1 Dr. Marilyn Young MANA5320 Management and Organizational Behavior Chapters 1-7 College of Business and Technology

1

Dr. Marilyn Young

MANA5320

Management and Organizational Behavior Chapters 1-7

College of Business and Technology

2

3

4

11

5

PlanningPlanningControllingControlling

LeadingLeading OrganizingOrganizing

The FunctionsThe Functionsof Managementof Management

6

The Roles of ManagementThe Roles of Management

InformationalInformationalInterpersonalInterpersonal

DecisionalDecisional

7

HISTORY OF ORGANIZATIONAL BEHAVIORHISTORY OF ORGANIZATIONAL BEHAVIOR

CLASSICAL

Taylor, Follett, Gantt, Gilbreaths, Weber

2. ADMINISTRATIVE

Fayol

3. HUMAN RELATIONS MOVEMENT

Mayo

4. TOTAL QUALITY MANAGEMENT

5. CONTINGENCY

1-4a

Table 1-1

8

100

108

116

124

132

Standard workconditions

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o 5-

min

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Results from the Relay Assembly Test Room

15-m

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In general, productivityincreased with each changein work conditions

9

McGregor’s Theory X and Theory McGregor’s Theory X and Theory YY

1-7

Table 1-3

Theory X Theory Y

1. People dislike work 1. Work is a natural activity

2. People must be pushed to 2. People committed to objectiveswork are capable of self-direction

3. Most people prefer to be 3. Rewards help people becomedirected committed to organizational

objectives

4. Employees can learn to seek

responsibility

5. Employees typically haveimagination, ingenuity,

andcreativity

10

Theory X(traditional approach)

Theory Y(modern approach)

DistrustingAccepting, promotes

bettermentOrientation

toward people

Low (disinterested) High(very interested)

Interest in working

Basically LazyNeed to achieve

and be responsibleAssumptionsabout people

Work when pushedWork when

appropriately trainedand recognized

Conditions underwhich people

will work hard

Theory X Versus Theory Y

11

Levels of OB Levels of OB AnalysisAnalysis

Levels of OB Levels of OB AnalysisAnalysis

IndividualsIndividuals GroupsGroups

StructuresStructures

12

Improving People SkillsImproving People Skills

PersonalPersonalInsightInsight

WorkplaceWorkplaceSkillsSkills

ConceptsConceptsand Theoriesand Theories

13

The DependentVariables

ProductivityProductivity

AbsenteeismAbsenteeism

Job SatisfactionJob Satisfaction

OrganizationalCitizenship


TurnoverTurnover

14

11

Introduction to the Field of Organizational Behavior

Introduction to the Field of Organizational Behavior

15

The Study of Organizational Behavior

Individual

Group

Organization

Study ofOrganizational

BehaviorSocial Psychology

Political Science

Anthropology

Psychology

Sociology

16

OrganizationalBehaviorResearch

Understandorganizational

events

Predictorganizational

events

Influenceorganizational

events

Why Study Organizational BehaviorWhy Study Organizational BehaviorWhy Study Organizational BehaviorWhy Study Organizational Behavior

17

Google and OBGoogle and OB

Google founders Larry Page

and Sergey Brin have leveraged

the power of organizational

behavior to create the world’s

leading Internet search engine

as well as one of the best

places to work.

© Richard Hernandez/San Jose Mercury News

18

What are Organizations?What are Organizations?

Groups of people who work interdependently toward some purpose Structured patterns of

interaction Coordinated tasks Work toward some

purpose

© Richard Hernandez/San Jose Mercury News

19

OrganizationalBehaviorResearch

Understandorganizational

events

Predictorganizational

events

Influenceorganizational

events

Why Study Organizational BehaviorWhy Study Organizational Behavior

20

Improving Qualityand Productivity

Total QualityManagement

CorporateReengineering

21

EmpoweringEmpoweringthe Workforcethe Workforce

ManagersManagers

Are GivingAre Giving

Up ControlsUp Controls

Workers AreWorkers Are

AcceptingAccepting

ResponsibilityResponsibility

22

Stimulating InnovationStimulating Innovationand Changeand Change

Maintaining flexibility

Improving quality

Introducing new products

and services

23

Trends: GlobalizationTrends: Globalization

Economic, social, and cultural connectivity with people in other parts of the world

Effects of globalization on organizations: Greater efficiencies and knowledge sources Ethical issues about economies of developing

countries New organizational structures and

communication Greater workforce diversity More competitive pressure, demands on

employees

24

Trends: GlobalizationTrends: GlobalizationTrends: GlobalizationTrends: Globalization

Global companies:Extend their

activities to other parts of the world

actively participate in other markets

compete against firms in other countries

25

Trends: Information TechnologyTrends: Information Technology

•Blurs temporal and spatial boundaries between employees and organizations

•Re-designs jobs and power relationships

•Increases value of knowledge management

•Supports telecommuting

•Supports virtual teams

26

TelecommutingTelecommutingTelecommutingTelecommuting

•An alternative work arrangement where employees work at home or remote site, usually with a computer connection to the office

•Tends to increase productivity and empowerment, reduce stress and costs

•Problems with lack of recognition, lack of social interaction

27

Managing Workforce Diversity

28

Trends: Changing WorkforceTrends: Changing Workforce

•Primary and secondary diversity -- but concerns about distinguishing people by ethnicity

•More women in workforce and professions

•Different needs of Gen-X/Gen-Y and baby-boomers

•Diversity has advantages, but firms need to adjust

29

Trends: Changing WorkforceTrends: Changing WorkforceTrends: Changing WorkforceTrends: Changing Workforce

Workforce has increasing diversity along several dimensions

Primary categories• gender, age, ethnicity,

etc.

Secondary categories• some control over (e.g.

education, marital status)

30

Trends: Employment RelationshipTrends: Employment Relationship

Employability “New deal” employment relationship Continuously learn new skills

Contingent work No contract for long-term employment Free agents, temporary-temporaries Minimum hours of work vary

31

Coping withCoping with“Temporariness”“Temporariness”

The NatureThe Nature

of Work Isof Work Is

ChangingChanging

OrganizationsOrganizations

Are AlsoAre Also

ChangingChanging

32

Employability vs Job SecurityEmployability vs Job Security

Job SecurityJob Security

• Lifetime job securityLifetime job security

• Jobs are permanentJobs are permanent

• Company manages Company manages careercareer

• Low emphasis on skill Low emphasis on skill developmentdevelopment

EmployabilityEmployability

• Limited job securityLimited job security

• Jobs are temporaryJobs are temporary

• Career self-Career self-managementmanagement

• High emphasis on High emphasis on skill developmentskill development

33

Trends: Workplace Values & EthicsTrends: Workplace Values & Ethics

Values are long-lasting beliefs about what is important in a variety of situations Define right versus wrong --guide our decisions Values relate to individuals, companies, professions,

societies, etc.

Importance values due to: Need to guide employee decisions and actions Globalization increases awareness of different values Increasing emphasis on applying ethical values Ethics -- study of moral principles or values

34

Values/Ethics at Tom’s of MaineValues/Ethics at Tom’s of Maine

Tom and Kate Chappell

have built Tom’s of Maine,

the personal health care

products firm, around the

idea that businesses need

to be compatible with the

personal values of their

employees.Courtesy of Tom’s of Maine

35

Corporate Social ResponsibilityCorporate Social Responsibility

Corporate Social Responsibility Organization’s moral obligation toward its

stakeholders

Stakeholders Shareholders, customers, suppliers,

governments etc.

Triple bottom line philosophy Economic, Social & Environmental

36

Improving Ethical BehaviorImproving Ethical Behavior

•Provide in-house advisers

•Create protection mechanisms

•Write and distribute codes of ethics

•Give seminars, workshops, & training

37

OrganizationalOrganizationalBehaviorBehaviorAnchorsAnchors

MultidisciplinaryMultidisciplinaryAnchorAnchor

Systematic Systematic Research Research AnchorAnchor

ContingencyContingencyAnchorAnchor

Open Open Systems Systems AnchorAnchor

Multiple Levels Multiple Levels of Analysis of Analysis

AnchorAnchor

Organizational Behavior AnchorsOrganizational Behavior AnchorsOrganizational Behavior AnchorsOrganizational Behavior Anchors

38

OutputsOutputsInputsInputs

SubsystemSubsystemSubsystemSubsystem

SubsystemSubsystem SubsystemSubsystem

OrganizationOrganization

Open Systems Anchor of OBOpen Systems Anchor of OB

FeedbackFeedbackFeedbackFeedback

39

Knowledge Management DefinedKnowledge Management Defined

Any structured activity that improves an organization’s capacity to acquire, share, and use knowledge for its survival and success

40

Structural Structural CapitalCapital

Relationship Relationship CapitalCapital

Knowledge captured in systems and structures

Values derived from satisfied customers, reliable suppliers, etc.

Human Human CapitalCapital

Knowledge that people possess and generate

Intellectual CapitalIntellectual CapitalIntellectual CapitalIntellectual Capital

41

• Awareness

• Empowerment

• Communication

• Communities of practice

• Grafting

• Individual learning

• Experimentation

KnowledgeKnowledgeacquisitionacquisition

KnowledgeKnowledgesharingsharing

KnowledgeKnowledgeuseuse

Knowledge Management ProcessesKnowledge Management ProcessesKnowledge Management ProcessesKnowledge Management Processes

42

Organizational MemoryOrganizational Memory

The storage and preservation of intellectual capital

Retain intellectual capital by: Keeping knowledgeable employees Transferring knowledge to others Transferring human capital to structural capital

Successful companies also unlearn.

