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Managing IndividualDiferences andBehaviors
Chapter 11
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Personality
Consists of the stable psychological traits and
behavioral attributes that give a person his or
her identity
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Big Five Personality
Dimensions1. Extroversion2. Agreeableness
3.
Conscientiousness4. Emotional Stability
. !penness to Experience
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Extroversion
"o# outgoing$ tal%ative$ sociable$ and
assertive a person is
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Agreeableness
"o# trusting$ good&natured$ cooperative$ and
soft&hearted one is
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Conscientiousness
"o# dependable$ responsible$ achievement&
oriented$ and persistent one is
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Proactive Personality
Someone #ho is more apt to ta%e initiative
and persevere to influence the environment Associated #ith success$ individual$ team$
organi'ation$ and entrepreneurship
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Sel!eficacy
(elief in one)s ability to do a tas% * can+can)t do this tas%
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"earned #el$lessness
,he debilitating lac% of faith in one)s ability to
control one)s environment.
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"ocus o control
*ndicates ho# much people believe they
control their fate through their o#n efforts. * am+am not the captain of my fate
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Emotional Stability
"o# relaxed$ secure$ and un#orried one is
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Emotional intelligence EI
,he ability to cope$ empathi'e #ith others$
and be self&motivated.
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Develo$ing higher EI isassociated %ith& (etter social relations for children and adults
(etter family and intimate relationships
(eing perceived more positively by others
(etter academic achievement
(etter psychological #ell&being
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'raits o emotionalintelligence Self&a#areness - the ability to read your own emotions and
gauge your moods accurately, so you will know how you’re affecting
others.
Self&management&the ability to control your emotions and
act with honesty and integrity in reliable and adaptable ways.
Self&a#areness - Empathy – allows you to show othersthat you care
elationship management - the ability tocommunicate clearly and convincingly, disarm conflicts, and buildstrong personal bonds.
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(rgani)ational Behavior
,rying to explain and predict #or%place
behavior. *ndividual behavior
/roup behavior
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*alues
Abstract ideals that guide one)s thin%ing and
behavior across all situations.
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Attitude
A learned predisposition to#ard a given
ob0ect.
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'hree com$onents o attitude
Affective
Cognitive
behavioral
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Cognitive Dissonance
,he psychological discomfort a person
experiences bet#een his or her cognitive
attitude and incompatible behavior.
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Perce$tion
,he process of interpreting and
understanding one)s environment.
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Four distortions in$erce$tion Selective perception
Stereotyping
,he halo effect
Casual attribution
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Selective Perce$tion
,he tendency to filter out information that is
discomforting$ that seems irrelevant$ or that
contradicts one)s beliefs.
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Stereoty$ing
,he tendency to attribute to an individual the
characteristics one believes are typical of the
group to #hich the individual belongs.
(y sex (y age
(y race+nationality
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Absenteeism
hen an employee does not sho# up for
#or%.
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#alo Efect
orm an impression of an individual based on
a single trait.
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Casual Attributions
,he activity of inferring causes for observed
behaviors.
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Fundamental Attribution Bias
eople attribute another person)s behavior to
his or her personal characteristics rather than
to situational factors.
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Sel!serving Bias
eople tend to ta%e more personal
responsibility for success than for failure.
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Sel!ul+lling Pro$hecyPygmalion Efect ,he phenomenon in #hich people)s
expectations of themselves or others lead
them to behave in #ays that ma%e those
expectations come true.
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Em$loyee Engagement
An individual)s involvement$ satisfaction$ and
enthusiasm for #or%.
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(rgani)ational Commitment
eflects the extent to #hich an employee
identifies #ith an organi'ation and is
committed to its goals.
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Im$ortant ,or-$laceBehaviors erformance and productivity
Absenteeism and turnover
!rgani'ational citi'enship behaviors
Counterproductive #or% behaviors
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Perormance andProductivity ,he method of evaluating performance must
match the 0ob being done.
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Absenteeism and 'urnover
Absenteeism - #hen an employee doesn)t
sho# up for #or%.
Absenteeism is related to 0ob satisfaction.
,urnover - #hen employees leave their 0obs.
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(nboarding Programs
"elp employees to integrate and transition to
ne# 0obs by ma%ing them familiar #ith
corporate policies$ procedures$ culture$ and
politics by clarifying #or%&role expectationsand responsibilities.
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(rgani)ational Citi)enshi$Behaviors ,hose employee behaviors that are not
directly part of employees) 0ob descriptions -
that exceed their #or%&role reuirements.
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Counter$roductive ,or-Behaviors .C,B/ ,ypes of behavior that harm employees and
the organi'ation as a #hole.
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Diversity
epresents all the #ays people are unli%e
and ali%e - the differences and similarities in
age$ gender$ race$ religion$ ethnicity$ sexual
orientation$ capabilities$ and socioeconomicbac%ground.
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Four "ayers o Diversity
Personality
Internal Dimensions - those humandifferences that exert a po#erful$ sustained
effect throughout every stage of our lives. External Dimensions - include an element of
choice - they consist of the personal
characteristics that people acuire$ discard$ or
modify throughout their lives.
(rgani)ational Dimensions
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0lass Ceiling
,he metaphor for an invisible barrier
preventing #omen and minorities from being
promoted to top executive 0obs.
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Americans %ith Disabilities Act rohibits discrimination against the disabled. euired organi'ations to reasonably
accommodate an individual)s disabilities.
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1nderem$loyed
or%ing at 0obs that reuire less education
than they have
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Ethnocentrism
,he belief that one)s native country$ culture$
language$ abilities$ or behavior is superior to
those of another culture.
