organizational behavior ( OB )

7/30/2019 organizational behavior ( OB )

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OB


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Session 1-2


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Organisational Behaviour is the studyand application of knowledge about how

people as individuals and as groups act within organisations.

It strives to identify ways in which people can act more effectively.

Organisational BehaviourOrganisational Behaviour


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An organisation is a unique living organismwhose basic component is the individual and

this individual is our fundamental unit of study.

Problems of conflict that we face cannot besolved by scientific and technical skills alone;they require social skills. Many of our mostcritical problems are not in the world of things

but in the world of people.

Importance of OrganisationalImportance of OrganisationalBehaviourBehaviour


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An organisation is a systematic arrangementof people and technology to accomplish some

purpose.

Organisations are social units deliberatelycreated to seek specific goals.

An entire company is an organisation, so is adivision, department or section of several

persons within a larger organisation.

OrganisationOrganisation


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An ideal organisation might be seenas one that operates with maximum

efficiency, profitability andemployee satisfaction.

OrganisationOrganisation Contd.Contd.


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The specific goal is not always consciouslyknown by the individual. The reason for our action is not always apparent to the conscious

mind.

The basic unit of behaviour is an activity. All behaviour is a series of activities. To predict behaviour, managers must know whichmotives or needs of people evoke a certainaction at a particular time.

BehaviourBehaviour Contd.Contd.


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1. Describe how people behave in a variety of conditions.

1. Understand why people behave as they do.3. Predict future human behaviour

4. Control and develop human activity atwork.

GoalsGoals


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1. People make up the internal social systemof the organisation.

1. Structure defines the official relationships

of people in organisations.1. Technology provides the physical and

economic resources with which people

work.1. Environment All organisations operatewithin an internal and an externalenvironment.

Key ElementsKey Elements


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1. Individual differences(Including Perceptions)

2. Whole person

1. Motivated behaviour

1. Desire for involvement

1. Value of the person(Human Dignity / Ethical Treatment)

The Nature of PeopleThe Nature of People


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1.Social Systems

Organisations are social systems and

consequently activities here are governed bysocial and psychological realities.

Just as people have psychological needs, they

also have social roles and status. Their behaviour is influenced by their group as well astheir individual drives.

The Nature of OrganisationsThe Nature of Organisations


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1.Social Systems Contd.

Two types of social systems exist side by side inorganisations. One is the formal (Official) socialsystem and the other is the informal socialsystem.

2. Mutual Interest / Psychological Contract

Organisations need people and people alsoneed organizations.

The Nature of OrganisationsThe Nature of Organisations Contd.Contd.


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Organisational Behaviour ModelOrganisational Behaviour Model

Ability Factors Personality Factors(Mental Factors, Skills, etc.) (Values, Interests, Motivation, etc.)

Selecting forork and Environment

Variables (Equipment,Methods, etc.)

OrganisationalVariables

(Leadership,Incentives, etc.)

Special Training(Amount and Method)

Experience(Amount and Type)

Effective Behaviour and Work Performance

Designing for Training for


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Four Models of Organisational BehaviourFour Models of Organisational Behaviour

Parameters Autocratic Custodial Supportive CollegialBasis of Model Power Economic

ResourcesLeadership Partnership

ManagerialOrientation

Authority Money Support Teamwork

EmployeeOrientation

Obedience Security andBenefits

JobPerformance

ResponsibleBehaviour

EmployeePsychologicalResult

Dependenceon Boss

DependenceonOrganisation

Participation Self-discipline

Employeeneeds met

Subsistence Security Status andRecognition

Self-actualisation

Performance

result

Minimum Passive

Cooperation

Awakened

drives

Moderate

enthusiasm


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Why OB

IT, globalization, diversity, ethics etc arevery important environmental or contextual

dimensions of OB. However the general premise is that OB and managing people ,the HR of an organization have been, are

and shall be the major challenge and sourceof critical competitive advantage.

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Changes and coping with

changes Technological and human components are inextricably

blended. Jobs are less tightly defined. Contingent worker comprise a major chunk of work force. Customers define the work in organisations and standards

applied to evaluating that work.