43

22

Individual Behavior, Individual Behavior, Values, and PersonalityValues, and PersonalityIndividual Behavior, Individual Behavior, Values, and PersonalityValues, and Personality

44

The ContainerThe Container StoreStoreThe ContainerThe Container StoreStore

The Container Store is

a role model for

applying the key

drivers for employee

performance in

customer service.

Courtesy of Mountain Equipment Co-op

Courtesy of The Container Store

45

IndividualBehavior and

Results

RolePerceptions

SituationalFactors

Motivation

Ability

Values

Personality

Perceptions

Emotions

Attitudes

Stress

MARS Model of Individual BehaviorMARS Model of Individual Behavior

46

MM

AA

RR

SS

BARBAR

Employee MotivationEmployee MotivationEmployee MotivationEmployee Motivation

Internal forces that affect a person’s voluntary choice of behavior direction intensity persistence

47

MM

AA

RR

SS

BARBAR

Employee AbilityEmployee AbilityEmployee AbilityEmployee Ability

Natural aptitudes and learned capabilities required to successfully complete a task competencies personal

characteristics that lead to superior performance

person job matching• select qualified people• develop employee

abilities through training• redesign job to fit

person's existing abilities

48

MM

AA

RR

SS

BARBAR

Employee Role PerceptionsEmployee Role PerceptionsEmployee Role PerceptionsEmployee Role Perceptions

Beliefs about what behavior is required to achieve the desired results: understanding what tasks to perform understanding relative importance of tasks understanding preferred

behaviors to accomplish tasks

49

MM

AA

RR

SS

BARBAR

Situational FactorsSituational FactorsSituational FactorsSituational Factors

Environmental conditions beyond the individual’s short-term control that constrain or facilitate behavior time people budget work facilities

50

Types ofWork-Related

Behavior

TaskPerformance


Counter-ProductiveBehaviors

MaintainingWork

Attendance

Joining/Stayingwith the

Organization

Types of Behavior in OrganizationsTypes of Behavior in Organizations

51

Values in the WorkplaceValues in the WorkplaceValues in the WorkplaceValues in the Workplace

Stable, evaluative beliefs that guide our preferences

Define right or wrong, good or bad

Value system -- hierarchy of values

Values are important because: Ethical values Guide employee behavior Globalization raises awareness of values

differences Influence perceptions, decisions, behavior

52

Schwartz’s Values ModelSchwartz’s Values ModelSchwartz’s Values ModelSchwartz’s Values Model

Conservation

Self-enhancement

Self-transcendence

Openness to Change

53

Hyundai Crosses Cultures in AlabamaHyundai Crosses Cultures in AlabamaHyundai Crosses Cultures in AlabamaHyundai Crosses Cultures in Alabama

When Korean automobile giant Hyundai Motor Company recently opened its manufacturing plant in Montgomery, Alabama, local residents and Hyundai executives alike paid close attention to differences in Korean and American cultural values.

© AP Photo/Yonhap

54

Individualism- CollectivismIndividualism- Collectivism

Peru

Chile

ItalyPortugal

Turkey

U.S.A.

Japan

Egypt

KoreaFrance

China

Zimbabwe

MexicoHongKong

Taiwan

Co

llec

tivi

smHigh

Low

Individualism HighLow

55

Power DistancePower DistancePower DistancePower Distance

The degree that people accept an unequal distribution of power in society

JapanJapan

NetherlandNetherlandss

U.S.A.U.S.A.

RussiaRussia

High Power DistanceChinaChina

Low Power Distance

56

Uncertainty AvoidanceUncertainty AvoidanceUncertainty AvoidanceUncertainty Avoidance

High U. A.

Low U. A.

JapanJapanFrancFranc

ee

U.S.A.U.S.A.

The degree that people tolerate ambiguity (low) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance).

ChinaChina

SingaporeSingapore

57

Achievement-NurturingAchievement-NurturingAchievement-NurturingAchievement-Nurturing

Achievement

Nurturing

JapanJapan

U.S.A.U.S.A.

SwedenSweden

The degree that people value assertiveness, competitiveness, and materialism (achievement) versus relationships and well-being of others (nurturing)

ChinaChina

58

JapanJapan

NetherlandsNetherlands

RussiaRussia

Long-Term Orientation

Short-Term Orientation

ChinaChina

The degree that people value thrift, savings, and persistence (long-term) versus past and present issues, respect for tradition and fulfilling social obligations (short-term).

Long/Short-Term OrientationLong/Short-Term OrientationLong/Short-Term OrientationLong/Short-Term Orientation

U.S.A.U.S.A.

59

UtilitarianismUtilitarianism

Individual Individual RightsRights

Greatest good for the greatest number of people

Fundamental entitlementsin society

Distributive Distributive JusticeJustice

People who are similar should receive similar benefits

CareCareFavor those with whom we have special relationships

Four Ethical PrinciplesFour Ethical PrinciplesFour Ethical PrinciplesFour Ethical Principles

60

Supporting Ethical BehaviorSupporting Ethical BehaviorSupporting Ethical BehaviorSupporting Ethical Behavior

Ethical code of conduct Establishes standards of behavior Problem: Limited effect alone on ethical behavior

Ethics training Awareness and clarification of ethics code Practice resolving ethical dilemmas

Ethics officers Educate and counsel; hear about wrongdoing

Ethical leadership Demonstrate integrity and role model ethical conduct

61

Supporting Ethics at Adolph CoorsSupporting Ethics at Adolph CoorsSupporting Ethics at Adolph CoorsSupporting Ethics at Adolph Coors

Long before it was a

priority at other firms,

Adolph Coors developed

training programs and

reward systems that

explicitly strengthen

ethical conduct.

62

Defining PersonalityDefining PersonalityDefining PersonalityDefining Personality

Relatively stable pattern of

behaviors and consistent internal

states that explain a person's

behavioral tendencies

63

Trends: GlobalizationTrends: GlobalizationTrends: GlobalizationTrends: Globalization

Implications of globalization:New organizational structures

Different forms of communication

More competition, change, mergers, downsizing, stress

Need more sensitivity to cultural differences

64

BiographicalBiographicalCharacteristicsCharacteristics

MaritalMaritalStatusStatus

GenderGender

TenureTenure

AgeAge

65

Flexibility

Factors

Flexibility

Factors

Strength

Factors

Strength

Factors

Other

Factors

Other

Factors

Basic Physical AbilitiesBasic Physical Abilities

66

What Is Personality?What Is Personality?What Is Personality?What Is Personality?

HeredityHeredityHeredityHeredity SituationSituationSituationSituationEnvironmentEnvironmentEnvironmentEnvironment

67

Personality TraitsPersonality Traits

Trusting

Practical

Forthright

Self-Assured

Conservative

Group-Dependent

Uncontrolled

Relaxed

Suspicious

Imaginative

Shrewd

Apprehensive

Experimenting

Self-Sufficient

Controlled

Tense

68

Style ofDecision Making Judgmental (J)

Perceptive (P)

Preference forDecision Making Thinking (T)

Feeling (F)

Type of SocialInteraction Introvert (I)

Extrovert (E)

Preference forGathering Data Intuitive (N)

Sensing (S)

Myers-Briggs Type Indicator

69

Myers-Briggs Type IndicatorMyers-Briggs Type IndicatorMyers-Briggs Type IndicatorMyers-Briggs Type Indicator

Extroversion versus introversion

Sensing versus intuition

Thinking versus feeling

Judging versus perceiving

Courtesy of Thompson Doyle Hennessey & Everest

70

Courtesy of Thompson Doyle Hennessey & Everest

Myers-Briggs Type IndicatorMyers-Briggs Type IndicatorMyers-Briggs Type IndicatorMyers-Briggs Type Indicator

During their retreat in Maine, employees at Thompson Doyle Hennessey & Everest completed the Myers-Briggs Type Indicator and learned how their personalities can help them understand each other more effectively.

71

The “Big Five”Personality Model

Extraversion Agreeableness

Conscientiousness

EmotionalStability

Openness toExperience

72

Big Five Personality DimensionsBig Five Personality DimensionsBig Five Personality DimensionsBig Five Personality Dimensions

Outgoing, talkative

Sensitive, flexible

Careful, dependable

Courteous, caring

Anxious, hostile

ExtroversionExtroversion

Openness to ExperienceOpenness to Experience

ConscientiousnessConscientiousness

AgreeablenessAgreeableness

NeuroticismNeuroticism

73

Personality Attributes and BehaviorPersonality Attributes and Behavior

RiskRiskTakingTaking

LocusLocusof Controlof Control

Self-EsteemSelf-Esteem

Type AType APersonalityPersonality

Self-MonitoringSelf-Monitoring

MachiavellianMachiavellianTraitsTraits

74

Type A Behavior Pattern

•involves high levels of competitiveness, time urgency, and irritabilityType B behavior pattern•casual, laid-back style Type Aoverall edge in job performance, especially tasks involving time pressure or solitary work; impatient with coworkersType Bperform better on complex tasks that require accuracy rather than speed

Type A and B Personalities

75

Locus of Control and Self-MonitoringLocus of Control and Self-MonitoringLocus of Control and Self-MonitoringLocus of Control and Self-Monitoring

Locus of control Internals believe in their effort and abilityExternals believe events are mainly due

to external causes

Self-monitoring personalitySensitivity to situational cues, and ability

to adapt your behavior to that situation

76

Myers-Briggs Type IndicatorMyers-Briggs Type Indicator

Extroversion Introversionvs.

