Management a practical introduction 3rd kinicky chapter 11

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin3 11.1 Values, Attitudes, & Behavior HOW DO INDIVIDUAL VALUES AND ATTITUDES AFFECT PEOPLE’S ACTIONS?. 

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

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Chapter 11: Managing Individual

Differences & Behavior

Supervising People as People

 Values, attitudes, & behavior

 Dealing with work-related attitudes & behavior

 Personality & individual behavior

 Perception & individual behavior

 Workplace stress

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11.1 Values, Attitudes, & Behavior

HOW DO INDIVIDUAL VALUES AND

ATTITUDES AFFECT PEOPLE’S ACTIONS?

 Organizational behavior (OB) is dedicated to

better understanding and managing people at work

 OB focuses on individual behavior and group

behavior and tries to help managers explain

behavior and predict behavior

 Abstract ideals that guide one’s thinking and

behavior across all situations are values

 For managers, values are the things for which

people are willing to work hard

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Manager’s Toolbox

Leading Younger Workers in Attaining Job Satisfaction

 By 2010 U.S will have 8M more jobs than workers to do them

 Companies will have to learn how to keep younger workers

 Less trusting of authority in general and want success now

 Suggestions on how to manage younger workers:

 Make training an obsession

 Allow them independent learning while creating bonds with mentors

 Teach people by showing them their results

 Provide frequent feedback

 Provide frequent rewards for great performance

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Organizational Behavior

dedicated to better understanding and management of people at work.

workplace behavior, but also how to predict it

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Values & Attitudes

 Values: are abstract ideas that guide one’s

thinking and behavior across all situations.

 Fairly well set in early teens and dictate lifelong

behavior patterns

 Willing to work hard for

 Can be reshaped by significant life-altering events

 Compensation, recognition, and status – common

values in the workplace

 Younger workers may value balance between work

and life

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Values & Attitudes

 Attitudes: learned predispositions

toward given objects.

 Values are abstract ideals that are directed toward

all objects, people, or events

 Attitudes are beliefs and feelings that are directed

toward specific objects, people, or events

 Employees’ attitudes toward their jobs are stable

over time

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11.1 Values, Attitudes, & Behavior

 -the affective component consists of the

feelings or emotions one has about a situation

 -the cognitive component consists of the

beliefs and knowledge one has about a situation

intentional component) refers to how one

intends or expects to behave toward a situation

 Together, values and attitudes influence

workplace behavior (actions and judgments)

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The Three Components of Attitudes

1 Affective: consists of feelings or emotions one

has about a situation – “I feel.”

 “I really like working from home.”

2 Cognitive: consists of the beliefs and

knowledge one has about a situation – “I believe.”

 “The tallest building in the world is in Chicago.” (wrong)

3 Behavioral (a.k.a the intentional component):

refers to how one intends or expects to behave toward a situation – “ I intend.”

 “I intend to fill out my expense report tomorrow.”

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Examples of the Three Components

I’m never going to talk to George because he’s a Republican I’m going to try to avoid John because he’s a Democrat

I’m going to turn over a new leaf at New Year’s and stop eating junk food

I intend to fill out my expense report tomorrow

Behavioral

The tallest building in the world is in Chicago

I can’t appoint Herschel because creative people don’t make good administrators

Cognitive

I don’t like working in office cubicles because they don’t have doors so there’s no privacy

I like commuting be train because I have time for myself

I really like working from home

I hate putting on a suit for work

I hate people who talk on cell phones in restaurants

Affective

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11.1 Values, Attitudes, & Behavior

 The term cognitive dissonance was proposed by

Leon Festinger to describe the psychological

discomfort a person experiences between his or her cognitive attitude and incompatible behavior

 How people deal with the discomfort depends on the importance of the elements creating dissonance, how much control they have over the matters that create dissonance, and what rewards are at stake

 To reduce cognitive dissonance, people, change

their attitude and/or behavior, belittle the

importance of the inconsistent behavior, find

consonant elements that outweigh the dissonant

ones

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11.2 Work Related Attitudes & Behaviors

Managers Need To Deal With

DO MANAGERS NEED TO PAY ATTENTION TO

commitment, and organizational citizenship

1 The extent to which a person feels positively or negatively about various aspects of their work is

their job satisfaction

 Job satisfaction usually depends on things like

work, pay, promotions, co-workers, and supervision

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11.2 Work Related Attitudes & Behaviors

Managers Need To Deal With

2 The extent to which people identify with or are personally involved with their job is job

involvement

 Satisfying work environments are likely to

promote job involvement

3 Organizational commitment reflects the extent

to which an employee identifies with an

organization and is committed to its goals

 There is a strong relationship between

organizational commitment and job satisfaction

4 Employee behaviors that are not directly

part of employees’ job descriptions - that exceed their work-role requirements are called

organizational citizenship behaviors

 There is a positive relationship between

organizational citizenship and job satisfaction

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11.2 Work Related Attitudes & Behaviors

Managers Need To Deal With

 Managers need to manage two

behaviors: performance and productivity, and absenteeism and turnover

 The method a manager uses to evaluate performance must match the job being

done

 Absenteeism (when an employee doesn’t show up for work) is related to job

dissatisfaction

 Absenteeism may be a precursor to

turnover (when employees leave their

jobs)

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11.3 Personality & Individual Behavior

WHY ARE PERSONALITIES IMPORTANT?