Teams rather than individuals create the basic unit of work. Organization charts fail to capture the networks of

influence and relationships that characterise organisations.

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The future

Knowledge workers will rent professional skills onfreelance basis to companies at different times.

Downsizing upsizing growth and stabilization will all bewelcome with people having mechanisms to cope with itall.

24/7 global environment will be dependent on efficiencyand t6imeliness rather than dedicated staff hours.

The big companies will become much less of an economicforce.

Employees will customize their benefit programs. Boundaries between school and work will blur. Di ital divide .


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Paradigm

Coined by Thomas Kuhn, a science historian Now used as a broad model, a framework, a way of

thinking, or scheme of understanding reality. paradigm shift means a real controversy at the very basic

levels and requires restructuring of the entire scientificcommunity under conditions of uncertainty. The paradigmeffect is when those in current paradigm dont even see thechanges, let alone reasoning, drawing conclusions and

perceptions about the changes.

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Historical background, methodology

and theoretical framework 3 dimensions of management- technical( including

IT) , conceptual and human.

Managers have traditionally been good intechnical/functional aspects but conceptual andhuman components got ignored or lost in overlysimplistic assumptions.

McGregors theory X lead to application of security , monetary incentives, and good workingconditions. Humans are however too complex.

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Historical background, methodology

and theoretical framework Jeff Pfeffer summarized current status of OB

approach to real world management as 1/8

situation. of managers believe and buy into the human

side of enterprise. Of them do something aboutit in terms of HPWP( high performance work

practices), like pay for performance, 360 feedback,self managed teams, and behavior management.Further only of these stick to these practicesover time. This makes it X X = 1/8

1-21


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The Howthorne studies.

Illumination studies: no effect wrt light ,productionincreased and control and test groups behaved similarly

Relay room study: specific variables were altered likelength of workday, rest sessions but the result was thatoutput was independent of these factors too. It increasedirrespective of the subjected conditions.

Bank wiring study: opposite of relay room experiments.Production was low, remained constant and group normsdeterred it from rising. Binging, social ostracism, ridicule,name calling were applied by workers to obtaincompliance to group norms .

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1-23

Simple Relationships Among Problems,Methodology, And Knowledge

Body of Knowledge

ResearchMethodology

Problems and Questionsabout Organizational Behavior


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1-24

The Relationship Of Organizational Behavior ToOther Closely Related Disciplines

OrganizationTheory(OT)

OrganizationalBehavior

(OB)

OrganizationDevelopment

(OD)

Human ResourceManagement

(HRM)

Theoretical

Applied

Macro Micro


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A Social Learning Approach ToOrganizational Behavior

Much of complex behavioris acquired by directly

observing and imitatingothers in the surrounding

environment

ORGANIZATIONALPARTICIPANTS

ORGANIZATION ALBEHAVIOR

Cognitiverepresentations of reality help guide

organizational behavior

ORGANIZATIONALENVIRONMENT

Participants control theirown behavior to theextent that they rely

on cognitive supports andmanage relevant environmental

cues and consequences


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Symbolizing

Employeesprocess visualexperiences(customernamed

Applegate) intocognitivemodels (apple)that then serveas guides forfuture actions(rememberinghis nameeasily)

Forethought

Employees plantheir actions(what I amgoing to do),anticipate the

consequences(what am Igoing to get forit), anddetermine thelevel of desiredperformance(what is myperformancegoal)

Self-regulatory

Employees self-control theiractions bysetting internalstandards

(aspired level of performance)and byevaluating thediscrepancybetween thestandard andthe perform-ance (where doI stand) in orderto improve it

Self-reflective

Employeesreflect back ontheir actions(how did I do)and perceptual-

ly determinehow stronglythey believethey cansuccessfullyaccomplish thetask in thefuture given thecontext (0 -100% certainty)

Observational

Employeeslearn byobserving theperformance of referent (peers

or supervisors)and credibleothers (highperformers),and theconsequencesthey receive fortheir actions(what do theyget for it)

The Basic Human Capabilities According ToBanduras Social Cognitive Theory (SCT)