Sensing Intuitionvs.

Thinking Feelingvs.

Judging Perceivingvs.

77

Locus of Control and Self-MonitoringLocus of Control and Self-MonitoringLocus of Control and Self-MonitoringLocus of Control and Self-Monitoring

Locus of control Internals believe in their effort and abilityExternals believe events are mainly due to

external causes

Self-monitoring personality to that situation Sensitivity to situational

cues, and ability to adapt your behavior

78

Holland’s Occupational Choice TheoryHolland’s Occupational Choice TheoryHolland’s Occupational Choice TheoryHolland’s Occupational Choice Theory

Career success depends on fit between the person and work environment

Holland identifies six “themes” Represent work environment and personality

traits/interests

A person aligned mainly with one theme is highly differentiated

A person has high consistency when preferences relate to adjacent themes

79

33

Perception and Learning in OrganizationsPerception and Learning in Organizations Perception and Learning in OrganizationsPerception and Learning in Organizations

80

Regina Peruggi, Back to the FloorRegina Peruggi, Back to the FloorRegina Peruggi, Back to the FloorRegina Peruggi, Back to the Floor

Regina Peruggi, president

of New York’s Central

Park Conservancy, got her

perceptions back in focus

by spending a week

working on the front line. © BBC Photolibrary

81

Vodafone Executive Grahame MaherVodafone Executive Grahame MaherVodafone Executive Grahame MaherVodafone Executive Grahame Maher

Vodafone executive

Grahame Maher keeps

his perceptions in focus

by discarding the

executive suite and

working alongside

employees every day.

Bob Finlayson/Newspix

82

Emotions andEmotions andBehaviorsBehaviors

Organization andOrganization andInterpretationInterpretation

Selective AttentionSelective Attention

Perceptual Process ModelPerceptual Process ModelPerceptual Process ModelPerceptual Process Model

Feeling Hearing Seeing Smelling TastingFeeling Hearing Seeing Smelling Tasting

Environmental StimuliEnvironmental Stimuli

83

Selective AttentionSelective AttentionSelective AttentionSelective Attention

Characteristics of the object size, intensity, motion, repetition, novelty

Perceptual context

Characteristics of the perceiver attitudes perceptual defense expectations -- condition us to expect events

84

Splatter Vision PerceptionSplatter Vision PerceptionSplatter Vision PerceptionSplatter Vision Perception

Fighter pilots, police detectives,

and truck drivers use splatter

vision -- scanning everything

and focusing on nothing. This

reduces the chance of

screening out potentially

important information.© Corel Corp. Used with permission

85

An Individual’sAn Individual’sSocial IdentitySocial Identity

IBMIBMEmployeeEmployee

Social Identity TheorySocial Identity TheorySocial Identity TheorySocial Identity Theory

Live inLive inU.S.A.U.S.A.

Univ. of VermontUniv. of VermontGraduateGraduate

Employees atEmployees atother firmsother firms

People livingPeople livingin other countriesin other countries

Graduates fromGraduates fromother schoolsother schools

86

Social Identity Theory FeaturesSocial Identity Theory FeaturesSocial Identity Theory FeaturesSocial Identity Theory Features

Comparative process define ourselves by differences with others

Homogenization process similar traits within a group; different traits

across groups

Contrasting process develop less favorable images of people in

groups other than our own

87

The Study of Organizational BehaviorThe Study of Organizational Behavior

IndividualIndividual

GroupGroup

OrganizationOrganization

Study ofStudy ofOrganizationalOrganizational

BehaviorBehaviorSocial PsychologySocial Psychology

Political SciencePolitical Science

AnthropologyAnthropology

PsychologyPsychology

SociologySociology

88

Self-Fulfilling Prophecy CycleSelf-Fulfilling Prophecy CycleSelf-Fulfilling Prophecy CycleSelf-Fulfilling Prophecy Cycle

SupervisorSupervisorformsforms

expectationsexpectations

ExpectationsExpectationsaffect supervisor’saffect supervisor’s

behaviorbehavior

Supervisor’sSupervisor’sbehavior affectsbehavior affects

employeeemployee

Employee’sEmployee’sbehavior matchesbehavior matches


89

Dealing with Self-Fulfilling ProphecyDealing with Self-Fulfilling ProphecyDealing with Self-Fulfilling ProphecyDealing with Self-Fulfilling Prophecy

Awareness trainingLeaders learn effects of negative perceptions Problem is that awareness doesn’t prevent self-

fulfilling prophecy

Emerging three-prong strategySupport a learning orientationEngage in contingency leadership styles Increase employee self-efficacy

90

ContrastContrastEffectEffect

ContrastContrastEffectEffect

SelectivePerceptionSelective

Perception

StereotypingStereotyping

Halo EffectHalo Effect

ProjectionProjection

Frequently Used Shortcuts Frequently Used Shortcuts When Judging OthersWhen Judging Others

91

StereotypesStereotypesStereotypesStereotypes

A stereotype is anindividual’s set of beliefsabout the characteristics of a group of people.

6-4

92

StereotypingStereotypingStereotypingStereotyping

Process of assigning traits to people based on their membership in a social category Categorical thinking Strong need to understand

and anticipate others’ behavior

Enhances our self-perception and social identity

Ottawa Citizen

93

Common Types of StereotypesCommon Types of Stereotypes6-8

Sex-Role Stereotypes

Age Stereotypes

Race Stereotypes

Disability Stereotypes

94

Sex Role Stereotyping in Sex Role Stereotyping in EngineeringEngineeringSex Role Stereotyping in Sex Role Stereotyping in EngineeringEngineering

Women are underrepresented in

engineering partly because:

Social identity -- few women identify

with the “geek” image portrayed of

engineers

Sex role stereotyping -- women are

not encouraged to become engineers

because the profession has a male

stereotype

95

MinimizingMinimizing Stereotyping Stereotyping BiasesBiasesMinimizingMinimizing Stereotyping Stereotyping BiasesBiases

Diversity awareness training Educate employees about the benefits of diversity

and dispel myths

Meaningful interaction Contact hypothesis

Decision-making accountability Use objective criteria in decision-making

96

Other Perceptual ErrorsOther Perceptual ErrorsOther Perceptual ErrorsOther Perceptual Errors

PrimacyFirst impressions

RecencyMost recent information dominates

perceptions

HaloOne trait forms a general impression

ProjectionBelieving other people are similar to you

97

Fundamental Attribution BiasFundamental Attribution BiasFundamental Attribution BiasFundamental Attribution Bias

The tendency to attribute another person’s behavior to

his or her personal characteristics.

6-16

98

Self-Serving BiasSelf-Serving BiasSelf-Serving BiasSelf-Serving Bias6-17

The tendency to take more personal responsibility for

success than for failure.

99

Attribution ProcessAttribution ProcessAttribution ProcessAttribution Process

Internal Attribution Perception that outcomes are due to

motivation/ability rather than situation or fate

External Attribution Perception that outcomes are due to

situation or fate rather than the person

100

Rules of AttributionRules of AttributionRules of AttributionRules of Attribution

External AttributionExternal Attribution

FrequentlyFrequently

ConsistencyConsistency

SeldomSeldom

Internal AttributionInternal Attribution


DistinctivenessDistinctiveness

SeldomSeldom

SeldomSeldom

ConsensusConsensus


101

Attribution ErrorsAttribution ErrorsAttribution ErrorsAttribution Errors

Fundamental Attribution Error attributing own actions to external factors

and other’s actions to internal factors

Self-Serving Bias attributing our successes to internal factors

and our failures to external factors

102

Self-Fulfilling Prophecy CycleSelf-Fulfilling Prophecy CycleSelf-Fulfilling Prophecy CycleSelf-Fulfilling Prophecy Cycle

SupervisorSupervisorformsforms


ExpectationsExpectationsaffect supervisor’saffect supervisor’s

behaviorbehavior

Supervisor’sSupervisor’sbehavior affectsbehavior affects

employeeemployee

Employee’sEmployee’sbehavior matchesbehavior matches


103

Other Perceptual ErrorsOther Perceptual ErrorsOther Perceptual ErrorsOther Perceptual Errors

Primacy first impressions

Recency most recent information dominates perceptions

Halo one trait forms a general impression

Projection believe other people do the same things or have

the same attitudes as you

104

Fundamental Attribution Error

Halo Effect

Similar-to-me

Stereotyping

Selective Perception

Perceptual Readiness

Projection

First Impression

Summary of Perceptual ErrorsSummary of Perceptual ErrorsSummary of Perceptual ErrorsSummary of Perceptual Errors

105

Improving PerceptionsImproving PerceptionsImproving PerceptionsImproving Perceptions

Empathy Sensitivity to the feelings, thoughts, and situation

of others Cognitive and emotional component

Self-awareness Awareness of your values, beliefs and prejudices Applying Johari Window

