国外组织行为学课件皮尔森ch02

国外组织行为学课件皮尔森ch022023/7/17国外组织行为学课件皮尔森ch02LearningObjectivesDefinepersonalityanddiscussitsgeneralroleininfluencingorganizationalbehaviour.Describethedispositional,situational,andinteractionistapproachtoorganizationalbehaviour.DiscusstheFive-FactorModelofpersonality.Discusstheconsequencesoflocusofcontrol,self-monitoring,andself-esteem.Chapter2国外组织行为学课件皮尔森ch02LearningObjectives(continued)5. Discusspositiveandnegativeaffectivity,proactivepersonality,generalself-efficacy,andcoreself-evaluations.Definelearninganddescribewhatislearnedinorganizations.Explainoperantlearningtheoryanddifferentiatebetweenpositiveandnegativereinforcements.Chapter2国外组织行为学课件皮尔森ch02LearningObjectives(continued)8. Explainwhentouseimmediateversusdelayedreinforcementandwhentousecontinuousversuspartialreinforcement.Distinguishbetweenextinctionandpunishmentandexplainhowtousepunishmenteffectively.Explainsocialcognitivetheoryanddiscussobservationallearning,self-efficacy,andself-regulation.Describeorganizationallearningpractices.Chapter2国外组织行为学课件皮尔森ch02WhatIsPersonality?

Therelativelystablesetofpsychologicalcharacteristicsthatinfluencesthewayanindividualinteractswithhisorherenvironmentandhowheorshefeels,thinks,andbehaves.Dimensionsandtraitsthataredeterminedbygeneticpredispositionandone’slong-termlearninghistory.Peoplehaveavarietyofpersonalitycharacteristics.国外组织行为学课件皮尔森ch02PersonalityandOrganizationalBehaviourPersonalityhasalonghistoryinorganizationalbehaviour.Theroleofpersonalityinorganizationalbehaviourhasoftenbeendebatedinwhatisknownasthe“person-situationdebate”Thishasledtothreeapproaches:ThedispositionalapproachThesituationalapproachTheinteractionistapproach国外组织行为学课件皮尔森ch02TheDispositionalApproachFocusesonindividualdispositionsandpersonality.Individualspossessstabletraitsorcharacteristicsthatinfluencetheirattitudesandbehaviours.Individualsarepredisposedtobehaveincertainways.国外组织行为学课件皮尔森ch02TheSituationalApproachCharacteristicsoftheorganizationalsettingsuchasrewardsandpunishmentinfluencepeople’sfeelings,attitudesandbehaviour.Manystudieshaveshownthatsituationalfactorssuchasthecharacteristicsofworktaskspredictjobsatisfaction.国外组织行为学课件皮尔森ch02TheInteractionistApproachOrganizationalbehaviourisafunctionofbothdispositionsandthesituation.Topredictandunderstandorganizationalbehaviour,weneedtoknowsomethingaboutanindividual’spersonalityandtheworksetting.Thisisthemostwidelyacceptedapproachtoorganizationalbehaviour.国外组织行为学课件皮尔森ch02PersonalityandtheSituationSituationscanbedescribedasbeingeither“weak”or“strong”.Inweaksituations,rolesarelooselydefined,therearefewrulesandweakreinforcementandpunishmentcontingencies.Personalityhasthestrongesteffectinweaksituations.国外组织行为学课件皮尔森ch02PersonalityandtheSituation(continued)Instrongsituations,theroles,rules,andcontingenciesaremoredefined.Personalityhaslessofanimpactinstrongsituations.国外组织行为学课件皮尔森ch02ImplicationsoftheInteractionistApproachSomepersonalitycharacteristicsareusefulincertainorganizationalsituations.Thereisnoonebestpersonality.Appreciatetheadvantagesofemployeediversity.Theimportanceoffit-puttingtherightpersonintherightjob,group,ororganization.国外组织行为学课件皮尔森ch02TheFive-FactorModelofPersonalityFivebasicbutgeneraldimensionsthatdescribepersonality:ExtraversionEmotionalstability/neuroticismAgreeablenessConscientiousnessOpennesstoexperience国外组织行为学课件皮尔森ch02TheFive-FactorModelofPersonality(continued)国外组织行为学课件皮尔森ch02ExtraversionandOBImportantforjobsthatrequireinterpersonalinteractionandwherebeingsociable,assertive,energetic,andambitiousisimportantforsuccess.