3-Values_ Attitudes_ Personality and Emotions_2

8/14/2019 3-Values_ Attitudes_ Personality and Emotions_2

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Gholipour A. 2006. Organizational Behavior. University of Tehran.

Organizational Behavior:

Values, Attitudes,Personality

and Emotions


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Types of ValuesTypes of Values

TerminalTerminalValuesValues

InstrumentalInstrumental

ValuesValues


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Dominant Values

in Todays WorkforceCareer

Stage

Entered the

Workforce

Approximate

Current Age

Dominant

Work Values

1. Protestant

Work Ethic

(Veterans)

2. Existential

3. Pragmatic

(boomers)

4.generation

X (Xers)

Mid-1940s toLate 1950s

1960s to

Mid-1970s

Mid-1970s toMid-1980s

Mid-1980s

through 1990s

60 to 75

45 to 60

35 to 45

Under 35

Hard working; loyal to

firm; conservative

Nonconforming; seeks

autonomy; loyal to self

Ambitious, hard worker;loyal to career

Flexible, values leisure;

loyal to relationships


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Power Distance

Individualism - Collectivism

Quantity of Life (Masculinity) - Quality of Life(Femininity)

Uncertainty Avoidance

Long-Term or Short-Term Orientation

Values Across CulturesValues Across Cultures


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CognitiveCognitive

ComponentComponent

CognitiveCognitive

ComponentComponent

Attitude

Attitude AffectiveAffectiveComponentComponent

AffectiveAffectiveComponentComponent

BehavioralBehavioral

ComponentComponent

BehavioralBehavioral

ComponentComponent


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Type of AttitudeType of Attitude

1.1.Organizational CitizenshipOrganizational Citizenship

Behavior (OCB)Behavior (OCB)

2.2.Job SatisfactionJob Satisfaction3.3.Job InvolvementJob Involvement

4.4.Organizational CommitmentOrganizational Commitment


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ImportanceImportance

of the Elementsof the Elements


of the Elementsof the Elements

CognitiveCognitiveDissonanceDissonanceCognitiveCognitive

DissonanceDissonanceDegree ofDegree of

Personal InfluencePersonal InfluenceDegree ofDegree of

Personal InfluencePersonal Influence

RewardsRewards

InvolvedInvolved

RewardsRewards

InvolvedInvolved


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The Attitude-BehaviorRelationship

Level of SpecificityLevel of Specificity

AccessibilityAccessibility

Social PressuresSocial Pressures


Direct ExperienceDirect Experience


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e ec o oSatisfaction onPerformance

e ec o oSatisfaction onPerformance

Job Satisfaction and Productivity

Job Satisfaction and AbsenteeismJob Satisfaction and Turnover

Job Satisfaction and Customer

Satisfaction


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Exit Voice

LoyaltyNeglect

Constructive

Active

Passive

Destructive

Response to Job Dissatisfaction


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Style ofStyle of

Decision MakingDecision Making Judgmental (J)Judgmental (J)

Perceptive (P)Perceptive (P)

Preference forPreference for

Decision MakingDecision MakingThinking (T)Thinking (T)

Feeling (F)Feeling (F)

Type of SocialType of Social

InteractionInteraction Introvert (I)Introvert (I)

Extrovert (E)Extrovert (E)

Preference forPreference for

Gathering DataGathering Data Intuitive (N)Intuitive (N)

Sensing (S)Sensing (S)

Myers-Briggs Type IndicatorMyers-Briggs Type Indicator


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The Big Five PersonalityThe Big Five Personality

DimensionsDimensionsExtroversionExtroversion:: Outgoing, talkative, sociable, assertive

AgreeablenessAgreeableness:: Trusting, good natured, cooperative, softhearted

ConscientiousnessConscientiousness:: Dependable, responsible,achievement oriented, persistent

Emotional stabilityEmotional stability:: Relaxed, secure, unworried

Openness to experience:Openness to experience: Intellectual, imaginative,curious, broad minded

Research findingResearch finding:: Conscientiousness is the best (but not astrong) predictor of job performance.