106

Known to Self Unknown to Self

Knownto Others

Unknownto Others

OpenOpenAreaArea BlindBlind

AreaArea

UnknownUnknownAreaArea

HiddenHiddenAreaArea

Know Yourself (Johari Window)Know Yourself (Johari Window)Know Yourself (Johari Window)Know Yourself (Johari Window)

OpenOpenAreaArea

BlindBlindAreaArea

HiddenHiddenAreaArea

UnknownUnknownAreaArea

DisclosureDisclosure

FeedbackFeedback

107

Definition of LearningDefinition of LearningDefinition of LearningDefinition of Learning

A relatively permanent change in

behavior (or behavior tendency) that

occurs as a result of a person’s

interaction with the environment

108

Behavior ModificationBehavior ModificationBehavior ModificationBehavior Modification

We “operate” on the environment alter behavior to maximize positive and minimize

adverse consequences

Learning is viewed as completely dependent on the environment

Human thoughts are viewed as unimportant

109

A-B-Cs of Behavior ModificationA-B-Cs of Behavior ModificationA-B-Cs of Behavior ModificationA-B-Cs of Behavior Modification

ConsequencesConsequences

What happensWhat happensafter behaviorafter behavior

Co-workersCo-workersthank thank

operatoroperator

ExampleExample

BehaviorBehavior

What personWhat personsays or doessays or does

Machine Machine operator turnsoperator turns

off poweroff power

AntecedentsAntecedents

What happensWhat happensbefore behaviorbefore behavior

WarningWarninglightlight

flashesflashes

110

Contingencies of ReinforcementContingencies of Reinforcement

Behaviorincreases/maintained

Behaviordecreases

Consequenceis introduced

Consequenceis removed

Punishment

Positivereinforcement

Extinction Punishment

Negativereinforcement

Noconsequence

111

SocialSocialLearningLearning

ClassicalClassical

ConditioninConditionin

gg

OperantOperant

ConditioningConditioning

What Is Learning?What Is Learning?

112

Methods ofMethods ofShaping BehaviorShaping Behavior


Negative Negative ReinforcementReinforcement


PositivePositiveReinforcementReinforcement


ExtinctionExtinctionExtinctionExtinctionPunishmentPunishmentPunishmentPunishment

113

Reinforcement contingencies -Consequences

Negative reinforcement (avoidance)people learn to perform acts that lead to the removalof undesired events

Punishment decreasing undesirable behavior by following it with undesirable consequences

Extinction responses that are no longer reinforced tend to gradually diminish in strength.

Positive reinforcement people learn to perform behaviors leading to the the desired outcomes

114

EvaluatedEmployee

Co-worker

Customer

Subordinate

Projectleader

Supervisor

Co-worker

Subordinate

Subordinate

360 Degree Feedback360 Degree Feedback360 Degree Feedback360 Degree Feedback

115

EffectiveEffectiveFeedbackFeedback

SpecificSpecific

FrequentFrequent

TimelyTimely

RelevantRelevant

CredibleCredible

Giving Feedback EffectivelyGiving Feedback EffectivelyGiving Feedback EffectivelyGiving Feedback Effectively

116

Schedules of ReinforcementSchedules of ReinforcementSchedules of ReinforcementSchedules of Reinforcement

Behaviors1 2 3 4 5 6 7 8 9

Continuous

Fixed ratio

Variable ratio

Fixed interval

Time (Days)1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Variable interval

117

Behavior Modification LimitationsBehavior Modification LimitationsBehavior Modification LimitationsBehavior Modification Limitations

• More difficult to apply to conceptual activities

• Reward inflation

• Ethical concern that variable ratio schedule is a lottery

• Behaviorist philosophy vs. learning through mental processes

118

Social Learning TheorySocial Learning TheorySocial Learning TheorySocial Learning Theory

Behavioral modeling Observing and modeling behavior of others

Learning behavior consequences Observing consequences that others experience

Self-reinforcement Reinforcing our own behavior with consequences

within our control

119

Experiential Learning in Warwick, RIExperiential Learning in Warwick, RIExperiential Learning in Warwick, RIExperiential Learning in Warwick, RI

These Warwick, Rhode Island, fire department recruits are recapping an experiential learning exercise in which their task was to control the fire and save victims (dummies lying on the ground in this photo).

© Bill Murphy/The Providence Journal

120

Developing a Learning OrientationDeveloping a Learning OrientationDeveloping a Learning OrientationDeveloping a Learning Orientation

Value the generation of new knowledge.

Reward experimentation.

Recognize mistakes as part of learning.

Encourage employees to take reasonable risks.

121

Action LearningAction LearningAction LearningAction Learning

Experiential learning in which employees are involved in a ‘real, complex and stressful problem’, usually in teams, with immediate relevance to the company Concrete experience Learning meetings Team conceptualizes and applies a solution to

a problem

122

44

Workplace Emotions and AttitudesWorkplace Emotions and AttitudesWorkplace Emotions and AttitudesWorkplace Emotions and Attitudes

123

Positive Emotions at Pike PlacePositive Emotions at Pike PlacePositive Emotions at Pike PlacePositive Emotions at Pike Place

Employees at Pike Place Fish Market in Seattle turned a

money-losing, morale-draining business into a world-

famous attraction by deciding to have fun at work, such as

tossing fish and joking with customers.

© AP Photo/Elaine Thompson

124

Emotions DefinedEmotions DefinedEmotions DefinedEmotions Defined

Psychological and physiological episodes

experienced toward an object, person, or event

that create a state of readiness.

© AP Photo/Elaine Thompson

125

What Are Emotions?What Are Emotions?What Are Emotions?What Are Emotions?

AffectAffectAffectAffect MoodsMoodsMoodsMoodsEmotionsEmotionsEmotionsEmotions

126

Emotions and Attitudes at Emotions and Attitudes at WegmansWegmansEmotions and Attitudes at Emotions and Attitudes at WegmansWegmans

Wegmans Food Market enjoys strong customer

loyalty and low employee turnover by keeping

employees happy. Shown here, CEO Danny Wegman

meets with staff during a new store opening.

Courtesy of Wegmans Food Markets

127

Emotions DefinedEmotions DefinedEmotions DefinedEmotions Defined

Psychological, behavioral, and physiological

episodes experienced toward an object, person,

or event that create a state of readiness.

Courtesy of Wegmans Food Markets

128

Serious Fun at CXtexSerious Fun at CXtexSerious Fun at CXtexSerious Fun at CXtex

Cxtec employees live up to their company values, which include having fun at work. Helium-filled balloons

adorn the office. Break room with billiards,

foosball, and air hockey. Miniature golf tournaments

in the office, tricycle races around the building, and “CXtec Idol” competitions.

Courtesy of CXtec

129

Generating Positive Emotions at Generating Positive Emotions at WorkWorkGenerating Positive Emotions at Generating Positive Emotions at WorkWork

The emotions-attitudes-behavior model illustrates that attitudes are shaped by ongoing emotional experiences.

Thus, successful companies actively create more positive than negative emotional episodes.

Courtesy of CXtec

130

Happy Staff, Happy Customers at Happy Staff, Happy Customers at OutbackOutbackHappy Staff, Happy Customers at Happy Staff, Happy Customers at OutbackOutback

Outback Steakhouse is

successful in part

because it applies the

principle that happy

employees make happy

customers, which result in

happy shareholders.

Courtesy of Outback Steakhouse

131

Ability andAbility andSelectionSelection

InterpersonalInterpersonalConflictConflict

LeadershipLeadership

DecisionDecisionMakingMaking

DeviantDeviantBehaviorBehavior

MotivationMotivation

Emotions and OB Applications

132

Emotional Intelligence at VA MedicalEmotional Intelligence at VA MedicalEmotional Intelligence at VA MedicalEmotional Intelligence at VA Medical

Medical professionals at Jerry L.

Pettis Memorial VA Medical

Center in Loma Linda, California

attend special classes where they

receive their personal emotional

intelligence profile and learn to

improve their EQ.

133

EmotionalEmotionalIntelligenceIntelligence

Self-Self-AwarenessAwareness

Self-Self-RegulationRegulation

Self-Self-MotivationMotivation

SocialSocialSkillSkill

EmpathyEmpathy

Emotional Intelligence Emotional Intelligence DimensionsDimensionsEmotional Intelligence Emotional Intelligence DimensionsDimensions

134

Types of EmotionsTypes of EmotionsTypes of EmotionsTypes of Emotions

Activated Negative

Activated Positive

Astonished

Tranquil

CheerfulSad

Fearful Elated

ContentBored

Ac

tiva

ted

Ac

tiv a

ted

Un

ac t

i va

ted

Un

ac t

i va

t ed

PleasantPleasantUnpleasantUnpleasant

135

Attitudes versus EmotionsAttitudes versus EmotionsAttitudes versus EmotionsAttitudes versus Emotions

AttitudesAttitudes EmotionsEmotions

Judgments about an Judgments about an attitude objectattitude object

Experiences toward an Experiences toward an attitude objectattitude object

Usually stable for days Usually stable for days or longeror longer

Occur briefly, usually Occur briefly, usually lasting minuteslasting minutes

Based mainly on Based mainly on rational logicrational logic

Based on awareness of our Based on awareness of our senses senses

136

BehaviorBehavior

Emotions, Attitudes and BehaviorEmotions, Attitudes and BehaviorEmotions, Attitudes and BehaviorEmotions, Attitudes and Behavior

Emotional Episodes

Perceived EnvironmentPerceived Environment

Attitude FeelingsFeelings

BeliefsBeliefs

BehavioralBehavioralIntentionsIntentions

137

Emotional LaborEmotional Labor

Effort, planning and control needed to express organizationally desired emotions during interpersonal transactions.

