Management 13th edtion by schermerhorn bachrach chapter 15

John R Schermerhorn, Jr 15 Daniel G Bachrach Management 13 th edition Chapter 15 Individual Behavior Planning Ahead — Key Takeaways  Identify perceptual tendencies and distortions that influence behavior  Explain common personality differences along with their implications for work and careers  Discuss the components of attitudes and the importance of job satisfaction  Illustrate how emotions, moods, and stress influence behavior in work and social situations Copyright ©2015 John Wiley & Sons, Inc Chapter 15 Outline Perception a) Perception and psychological contracts b) Perception and attribution c) Perception tendencies and distortions d) Perception and impression management Personality a) Big five personality dimensions b) Myers-Briggs type indicator c) Technology Personality d) Personal conception and emotional adjustment traits Copyright ©2015 John Wiley & Sons, Inc Chapter 15 Outline Attitudes a) What is an attitude? b) What is job satisfaction? c) Job satisfaction trends d) Job satisfaction outcomes Emotions, Moods, and Stress a) Emotions b) Moods c) Stress and strain Copyright ©2015 John Wiley & Sons, Inc Perception  Perception The process through which people receive, organize and interpret information from the environment People can perceive the same things or situations differently People behave on the basis of their perceptions Copyright ©2015 John Wiley & Sons, Inc Perception  Psychological contract  Person-job fit begins here  A set of expectations held by an individual about what will be given and received in the employment relationship  An ideal work situation is one with a fair psychological contract  Balance of contributions and inducements  Employee value proposition  the organization’s intentions for creating value for both the employee and employer sides of the psychological contract Copyright ©2015 John Wiley & Sons, Inc Figure 15.1 Components in the psychological contract Copyright ©2015 John Wiley & Sons, Inc Perception  Perception and attribution Attribution  The process of developing explanations for events Fundamental attribution error  Occurs when observers blame another’s performance failures or problems on internal factors rather than external factors Copyright ©2015 John Wiley & Sons, Inc Perception  Perception and attribution Self-serving bias  Occurs because individuals blame their personal performance failures or problems on external factors and attribute their successes to internal factors Copyright ©2015 John Wiley & Sons, Inc Perception  Perceptual tendencies and distortions: Stereotypes  Occur when attributes commonly associated with a group are assigned to an individual      Racial and ethnic Gender Ability Age Others? Copyright ©2015 John Wiley & Sons, Inc Figure 15.2 Common personality dimensions that influence human behavior at work Copyright ©2015 John Wiley & Sons, Inc Attitudes  Attitude A predisposition to act in a certain way toward people and things in one’s environment  Components of attitudes: Cognitive component Affective or emotional component Behavioral component  Cognitive dissonance The discomfort a person feels when attitudes and behavior are inconsistent Copyright ©2015 John Wiley & Sons, Inc Attitudes Common aspects of job satisfaction: Job satisfaction • The degree to which an individual feels positively or negatively about various aspects of work • Work itself • Quality of supervision • Coworkers • Opportunities • Pay • Work conditions • Security Copyright ©2015 John Wiley & Sons, Inc Attitudes  There is a strong and positive relationship between satisfaction and absenteeism and turnover  Withdrawal behaviors Copyright ©2015 John Wiley & Sons, Inc Attitudes Satisfaction-related concepts having quality of work life implications … Employee engagement • Strong positive feeling about one’s job and the organization Job involvement • The extent to which an individual is dedicated to a job Organizational commitment • Loyalty of an individual to the organization Organizational citizenship • Willingness to more than the minimum required Copyright ©2015 John Wiley & Sons, Inc Attitudes Is there a relationship between job satisfaction and performance? – – – Are satisfied workers more productive? Are productive workers more satisfied? Do rewards for productivity create satisfaction, influencing future performance? Copyright ©2015 John Wiley & Sons, Inc Attitudes Copyright ©2015 John Wiley & Sons, Inc Emotions, Moods, and Stress  Emotions Strong feelings directed toward someone or something  Emotional intelligence Ability to understand emotions and manage relationships effectively Copyright ©2015 John Wiley & Sons, Inc Emotions, Moods, and Stress  Moods Generalized positive and negative feelings or states of mind  Mood contagion Spillover of one’s positive or negative moods onto others Copyright ©2015 John Wiley & Sons, Inc Emotions, Moods, and Stress  Stress A state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities  Stressors Things that cause stress Originate in work, personal, and nonwork situations Have the potential to influence work attitudes, behavior, job performance, and health Copyright ©2015 John Wiley & Sons, Inc Emotions, Moods, and Stress Work factors as potential stressors: Includes:  Excessively high or low task demands  Role conflicts or ambiguities  Poor interpersonal relationships  Too slow or too fast career progress Work-related stress syndromes:  Set up to fail  Mistaken identity Copyright ©2015 John Wiley & Sons, Inc Emotions, Moods, and Stress Nonwork factors as potential stressors: Includes:  Family events  Economics  Personal affairs “Spill-over” effect on the stress an individual experiences at work Copyright ©2015 John Wiley & Sons, Inc Emotions, Moods, and Stress Consequences of stress: Constructive stress  Acts as a positive influence  Can be energizing and performance enhancing Destructive stress  Impairs performance  Breaks down a person’s physical and mental systems  Can lead to job burnout and/or workplace rage Copyright ©2015 John Wiley & Sons, Inc Figure 15.3 Potential negative consequences of a destructive job stress-burnout cycle Copyright ©2015 John Wiley & Sons, Inc Emotions, Moods, and Stress Personal wellness: The pursuit of personal and mental potential though a personal healthpromotion program A form of preventative stress management Enables people to be better prepared to deal with stress Copyright ©2015 John Wiley & Sons, Inc ... moods, and stress influence behavior in work and social situations Copyright ©2 015 John Wiley & Sons, Inc Chapter 15 Outline Perception a) Perception and psychological contracts b) Perception... sides of the psychological contract Copyright ©2 015 John Wiley & Sons, Inc Figure 15. 1 Components in the psychological contract Copyright ©2 015 John Wiley & Sons, Inc Perception  Perception... impatience, and perfectionism Copyright ©2 015 John Wiley & Sons, Inc Figure 15. 2 Common personality dimensions that influence human behavior at work Copyright ©2 015 John Wiley & Sons, Inc Attitudes