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McGraw-Hill/Irwin 2005 The McGraw-Hill Companies, Inc. All rights reserved.

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ChapterChapter

Individual Differences and

Work Behavior

Individual Differences and

Work Behavior

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Why Individual Differences Are Important:(1 of2)


Individual differences have a direct effecton behavior

People whoperceive things differently

behave differently

People with different attitudes respond

differently to directives

People with different personalities interactdifferently with bosses, coworkers,

subordinates, andcustomers


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Individual differences help explain:

Why some people embrace change and

others are fearful ofit

Why some employees will be productive

only if they are closely supervised, while

others will be productive if they are not

Why some workers learnnew tasks moreeffectively than others


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Attraction-Selection-Attrition (ASA) Cycle(1 of3)


Different people are attractedto differentcareers and organizations as a functionof their own:

abilities

interests

personalities


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Organizations selectemployees on the

basis of the needs the organization has

skills and abilities

individual attributes such as values and

personality


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Attrition occurs when:

individuals discover they do not like being

part of the organization and elect to resign,

or

the organizationdetermines anindividual is

not succeeding and elects to terminate


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Each phase of the ASA cycle is

significantly influenced by the individualdifferences ofeach person


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Effective managerial practice

requires that individual behavior

differences be recognized, and when

feasible, taken into consideration

while carrying out the job of

managing organizational behavior.


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Individual Differences in the WorkplaceIndividual Differences in the Workplace

Ability and Skills AttitudesPerception

Personality

Work Behavior Productivity

Creativity

Performance

Individual DifferencesIndividual Differences


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3-11The Basis for Understanding WorkBehavior:The Basis for Understanding WorkBehavior:

To understandindividual differences a

manager must:

1.1. observe and recognize the differences

and

2.2. study relationships betweenvariables

that influence behavior


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Ability andAbility and

SkillsSkillsPerceptionPerception

AttitudesAttitudes

Hereditary andHereditary and

DiversityDiversityFactorsFactors

PersonalityPersonality

Individual Differences Influencing WorkBehavior:Individual Differences Influencing WorkBehavior:


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Diversity FactorsDiversity Factors

Primary Dimensions

(stable)

Age

Ethnicity

Gender

Physical attributes

Race

Sexual / affectional

orientation

Secondary Dimensions

(changeable)

Educational

background

Marital status

Religious beliefs

Health

Work experience


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3-14Sex Differences in Management:Selected Results (1 of2)Sex Differences in Management:Selected Results (1 of2)

Dimension Results

Behavior:

Task-oriented

People-oriented

Effectiveness

ratings

Response to poorperformer

Influence strategies

No difference.

No difference.

Stereotypical difference in evaluations of managers in

laboratory studies: Males favored. No difference in

evaluations of actual managers.

Stereotypical difference: Males use norm of equity,

whereas females use norm of equality.Stereotypical difference: Males use a wider range of

strategies, more positive strategies, and less negative

strategies. The difference diminishes when women

managers have high self-confidence.


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3-15Sex Differences in Management:Selected Results (2 of2)Sex Differences in Management:Selected Results (2 of2)

Dimension Results

Motivation No difference in some studies.

Non-stereotypical difference in other studies: Female

motivational profile is close to that associated with

successful managers.

Commitment Inconsistent evidence regarding difference.

Subordinates

responses

Stereotypical differences in responses to managers in

laboratory studies; Managers using style thatmatches sex role stereotype are favored.

No difference in responses to actual managers.


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Abilities and SkillsAbilities and Skills

Ability a persons

talent to perform a

mental or physical task

Skill a learned talent

that a person has

acquired to perform atask

Key AbilitiesKey Abilities

Mental AbilityMental Ability

EmotionalEmotional

IntelligenceIntelligence

Tacit KnowledgeTacit Knowledge


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AttitudesAttitudes

Are determinates ofbehavior because

they are linked with perception,

personality, feelings, and motivation

Attitude a mental state ofreadiness

learned and organized through experience exerting a specific response to people,

objects, and situations with which it is

related


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Attitudes: Implications for the ManagerAttitudes: Implications for the Manager

1. Attitudes are learned

2. Attitudes define ones predispositions

towardgiven aspects of the world3. Attitudes provide the emotional basis of

ones interpersonal relations and

identification with others

4. Attitudes are organized and are close

to the core ofpersonality


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Manager styleManager style

TechnologyTechnology

NoiseNoise

PeersPeersReward systemReward system

Compensation planCompensation plan

Career opportunitiesCareer opportunities

Beliefs and valuesBeliefs and values

Feelings and emotionsFeelings and emotions

Intended behaviorIntended behavior

StimuliStimuli

WorkWork

environmentenvironmentfactorsfactors

CognitionCognition

AffectAffect

BehaviorBehavior

My supervisor is unfair.My supervisor is unfair.

