tên đề tài cơ sở hành vi cá nhân

CHAPTER 2: FOUNDATIONS OF INDIVIDUAL BEHAVIORObjectives:Upon completion of this chapter, learners will be able to:Understand the foundations of individual behavior, the key factors influ

ĐẠI HỌC BÁCH KHOA HÀ NỘI

BÀI TẬP LỚN

HÀNH VI TỔ CHỨC

NHÓM 2 TÊN ĐỀ TÀI: CƠ SỞ HÀNH VI CÁ NHÂN

Học phần: Hành vi tổ chức

Hà Nội, 3/2024

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Kiểu tiêu đề chương (mức 1) 1

Kiểu tiêu đề chương (mức 2) 2

2.1 SỰ KHÁC BIỆT CỦA CÁ NHÂN VÀ SỰ ĐA DẠNG CỦA LỰC

Kiểu tiêu đề chương (mức 2) 5

2.2 MÔ HÌNH CƠ SỞ HÀNH VI CÁ NHÂN 7

2.2.1 Các đặc điểm nhân khẩu học và hành vi của cá nhân 9

CHAPTER 2: FOUNDATIONS OF INDIVIDUAL BEHAVIOR Objectives:

Upon completion of this chapter, learners will be able to:

Understand the foundations of individual behavior, the key factors influencing individual behavior in organizations.Explain individual behaviors and attitudes in organizations.Apply understanding of behavior to propose appropriate solutions to help employees adopt correct attitudes and behaviors

This chapter examines the key characteristics that contribute to differences among individuals in the organization Alongside factors such as gender, age, tenure, and work experience, individuals also differ in personality, values, attitudes,

perceptions, motivation, abilities, and learning capabilities Studying individual differences and workforce diversity helps managers understand why employees think and act the way they

do, enabling effective control measures for individual behavior This chapter also provides a foundation for studying the content

behavioral tendencies among individuals The purpose of this is if

we can categorize behavioral trends and clearly identify them, then we can predict: how and why individuals behave in certain ways

Although individual differences can hinder collaboration among individuals, they also bring many benefits The most effective work groups in organizations often consist of individuals with diverse abilities, thoughts, and personalities To reap the benefits

of individual differences, we need to understand what differences individuals have and what benefits those differences bring.Workforce diversity is the combination of individuals with

differences in gender, age, race, values, personality, interests, etc., working together in an organization There are two levels of diversity: diversity in readily observable characteristics such as differences in gender, age, race; and diversity in less observable characteristics such as differences in personality, values,

attitudes, interests Diversity in readily observable characteristics does not necessarily reflect individuals' thinking and behaviors, but stereotypes may occur For example, people often assume that female leaders are not as effective as male leaders Diversity

in less observable characteristics is becoming increasingly important in determining similarities or differences between individuals when they work together and understand each other better

2.2 BASIC MODEL OF INDIVIDUAL BEHAVIOR

Figure 2-1 Foundations of Individual Behavior in

Organizations

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The foundation of individual behavior in organizations is

summarized in Figure 2-1 It can be simply stated that an

individual, upon entering an organization, brings with them a set

of predetermined attitudes, a well-established personality, and a system of personal values Although not immutable, these attitudes, personality traits, and values of a worker are generally formed before joining the organization Individual perceptions will influence motivation and what the individual learns about the job, ultimately affecting their behavior within the organization Capability is introduced into this model to indicate that an individual's behavior is also influenced by the abilities they possess upon joining the organization Naturally, the learning process will modify these factors over time Demographic

characteristics such as gender, age, etc., will influence the relationship between attitudes, personality, abilities, motivation, perception, and learning of individuals towards their behavior Wewill now examine the specific factors in this model

2.2.1 Demographic Characteristics and Individual

Behavior

Demographic characteristics including gender, age, race influence

an individual's behavior in the organization Specifically, these characteristics affect job performance, employee contributions, labor turnover, absenteeism, and job satisfaction