Emotional labor higher when job requires: frequent and long duration display of emotions displaying a variety of emotions displaying more intense emotions.

Influenced by culture and other situational factors

138

Emotional Labor IssuesEmotional Labor IssuesEmotional Labor IssuesEmotional Labor Issues

Difficult to hide true emotions, especially anger

Emotional dissonance Conflict between true and required

emotions Potentially stressful with surface

acting Less stress through deep acting

139

Emotional IntelligenceEmotional IntelligenceEmotional IntelligenceEmotional Intelligence

Ability to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others.

140

Social Social AwarenessAwareness

Self-Self-managementmanagement

Understanding and sensitivity to the feelings, thoughts, and situation of others

Controlling or redirecting our internal states, impulses, and resources

Self-Self-awarenessawareness

Understanding your own emotions, strengths, weaknesses, values, and motives

Relationship Relationship ManagementManagement

Managing other people’s emotions

Lowest

Highest

Model--Emotional IntelligenceModel--Emotional IntelligenceModel--Emotional IntelligenceModel--Emotional Intelligence

141

Improving Emotional IntelligenceImproving Emotional IntelligenceImproving Emotional IntelligenceImproving Emotional Intelligence

Emotional intelligence is a set of competencies (aptitudes, skills).

Can be learned, especially through coaching.

EI higher in people with extroversion, conscientiousness, agreeableness, emotional stability, and low neuroticism.

142

Job SatisfactionJob SatisfactionJob SatisfactionJob Satisfaction

A person's evaluation of his or her job and work context.

A collection of attitudes about specific facets of the job.

JobSatisfaction

SupervisorSupervisor

JobJobContentContent

Co-workersCo-workers

Working Working ConditionsConditions

Career Career ProgressProgress

Pay and Pay and BenefitsBenefits

143

LoyaltyLoyalty

VoiceVoice

ExitExit

NeglectNeglect

• Leaving the situation• Quitting, transferring

• Changing the situation• Problem solving, complaining

• Patiently waiting for the situation to improve

• Reducing work effort/quality• Increasing absenteeism

EVLN: Responses toEVLN: Responses to DissatisfactionDissatisfactionEVLN: Responses toEVLN: Responses to DissatisfactionDissatisfaction

144

Job Satisfaction and PerformanceJob Satisfaction and PerformanceJob Satisfaction and PerformanceJob Satisfaction and Performance

Happy workers are somewhat more productive workers, but: General attitude is a poor predictor of specific behaviors Job performance affects satisfaction only when rewarded Job satisfaction and motivation have little effect in jobs with

little employee control (e.g. assembly lines)

145

Job Satisfaction at Ipswitch Inc.Job Satisfaction at Ipswitch Inc.Job Satisfaction at Ipswitch Inc.Job Satisfaction at Ipswitch Inc.

Roger Greene (center), CEO of

software maker Ipswitch Inc.,

believes that if employees are

treated well they will treat

customers well, resulting in

profits

J. Wilcox, Boston Globe

146

Job Satisfaction and CustomersJob Satisfaction and CustomersJob Satisfaction and CustomersJob Satisfaction and Customers

Job satisfaction increases customer satisfaction and profitability because:

Job satisfaction affects mood, leading to positive behaviors toward customers

Less employee turnover, resulting in more consistent and familiar service

J. Wilcox, Boston Globe

147

Employee-Customer-Profit ChainEmployee-Customer-Profit ChainEmployee-Customer-Profit ChainEmployee-Customer-Profit Chain

CompanyCompanyPracticesPracticesCompanyCompanyPracticesPractices

SatisfiedSatisfiedEmployeesEmployeesSatisfiedSatisfied

EmployeesEmployees

• • LessLess turnoverturnover

• • ConsistentConsistent serviceservice

• • LessLess turnoverturnover

• • ConsistentConsistent serviceservice

Customer’sCustomer’sPerceivedPerceived

ValueValue

Customer’sCustomer’sPerceivedPerceived

ValueValue

• • SatisfiedSatisfied customerscustomers

• • CustomerCustomer referralsreferrals

• • SatisfiedSatisfied customerscustomers

• • CustomerCustomer referralsreferrals

HigherHigherRevenue Revenue

Growth and Growth and ProfitsProfits

HigherHigherRevenue Revenue

Growth and Growth and ProfitsProfits

148

Organizational CommitmentOrganizational CommitmentOrganizational CommitmentOrganizational Commitment

Affective commitment Emotional attachment to, identification with, and

involvement in an organization

Continuance commitment Belief that staying with the organization serves

your personal interests

149

Building Organizational CommitmentBuilding Organizational CommitmentBuilding Organizational CommitmentBuilding Organizational Commitment

Provide justice and support

Provide some job security

Support organizational comprehension

Involve employees in decisions

Build trust

150

Psychological Contract DefinedPsychological Contract DefinedPsychological Contract DefinedPsychological Contract Defined

Beliefs about the terms and

conditions of a reciprocal

exchange between that person

and other party

151

55

Motivation in the WorkplaceMotivation in the WorkplaceMotivation in the WorkplaceMotivation in the Workplace

152

The Motivation ProcessThe Motivation ProcessThe Motivation ProcessThe Motivation Process

UnsatisfiedUnsatisfiedNeedNeed

UnsatisfiedUnsatisfiedNeedNeed TensionTensionTensionTension

BehaviorBehaviorBehaviorBehaviorDrivesDrivesDrivesDrives

SatisfiedSatisfiedNeedNeed

SatisfiedSatisfiedNeedNeed

ReductionReductionof Tensionof TensionReductionReductionof Tensionof Tension

153

What Is Motivation?

Direction

PersistenceIntensity

154

A Motivation ModelA Motivation ModelA Motivation ModelA Motivation Model

MOTIVE

Individual

GOAL

Outside Individual

BEHAVIOR

Motivational Processes

GOALBEHAVIOR

Skills

GOAL DIRECTED

155

Maslow’s Need HierarchyMaslow’s Need Hierarchy

PhysiologicalMost basic need.

SafetyConsists of the need to be safe.

LoveThe desire to love and be loved.

EsteemNeed for reputation, prestige, and recognition from others.

Self-ActualizationDesire for self-fulfillment.

156

Needs Hierarchy TheoryNeeds Hierarchy Theory• Maslow arranged

five needs in a hierarchy

• Satisfaction-progression process

• People who experience self-actualization desire more rather than less of this need

• Not much support for Maslow’s theory

Self-Actualization

Esteem

Belongingness

Safety

Physiological

157

Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of NeedsMaslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs

SelfSelf

EsteemEsteem

SocialSocial

SafetySafety

PhysiologicalPhysiological

158

Motivation Through RecognitionMotivation Through RecognitionMotivation Through RecognitionMotivation Through Recognition

Panfric Hotel general manager David Gachuru (shown in photo giving an award to employee Matayo Moyale) motivates employees with good old-fashioned praise and recognition.

Courtesy Sanova Panafric Hotel

159

Goal Setting at SpeederaGoal Setting at SpeederaGoal Setting at SpeederaGoal Setting at Speedera

Speedera Networks

employees achieved a

challenging revenue goal in

one quarter, for which all

employees in California

and India were rewarded

with a free Hawaiian trip. Courtesy of Akamai

160

The TheoryThe Theoryof Needsof Needs

DavidDavidMcClellandMcClelland

The TheoryThe Theoryof Needsof Needs

DavidDavidMcClellandMcClelland

Need forNeed forAchievementAchievement

(nAch)(nAch)

Need forNeed forAchievementAchievement

(nAch)(nAch)

Need forNeed forPowerPower(nPow)(nPow)

Need forNeed forPowerPower(nPow)(nPow)

Need forNeed forAffiliationAffiliation

(nAff)(nAff)

Need forNeed forAffiliationAffiliation

(nAff)(nAff)

161

Two-Factor Theory of JobSatisfaction

• Quality of supervision• Pay• Company policies• Physical working conditions• Relations with others• Job security

Hygiene factors

Job Dissatisfaction

• Promotion opportunities• Opportunities for personal growth• Recognition• Responsibility• Achievement

Motivators

Job Satisfaction

162

Motivation Through RecognitionMotivation Through RecognitionMotivation Through RecognitionMotivation Through Recognition

Julie Hans holds up the award coupons that Progress Energy employees give to one another as recognition

for their good work and support. Recognition is one of the best ways to motivate employees.

