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Individual BehaviorIndividual Behavior
Individual differences are grounded in 4 Individual differences are grounded in 4 basic psychological conceptsbasic psychological concepts– ValuesValues– AttitudesAttitudes– PerceptionPerception– LearningLearning
ValuesValues
Personally or socially preferred behavior or Personally or socially preferred behavior or end-state.end-state.
Element of Judgment: Right versus wrongElement of Judgment: Right versus wrongExamples:Examples:
– FreedomFreedom– PleasurePleasure– Self-respect, peace, honesty, equalitySelf-respect, peace, honesty, equality
International Survey: Key International Survey: Key Attributes in a jobAttributes in a job
Work family-balanceWork family-balanceInteresting workInteresting workSecurity for the futureSecurity for the futureGood PayGood PayEnjoyable and friendly co-workersEnjoyable and friendly co-workers
– Western Europe, Japan, Russia, & U.S. Western Europe, Japan, Russia, & U.S.
International Survey: International Survey: ContinuedContinued
33% would leave their current job 33% would leave their current job for a 10% pay increasefor a 10% pay increase
44% would change jobs for a 44% would change jobs for a position with more advancement position with more advancement and growth potentialand growth potential
Importance of ValuesImportance of Values
Values influence Values influence – perceptionsperceptions– attitudesattitudes– behaviorsbehaviors
Dominant Values in Today’s Workforce
Unique Values Unique Values of Today’s Workforceof Today’s Workforce
CareerStage
Entered theWorkforce
ApproximateCurrent Age
Dominant Work Values
1. Protestant
2. Existential
3. Pragmatic
4. Generation X
Mid-1940s toLate 1950s
1960s to Mid-1970s
Mid-1970s toMid-1980s
Mid-1980sthrough 1990s
60 to 75
45 to 60
35 to 45
Under 35
Hard working; loyal tofirm; conservative
Nonconforming; seeksautonomy; loyal to self
Ambitious,hard worker;loyal to career
Flexible, values leisure;loyal to relationships
Today’s worker:Today’s worker:– Better educatedBetter educated– More mobile with less More mobile with less
commitment to your organizationcommitment to your organization – More “reward” optionsMore “reward” options – Aware of new economy andAware of new economy and
technology impacttechnology impact
Hofstede’s work on Hofstede’s work on values values across cultures across cultures (1980+)(1980+)
Bottom line: Cultural values Bottom line: Cultural values are of immense are of immense importance-“drive” how people importance-“drive” how people behave and,behave and,
Examples of Values-Cultural Examples of Values-Cultural DimensionsDimensions
Country Power Distance
Individual
QuantityOf Life
Uncert- Avoid
Long Term Oriented
China High Low Moderate Moderate High
Hong Kong
High Low High Low High
Indonesia High Low Moderate Low Low
Japan Moderate Moderate High Moderate Moderate
Adapted from G. Hofstede, “Cultural Constraints in Management Theories,” Academy of Management Executive, February 1993, p.91.
AttitudesAttitudes
Your affective evaluative reaction to Your affective evaluative reaction to objects, people or eventsobjects, people or events– Evaluative (like/dislike)Evaluative (like/dislike)
cognitivecognitiveaffectiveaffectivebehavioralbehavioral
Attitudes, Behavior & Attitudes, Behavior & ConsistencyConsistency
People seek consistency between People seek consistency between attitudes they holdattitudes they hold
People seek consistency between People seek consistency between attitudes and behaviorattitudes and behavior
Cognitive DissonanceCognitive Dissonance
Tension caused by:Tension caused by:– inconsistency between attitudesinconsistency between attitudes– inconsistency between attitudes and inconsistency between attitudes and
behaviorbehavior
How hard one tries to reduce How hard one tries to reduce dissonance depends ondissonance depends on
Importance of elements (situation) Importance of elements (situation) creating the dissonancecreating the dissonance
Degree of personal influence over the Degree of personal influence over the elements (situation)elements (situation)
Rewards involved in maintaining Rewards involved in maintaining discrepant attitude/behaviordiscrepant attitude/behavior
Reducing DissonanceReducing Dissonance
Change attitudeChange attitudeChange behaviorChange behaviorAcquire new informationAcquire new informationMinimize importance of inconsistencyMinimize importance of inconsistency
Work AttitudesWork Attitudes
Job SatisfactionJob Satisfaction
ProductivityProductivityProductivityProductivity
AbsenteeismAbsenteeismAbsenteeismAbsenteeism
TurnoverTurnoverTurnoverTurnover
JobJob
SatisfactionSatisfaction
and Employeeand Employee
PerformancePerformance
JobJob
SatisfactionSatisfaction
and Employeeand Employee
PerformancePerformance
Attitudes and BehaviorAttitudes and Behavior
DoDo– Attitudes cause behavior?Attitudes cause behavior?
– Behavior cause attitudes?Behavior cause attitudes?Self-perception theorySelf-perception theory
Job Satisfaction and OBJob Satisfaction and OB
OutcomesOutcomes TreatmentTreatment ProceduresProcedures
Perceptions of FairnessPerceptions of Fairness
Responses to Job Responses to Job DissatisfactionDissatisfaction
ExitExitVoiceVoiceNeglectNeglectLoyaltyLoyalty
Job Attitude SurveysJob Attitude Surveys
Recommended once or twice Recommended once or twice yearly to monitor employees and yearly to monitor employees and perceived working conditionsperceived working conditions
Other work related attitudesOther work related attitudes
Job InvolvementJob InvolvementOrganizational CommitmentOrganizational Commitment
PerceptionsPerceptions
How we organize and interpret our How we organize and interpret our environmentenvironment
Influenced by value systemInfluenced by value systemInfluenced by perceptual biasesInfluenced by perceptual biases
– Attribution biasesAttribution biases
Causal Attributions we makeCausal Attributions we make
Observe Behavior – Internally or externally Observe Behavior – Internally or externally caused?caused?– Distinctiveness: Unusual for the person?Distinctiveness: Unusual for the person?– Consensus: Others likely to do same Consensus: Others likely to do same
under circumstances?under circumstances?– Consistency: Same behavior over time?Consistency: Same behavior over time?
Fundamental attribution errorFundamental attribution error
We tend to underestimate the influence of We tend to underestimate the influence of external factors on behavior!external factors on behavior!
Self-Serving BiasSelf-Serving Bias
We tend to attribute:We tend to attribute:– Own successes to internal factors (ability, Own successes to internal factors (ability,
effort)effort)– Own failures to external factors (luck, Own failures to external factors (luck,
unreasonable expectations, lack of resources, unreasonable expectations, lack of resources, poor management).poor management).
Shortcuts to Judging OthersShortcuts to Judging Others
SelectivitySelectivityAssumed SimilarityAssumed SimilarityStereotypingStereotypingHalo effectHalo effect
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