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1-27

A Conceptual Framework For The StudyOf Organizational Behavior

Environmental Context

2. Info. Tech & Globalization3. Diversity & Ethics

Organizational Context4. Design & Culture5. Reward System

ognitive Processes6. Perception & Attribution7. Personality & Attitudes8. Motivational Needs & Processes

9. Emotional Intelligence,-

SocialCognitiveTheory

Managing andLeading for High

Performance

15. Goals & JobDesign

16. BehavioralManagement

17. LeadershipProcesses &Skills

18. Great LeadersReally Do

Dynamics

10. Communication11. Decision

Making12. Stress &

Conflict13. Power &

Politics

14. Groups &Teams

OrganizationalBehavior


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The Howthorne experiments: .Elton Mayo- emphasising the significance of recognition security,

informal groups and impact on productivity. Theory X- Douglas McGregor

People are lazy and have inherent dislike for work.

Theory Y- Douglas McGregorWork comes naturally to people.

Theory Z- William OuchiBlends positive aspects of US and japanese mgmtStresses on creating a close and trusting environment.


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1. OB is a field of studyThat investigates the impact of individuals, groups and structure onbehavior within organization.

For purpose of applying such knowledge towardimproving organization effectiveness.

Cause and effect relationship of behavior becomes systematicand replaces intuition.

2.understanding, prediction and management of human behaviour in organisations

Organisation Behavior.


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tributions of various behavioral disciplines

chology. Measure, explain and sometimes change behavior

iology. Studies people in relation to fellow humans.

ial psychology Studies influence of people on one another- Change

hropology: Study of societies to learn about humans and activities.

science: Behavior of groups and individuals in political environ


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Challenges & opportunities of O.B.

1. Responding to globalisationIncreased foreign assignments.Working with people of different cultures.Coping with anticapitalism backlash.Movement of job to countries with low cost labor.

2. Managing workforce diversity- Heterogeneous mix of people.1. Social justice groups.2. Gender issues.

3. Age factor.4. Cultural diversity.

3. Improving Quality and productivity-1. Lean manufacturing2. Empowering people at grassroots for better services.


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Developing an OB model

pendent Variable (Effects)

Productivity.

Absenteeism

Turnover

Organizational citizenship.

Job satisfaction.

Independent Variable (Effects)

1. Individual level variables:Biographical sketch, ability, values, attitudes,emotions, personality.

2. Group level variables.sum total of individuals acting in their own way.Communication pattern, leadership, power,

politics.

3. Organizational variables.HR policies, designs, internal culture.

Situati ons

Contingency model


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Session 2


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Perceptions


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Say the color the word is printed in not the worditself. Do it without a mistake in under 15 seconds.

Th S b Of P i


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The Subprocesses Of Perception

ExternalEnvironment

PhysicalOfficeFactory floor Climatestore

SocioculturalMgmt styleValuesdiscrimination

BEHAVIOR

CONSEQUENCES

TIMULUS OR SITUATION

Confrontationof specific

stimulus

PERSON

Interpretation

of stimulus

Registration

of stimulus

Feedback

for clarification

Behavior (overt or covert )

Consequence(reinforcement, punishment)

Th C P i i l Of P i


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The Contrast Principle Of Perception

The Role That Learning Plays In Perception


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The Role That Learning Plays In Perception

Kellys Model Of Attribution


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Kelly s Model Of AttributionExample of Organizational Behavior Type of Information/

ObservationAttribution

Made

High consensus

Low consistency

High distinctiveness

External(situational or environmental

factors)

Coworkers are also performing poorly on this task

The subordinate does not dowell on this task during only

one time periodThe subordinate does well onother tasks, but not this one

High consistency

Low distinctiveness

Low consensus

Internal(personalfactors)

Coworkers are performingvery well on this task

The subordinate does not dowell on this task at any time

The subordinate does poorly on other tasks as

well as this one

I i M t St t i


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Impression Management Strategies