 Personalities (stable psychological traits and behavioral attributes that give people their identity) are important for managers

to understand because they affect how

people perceive and act

 The Big Five personality dimensions are extroversion, agreeableness,

conscientiousness, emotional stability, and openness to experience

Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin

 -agreeableness refers to how trusting,

good-natured, cooperative, and soft-hearted, and

persistent one is

 -conscientiousness refers to how dependable, responsible, achievement-oriented, and

persistent one is

 -emotional stability refers to how relaxed,

secure, and unworried one is

 -openness to experience refers to how

intellectual, imaginative, curious, and

broad-minded one is

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Cautions About Using Personality Tests in the Workplace

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11.3 Personality & Individual Behavior

DO PERSONALITY TESTS PREDICT

BEHAVIOR IN THE WORKPLACE?

 Extroversion (an outgoing personality) has been associated with management success

 Conscientiousness (a dependable personality) is strongly correlated with job performance and

training performance

 An individual who scores well on

conscientiousness is probably a good worker and may have a proactive personality (be more apt to take initiative and persevere to influence the

environment)

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Five Important Traits in Organizations

1 Locus of Control “I am/am not the master

of my fate.” : indicates how much people believe they control their fate through

their own efforts.

 Internal Locus of Control – you believe you control

your own fate

 Probably resist close management supervision

 External Locus of Control – you believe external

forces control you

 Do better in highly structured jobs requiring

greater compliance

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Five Important Traits in Organizations

2 Self-efficacy – “I can/cannot do this

task.” : belief in one’s personal ability to

 Low self-efficacy associated with learned

helplessness – the debilitating lack of faith in one’s ability to control one’s environment.

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2 Self-efficacy (cont.)

 Job assignments

 Complex, challenging, and autonomous jobs

enhance people’s perceptions of their self-efficacy

 Boring, tedious jobs generally do the opposite

 Developing self-efficacy

 Employees with low self-efficacy need lots of

constructive pointers and positive feedback

 Expectations can be improved through guided

experiences, mentoring, and role modeling

Five Important Traits in Organizations

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3 Self-esteem – “I like/dislike myself.” : extent

to which people like or dislike themselves.

 People with high self-esteem

 More apt to handle failure better and to take on

more tasks

 When faced with pressure situations become more

egotistical and boastful

 People with low self-esteem

 When confronted with failure, have primarily

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Ways Managers Can Boost Employee

Self-Esteem

 Reinforce employee’s positive attributes and

skills

 Provide positive feedback whenever possible

 Break larger projects into smaller tasks and

projects

 Express confidence in employees’ abilities to

complete their tasks

 Provide coaching whenever employees are seen

to be struggling to complete tasks

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4 Self-monitoring – “I’m fairly able/unable to

adapt my behavior to others.” : the extent to which people are able to observe their own behavior and adapt it to external situations.

 Some high self-monitors are criticized for being

chameleons

 Low self-monitors are often insensitive to others

 People in top management are more apt to be

self-monitors able to play different roles

 Positive relationship between high self-monitoring and

career success

Five Important Traits in Organizations

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5 Emotional intelligence is the ability to cope, empathize with others, and be self- motivated

 The traits of emotional intelligence are self awareness, self-management, social awareness, and relationship management

Five Important Traits in Organizations

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11.4 Perception & Individual Behavior

HOW DOES PERCEPTION INFLUENCE

BEHAVIOR?

 Perception is the process of interpreting and understanding one’s environment

 There are four steps in the perceptual

process: selective attention,

interpretation and evaluation, storing in memory, and retrieving from memory to make judgments & decisions

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11.4 Perception & Individual Behavior

Figure 11.2: The Four Steps in the Perceptual

Process

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11.4 Perception & Individual Behavior

HOW CAN PERCEPTION BE DISTORTED?

Four distortions in perception are:

1 Selective perception - the tendency to filter out information that is

discomforting, that seems irrelevant, or that contradicts one’s beliefs

 Managers distort problem solving

through selective perception

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Three Distortions in Perception

Stereotyping: “those sorts of people are pretty much the same.”

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11.4 Perception & Individual Behavior

2 The tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs is called stereotyping

 Managers need to be aware of:

 -sex-role stereotypes (the belief that

differing traits and abilities make males and females particularly well-suited to different jobs)

 -age stereotypes (the belief that older

workers are less involved in their work, less satisfied, less motivated, and less committed than younger workers)

 -race/ethnicity stereotypes