© H. Lynch/Raleigh News and Observer

163

Challenges of Motivating EmployeesChallenges of Motivating EmployeesChallenges of Motivating EmployeesChallenges of Motivating Employees

Layoffs, restructuring Damaged trust, commitment

Flatter organizations Fewer supervisors to monitor performance

Changing workforce Younger employees have different needs Diverse workforce

164

ERGTheory

Needs HierarchyTheory

ERG TheoryERG TheoryERG TheoryERG Theory

Self-Actualization

EsteemEsteem

BelongingnessBelongingness

SafetySafety


Growth

RelatednessRelatedness

ExistenceExistence

• Alderfer’s model has three sets of needs

• Adds frustration-regression process to Maslow’s model

• Somewhat more research support than Maslow’s theory

165

Alderfer’s ERG TheoryAlderfer’s ERG TheoryAlderfer’s ERG TheoryAlderfer’s ERG Theory

ExistenceExistenceExistenceExistence GrowthGrowth

RelatednessRelatednessRelatednessRelatedness

166

Innate Drives TheoryInnate Drives TheoryInnate Drives TheoryInnate Drives Theory

Drive to BondDrive to Bond

Drive to LearnDrive to Learn

• Need to form relationships and social commitments• Basis of social identity

• Need to satisfy curiosity and resolve conflicting information• Basis of self-actualization

Drive to DefendDrive to Defend• Need to protect ourselves• A reactive (not proactive) drive• Basis of fight or flight

Drive to AcquireDrive to Acquire• Need to take/keep objects and experiences• Basis of hierarchy and status

167

Innate Drives and MotivationInnate Drives and MotivationInnate Drives and MotivationInnate Drives and Motivation

Emotional brain center relies on innate drives to assign emotional markers to incoming information

Emotional markers influence rational thoughts and become the conscious sources of motivation

168

Learned Needs TheoryLearned Needs TheoryLearned Needs TheoryLearned Needs Theory

Some needs are learned, not innate

Need for achievement Desire for challenging and somewhat risky goals,

feedback, recognition

Need for affiliation Desire to seek approval, conform, and avoid

conflict Try to project a favorable self-image

Need for power Desire to control one’s environment Personalized versus socialized power

169

Recognition v. Money at EncanaRecognition v. Money at EncanaRecognition v. Money at EncanaRecognition v. Money at Encana

Many Encana employees who received a “High Five” card from co-workers displayed them in their offices rather than redeem them for the $5 value. This small symbol of recognition was worth far more than the monetary value of the cards.

Courtesy of Encana Corp.

170

Implications of Needs TheoriesImplications of Needs TheoriesImplications of Needs TheoriesImplications of Needs Theories

• Organizations need to support employees to achieve a balance of their innate needs.

• People have different needs at different times.

• Offer employees a choice of rewards

• Do not rely too heavily on financial rewards.

Courtesy of Encana Corp.

171

E-to-PExpectancy

P-to-OExpectancy

Outcomes& Valences

Outcome 1Outcome 1+ or -+ or -

EffortEffort PerformancePerformance



Expectancy Theory of MotivationExpectancy Theory of MotivationExpectancy Theory of MotivationExpectancy Theory of Motivation

172

Increasing E-to-P ExpectancyIncreasing E-to-P ExpectancyIncreasing E-to-P ExpectancyIncreasing E-to-P Expectancy

• Train employees.

• Select people with required competencies .

• Provide role clarification.

• Provide sufficient resources.

• Provide coaching and feedback.

173

Increasing P-to-O ExpectancyIncreasing P-to-O ExpectancyIncreasing P-to-O ExpectancyIncreasing P-to-O Expectancy

• Measure performance accurately.

• Describe outcomes of good and poor performance.

• Explain how rewards are linked to past performance.

174

Increasing Outcome ValencesIncreasing Outcome ValencesIncreasing Outcome ValencesIncreasing Outcome Valences

• Ensure that rewards are valued.

• Individualize rewards.

• Minimize countervalent outcomes.

175

Specific

Relevant

ChallengingTaskEffort

TaskPerformance

Feedback

Participation

Commitment

Effective Goal SettingEffective Goal Setting

176

Goal Difficulty and PerformanceGoal Difficulty and PerformanceGoal Difficulty and PerformanceGoal Difficulty and Performance

High

Tas

k P

erfo

rman

ce

Low Moderate Challenging Impossible

Area ofOptimal

GoalDifficulty

Goal Difficulty

177

Characteristics of Effective FeedbackCharacteristics of Effective FeedbackCharacteristics of Effective FeedbackCharacteristics of Effective Feedback

EffectiveFeedback

SpecificSpecific

RelevantRelevant

TimelyTimely

CredibleCredible

SufficientlySufficientlyfrequentfrequent

178

Multisource (360-degree) Multisource (360-degree) FeedbackFeedbackMultisource (360-degree) Multisource (360-degree) FeedbackFeedback

EvaluatedEmployee

Co-workerCo-worker

CustomerCustomer

SubordinateSubordinate

ProjectProjectleaderleader

SupervisorSupervisor

Co-workerCo-worker

SubordinateSubordinateSubordinateSubordinate

179

Inequity of British “Fat Cats”Inequity of British “Fat Cats”Inequity of British “Fat Cats”Inequity of British “Fat Cats”

British protesters (including company employees) express their anger over unfair executive pay by dressing as “fat cats” in business suits outside the company’s annual general meetings.

© Simon Clark

180

Elements of Equity TheoryElements of Equity TheoryElements of Equity TheoryElements of Equity Theory

Outcome/input ratio inputs -- what employee

contributes (e.g., skill) outcomes -- what employee

receives (e.g., pay)

Comparison other person/people against whom

we compare our ratio not easily identifiable

Equity evaluation compare outcome/input ratio

with the comparison other

© Simon Clark

181

Keeping Pay Equitable at CostcoKeeping Pay Equitable at CostcoKeeping Pay Equitable at CostcoKeeping Pay Equitable at Costco

Costco Wholesale CEO Jim Sinegal

(shown in this photo) thinks the large

wage gap between many executives

and employees is blatantly unfair.

“Having an individual who is making

100 or 200 or 300 times more than

the average person working on the

floor is wrong,” says Sinegal, whose

salary and bonus are a much smaller

multiple of what his staff earn.

182

Overreward vs Underreward InequityOverreward vs Underreward InequityOverreward vs Underreward InequityOverreward vs Underreward Inequity

YouComparisonOther

OutcomesOutcomes

InputsInputs

OutcomesOutcomes

InputsInputs

OverrewardInequity

OutcomesOutcomes

InputsInputs

OutcomesOutcomes

InputsInputs

UnderrewardInequity

183

Elements of Equity TheoryElements of Equity TheoryElements of Equity TheoryElements of Equity Theory

Outcome/input ratio inputs -- what employee

contributes (e.g., skill) outcomes -- what employee

receives (e.g., pay)

Comparison other person/people against whom we

compare our ratio not easily identifiable

Equity evaluation compare outcome/input ratio with

the comparison other

184

Consequences of InequityConsequences of InequityConsequences of InequityConsequences of Inequity

• Change inputs.

• Change outcomes.

• Change perceptions.

• Leave the field.

• Act on the comparison other.

• Change the comparison other.

185

SocialSocialLearningLearning

ClassicalClassical

ConditioninConditionin

gg

OperantOperant

ConditioningConditioning

What Is Learning?What Is Learning?

186







ExtinctionExtinctionExtinctionExtinctionPunishmentPunishmentPunishmentPunishment

187

Reinforcement contingencies - relationships between a person’s behavior and the consequences resulting from it

Negative reinforcement (avoidance)people learn to perform acts that lead to the removalof undesired events

Punishment - decreasing undesirable behavior by following it with undesirable consequences

Extinction - process through which responses that are nolonger reinforced tend to gradually diminish in strength

Positive reinforcement -people learn to perform behaviors leading to the the desired outcomes

188

EvaluatedEmployee

Co-worker

Customer

Subordinate

Projectleader

Supervisor

Co-worker

Subordinate

Subordinate

Multi-Source (360 Degree) FeedbackMulti-Source (360 Degree) FeedbackMulti-Source (360 Degree) FeedbackMulti-Source (360 Degree) Feedback

189

EffectiveEffectiveFeedbackFeedback

SpecificSpecific

FrequentFrequent

TimelyTimely

RelevantRelevant

CredibleCredible

Giving Feedback EffectivelyGiving Feedback EffectivelyGiving Feedback EffectivelyGiving Feedback Effectively

190

Motivation at Capital OneMotivation at Capital OneMotivation at Capital OneMotivation at Capital One

Capital One has a motivated

workforce by hiring people

with an entrepreneurial

spirit, challenging them

through stretch goals, and

continually evaluating

individual and organizational

performance.

191

Theory XTheory XWorkersWorkers

Dislike WorkDislike Work

Avoid ResponsibilityAvoid Responsibility

Little AmbitionLittle Ambition

Theory YTheory YWorkersWorkers

Enjoy WorkEnjoy Work

Accept ResponsibilityAccept Responsibility

Self-DirectedSelf-Directed

192

66

Applied Performance PracticesApplied Performance PracticesApplied Performance PracticesApplied Performance Practices

193

WestJet Motivates EmployeesWestJet Motivates EmployeesWestJet Motivates EmployeesWestJet Motivates Employees

WestJet employees are

highly motivated

through profit sharing

and stock options,

empowerment, job

design, and self-

leadership. Canadian Press

Courtesy of WestJet

194

Money and employee needs Affects existence, drive to acquire,

growth needs, as well as need for achievement

Money attitudes and values Money ethic -- not evil, represents

success, should be budgeted carefully

Money and social identity Partly defines who we are

The Meaning of MoneyThe Meaning of MoneyThe Meaning of MoneyThe Meaning of Money

© Corel Corp. With permission© Corel Corp. With permission.