Having a fair supervisor isHaving a fair supervisor is

important to me.important to me.

I dont like myI dont like my

supervisor.supervisor.

Ive submitted a formalIve submitted a formal

request to transfer.request to transfer.

TheThreeTheThree

Components ofComponents of

Attitudes:Attitudes:Cognition, Affect,Cognition, Affect,

BehaviorBehavior


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CognitionCognition

What individuals know about themselves

and their environment

Implies a conscious process ofacquiring

knowledge

Evaluative beliefs favorable or

unfavorable impressions that a person

holds toward an object or person


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AffectAffect

The emotional component ofan attitude

Often learnedfrom

parents teachers

peergroup members

The part ofan attitude that is associatedwith feelinga certain way about a

person, group, or situation


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Cognitive DissonanceCognitive Dissonance

A discrepancy betweenattitudes and

behaviors

A mental state ofanxiety

Occurs when there is a conflict among anindividuals various cognitions after a

decision has been made


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Changing AttitudesChanging Attitudes

The CommunicatorThe Communicator

The MessageThe Message

The SituationThe Situation


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3-24How to Increase Your Effectiveness inChanging Attitudes: (1 of2)How to Increase Your Effectiveness inChanging Attitudes: (1 of2)

1. Concentrate on gradually changing the

attitude over a period of time

2. Identify the beliefs or values that are part of

the attitude and provide the attitude holder

with information that will alter those beliefs

or values


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3-25How to Increase Your Effectiveness inChanging Attitudes: (2 of2)How to Increase Your Effectiveness inChanging Attitudes: (2 of2)

3. Make the setting (in which the attempted

change occurs) as pleasant and enjoyable as

possible

4. Identify reasons that changing the attitude is

to the advantage of the attitude holder


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Attitudes and Job SatisfactionAttitudes and Job Satisfaction

Job satisfaction

an attitude people

have about their jobs

Results frompeoples perception

oftheir jobs

Results from thedegree offit between

the individual and the

organization

Key factors

associated with job

satisfaction:

Pay

Promotion

opportunities

Supervision Coworkers

Working conditions

Job security


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3-27Satisfaction-Performance Relationships:Three ViewsSatisfaction-Performance Relationships:Three Views

2. Job Performance2. Job Performance

1. Job Satisfaction1. Job Satisfaction

3. Job Performance3. Job Performance

Job SatisfactionJob Satisfaction

Job PerformanceJob Performance

Job SatisfactionJob Satisfaction

CausesCauses

CausesCauses

The satisfied worker is moreThe satisfied worker is more

productive.productive.

The more productive worker isThe more productive worker is

satisfied.satisfied.

RewardsRewards

Perceived EquityPerceived Equity


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A relatively stable set offeelings and

behaviors that have been significantly

formed by genetic and environmental factors

The relationship betweenbehavior and

personalityis one of the most complex

matters that managers have to understand


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Some Major Forces Influencing PersonalitySome Major Forces Influencing Personality

IndividualIndividual


Cultural forcesCultural forces

Hereditary forcesHereditary forces

Family relationshipFamily relationship

forcesforces

Social class / groupSocial class / group

membership forcesmembership forces


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The Big Five

Personality

Dimensions

Locus of Control

Self-efficacy Creativity

Personality and Behavior in OrganizationsPersonality and Behavior in Organizations


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ConscientiousnessConscientiousness

ExtroversionExtroversion

EmotionalEmotional

StabilityStability

AgreeablenessAgreeableness

Openness toOpenness to

ExperienceExperience

The Big Five Personality DimensionsThe Big Five Personality Dimensions


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Locus of ControlLocus of Control

Locus ofcontrol ofindividuals

Determines the degree to which they

believe their behaviors influence what

happens to them

Internals believe they are masters of their

ownfate

Externals believe they are helpless pawnsoffate, success is due to luck or ease of

task


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Self-EfficacySelf-Efficacy

Feelings ofself-efficacyhave managerial

and organizational implications:

Selectiondecisions Training programs

Goal setting and performance


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How to Develop Employee CreativityHow to Develop Employee Creativity

1. Encourage everyone to view old problems

from new perspectives

2. Make certain people know that it is OK to

make mistakes

3. Provide as many people with as many new

work experiences as you can

4. Set an example in your own approach to

dealing with problems and opportunities

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