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FOUNDATIONS OF INDIVIDUAL BEHAVIOR

FOUNDATIONS OF INDIVIDUAL BEHAVIOR. Sumeyye KUSAKCI, MA. Foundations of Individual B. in O. Ability How intellectual ability contributes to job performance Attitudes How employees’ attitudes about their job affect the workplace A special attitude: Job Satisfaction Learning

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FOUNDATIONS OF INDIVIDUAL BEHAVIOR

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  1. ORGANIZATIONAL BEHAVIOUR CHAPTER 2 FOUNDATIONS OF INDIVIDUAL BEHAVIOR Sumeyye KUSAKCI, MA

  2. Foundations of Individual B. in O. • Ability • How intellectual ability contributes to job performance • Attitudes • How employees’ attitudes about their job affect the workplace • A special attitude: Job Satisfaction • Learning • Hoe people learn behavior • What management can do to shape those behaviors

  3. Ability • An individual’s current capacity to perform the various tasks in a job • Intellectual abilities: • Abilities needed to perform mental activities • Number aptitude, Inductive R., Deductive R., Memory • Jobs differ in their required abilities • The more complex a job, the more intelligence will be necessary • Why intelligent people are better performers? • Learn quickly • Adapt to changing circumstances easily • Invent solutions improving performance • Correlation between intelligence and job satisfaction? • Ability-Job Fit • If employees lack the required abilities? • If employees’ abilities far exceed the requirement of the job? • Organizational inefficiency (payment) • Decline in satisfaction • Physical abilities • Strength, Flexibility, Coordination

  4. Attitudes • Evaluative statements – either favorable or unfavorable – concerning objects, people or events • Reflect how one feels about something • I like to live in Sarajevo! • Extended registration periods • Online games?

  5. Three Components of Attitudes

  6. Three Components of Attitudes • Discrimination is wrong. • I do not like Jon, because he discriminates against minorities. • I might choose to avoid Jon, because of my feelings about him.

  7. How Consistent They Are? • I would (never) do … • Consistency among attitudes and between attitudes and behavior • If there is an inconsistency; • Alter the attitude or behavior • Develop a rationalization for the discrepancy • Cognitive Dissonance (developed by Festinger in 1950s) • any inconsistency between two or more attitudes, or between behavior and attitudes • Individuals seek to minimize dissonance • Desire to reduce dissonance is determined by: • The importance of the elements creating the dissonance • The degree of influence the individual believes he or she has over the elements • The rewards that may be involved in dissonance

  8. Behavior Follows Attitude? • Attitudes significantly predict future behavior. • The most powerful moderators of the attitude-behavior relationships; • Importance • Specificity • Accessibility • Social pressures • Direct personal experience

  9. Attitudes Follow Behavior? • Self Perception Theory • Attitudes are used, after the fact, to make sense out of an action that has already occurred rather than as devices that precede and guide action. • This is particularly true when attitudes are vague and ambiguous.

  10. Major Job Attitudes • Positive or negative evaluations that employee hold about aspects of their work environment. • Job satisfaction • Job involvement • Organizational commitment • Are job attitudes really so that distinct? • The influence of employee’s personality on attitudes

  11. Job Satisfaction • A positive feeling about one’s job resulting from an evaluation of its characteristics. • The most comprehensive job attitude • A general satisfaction in western countries • Satisfied with which facet of the work?

  12. What Causes Job Satisfaction? • Work itself • the strongest correlation with overall satisfaction • Payment • not correlated after individual reaches a level of comfortable living • Advancement Opportunities • Supervision • Co-workers • Personality

  13. The Effects on the Workplace • Better job and organizational performance • Better organizational citizenship behaviors • OCB – Discretionary behaviors that contribute to organizational effectiveness but are not part of employees’ formal job description • Greater levels of customer satisfaction • Generally lower absenteeism and turnover • Decreased instances of workplace deviance • Do not try to control everything, deal with the source of the problem!

  14. Job Involvement • The degree to which people identify psychologically with their job and consider their perceived performance level important to self-worth. • Psychological Empowerment • Positively related to • organizational citizenship • job performance • Negatively related to • absence • resignation rate

  15. Organizational Commitment • The state in which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization • Affective Commitment • An emotional attachment to the organization and a belief in its values • Continuance Commitment • The perceived economic value of remaining with and organization compared to leaving it • Normative Commitment • An obligation to remain with the organization for moral or ethical reasons • The strongest one? • The weakest one? • Negatively related to • absence • resignation rate • Positively moderately related to • job performance • As an alternative “occupational commitment”

  16. Learning • Any relatively permanent change in behavior that occurs as a result of experience • Three components of learning • Learning involves change. • Change must be ingrained. • Some forms of experience is necessary. • Directly through observation or practice • Indirectly through reading

  17. Learning Theories • Operant Conditioning • People learn to get something they want or do avoid something they do not want. • Pleasing consequences, such as rewards • Social Learning • Extension of operant conditioning • Individuals can also learn by observing what happens to other people and just by being told abut something, as well as by direct experiences.

  18. Shaping Behavior • Methods • Positive Reinforcement • Negative Reinforcement • Punishment • Extinction • Schedules of Reinforcements • Continuous vs. Intermittent R. • Ratio vs. Interval Schedules • Fixed vs. Variable

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