Recent studies indicate that the relationship between age and jobperformance is becoming increasingly important Many believe that job performance tends to decrease as workers age However,many managers find that as workers age, they may become a high-quality workforce in the organization Additionally, as workers age, they contribute more to the organization in terms of experience, commitment, seriousness, and work ethics However, they may also become less flexible and resistant to change.Individual age is inversely related to labor turnover Older workersare less likely to leave their organization This can be understood

as older workers have fewer job opportunities due to specialized skills for a certain type of job On the other hand, with increased work experience, they may receive better pay and benefits.The relationship between age and individual job satisfaction depends on the type of labor Nearly 800 recent studies show a positive relationship between age and job satisfaction Older workers often have higher job satisfaction, better relationships with colleagues, and higher commitment to the organization However, some studies also show that the relationship between age and job satisfaction is represented by a U-shaped curve For professional workers, job satisfaction increases with their age However, for non-professional workers, job satisfaction tends to decrease when they are under 35, but then increases in the yearsafter 35

Regarding the relationship between gender and individual behavior, many studies show no significant differences between men and women in problem-solving abilities, analytical skills, motivation, learning abilities, and labor productivity However, gender roles still influence our perceptions For example,

successful women in traditionally male-dominated fields are oftenseen as less friendly and less likely to be expected to become managers Additionally, there are differences between men and women in their choice of working hours Women with families tend to choose part-time or flexible jobs, which help them balancetheir personal and work lives Regarding the relationship betweengender and labor turnover rate, as well as absenteeism rate in the

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workplace, many studies indicate that the turnover and

absenteeism rates of female workers are higher than those of males

2.2.2 ATTITUDE

a Attitudes and Their Components

Attitude is an evaluative expression (positive or negative) related

to objects, people, and events When someone says, "I like my job," they are expressing their attitude towards their job

Attitudes are highly complex because they are mechanisms through which individuals express their emotions

An individual's attitude is composed of three factors: i) the individual's knowledge about the object/person/human behavior, ii) the individual's emotions, and iii) the individual's anticipated actions These three components of attitude are closely related toeach other Figure 2-2 below illustrates the relationship between the three components that form an individual's attitude towards amanager's decision to promote another employee with less achievement to a higher position in the company

Figure 2-2 Components of Individual Attitude

In organizations, individual attitudes are one of the important factors influencing their behavior If we understand an individual'sattitude and have appropriate ways to influence that attitude, we will be able to predict and adjust the individual's behavior in the organization.

b Types of Attitudes

An individual can have thousands of attitudes, but OCB focuses only on attitudes related to work These attitudes include job satisfaction, work engagement (the degree to which a person agrees to and actively participates in their work), and

organizational commitment (an index of loyalty and dedication to the organization)

Job satisfaction

Job satisfaction is an individual's overall attitude towards their own work A person satisfied with their job usually has positive evaluations of the work When a leader talks about employees' attitudes, they often refer to employees' satisfaction with their jobs In fact, these two terms are often used interchangeably.What determines an employee's job satisfaction? In fact, there are many factors that influence job satisfaction, such as job characteristics, relationships with colleagues, work environment and conditions, leadership style, and organizational reward policies Research results have shown that job characteristics are the most influential factor in employee job satisfaction, followed

by feedback at work, relationships with colleagues, and

organizational reward policies

Employees typically prefer jobs where they can apply their skills and abilities, have autonomy in their work, and receive feedback

on their performance These characteristics require jobs to have certain intellectual demands Jobs with low intellectual demands often lead to boredom, while jobs with excessive demands can lead to frustration and a sense of failure Under moderately demanding conditions, most employees feel excited and satisfied

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Salary is a significant factor influencing employee job satisfaction.