国外组织行为学课件皮尔森ch02Emotionalstability/neuroticismandOBPersonshighonemotionalstabilitywillhavemoreeffectiveinteractionswithco-workersandcustomersastheytendtobemoreclamandsecure.国外组织行为学课件皮尔森ch02AgreeablenessandOBContributestojobperformanceinjobsthatrequireinteractionandinvolvehelping,cooperating,andnurturingothersaswellasinjobsthatinvolveteamworkandcooperation.国外组织行为学课件皮尔森ch02ConscientiousnessandOBImportantforjobperformanceonmostjobsgiventhetendencytowardshardworkandachievement.国外组织行为学课件皮尔森ch02OpennesstoExperienceandOBImportantforjobsthatinvolvelearningandcreativitygiventhetendencytobeintellectual,curious,andimaginative.国外组织行为学课件皮尔森ch02TheFive-FactorModelofPersonality:ResearchEachofthe“BigFive”dimensionsisrelatedtojobperformance.Bestpredictorsofjobperformancedependsontheoccupation.Conscientiousnessisthestrongestpredictorofoveralljobperformanceacrossalloccupations.国外组织行为学课件皮尔森ch02TheFive-FactorModelofPersonality:ResearchThe“BigFive”arerelatedtoworkmotivation,jobsatisfaction,andlifesatisfaction.The“BigFive”predictjobsearchoutcomesandcareersuccess.Theeffectsofpersonalityoncareersuccessarerelativelyenduring.国外组织行为学课件皮尔森ch02LocusofControlAsetofbeliefsaboutwhetherone’sbehaviouriscontrolledmainlybyinternalorexternalfactors.Internalsbelievethattheopportunitytocontroltheirownbehaviourresideswithinthemselves.Externalsbelievethatexternalforcesdeterminetheirbehaviour.国外组织行为学课件皮尔森ch02TheInternal/ExternalLocusofControlContinuum国外组织行为学课件皮尔森ch02LocusofControl:ResearchInternalsaremoresatisfiedwiththeirjobs,earnmoremoney,andachievehigherorganizationalpositions.Internalsperceivelessstress,copewithstressbetter,andengageinmorecarefulcareerplanning.国外组织行为学课件皮尔森ch02Self-MonitoringTheextenttowhichpeopleobserveandregulatehowtheyappearandbehaveinsocialsettingsandrelationships.Highself-monitorstakegreatcaretoobserveandcontroltheimagesthattheyproject.国外组织行为学课件皮尔森ch02Self-Monitoring(continued)Highself-monitorsshowconcernforsociallyappropriatebehaviourandsocialcues,andtheyregulatetheirbehaviourandself-presentationaccordingtothesecues.Highself-monitorsgravitatetojobsthatrequirerole-playingandtheuseoftheirself-presentationskills.国外组织行为学课件皮尔森ch02Self-Monitoring:ResearchHighself-monitorsaremoreinvolvedintheirjobs,performbetter,andaremorelikelytoemergeasleaders.Highself-monitorsarelikelytoexperiencemorerolestressandshowlesscommitmenttotheirorganization.国外组织行为学课件皮尔森ch02Self-Monitoring:ResearchHighself-monitorsaremorelikelytochangeemployersandlocationsandtoreceivemorepromotions.Theydonotfeelcomfortableinambiguoussocialsettingsinwhichitishardtodeterminewhatbehavioursaresociallyappropriate.Dealingwithunfamiliarculturesmightprovokestress.国外组织行为学课件皮尔森ch02Self-EsteemThedegreetowhichapersonhasapositiveself-evaluation.Peoplewithhighself-esteemhavefavourableself-images.Peoplewithlowself-esteemhaveunfavourableself-images.国外组织行为学课件皮尔森ch02Self-EsteemandBehaviouralPlasticityTheoryPeoplewithlowself-esteemtendtobemoresusceptibletoexternalandsocialinfluencesthanthosewhohavehighself-esteem.Eventsandpeopleinorganizationshavemoreimpactonthebeliefsandactionsofemployeeswithlowself-esteem.国外组织行为学课件皮尔森ch02Self-Esteem:ResearchEmployeeswithlowself-esteemreactbadlytonegativefeedback–itlowerssubsequentperformance.Peoplewithhighself-esteemmakemorefulfillingcareerdecisionsandhavehigherjobsatisfactionandjobperformance.Peoplewithhighself-esteemaremoreresilienttothestrainsofeverydayworklife.