【组织行为学课件】Individual Differences and Work Behavior

1、,3,CHAPTER,Individual Differences and Work Behavior,IDENTIFY the major individual variables that influence work behavior. DESCRIBE how attributions influence our behavior. DISTINGUISH between stereotyping and prejudice. EXPLAIN what an attitude is, and identify its three components. DISCUSS the rela

2、tionship between job satisfaction and performance. DESCRIBE the major forces influencing personality. IDENTIFY the Big Five personality dimensions. DISCUSS several important personality factors.,3-3,Individual Differences,The ASA Framework,Organizational Behavior,Attraction,Attrition,Selection,3-4,U

3、nderstanding Work Behavior,Managers Role Includes: Observing and recognizing the differences Studying relationships between variables that influence individual behavior Discovering and predicting relationships,Personal Environment,Heredity,3-5,Understanding Work Behavior,Individual Variables Affecti

4、ng Behavior,Heredity Factors Abilities and Skills Perception Attitudes Personality,3-6,Understanding Work Behavior,Abilities A persons talent to perform a mental or physical task Generally stable over time,Skills A learned talent that a person has acquired to perform a task Change over time as ones

5、training and experiences change,3-7,Emotional Intelligence (EQ),Emotional Intelligence Involves: The ability to understand individuals to act wisely in human relations EQ abilities in five areas: Self-awareness Managing emotions Motivating oneself Empathy Handling relationships,3-8,Perception,Percep

6、tion is the cognitive process by which an individual selects, organizes, and gives meaning to environmental stimuli.,People generally perceive stimuli that satisfy: Needs Emotions Attitudes Self-concept See Exhibit 3.2,3-9,Misperception,Misperception is the cognitive process by which an individual s

7、elects and organizes, but misinterprets, environmental stimuli.,Similar-to-me perception error Interviewers rate candidates who are similar in appearance, background, and interests higher than candidates who are dissimilar.,3-10,Stereotyping,Stereotyping is a useful, even essential, way of categoriz

8、ing individuals (or events, organizations, etc.) on the basis of limited information or observation.,Prejudice Perceptual inaccuracies Negative consequences Social injustices,Usefulness Makes sense out of our environment Increases efficiency,3-11,Understanding Work Behavior,The Managers Characterist

9、ics,3-12,Perception and Behavior,Distinctiveness The degree to which a person behaves similarly in different situations Consistency The degree to which a person engages in the same behaviors at different times Consensus The degree to which other people are engaging in the same behavior,Attribution T

10、heory suggests that it is the perceived cause of events, not the actual ones, that influence peoples behavior.,3-13,Systematic Errors or Biases,is a tendency to underestimate the importance of external factors and overestimate the importance of internal factors.,Fundamental Attribution Error,is a te

11、ndency for people to take credit for successful work and deny responsibility for poor work.,Self-Serving Bias,3-14,Attitudes,An Attitude is a mental state of readiness learned and organized through experience, exerting a specific influence on a persons response to people, objects, and situations wit

12、h which it is related.,Management Implications Attitudes are learned Attitudes define ones predisposition toward given aspects of the world Attitudes provide the basis of ones interpersonal relations and identification with others Attitudes are organized and are close to the core of personality,3-15

13、,Components of Attitudes,3-16,Understanding Attitudes and Behavior,Cognitive Dissonance Describes the discrepancy between attitudes and behaviors. An attitude held might suggest behavior different from or even opposed to actual behavior engaged in by the individual. The inconsistency between beliefs

14、 and behavior. Solving the discrepancy means changing attitudes or behaviors.,3-17,Attitudes and Job Satisfaction,Factors Associated with Job Satisfaction Pay Work itself Promotion opportunities Supervision Coworkers Working conditions Job security,3-18,Job Satisfaction and Performance,THREE VIEWS J

15、ob satisfaction causes job performance Job performance causes job satisfaction The job satisfaction-job performance relationship is moderated by other variables such as rewards,RESEARCH RESULTS First two views show mixed, but generally weak results The third view suggests that they are related only

16、under certain conditions,3-19,Personality,Personality refers to a relatively stable set of feelings and behaviors that have been significantly formed by genetic and environmental factors.,3-20,The Big Five Personality Model(Five factors central to describing personality),Openness,3-21,Personality and BehaviorSelected Personality Traits,Locus of control determines the degree to which people believe their behaviors influenc