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Other KeyOther Key

PersonalityPersonality

AttributesAttributes

LocusLocus

of Controlof Control

Self-EsteemSelf-Esteem

RiskRisk

PropensityPropensityType AType A


MachiavellianMachiavellianPersonalityPersonality

SelfSelfMonitoringMonitoring


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Hollands Theory of Personality-Job FitHollands Theory of Personality-Job Fit

Type Personality OccupationsRealistic

Investigative

Social

Conventional

Enterprising

Artistic

Shy, Stable, Practical

Analytical, Independent

Sociable, Cooperative

Practical, Efficient

Ambitious, Energetic

Imaginative, Idealistic

Mechanic, Farmer,Assembly-Line Worker

Biologist, Economist,Mathematician

Social Worker,Teacher, Counselor

Accountant, ManagerBank Teller

Lawyer, Salesperson

Painter, Writer,Musician


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In

vestigative

A

I

S

C

E

RRealis

tic

Artistic

SocialEnterprising

Conv

en

tio

na

l

Occupational Personality Types


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Felt VersusFelt VersusDisplay EmotionsDisplay Emotions

Felt VersusFelt VersusDisplay EmotionsDisplay EmotionsWhat AreWhat AreEmotions?Emotions?

What AreWhat AreEmotions?Emotions?

EmotionalEmotional

DissonanceDissonance

EmotionalEmotional

DissonanceDissonance

ImportantImportant

TermsTerms

ImportantImportant

TermsTerms


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Six Universal Emotions

HappinessHappiness

SurpriseSurprise

FearFear

SadnessSadness

AngerAnger

DisgustDisgust


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EmotionlessEmotionless

PeoplePeople

EmotionlessEmotionless

PeoplePeople

Other KeyOther KeyIssuesIssues

Other KeyOther KeyIssuesIssues

GenderGenderand Emotionsand Emotions

GenderGenderand Emotionsand Emotions

CultureCulture

and Emotionsand Emotions

CultureCulture

and Emotionsand Emotions


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OB ApplicationsOB ApplicationsEmotional Intelligence (EI)

Decision Making

Motivation

Leadership

Interpersonal Conflict


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Multiple IntelligenceMultiple Intelligence

1.1.Intelligence Quotient (IQ)Intelligence Quotient (IQ)

2.2.Emotional Intelligence (EI) orEmotional Intelligence (EI) or

Emotional Quotient (EQ)Emotional Quotient (EQ)3.3.Spiritual IntelligenceSpiritual Intelligence

4.4.Cultural IntelligenceCultural Intelligence


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ValuesValues

AttitudesAttitudes


AbilityAbility

MotivationMotivation

PerceptionPerception

LearningLearning

BehaviorBehavior

Key Variables Affecting Behavior


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Personalitytraits

An OB Model for StudyingAn OB Model for Studying

Individual DifferencesIndividual Differences

Self Concept Self-esteem Self-efficacy

Self-monitoring

The Unique IndividualThe Unique Individual Forms of Self-Forms of Self-ExpressionExpression

AttitudesAttitudes

AbilitiesAbilities

EmotionsEmotions


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Self-EfficacySelf-Efficacy

Sources of Self-Efficacy BeliefsSources of Self-EfficacyBeliefs::

- Prior experience- Behavior models

- Persuasion from others

- Assessment of physical/emotional state

Self-efficacySelf-efficacy::A persons belief about his or her chancesof successfully accomplishing a specific task.


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Coveys Seven Habits:Coveys Seven Habits:

An Agenda for ManagerialAn Agenda for Managerial

Self-ImprovementSelf-Improvement1.1. Be proactive.Be proactive.

2.2. Begin with the end in mind.Begin with the end in mind.

3.3. Put first things first.Put first things first.4.4. Think win/win.Think win/win.

5.5. Seek first to understand, then to beSeek first to understand, then to be

understood.understood.6.6. Synergize.Synergize.

7.7. Sharpen the saw.Sharpen the saw.

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