国外组织行为学课件皮尔森ch02RecentDevelopmentsinPersonalityandOrganizationalBehaviourPositiveaffectivityNegativeaffectivityProactivepersonalityGeneralself-efficacyCoreself-evaluations国外组织行为学课件皮尔森ch02PositiveandNegativeAffectivityPeoplewhoarehighonpositiveaffectivity(PA)experiencepositiveemotionsandmoodsandviewtheworldinapositivelight.Peoplewhoarehighonnegativeaffectivity(NA)experiencenegativeemotionsandmoodsandviewtheworldinanegativelight.PAandNAareemotionaldispositionsthatpredictpeople’sgeneralemotionaltendencies.国外组织行为学课件皮尔森ch02PositiveandNegativeAffectivity:ResearchPeoplewithhigherPAreporthigherjobsatisfaction;theyhavehigherjobperformanceandaremorecreativeatwork.PeoplewithhigherNAreportlowerjobsatisfaction;theyhavelowerjobperformance.PeoplewithhigherNAexperiencemorestressfulconditionsatworkandreporthigherlevelsofworkplacestressandstrain.国外组织行为学课件皮尔森ch02PositiveandNegativeAffectivity:ResearchNAhasalsobeenfoundtoberelatedtomorecounterproductiveworkbehaviours,withdrawalbehaviours,andoccupationalinjury.国外组织行为学课件皮尔森ch02ProactivePersonalityArelativelystablepersonaldispositionthatreflectsatendencytobehaveproactively.Proactivebehaviourinvolvestakinginitiativeacrossarangeofsituationstoeffectpositivechangeinone’senvironment.Proactiveindividualssearchforandidentifyopportunities,showinitiative,takeaction,andpersevereuntiltheybringaboutmeaningfulchange.国外组织行为学课件皮尔森ch02ProactivePersonality:ResearchProactivepersonalityisrelatedto:JobperformanceToleranceforstressLeadershipeffectivenessParticipationinorganizationalinitiativesWorkteamperformanceEntrepreneurshipCareersuccess国外组织行为学课件皮尔森ch02GeneralSelf-EfficacyAgeneraltraitthatreferstoanindividual’sbeliefinhisorherabilitytoperformsuccessfullyinavarietyofchallengingsituations.Generalself-efficacy(GSE)isamotivationaltraitratherthananaffectivetrait.国外组织行为学课件皮尔森ch02GeneralSelf-Efficacy:ResearchIndividualswithhigherGSEarebetterabletoadapttonovel,uncertain,andadversesituations.EmployeeswithhigherGSEhavehigherjobsatisfactionandjobperformance.国外组织行为学课件皮尔森ch02CoreSelf-EvaluationsAbroadpersonalityconceptthatconsistsofspecifictraitsthatreflecttheevaluationspeopleholdaboutthemselvesandtheirself-worth,competence,andcapability.国外组织行为学课件皮尔森ch02CoreSelf-Evaluations:TraitsSelf-esteemGeneralself-efficacyLocusofcontrolNeuroticism(emotionalstability)国外组织行为学课件皮尔森ch02CoreSelf-Evaluations:ResearchPeoplewithmorepositiveCSEshavehigherjobsatisfaction,lifeandcareersatisfaction,andjobperformance.IndividualswithhigherCSEperceivefewerstressorsandexperiencelessstressandconflictatwork.EmployeeswithmorepositiveCSEsexperiencetheirjobasmoreintrinsicallysatisfyingandtheyarelikelytohavemorecomplexjobs.国外组织行为学课件皮尔森ch02WhatisLearning?Arelativelypermanentchangeinbehaviourpotentialasaresultofpracticeorexperience.Thepracticeorexperiencethatpromptslearningstemsfromanenvironmentthatprovidesfeedbackconcerningtheconsequencesofbehaviour.国外组织行为学课件皮尔森ch02WhatDoEmployeesLearn?Practicalskills:Job-specificskills,knowledge,technicalcompetence.Intrapersonalskills:Problemsolving,criticalthinking,alternativeworkprocesses,risktaking.国外组织行为学课件皮尔森ch02WhatDoEmployeesLearn?(continued)Interpersonalskills:Interactiveskillssuchascommunicating,teamwork,conflictresolution.Culturalawareness:Thesocialnormsoforganizations,companygoals,businessoperations,expectations,andpriorities.国外组织行为学课件皮尔森ch02OperantLearningTheoryThesubjectlearnstooperateontheenvironmenttoachievecertainconsequences.Operantlylearnedbehaviouriscontrolledbytheconsequencesthatfollowit.Itistheconnectionbetweenthebehaviourandtheconsequencethatislearned.国外组织行为学课件皮尔森ch02IncreasingtheProbabilityofBehaviourOneofthemostimportantconsequencesthatinfluencesbehaviourisreinforcement.Reinforcementistheprocessbywhichstimulistrengthenbehaviours.Areinforcerisastimulusthatfollowssomebehaviourandincreasesormaintainstheprobabilityofthatbehaviour.