Demotion-Preventative

Strategy

Accounts Apologies

Disassoci-ation

Promotion-Enhancing

Strategy

Entitlements Enhancements

Obstacledisclosures

Association

Comparing Organizations On The


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Comparing Organizations On TheBasis Of Dress

RandomHeterogeneity

StratifiedHomogeneity

CompleteHomogeneity

C o n s p

i c u o u s n e s s

Low

High

University

Insurance

Agency

Wall Street

Traders

HospitalBurger King

Brinks SecurityAgency

U.S. Army

PittsburghSteelers

Disneyland


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What Is Perception, and Why Is

It Important? Peoples behavior is Peoples behavior isbased on their based on their

perception of what perception of what reality is, not onreality is, not onreality itself.reality itself.

The world as it isThe world as it is

perceived is the world perceived is the world that is behaviorallythat is behaviorallyimportant.important.

Peoples behavior is Peoples behavior isbased on their based on their

perception of what perception of what

reality is, not onreality is, not onreality itself.reality itself.

The world as it isThe world as it is

perceived is the world perceived is the world that is behaviorallythat is behaviorallyimportant.important.


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Sensation: The five senses are

constantly bombarded by numerousstimuli including light, sound waves,mechanical and chemical energy

from objects one can smell or taste

Perception is much more complex and broader than sensation.


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OrganisationalBehaviour 45

Sub processes of Perception

Confrontation of specific stimulus

(e.g., Supervisor or new procedure)

Interpretationof the stimulus

(e.g., motivation,learning

And personality)

Feedback For clarification

(e.g., kinesthetic or

Psychological)

Behavior (e.g., over such as

Rushing off or covertsuch as attitude)

Consequence(e.g., reinforcement/

Punishment or Some organisational

outcome

RegistrationOf Stimulus

(e.g., sensory and

Neural mechanisms)

EXTERNALENVIRONMENTALSensual Stimulation

PhysicalEnvironment

OfficeFactory Floor Research

methodologyStore, etc

SocioculturalEnvironment

Managementstyles

valuesDiscrimination,

etc


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Perception depends uponsenses for raw data, the

cognitive process filters,modifies or completelychanges these data

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Components of Perception

The perceiver is the person trying to interpretsome observation that he or she has just made, or the input from his or her senses.

The target of perception is whatever the perceiver is trying to make sense of. In OB terms, the target of perception is often another

person. The situation is the context in which perception

takes place.

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The Accuracy of Perceptions

The perceptual process does not always yieldaccurate perceptions.

The accuracy of perceptions is critical, however,for a number of managerial functions. Motivating subordinates Treating subordinates fairly and equitably Making ethical decisions

Managers who understand what perceptions are,

how they are formed, and what influences themare in a good position to ensure that their perceptions are as accurate as possible.


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Factors ThatInfluence

Perception

Perceiver

Situation Target

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Characteristics of the Target

Social Status

Use of

ImpressionManagement

Ambiguity

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Ambiguity refers to a lack of clearness or definiteness.

As the ambiguity of a target increases, it becomes increasingly difficult for a perceiver toform an accurate perception.

When a target is ambiguous, the perceiver needsto engage in a lot more interpretation and activeconstruction of reality to form a perception of the target.

The more ambiguous a target is, the more potential there is for errors in perception.

Ambiguity

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Social status is a personsreal or perceived position insociety or in anorganization.

Targets with relatively highstatus are perceived to besmarter, more credible, moreknowledgeable, and moreresponsible for their actionsthan lower-status targets.

Social Status

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Impression management is an attempt to control the perceptions or impressions of others.

Targets are especially likely to use impression

management tactics when interacting with perceiverswho have power over them and on whom they aredependent for evaluations, raises, and promotions.

Individuals who are high in self-monitoring are morelikely than individuals who are low in self-monitoring toengage in impression management tactics.

Impression Management


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Salience is the extent to which a target of

perception stands out in a group of people or things.