195

Types of Rewards in the WorkplaceTypes of Rewards in the WorkplaceTypes of Rewards in the WorkplaceTypes of Rewards in the Workplace

Membership and seniority

Job status

Competencies

Performance-based


196

Membership/Seniority Based RewardsMembership/Seniority Based RewardsMembership/Seniority Based RewardsMembership/Seniority Based Rewards

Fixed wages, seniority increases

Advantages Guaranteed wages may attract job applicants Seniority-based rewards reduce turnover

Disadvantages Doesn’t motivate job performance Discourages poor performers from leaving May act as golden handcuffs

197

Job Status-Based RewardsJob Status-Based RewardsJob Status-Based RewardsJob Status-Based RewardsIncludes job evaluation and status perks

Advantages: Job evaluation tries to maintain pay equity Motivates competition for promotions

Disadvantages: Employees exaggerate duties, hoard resources Focuses employees on own jobs, not customers Inconsistent with flatter organizations

198

Competency-Based RewardsCompetency-Based RewardsCompetency-Based RewardsCompetency-Based Rewards

Pay increases with competencies acquired and demonstrated

Skill-based pay Pay increases with skill modules learned

Advantages More flexible work force, better quality,

consistent with employability

Disadvantages Potentially subjective, higher training costs

199

OrganizationalOrganizationalrewardsrewards

• Stock optionsStock options• Profit sharingProfit sharing• Stock ownershipStock ownership• Balanced ScorecardBalanced Scorecard

TeamTeamrewardsrewards

• BonusesBonuses• GainsharingGainsharing• Open bookOpen book

IndividualIndividualrewardsrewards

• BonusesBonuses• CommissionsCommissions• Piece ratePiece rate

Performance-Based RewardsPerformance-Based RewardsPerformance-Based RewardsPerformance-Based Rewards

200

Performance Reward EffectivenessPerformance Reward EffectivenessPerformance Reward EffectivenessPerformance Reward Effectiveness

Positive effects• Create an “ownership culture”• Adjusts pay with firm's prosperity

Concerns with performance pay• May undermine intrinsic motivation• Sometimes used as quick fixes

201

Improving Reward EffectivenessImproving Reward EffectivenessImproving Reward EffectivenessImproving Reward Effectiveness

• Link rewards to performance.

• Ensure rewards are relevant.

• Team rewards for interdependent jobs.

• Ensure rewards are valued.

• Watch out for unintended consequences.


202

Job DesignJob DesignJob DesignJob Design

•Assigning tasks to a job, including the interdependency of those tasks with other jobs

•Constantly changing due to changing technology and psychological contracts (especially employability)

203

AdvantagesAdvantages DisadvantagesDisadvantages

Evaluating Job SpecializationEvaluating Job SpecializationEvaluating Job SpecializationEvaluating Job Specialization

•Less time changing activities

•Lower training costs

•Job mastered quickly

•Better person-job matching

•Job boredom

•Discontentment pay

•Higher costs

•Lower quality

•Lower motivation

204

WorkWorkmotivationmotivation

GrowthGrowthsatisfactionsatisfaction

GeneralGeneralsatisfactionsatisfaction

WorkWorkeffectivenesseffectiveness

Job Characteristics ModelJob Characteristics ModelJob Characteristics ModelJob Characteristics Model

FeedbackFeedbackfrom jobfrom job

KnowledgeKnowledgeof resultsof results

Skill varietySkill variety

Task identityTask identity

Task significanceTask significanceMeaningfulnessMeaningfulness

AutonomyAutonomy ResponsibilityResponsibility

IndividualIndividualdifferencesdifferences

CriticalCriticalPsychologicalPsychological

StatesStatesCore JobCore Job

CharacteristicsCharacteristics OutcomesOutcomes

205

Job Enrichment in Wine MakingJob Enrichment in Wine MakingJob Enrichment in Wine MakingJob Enrichment in Wine Making

Mike Just has an enriched job as wine maker at Lawson’s Dry Hills Winery in New Zealand. “[W]e plant vines here, we pick them, we make the wine on site and bottle it, then sell them to customers who come in,” explains Just, who also enjoys jousting.

© Marlborough Express (N.Z.).

206

Job Design StrategiesJob Design StrategiesJob Design StrategiesJob Design Strategies

Job rotation Moving to different jobs

Job enlargement Adding more tasks to a job

Job enrichment Giving employees more

autonomy over their job© Marlborough Express (N.Z.).

207

Job RotationJob RotationJob RotationJob Rotation

Moving from one job to another

Benefits Minimizes repetitive

strain injury Multiskills the

workforce Potentially reduces

job boredom

Job ‘A’

Job ‘B’

Job ‘C’

Job ‘D’

208

Job Enlargement

Job Rotation

Job 1Job 1Operate CameraOperate Camera

Job 2Job 2Operate SoundOperate Sound

Job 3Job 3Report StoryReport Story

Job 1Job 1

Operate CameraOperate CameraOperate SoundOperate Sound

Report StoryReport Story

Job 2Job 2

Operate CameraOperate CameraOperate SoundOperate Sound

Report StoryReport Story

Job 3Job 3

Operate CameraOperate CameraOperate SoundOperate SoundReport StoryReport Story

Job Rotation vs. Job EnlargementJob Rotation vs. Job EnlargementJob Rotation vs. Job EnlargementJob Rotation vs. Job Enlargement Video journalist

• Operates camera• Operates sound• Reports story

209

Job EnrichmentJob EnrichmentJob EnrichmentJob Enrichment

Given more responsibility for scheduling, coordinating, and planning one’s own work

1. Clustering tasks into natural groups Stitching highly interdependent tasks into one job e.g., video journalist, assembling entire product.

2. Establishing client relationships Directly responsible for specific clients Communicate directly with those clients

210

Dimensions of EmpowermentDimensions of EmpowermentDimensions of EmpowermentDimensions of Empowerment

MeaningMeaning

CompetenceCompetence

Employees believe their work is important.

Employees have feelings of self-efficacy.

ImpactImpactEmployees feel their actions influence success.

Self-Self-determinationdetermination

Employees feel they have freedom and discretion.

211

Creating EmpowermentCreating EmpowermentCreating EmpowermentCreating Empowerment

Individual factors Possess required competencies, able to perform

the work

Job design factors Autonomy, task identity, task significance, job

feedback

Organizational factors Resources, learning orientation, trust

212

Self-LeadershipSelf-LeadershipSelf-LeadershipSelf-Leadership

Self-direction.

Self-motivation needed to perform a task.

Goal setting.

Social learning theory.

Sports psychology.

213

77

Work-Related Stress and Stress ManagementWork-Related Stress and Stress ManagementWork-Related Stress and Stress ManagementWork-Related Stress and Stress Management

214

High Stress in Electronic GamesHigh Stress in Electronic GamesHigh Stress in Electronic GamesHigh Stress in Electronic Games

Josh Holmes has fond memories of

working at electronic games giant

Electronic Arts, but admits that the

long hours were stressful. “From

the minute I joined the company

(EA), I put every waking hour of my

day into my work…It definitely took

its toll,” says Holmes, who now

runs an electronic games company

that emphasizes work-life balance.

215

Blackberry DivorceBlackberry DivorceBlackberry DivorceBlackberry Divorce

Nick Salaysay (shown in photo) admits that his work routinely gets mixed in with his personal time. “I have a BlackBerry, so I check my e-mail a lot when I'm supposed to be on vacation," says the corporate lawyer. Research indicates that when electronic devices spill work into home life, they increase the risk of strain-based stress.

Calgary Herald/Mikael Kjellstrom

216

Work-Nonwork StressorsWork-Nonwork StressorsWork-Nonwork StressorsWork-Nonwork Stressors

Time-based conflict due to business travel, inflexible

and/or rotating work schedules for women -- still do most

household chores

Strain-based conflict work stress affects home, and

vice versa

Role behavior conflict incompatible work and family roles

Calgary Herald/Mikael Kjellstrom

217

© Photodisc. With permission.

Individual Differences in StressIndividual Differences in StressIndividual Differences in StressIndividual Differences in Stress

Different threshold levels of resistance to stressor

Use different stress coping strategies

Perceive the situation differentlyKnowledge and skillNatural optimism and

confidence (resilience)

218

Stress Mgt. At Liggett-StashowerStress Mgt. At Liggett-StashowerStress Mgt. At Liggett-StashowerStress Mgt. At Liggett-Stashower

When employees at Liggett-

Stashower, Inc. in Cleveland

need a short break from the daily

stresses of work, they retreat to

one of three theme rooms,

including this karaoke room. “The

higher the stress level, the more

singing there is going on,” says

Liggett’s art director.Courtesy of Liggett Stashower, Inc.

219

Withdraw from the StressorWithdraw from the StressorWithdraw from the StressorWithdraw from the Stressor

Permanent withdrawal Remove employees from jobs

not aligned with their competencies

Temporary withdrawal Coffee/lunch breaks

Karaoke breaks (photo)

SabbaticalsCourtesy of Liggett Stashower, Inc.

220

Stress in Hong Kong SARS WardStress in Hong Kong SARS WardStress in Hong Kong SARS WardStress in Hong Kong SARS Ward

These medical professionals at Prince of Wales

Hospital in Hong Kong were on the frontline,

treating patients with the SARS virus, which

claimed over 800 lives and created high stress

levels among nurses and doctors.

© AP Photo/Vincent Yu

221

What is What is StressStress??What is What is StressStress??

