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Foundations of Individual Behavior (Different personality theories (Five…
Foundations of Individual Behavior
Focus and Goals
Focus
Group behavior
Organizational
Individual behavior
Goals
Employee productivity
A performance measure of both work efficiency and effectiveness
Absenteeism
The failure to show up for work
Turnover
Voluntary and involuntary permanent withdrawal from an organization
Organizational citizenship behavior
Discretionary behavior that's not part of an employee's formal job requirements,but that promotes the effective functioning of the organization
Job satisfaction
An employee's general attitude toward his or her job
Workplace misbehavior
Any intentional employee behavior that is potentially harmful to the organization or individuals within the organization
The role that attitudes play in job performance
The 3 components of an attitude
affective component
The part of an attitude that's the emotional or feeling part
behavioral component
The part of an attitude that refers to an intention to behave in a certain way toward someone or something
cognitive component
The part of an attitude made up of the beliefs,opinions,knowledge,and information held by a person
Job-related attitudes
Job involvement
Organizational commitment
Job satisfaction
Employee engagement
Respect
Type of work
work/life balance
Providing good service to customers
Base pay
Cognitive dissonance theory
Reduce dissonance
The importance of the factors creating the dissonance
The degree of influence the individual believes he or she has over those factors
The rewards that may be involved in dissonance
Tracey Ford
Importance of factors
Degree of influence
Rewards
Be more effective
Satisfied and committed employees have lower rates of turnover and absenteeism
Satisfied employees do perform better on the job
A sound measurement of overall job attitude is one of the most useful pieces of information an organization can have about its employees
Employees will try to reduce dissonance
Different personality theories
Myers-Briggs type indicator
Description
A personality assessment that uses four dimensions of personality to identify different personality types
4 Dimensions
Extraversion versus Introversion
Sensing versus Intuition
Thinking versus Feeling
Judging versus Perceiving
Big Five Model
Description
A personality trait model that examines five traits
5 Factors
Extraversion
A personality dimension that describes the degree to which someone is sociable,talkative,and assertive.
Agreeableness
A personality dimension that describes the degree to which someone is good-natured,cooperative,and trusting.
Conscientiousness
A personality dimension that describes the degree to which someone is responsible,dependable,persistent,and achievement oriented.
Emotional stability
A personality dimension that describes the degree to which someone is calm,enthusiastic,and secure or tense,nervous,depressed,and insecure.
Openness to experience
A personality dimension that describes the degree to which someone is imaginative,artistically sensitive,and intellectual.
Emotional intelligence
Description
The ability to notice and to manage emotional cues and information.
5 Dimensions
Self-awareness
Being aware of what you're feeling.
Self-management
Managing your own emotions and impulses.
Self-motivation
Persisting in the face of setbacks and failures.
Empathy
Sensing how others are feeling
Social skills
Adapting to and handling the emotions of others.
Five specific personality traits
Self-esteem
An individual's degree of like or dislike for himself or herself
Self-monitoring
A personality trait that measures the ability to adjust behavior to external situational factors
Machiavellianism
A measure of the degree to which people are pragmatic,maintain emotional distance,and believe that ends justify means
Risk taking
Locus of control
The degree to which people believe they control their own fate
Personalities and Jobs
Key points
There are different types of jobs
People in job environments compatible with their personality types should be more satisfied and less likely to resign voluntarily than people in incongruent jobs.
There do appear to be intrinsic differences in personality among individuals
Holland's Personality-Job Fit
Realistic,Investigative,Social,Conventional,Enterprising,Artistic
More effective
Understanding different approaches to work
Being a better manager
Job-Person compatibility
Perception
3 Factors influences perception
The object or target being perceived
The context of the situation
The perceiver
Managers judge employees
Attribution theory
3 Factors
Consensus
Consistency
Distinctiveness
Fundamental attribution error
Self-serving bias
Perceptual shortcuts
Selectivity
The tendency for people to only absorb parts of what they observe,which allows us to "speed read" others
Assumed similarity
An observer's perception of others influenced more by the observer's own characteristics than by those of the person observed
Stereotyping
When we judge someone on the basis of our perception of a group to which that person belongs
Halo effect
When we form a general impression of a person on the basis of a single characteristic
Learning theories
Operant conditioning
Behavior is a function of its consequences
Social learning theory
Retention processes
Motor reproduction processes
Attentional processes
Reinforcement processes
Shaping behavior
Why
How
4 ways
Negative reinforcement
Reinforcing a desired response by withdrawing something unpleasant
Punishment
Eliminating undesirable behavior by applying penalties
Positive reinforcement
Reinforcing a desired behavior by giving something pleasant.
Extinction
Not reinforcing a behavior to eliminate it
Contemporary Issues
Gen Y Workers
Ongoing learning
They seek out creative challenges and view colleagues as vast resources from whom to gain knowledge.
Immediate responsibility
They want to make an important impact on Day 1.
High expectations of employers
They want fair and direct managers who are highly engaged in their professional development.
Goal oriented
They want small goals with tight deadlines so they can build up ownership of tasks.
High expectations of self
They aim to work faster and better than other workers.