Causes of salience Being novel: Anything that makes a target unique in a

situation (e.g., being the only young person). Being figural : Standing out from the background (e.g.,

by wearing bright clothes). Being inconsistent with other peoples expectations:

Behaving or looking in a way that is out of the ordinary. Consequences of salience

Extreme evaluations (positive or negative) Stereotyping

Salience

Ad i M


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-Be careful not to jump to conclusions about coworkers, superiors,and subordinates simply because they appear to fit one of your

preexisting schemas. Wait to form your opinions until you havegathered enough information to make a fair judgment.

-Make sure your perceptions of workers are based on their skills,

capabilities, accomplishments, on-the-job behaviors, and levels of job performance.

-Do not allow your perceptions to be influenced by characteristicsof a target (such as race, age, and gender) that are unrelated to job

behaviors and performance.

-Try to treat organizational members who stand out from others thesame as you treat those who do not stand out.

Advice to Managers

Person/Social Perception: Making


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Person/Social Perception: MakingJudgments About Others

This theory has been proposed to developexplanations of the ways in which we judge peopledifferently, depending on what meaning we attribute

to a given behavior.Basically, the theory suggests that when we observean individuals behavior, we attempt to determinewhether it was internally or externally caused.

Determinants:1. Distinctiveness : shows different behaviors in different situations.2. Consensus: response is the same as others to same situation.3. Consistency: responds in the same way over time.


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Attribution

Theory


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Errors and Biases in Attributions

(contd)


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Actor-observer effectActor-observer effect - The tendency toattribute the behavior of others to internalcauses and to attribute ones own behavior toexternal causes.

Self-serving attributionSelf-serving attribution - The tendency totake credit for successes and avoid blame for failures.

Errors and Biases in Attributions (contd)


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Make sure your attributions for other peoples behavior are as accurateas possible.

Consider external factors that may be responsible for other peoples behavior, such as inadequate resources or supplies, an exceptionallydifficult task, or chance occurrences.

Consider internal factors that may be responsible for your own behavior,such as your personality, your strengths and weaknesses, and your level

of motivation.

Be aware of the tendency in yourself and in others to take credit for successes and avoid blame for errors.

Advice to Managers


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Frequently Used Shortcuts in


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Frequently Used Shortcuts inJudging Others, Contd.,


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Biases and Problems in Perception

PrimacyEffects

The initial pieces of informationthat a perceiver has about a targethave an inordinately large effect onthe perceivers perception andevaluation of the target.

Interviewers decide in the first few minutesof an interview whether or not a job candidateis a good prospect.

ContrastEffect

The perceivers perceptions of others influence the perceivers

perception of a target.

A managers perception of an averagesubordinate is likely to be lower if thatsubordinate is in a group with very high

performers rather than in a group with verylow performers.

HaloEffect

The perceivers general impressionof a target influences his or her

perception of the target on specificdimensions.

A subordinate who has made a good overallimpression on a supervisor is rated as

performing high-quality work and alwaysmeeting deadlines regardless of work that is

full of mistakes and late.

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Biases and Problems in Perception

Similar-to-me Effect

People perceive others who aresimilar to themselves more

positively than they perceive thosewho are dissimilar.

Supervisors rate subordinates who are similar to them more positively than they deserve.

Harshness,Leniency, andAverageTendency

Some perceivers tend to be overlyharsh in their perceptions, someoverly lenient. Others view mosttargets as being about average.

When rating subordinates performances, somesupervisors give almost everyone a poor rating,some give almost everyone a good rating, andothers rate almost everyone as being aboutaverage.

Knowledgeof Predictor

Knowing how a target stands on a predictor of performance influences perceptions of the target.

A professor perceives a student more positivelythan she deserves because the professor knowsthe student had a high score on the SAT.


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Specific Applications of Shortcuts

in Organization Employment Interview Perceptual biases affect the accuracy of

interviewers judgments of applicants.

Performance Expectations Self-fulfilling prophecy ( pygmalion effect ): Thelower or higher performance of employees reflects

preconceived leader expectations about employee

capabilities. Performance Evaluations Appraisals are subjective perceptions of

performance.

Specific Applications of Shortcuts in


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Employee EffortAssessment of individual effort is a subjective

judgment subject to perceptual distortion and

bias.

Employee LoyaltyEmployee support towards the organization.