国外组织行为学课件皮尔森ch02PositiveReinforcementTheapplicationoradditionofastimulusthatincreasesormaintainstheprobabilityofsomebehaviour.Thestimulusisthepositivereinforcer.Thereinforcerisdependentorcontingentontheoccurrenceofsomedesiredbehaviour.国外组织行为学课件皮尔森ch02NegativeReinforcementTheremovalofastimulusfromasituationthatincreasesormaintainstheprobabilityofsomebehaviour.Negativereinforcementoccurswhenaresponsepreventssomeeventorstimulusfromoccurring.Theremovedorpreventedstimulusisanegativereinforcer.国外组织行为学课件皮尔森ch02OrganizationalErrorsInvolvingReinforcementRewardsfailtoserveasreinforcerswhentheyarenotmadecontingentonsomespecificdesiredbehaviour.Organizationsoftenfailtoappreciateindividualdifferencesinpreferencesforreinforcers.国外组织行为学课件皮尔森ch02OrganizationalErrorsInvolvingReinforcement(continued)Managersoftenneglectimportantsourcesofreinforcementsuchasthoseadministeredbyco-workersorintrinsictothejob.Twoimportantsourcesofreinforcementthatmanagersoftenignoreareperformancefeedbackandsocialrecognition.国外组织行为学课件皮尔森ch02PerformanceFeedbackPerformancefeedbackinvolvesprovidingquantitativeorqualitativeinformationonpastperformanceforthepurposeofchangingormaintainingperformance.国外组织行为学课件皮尔森ch02PerformanceFeedback(continued)Performancefeedbackismosteffectivewhenitis:ConveyedinapositivemannerDeliveredimmediatelyafterobservingperformanceRepresentedvisually(graphorchartform)Specifictothebehaviourthatisbeingtargetedforfeedback国外组织行为学课件皮尔森ch02SocialRecognitionSocialrecognitioninvolvesinformalacknowledgement,attention,praise,approval,orgenuineappreciationforworkwelldonefromoneindividualtoanother.Whensocialrecognitionismadecontingentonemployeebehaviouritcanbeaneffectivemeansforperformanceimprovement.国外组织行为学课件皮尔森ch02ReinforcementStrategiesForfastacquisitionofsomeresponse,continuousandimmediatereinforcementshouldbeused.Behaviourtendstobepersistentwhenitislearnedunderconditionsofpartialanddelayedreinforcement.国外组织行为学课件皮尔森ch02ReinforcementStrategies(continued)Managershavetotailorreinforcementstrategiestotheneedsofthesituationandoftenmustaltertheirstrategiesovertimetoachieveeffectivelearningandmaintenanceofbehaviour.国外组织行为学课件皮尔森ch02SummaryofReinforcementStrategiesandtheirEffects国外组织行为学课件皮尔森ch02ReducingtheProbabilityofBehaviourSometimeslearnedbehavioursaredetrimentaltotheoperationofanorganizationandtheyneedtobereducedoreliminated.Twostrategiesthatcanreducetheprobabilityoflearnedbehaviour:ExtinctionPunishment国外组织行为学课件皮尔森ch02ExtinctionThegradualdissipationofbehaviourfollowingtheterminationofreinforcement.Ifthebehaviourisnotreinforced,itwillgraduallydissipateorbeextinguished.Extinctionworksbestwhencoupledwiththereinforcementofsomedesiredsubstitutebehaviour.国外组织行为学课件皮尔森ch02PunishmentTheapplicationofanaversivestimulusfollowingunwantedbehaviourtodecreasetheprobabilityofthatbehaviour.Anastystimulusisappliedaftersomeundesirablebehaviourinordertodecreasetheprobabilityofthatbehaviour.国外组织行为学课件皮尔森ch02SummaryofLearningEffects国外组织行为学课件皮尔森ch02Punishmenthassomeuniquecharacteristicsthatoftenlimititseffectivenessineliminatingunwantedbehaviour.Itdoesnotdemonstratewhichbehavioursshouldreplacethepunishedresponse.Punishmentindicatesonlywhatisnotappropriate.ProblemsUsingPunishment国外组织行为学课件皮尔森ch02ProblemsUsingPunishment(continued)Punishmentonlytemporarilysuppressestheunwantedbehaviour.Punishmentcanprovokeastrongemotionalreactionfromthepunishedindividual.国外组织行为学课件皮尔森ch02UsingPunishmentEffectivelyProvideanacceptablealternativeresponseforthepunishedresponse.Limittheemotionsinvolvedinpunishment.Makesurethechosenpunishmentistrulyaversive.