A clear and fair salary policy that meets employees' expectations and reflects their actual job performance will create job

satisfaction Especially in poor and underdeveloped countries, salary is often the most influential factor on employee job

satisfaction However, in developed countries, when employees have a high standard of living, the relationship between salary and job satisfaction seems to diminish For example, in the UnitedStates, when income reaches $40,000 per year, employees have

a comfortable standard of living A study on the relationship between salary and job satisfaction in the United States in 2002 showed that employees with higher salaries did not necessarily have higher job satisfaction than those with lower salaries.Working conditions and the work environment also affect

employee job satisfaction A safe, convenient, clean work

environment with minimal recreational facilities, along with adequate work tools, contributes to increased job satisfaction of employees

Managers need to note that employees not only expect salaries, bonuses, and material benefits but also expect more For most employees, jobs must also meet social interaction needs

Therefore, in the workplace, having friendly and supportive colleagues and creating a sense of teamwork will certainly lead tojob satisfaction

Recent studies have shown that in the United States and other developed countries, most employees are satisfied with their jobs.However, their satisfaction levels with different aspects of their jobs vary Moreover, the job satisfaction of individuals in different cultures also varies A recent study showed that employees in Western countries (such as Denmark, Switzerland, the United States, Sweden, Germany, etc.) have higher job satisfaction than employees in Eastern countries (such as Russia, Japan, Hungary, etc.)

The Relationship between Job Satisfaction and Individual

Behavior

Job satisfaction and individual behavior are closely related What happens if an individual is not satisfied with their job? Individuals may react in four different ways classified into two main

tendencies: active/passive and constructive/non-constructive

Figure 2-3 Employee Reactions When Dissatisfied with

Their Job

Resignation: When dissatisfied with their job, employees leave the organization to seek new employment In this reaction, employees demonstrate high proactivity and

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engage in non-constructive actions - showing no willingness

to work with the organization to identify the reasons for job dissatisfaction and discuss potential solutions

Speaking up: When dissatisfied with their job, employees actively seek ways to improve the current situation by providing feedback to enhance the current work

environment and discussing potential solutions with

management

Loyalty: When dissatisfied with their job, employees

passively wait for the organization to improve the situation.Presenteeism: When dissatisfied with their job, employees passively endure the worsening situation Behaviors such as arriving late, leaving early, absenteeism, reduced effort in performing tasks, and increased error rates become more frequent

In addition to individual reactions to job dissatisfaction mentionedabove, recent studies have also demonstrated the relationship between job satisfaction and job performance, absenteeism, and employee turnover within the organization

Job Satisfaction and Labor Productivity:

The question posed here is: Are satisfied employees more productive than unsatisfied ones?

Previous perspectives on the relationship between satisfaction and productivity can mainly be summarized in the assertion that

"a satisfied worker is a productive worker." However, this

viewpoint has also been criticized For example, a worker

assigned to a production line may have their labor productivity influenced more by the pace and speed of the assembly line than

by their satisfaction with the job

Recent studies have also indicated that satisfaction tends to lead

to higher productivity rather than the other way around If you areengaged in a task with high efficiency or positive outcomes, you are likely to feel interested and satisfied with that task

Furthermore, if organizational managers reward high productivity and consider achieving high productivity as the basis for salary increases and promotions, these rewards will increase employees'satisfaction with their jobs.

Job Satisfaction and Turnover:

Job satisfaction has an inverse relationship with turnover

However, this relationship is not entirely clear Job satisfaction and labor turnover: Job satisfaction has an inverse relationship with labor turnover However, this relationship is influenced by jobprospects The relationship between job satisfaction and job turnover will be closer when individuals have more job

opportunities because they will find it easier to switch from one job to another For individuals with high qualifications and good skills, job dissatisfaction will lead to a higher likelihood of leaving their current job because they have more job choices

Employee Engagement

Employee engagement refers to the level of an individual's involvement in the process of performing their job and their personal interest in the results of their work Individuals with high levels of employee engagement are typically very interested in the type of work they have to perform When individuals are engaged in their work, they actively participate, are less likely to

be absent from work, and achieve higher results

long-productivity Employees will have low levels of commitment to theorganization when they perceive that the organization does not keep its promises to them When commitment to the organizationdecreases, the results of job performance also decrease

c The Relationship between Attitude and Behavior

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Most previous studies have suggested a causal relationship between attitude and behavior, meaning that a person's attitude determines what they do This can be clearly observed and explained through the daily behaviors of individuals For example,many people only watch TV programs they enjoy; employees try

to avoid tasks they dislike; students often skip classes they find uninteresting, and so on By the late 1960s, the assumption of therelationship between attitude and behavior was re-evaluated Based on some studies on attitude-behavior relationships, re-evaluators concluded that attitudes have little or no relationship with behavior, or perhaps only a very weak one However, recent studies have refuted the re-evaluation viewpoint and affirmed that there is indeed a relationship between an individual's attitude and behavior