Whistle-BlowersIndividuals who report unethical practices bytheir employer to outsiders

Specific Applications of Shortcuts inOrganization (Contd)


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Rorschach test ink blotches


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Rorschach test ink blotches


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1. Past experience

.


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2. Gestalt organizing principles(tendencies)

Gestalt psychologists: Recognized- we seek meaning, pattern,

structure Asked: Any basic tendencies governing howwe organize sensory input?

Found several


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Gestalt Movement

Perceptual organization was a big issue. How we perceive the world in terms of

things/objects, not pixels. This was part of broader attack on behaviorism.

Gestalt viewed mind as constructing

representations of the world, nolearning/behavior could be understoodwithout understanding it.


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Perceptual organization


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Learning Objectives Define the overall meaning of personality Identify the Big Five personality traits and the Myers-

Briggs types Describe the meaning of attitudes and their emotional,

informational, and behavioral components Explain the antecedents of work-related attitudes, the

functions they perform, and how they are changed Examine the major sources and outcomes of job

satisfaction, organizational commitment, and prosocial,organizational citizenship behaviors


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The Jung Theory Dimensions And TheMeyers Briggs Type Indicators


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Meyers-Briggs Type Indicators

Where do you get your energy?

OutgoingInteractingSpeaks, then thinks

Gregarious

QuietConcentratingThinks, then speaks

Reflective

Extraversion (E) Introversion(I)

How do you orient yourself to the outside world?

StructuredTime orientedDecisiveOrganized

FlexibleOpen endedExploringSpontaneous

Judging (J) Perceiving (P)


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Components Of Attitudes


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Emotional Informational

Behavioral

Influences On Job Satisfaction


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JobSatisfaction

PromotionOpportunities

PayThe Work Itself

Coworkers

Supervision Work Conditions


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What is Personality?Personality

The sum total of ways in which an individual reactsand interacts with others.

Personality Traits

Enduring characteristicsthat describe anindividuals behavior.

Personality

Determinants Heredity

Environment

Situation

Personality

Determinants Heredity

Environment Situation

Personality


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y

Characteristic pattern of thinking,feeling and acting.

Four major perspectives on Personality

Psychoanalytic - unconscious motivations

Trait - specific dimensions of personalityHumanistic - inner capacity for growthSocial-Cognitive - influence of environment


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The Myers-Briggs Type Indicator

Personality Types Extroverted vs. Introverted (E or I)

Sensing vs. Intuitive (S or N)

Thinking vs. Feeling (T or F)

Judging vs. Perceiving (P or J)

Personality Types Extroverted vs. Introverted (E or I)

Sensing vs. Intuitive (S or N)

Thinking vs. Feeling (T or F) Judging vs. Perceiving (P or J)

Myers-Briggs Type Indicator (MBTI)

A personality test that taps four characteristics andclassifies people into 1 of 16 personality types.


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Th Bi Fi M d l f


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The Big Five Model of

Personality DimensionsExtroversionSociable, gregarious, and assertive

AgreeablenessGood-natured, cooperative, and trusting.

ConscientiousnessResponsible, dependable, persistent, and organized.

Openness to ExperienceImaginativeness, artistic, sensitivity, and intellectualism.

Emotional StabilityCalm, self-confident, secure (positive) versus nervous, depressed,and insecure (negative).


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Self-Esteem and Self-MonitoringSelf-Esteem (SE)

Individuals degree of likingor disliking themselves.

Self-Monitoring A personality trait that measuresan individuals ability to adjusthis or her behavior to external,

situational factors.


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Risk-Taking

High Risk-taking Managers Make quicker decisions Use less information to make decisions

Operate in smaller and more entrepreneurial organizations Low Risk-taking Managers

Are slower to make decisions Require more information before making decisions

Exist in larger organizations with stable environments Risk Propensity

Aligning managers risk-taking propensity to job requirementsshould be beneficial to organizations.

Personality


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TypesType As1. are always moving, walking, and eating rapidly;

2. feel impatient with the rate at which most events take place;3. strive to think or do two or more things at once;4. cannot cope with leisure time;5. are obsessed with numbers, measuring their success in terms of

how many or how much of everything they acquire.