An adaptive response to a situation that is

perceived as challenging or threatening to the

person’s well-being

© AP Photo/Vincent Yu

222

Stage 1Alarm Reaction

Stage 2Resistance

Stage 3Exhaustion

NormalLevel of

Resistance

General Adaptation SyndromeGeneral Adaptation SyndromeGeneral Adaptation SyndromeGeneral Adaptation Syndrome

223

StressStress

WorkWorkStressorsStressors

PhysicalPhysicalenvironmentenvironment

Role-relatedRole-related

InterpersonalInterpersonal

OrganizationalOrganizational

Stressors and Stress OutcomesStressors and Stress OutcomesStressors and Stress OutcomesStressors and Stress Outcomes

NonworkNonworkStressorsStressors

IndividualIndividualDifferencesDifferences

ConsequencesConsequencesof Stressof Stress


BehavioralBehavioral

PsychologicalPsychological

224

Causes of Stress Outside Work

Hassles of daily lifeStressful life events

22512

Stressful Life EventsStressful Life EventsStressful Life EventsStressful Life EventsEvent Relative

StressfulnessPregnancy 40

Death of a close friend 37

Son or daughter leaving home 29

Trouble with in-laws 28

Trouble with boss 23

Change in residence 20

Vacation 13

Christmas 12

Minor violations of the law 11

22611

Stressful Life EventsStressful Life EventsStressful Life EventsStressful Life EventsEvent Relative

Stressfulness

Death of a spouse 100

Divorce 73

Marital separation 65

Jail term 63

Death of a close family member 63

Personal injury or illness 53

Marriage 50

Fired from a job 47

Retirement 45

227

•Occupational demands -•Conflict between work and non-work activities •Role conflict•Role overload•Role ambiguity•Responsibility for others•Lack of social support•Sexual harassment

-

Work-Related Causes of Stress

228

Sexual HarassmentSexual HarassmentSexual HarassmentSexual Harassment

Unwelcome conduct -- detrimental effect on work environment or job performance

Quid pro quo employment or job performance is conditional on

unwanted sexual relations

Hostile work environment an intimidating, hostile, or offensive working

environment

229

Workplace Violence and BullyingWorkplace Violence and BullyingWorkplace Violence and BullyingWorkplace Violence and Bullying

Workplace violence Interpersonal stressor Experiencing or observing violence or awareness of

working in high-risk job

Workplace bullying

Offensive, intimidating, or humiliating behavior that degrades, ridicules or insults

Higher authority people tend to bully employees in lower positions

Women more likely to be victims of bulling

230

Role-Related StressorsRole-Related StressorsRole-Related StressorsRole-Related Stressors

Role conflict interrole conflict intrarole conflict person-role conflict

Role ambiguity uncertain task and social expectations

Work overload increased hours and intensity


231

Task Control StressorsTask Control StressorsTask Control StressorsTask Control Stressors

Stress increases when employees lack control over: How and when tasks are performed Pace of work activity

Low task control is a higher stressor when job also has high responsibility

232

Stressors in the Forest IndustryStressors in the Forest IndustryStressors in the Forest IndustryStressors in the Forest Industry

Ken Wiley (shown) and other

logging workers have faced the

physical environment stressors

of dangerous work for many

years. Now, they also face the

organizational stressors of

change and job insecurity.

VancouverSun

233

Additional Work StressorsAdditional Work StressorsAdditional Work StressorsAdditional Work Stressors

Organizational Due to reducing job security and re-

structuring

Physical Environment Due to excessive noise, poor lighting

and hazards

VancouverSun

234

Work-Nonwork StressorsWork-Nonwork StressorsWork-Nonwork StressorsWork-Nonwork StressorsTime-based conflict due to business travel, inflexible and/or rotating

work schedules for women -- still do most household chores

Strain-based conflict work stress affects home, and vice versa

Role behavior conflict incompatible work and family roles

235

AccountantAccountant

ArtistArtist

Auto MechanicAuto Mechanic

ForesterForester

Low-StressOccupations

High-StressOccupations

Hospital managerHospital manager

Physician (GP)Physician (GP)

PsychologistPsychologist

School principalSchool principal

Police officerPolice officer

Tel. operatorTel. operator

Prime MinisterPrime Minister

Waiter/waitressWaiter/waitress

Stress and OccupationsStress and OccupationsStress and OccupationsStress and Occupations

Medium-StressOccupations

236


Individual Differences in StressIndividual Differences in StressIndividual Differences in StressIndividual Differences in Stress

Perceive the situation differently

Different threshold levels of resistance to stressor

Use different stress coping strategies

237

Type A/B and WorkaholismType A/B and WorkaholismType A/B and WorkaholismType A/B and Workaholism

Type A/Type B behavior patterns Type A are hard-driving, competitive, more

prone to stress

Workaholism Stereotypic workaholics

Enthusiastic workaholics

Work enthusiasts

238

•Consequences of StressConsequences of Stress•Consequences of StressConsequences of Stress

Behavioral

Psychological

Work performance, accidents, absenteeism, aggression, poor decisions

Dissatisfaction, moodiness, depression, emotional fatigue

PhysiologicalCardiovascular disease, hypertension, headaches

239

Job Burnout ProcessJob Burnout ProcessJob Burnout ProcessJob Burnout Process

Cynicism

Reduced Efficacy

Physiological,

psychological,

and behavioral

consequences

EmotionalExhaustion

Interpersonal andRole-Related Stressors

240

Managing Stress: Some Effective Techniques

•Personal Approaches• Lifestyle management• Diet--Exercise• Assertiveness• Time Management• Breathing Exercises• Biofeedback• Meditation• Muscle relaxation

241

Dimensions of a HolisticDimensions of a HolisticWellness ApproachWellness Approach

Self-Responsibility

Nutritional Awareness

Stress Reduction and Relaxation

Physical fitness

Go to http://www.nervousnelly.com

18-12

242

Organization BasedOrganization BasedOrganization BasedOrganization Based

Family support

Stress management programs

Time management

EAP’s

243

Stress Stress Management Management

StratagiesStratagies

Remove the Remove the StressorStressor

Withdraw Withdraw from the from the StressorStressor

Change Change Stress Stress

PerceptionsPerceptions

Receive Receive Social Social

SupportSupport

Control Stress Control Stress ConsequencesConsequences

Stress Management StrategiesStress Management StrategiesStress Management StrategiesStress Management Strategies

244

Organizational Stress ManagementOrganizational Stress ManagementOrganizational Stress ManagementOrganizational Stress Management

OrganizationalCommunicationOrganizational

CommunicationEmployee

InvolvementEmployee

InvolvementSelection

and PlacementSelection

and Placement

JobRedesigning

JobRedesigning

WellnessProgramsWellnessPrograms

Goal SettingGoal Setting

245

Individual StressIndividual StressManagementManagement

Individual StressIndividual StressManagementManagement

TimeTimeManagementManagement

TimeTimeManagementManagement

SocialSocialSupportSupportSocialSocial

SupportSupportRelaxationRelaxation

TrainingTrainingRelaxationRelaxation

TrainingTraining

PhysicalPhysicalExerciseExercisePhysicalPhysicalExerciseExercise

246

Remove the StressorRemove the StressorRemove the StressorRemove the Stressor

Stress audits -- investigate sources of stress

Change corporate culture and reward system

Provide environment that supports empowerment

Person-job matching

Family-friendly & work-life initiatives Flexible work time Job sharing Telecommuting Personal leave Childcare facilities

247

Other Stress Mgt StrategiesOther Stress Mgt StrategiesOther Stress Mgt StrategiesOther Stress Mgt Strategies

Change stress perceptions Self-efficacy, self-leadership,

Control stress consequences Relaxation and meditation Fitness and wellness programs

Social support Emotional and informational

248

Stress Mgt. At Liggett-StashowerStress Mgt. At Liggett-StashowerStress Mgt. At Liggett-StashowerStress Mgt. At Liggett-Stashower

When employees at Liggett-Stashower, Inc. in Cleveland need a short break from the daily stresses of work, they retreat to one of three theme rooms, including this karaoke room. “The higher the stress level, the more singing there is going on,” says Liggett’s art director.

Courtesy of Liggett Stashower, Inc.

249

Withdraw from the StressorWithdraw from the StressorWithdraw from the StressorWithdraw from the Stressor

Permanent withdrawal

Remove employees from jobs not aligned with their competencies

Temporary withdrawal

Coffee/lunch breaks

Karaoke breaks (photo)

SabbaticalsCourtesy of Liggett Stashower, Inc.

250

Work-Life Balance at Ford Motor Work-Life Balance at Ford Motor Work-Life Balance at Ford Motor Work-Life Balance at Ford Motor

Mark-Tami Hotta is engaged in a rousing game of Daddy Elephant/Baby Elephant with his kids. The chief program engineer for the Ford Windstar minivan leaves work early three days each week as part of the company’s effort to improve work-life balance.

© D. Guralnick, Detroit News

251

Family-Friendly and Work-Life InitiativesFamily-Friendly and Work-Life InitiativesFamily-Friendly and Work-Life InitiativesFamily-Friendly and Work-Life Initiatives

Flexible work time

Job sharing

Telecommuting

Personal leave

Childcare facilities© D. Guralnick, Detroit News

252

253

Documents

1 Dr. Marilyn Young MANA5320 Management and Organizational Behavior Chapters 1-7 College of Business and Technology