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Stress
,he tension people feel #hen they are facing
or enduring demands$ constraints$ or
opportunities and are uncertain about their
ability to handle them effectively. *t is the feeling of tension and pressure.
,he source of stress is called a stressor.
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Sources o 2ob related stress
5emands created by individual differences Stress created by the 0ob itself Stress created by others) expectations of you
oles6 sets of behaviors that people expect of occupantsof a position.
Stress created by coor%ers and managers Stress created by the environment and culture
7asbestos removal$ coal mining$ fire fighting$ E8S)s$police$ etc.9
Stresses created by forces outside the organi'ation 8oney problems$ family situations$ divorce$ etc.
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Conse3uence o Stress
(urnout - a state of emotional$ mental$ and
even physical exhaustion.
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(urnout is a physical$ mental and emotional
response to constant levels of high stress combined
#ith a feeling of not being in control. *t usually
results in physical and mental fatigue and can
include feelings of hopelessness$ po#erlessness
and failure. (urnout often begins #hen you feel
unable to meet competing demands and become
frustrated$ pessimistic and dissatisfied. Some
demands are self&imposed 7such as having very
high expectations of yourself9 and some are other&
imposed 7from family$ 0ob or society9.
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Some stressors most associated%ith burnout& feeling over#or%ed and under&appreciated
confusion about expectations and priorities
too much responsibility at #or%
insecurity about layoffs
!ver&commitment at home and #or%
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Bufers
Administrative changes
Changes that managers can ma%e to reduce
the stressors that lead to employee burnout.
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Em$loyee AssistancePrograms .EAP4s/ A host of programs aimed at helping
employees to cope #ith stress$ burnout$
substance abuse$ health&related problems$
family and marital issues$ and any generalproblem that negatively influences 0ob
performance.
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#olistic ,ellness Program
ocuses on self&responsibility$ nutritional
a#areness$ relaxation techniues$ physical
fitness$ and environmental a#areness.
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($enness to Ex$erience
"o# intellectual$ imaginative$ curious$ and
broad&minded one is
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Five traits im$ortant toorgani)ations :ocus of control
Self&efficacy
Self&esteem
Self&monitoring
Emotional intelligence
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Sel!esteem
,he extent to #hich people li%e or disli%e
themselves$ their overall self&evaluation. "igh self&esteem
:o# self&esteem
* li%e+disli%e myself
l
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Sel!monitoring
,he extent to #hich people are able to
observe their o#n behavior and adapt it to
external situations.
*)m fairly able+unable to adapt my behavior toothers
f C
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Afective Com$onent
;* feel<
Consists of the feelings or emotions one has
about a situation.
C i i C
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Cognitive Com$onent
;* believe<
Consists of the beliefs and %no#ledge one
has about a situation.
B h i l C
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Behavioral Com$onent
;* intend<
*ntentional component
efers to ho# one intends or expects to
behave to#ard a situation.
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=alues and attitudes influence people)s
#or%place behavior.
(ehavior6 their actions and 0udgments
, - l t d ttit d
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,or-!related attitudes
>ob satisfaction
>ob involvement
!rgani'ational
Commitment
5 b S ti ti
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5ob Satisaction
"o# much do you li%e or disli%e your 0ob?
,he extent to #hich you feel positively or
negatively about various aspects of your
#or%. or%
ay
romotions Coor%ers
Supervision
5 b I l t
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5ob Involvement
"o# much do you identify #ith your #or%?
>ob *nvolvement - is the extent to #hich you
identify or are personally involved #ith your
0ob. >ob involvement correlates #ith 0ob
satisfaction
( i ti l C it t
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(rgani)ational Commitment
eflects the extend to #hich an employee
identifies #ith an organi'ation and is
committed to its goals.
8anagers are advised to increase 0obsatisfaction to elicit higher levels of
commitment. "igher commitment can
facilitate higher performance.
( i ti l Citi hi
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(rgani)ational Citi)enshi$Behaviors ,hose employee behaviors that are not directly part
of employees) 0ob descriptions - that exceed their
#or%&role reuirements. Constructive statements about the business
Expression of personal interest in the #or% of others
Suggestions for improvement
,raining ne# people
Care for organi'ational property$ and punctuality and
attendance #ell beyond standard or enforceable levels
C t d ti , -
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Counter$roductive ,or-Behaviors ,ypes of behavior that harm employees and
the organi'ations as a #hole. Absenteeism
,ardiness 5rug and alcohol abuse
5isciplinary problems
Sexual harassment sabotage
F t i th P t l
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Four ste$s in the Perce$tualProcess erception - the process of interpreting and
understanding one)s environment Selective attention 7did * notice something?9
*nterpretation and evaluation 7#hat #as it * noticedand #hat does it mean?
Storing in memory 7remember it as an event$
concept$ person$ or all three9
etrieving from memory to ma%e 0udgments and
decisions 7#hat do * recall about that?9
Sel ul+lling Pro$hesy or
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Sel!ul+lling Pro$hesy orPygmalion Efect 5escribes the
phenomenon in #hich
people)s expectations
of themselves or others
lead them to behave in#ays that ma%e those
expectations come
true.
6 d i t i th
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6educing stressors in theorgani)ation (uffers - 7administrative changes9 that managers
can ma%e to reduce the stressors that lead to
employee burnout. Employee Assistance rogram 7EA9
"olistic #ellness program - focuses on self&responsibility$
nutritional a#areness$ relaxation techniues$ physical
fitness$ and environmental a#areness.
Create as supportive #or% environment
8a%e 0obs interesting
8a%e career counseling available