Type Bs1. never suffer from a sense of time urgency with its accompanying

impatience;2. feel no need to display or discuss either their achievements or

accomplishments;3. play for fun and relaxation, rather than to exhibit their superiority

at any cost;4. can relax without guilt.


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HollandsTypology of Personality

andCongruent

Occupations

E X H I BI T 42


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Types of AttitudesTypes of Attitudes


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Types of AttitudesTypes of Attitudes

Job satisfaction

Job involvement

Organizational

commitment


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Types of Attitudes

Job InvolvementIdentifying with the job, actively participating in it,and considering performance important to self-worth.

Organizational CommitmentIdentifying with a particular organization and itsgoals, and wishing to maintain membership in theorganization.

Job Satisfaction A collection of positive and/or negative feelings thatan individual holds toward his or her job.


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Attitude-Behavior RelationshipAttitude-Behavior Relationship

Importance

Specificity

Accessibility

Social pressures

Direct experience

Moderating VariablesModerating Variables Behavioral InfluenceBehavioral Influence


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An Application: Attitude SurveysAttitude Surveys

Eliciting responses from employees throughquestionnaires about how they feel about their jobs,work groups, supervisors, and the organization.


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Job Satisfaction

Measuring Job Satisfaction Single global rating

Summation score How Satisfied Are People in Their Jobs?

Job satisfaction declined to 50.4% in 2002

Decline attributed to: Pressures to increase productivity and meet tighter

deadlines Less control over work

The Effect of Job Satisfaction on


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Employee Performance Satisfaction and Productivity

Satisfied workers arent necessarily more productive. Worker productivity is higher in organizations with more satisfied

workers.

Satisfaction and Absenteeism Satisfied employees have fewer avoidable absences.

Satisfaction and Turnover Satisfied employees are less likely to quit.

Organizations take actions to retain high performers and to weedout lower performers.

Responses to Job Dissatisfaction


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p

E X H I B I T 35

Source: C. Rusbult and D. Lowery, When

Bureaucrats Get the Blues, Journal of Applied Social Psychology . 15, no. 1,1985:83. Reprinted with permission.


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Job Satisfaction and OCB

Satisfaction and Organizational CitizenshipBehavior (OCB)

Satisfied employees who feel fairly treated byand are trusting of the organization are morewilling to engage in behaviors that go beyondthe normal expectations of their job.

Job Satisfaction and Customer


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Job Satisfaction and Customer

Satisfaction Satisfied employees increase customer satisfaction because:

They are more friendly, upbeat, and responsive. They are less likely to turnover which helps

build long-term customer relationships. They are experienced.

Dissatisfied customers increase employee job dissatisfaction.


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Rokeach Value Survey


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OB Applications of


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ppUnderstanding Emotions

Ability and Selection Emotions affect employee effectiveness.

Decision Making

Emotions are an important part of the decision-making process inorganizations.

Motivation Emotional commitment to work and high motivation are strongly

linked.

Leadership Emotions are important to acceptance of messages from

organizational leaders.

OB A li i ( d)


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OB Applications (contd)

Interpersonal Conflict Conflict in the workplace and individual emotions are strongly

intertwined.

Customer Services Emotions affect service quality delivered to customers which, inturn, affects customer relationships.

Deviant Workplace Behaviors Negative emotions lead to employee deviance (actions that violate

norms and threaten the organization). Productivity failures Property theft and destruction Political actions Personal aggression

Abili d S l i


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Ability and Selection

Emotional Intelligence (EI) Self-awareness Self-management

Self-motivation Empathy Social skills

Research Findings

High EI scores, not high IQscores, characterize highperformers.

Emotional Intelligence (EI) Self-awareness Self-management

Self-motivation Empathy Social skills

Research Findings High EI scores, not high IQ

scores, characterize high performers.

Emotional Intelligence

An assortment of noncognitive skills,capabilities, andcompetencies thatinfluence a personsability to succeed incoping withenvironmental

demands andpressures.

Documents

organizational behavior ( OB )