The relationship between behavior and attitude becomes clearer when we consider specific attitudes and behaviors The more specific the attitude is defined, the easier it is to identify a relatedbehavior, and the greater the likelihood of demonstrating a relationship between attitude and behavior Typically, human attitudes and behaviors are consistent with each other However,

in reality, attitudes and behaviors sometimes do not align or may even contradict each other For example, we may speak of a person's specific attitude towards "responsibility and social ethics," but this attitude does not necessarily prompt the person

to engage in "humanitarian blood donation" behavior

Another factor that significantly influences the attitude-behavior relationship is the social constraints on behavior Sometimes, the inconsistency between attitude and behavior arises from social pressures that compel individuals to act in a certain way For instance, a group may exert pressure causing a highly esteemed employee who trusts their leader to sign a petition opposing that leader

Therefore, most studies on the relationship between attitude and behavior indicate that they are related Specifically, attitudes influence behavior and are often consistent with it However, attitudes and behavior can be contradictory for various reasons

sociability are less likely to conflict or argue with other members

in the team

Model Myers-Briggs Personality Index

The Myers-Briggs Personality Index (MBTI) model is one of the most widely used models today In the United States alone, more than two million people use the MBTI index each year Many companies in the U.S such as Apple Computer, AT&T, Citicorp, Exxon, GE, 3M Co., and many hospitals and schools use this personality index model in their recruitment and personnel placement activities

Based on many studies, Swiss psychologists have classified individual personalities into 16 types based on the following factors:

- Attitude towards the outside world: Extraversion (E) or

Introversion (I)

- The way individuals seek to understand and perceive the world around them: Sensing (S) or Intuition (N)

- Decision-making style: Thinking (T) or Feeling (F)

- Action style: Judging (J) or Perceiving (P)

For example, INTJ is those who have a broad and far-reaching vision They often have initial ideas and great motivation towards their own ideas and purposes Their characteristics are

skepticism, criticism, determination, and often stubbornness ESTJare organizers They are practical, pragmatic, and have a natural ability for business or mechanical work They like to organize and manage activities ENTP is someone with the ability to perceive issues well That person is often quick-witted, intelligent, and knowledgeable in many things They are usually agile in solving difficult problems but can be careless with everyday

responsibilities

c Other personality traits

Researchers have identified additional personality traits directly related to explaining and predicting behavior in organizations These personality traits include self-esteem, arrogance,

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dominance, entity, self-control, risk-taking propensity, and proactive, pioneering nature.

Appreciating oneself

People who have positive self-evaluations often love themselves and believe they can effectively control external factors affecting themselves Those with negative self-perceptions often hate themselves, doubt their abilities, and feel powerless against external factors affecting them People who have positive self-evaluations tend to perform better at work because they often sethigher goals, commit to these goals at a higher level, and persist more in the process of achieving these goals A study on the job performance of insurance sales employees has shown that employees who self-assess positively tend to provide better customer service, have brighter career prospects, and achieve higher job performance, especially when they feel that their work

is meaningful and beneficial to others However, it is important to note that if an individual has an overly positive self-assessment - overly confident in themselves while their abilities are limited, then this self-satisfaction is the cause of poor decisions and the outcome of not achieving work as expected

Authoritarianism

Those who adhere to authoritarianism believe that there should

be differences in status and power among individuals within the organization High authoritarianism is manifested in rigid

perceptions or judgments of others; distrust of subordinates and resistance to change Of course, very few people are extremely authoritarian, so caution is needed when drawing conclusions