国外组织行为学课件皮尔森ch02UsingPunishmentEffectively(continued)Punishimmediatelyorreinstatethecircumstancessurroundingtheproblembehaviouratamoreappropriatetime.Donotrewardunwantedbehavioursbeforeorafterpunishment.Donotinadvertentlypunishdesirablebehaviour.国外组织行为学课件皮尔森ch02SocialCognitiveTheoryEmphasizestheroleofcognitiveprocessesinregulatingpeople’sbehaviour.Peoplelearnbyobservingthebehaviourofothersandcanregulatetheirownbehaviourbythinkingabouttheconsequencesoftheiractions,settinggoals,monitoringperformance,andrewardingthemselves.国外组织行为学课件皮尔森ch02SocialCognitiveTheory(continued)

Humanbehaviourcanbestbeexplainedthroughasystemoftriadicreciprocal

causationinwhichpersonalfactorsandenvironmentalfactorsworktogetherandinteracttoinfluencepeople’sbehaviour.People’sbehaviouralsoinfluencespersonalfactorsandtheenvironment.国外组织行为学课件皮尔森ch02ComponentsofSocialCognitiveTheoryObservationallearningSelf-efficacySelf-regulation国外组织行为学课件皮尔森ch02ObservationalLearningTheprocessofimitatingthebehaviourofothers:ExaminingthebehaviourofothersSeeingtheconsequencestheyexperienceThinkingaboutwhatmighthappenifweactthesamewayImitatingthebehaviourifweexpectfavourableconsequences国外组织行为学课件皮尔森ch02ObservationalLearning(continued)Involvesself-reinforcement.Attractive,credible,competent,high-statuspeoplearemostlikelytobeimitated.Itisimportantthatthemodel’sbehaviourresultinpositiveconsequencesandthatitisvividandmemorable.国外组织行为学课件皮尔森ch02Self-EfficacyBeliefspeoplehaveabouttheirabilitytosuccessfullyperformaspecifictask.Itisacognitivebeliefthatcanbechangedandmodifiedinresponsetodifferentsourcesofinformation.Self-efficacyisinfluencedbyfoursourcesofinformation.国外组织行为学课件皮尔森ch02DeterminantsofSelf-Efficacy国外组织行为学课件皮尔森ch02Self-Efficacy(continued)Self-efficacyinfluencestheactivitiespeoplechoosetoperform,theamountofeffortandpersistencedevotedtoatask,affectiveandstressreactions,andjobperformance.国外组织行为学课件皮尔森ch02Self-RegulationTheuseoflearningprinciplestoregulateone’sownbehaviour.Akeypartoftheprocessispeople’spursuitofself-setgoalsthatguidebehaviour.Discrepancyreductionanddiscrepancyproductionlieattheheartoftheself-regulatoryprocess.国外组织行为学课件皮尔森ch02Self-Regulation(continued)Self-regulationinvolvesthefollowingactivities:Collectself-observationdataObservemodelsSetgoalsRehearseReinforceoneself国外组织行为学课件皮尔森ch02Self-Regulation(continued)Self-regulationcanimprovelearningandresultinachangeinbehaviour.Self-regulationtraininghasbeenshowntoimproveworkattendanceandsalesperformance.Self-regulationhasbeenshowntochangeavarietyofbehavioursanditisaneffectivemethodoftraining.国外组织行为学课件皮尔森ch02OrganizationalLearningPracticesOrganizationallearningpracticesinclude:OrganizationalbehaviourmodificationEmployeerecognitionprogramsTrainingprogramsCareerdevelopment国外组织行为学课件皮尔森ch02OrganizationalBehaviourModification(O.B.Mod.)Thesystematicuseoflearningprinciplestoinfluenceorganizationalbehaviour.O.B.Mod.hasbeenshowntoimprovesafeworkingbehaviour,workattendance,andtaskperformance.国外组织行为学课件皮尔森ch02OrganizationalBehaviourModification(continued)Theeffectsontaskperformancearestrongerinmanufacturingthaninserviceorganizations.Money,feedback,andsocialrecognitionhavebeenusedaseffectiveformsofpositivereinforcement.Moneyhasstrongereffects,however,theuseofallthreetogetherhasthestrongesteffectontaskperformance.国外组织行为学课件皮尔森ch02EmployeeRecognitionProgramsFormalorganizationalprogramsthatpubliclyrecognizeandrewardemployeesforspecificbehaviours.ManycompaniesinCanadahavesomeformofemployeerecognitionprogram.国外组织行为学课件皮尔森ch02TypesofRecognitionPrograms国外组织行为学课件皮尔森ch02EmployeeRecognitionPrograms(continued)Tobeeffective,formalemploye