desire to reduce dissonance Importance of elements creating dissonance Degree of individual influence over elements Rewards involved in dissonance Desire to reduce dissonance Importance of elements creating dissonance Degree of individual influence over elements Rewards involved in dissonance

43. © 2003 Prentice Hall Inc. All rights reserved.2–43 Measuring the A-B Relationship  Recent research indicates that the attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account. Moderating Variables Importance of the attitude Specificity of the attitude Accessibility of the attitude Social pressures on the individual Direct experience with the attitude Moderating Variables Importance of the attitude Specificity of the attitude Accessibility of the attitude Social pressures on the individual Direct experience with the attitude

44. © 2003 Prentice Hall Inc. All rights reserved.2–44 Self-Perception Theory

45. © 2003 Prentice Hall Inc. All rights reserved.2–45 An Application: Attitude Surveys

46. © 2003 Prentice Hall Inc. All rights reserved.2–46 Sample Attitude Survey

47. © 2003 Prentice Hall Inc. All rights reserved.2–47 Job Satisfaction  Measuring Job Satisfaction –Single global rating –Summation score  How Satisfied Are People in Their Jobs? –Job satisfaction declined to 50.7% in 2000 –Decline attributed to: Pressures to increase productivity Less control over work

48. © 2003 Prentice Hall Inc. All rights reserved.2–48 The Effect of Job Satisfaction on Employee Performance  Satisfaction and Productivity –Satisfied workers aren’t necessarily more productive. –Worker productivity is higher in organizations with more satisfied workers.  Satisfaction and Absenteeism –Satisfied employees have fewer avoidable absences.  Satisfaction and Turnover –Satisfied employees are less likely to quit. –Organizations take actions to cultivate high performers and to weed out lower performers.

49. © 2003 Prentice Hall Inc. All rights reserved.2–49 Responses to Job Dissatisfaction

50. © 2003 Prentice Hall Inc. All rights reserved.2–50 How Employees Can Express Dissatisfaction

51. © 2003 Prentice Hall Inc. All rights reserved.2–51 Job Satisfaction and OCB  Satisfaction and Organizational Citizenship Behavior (OCB) –Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job.