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ORGANIZATIONAL BEHAVIOUR

UNIT - 2

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Emotions- Why Emotions Were

Ignored in OB

The myth of rationality

Organizations are not emotion-free.

Emotions of any kind are disruptive to

organizations.

Original OB focus was solely on the effects of

strong negative emotions that interfered with

individual and organizational efficiency.

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What Are Emotions?

Moods

Feelings that tend to be

less intense than emotions

and that lack a contextual

stimulus.

Emotions

Intense feelings that are

directed at someone or

something.

AffectA broad range of emotions that people

experience.

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What Are Emotions? (contd)

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Felt versus Displayed Emotions

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Emotion Dimensions

Variety of emotions

Positive

Negative

Intensity of emotions Personality

Job Requirements

Frequency and duration of emotions How often emotions are exhibited.

How long emotions are displayed.

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Facial Expressions Convey Emotions

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Emotion Continuum The closer any two emotions are to each other on

the continuum, the more likely people are toconfuse them.

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Gender and Emotions

Women Can show greater emotional expression.

Experience emotions more intensely.

Display emotions more frequently.

Are more comfortable in expressing emotions. Are better at reading others emotions.

Men Believe that displaying emotions is inconsistent with the male

image.

Are innately less able to read and to identify with othersemotions.

Have less need to seek social approval by showing positiveemotions.

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External Constraints on Emotions

Organizational

Influences

Cultural

Influences

Individual

Emotions

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OB Applications of Understanding

Emotions

Ability and Selection Emotions affect employee effectiveness.

Decision Making

Emotions are an important part of the decision-making process in organizations.

Motivation Emotional commitment to work and high motivation

are strongly linked.

Leadership Emotions are important to acceptance of messages

from organizational leaders.

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OB Applications of Understanding

Emotions

Interpersonal Conflict

Conflict in the workplace and individual emotions arestrongly intertwined.

Deviant Workplace Behaviors Negative emotions can lead to employee deviance in

the form of actions that violate established norms andthreaten the organization and its members.

Productivity failures Property theft and destruction

Political actions

Personal aggression

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Emotional Intelligence (EI)

Self-awareness

Self-management

Self-motivation

Empathy

Social skills

Research Findings

High EI scores, not high IQscores, characterize high

performers.

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ValuesValues

Basic convictions that a specificmode of conduct or end-state ofexistence is personally or socially

preferable to an opposite orconverse mode of conduct orend-state of existence.

Value SystemA hierarchy based on a ranking ofan individuals values in terms oftheir intensity.

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Importance of Values

Provide understanding of the attitudes,motivation, and behaviors of individualsand cultures.

Influence our perception of the worldaround us.

Represent interpretations of right and

wrong. Imply that some behaviors or outcomes are

preferred over others.

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Types of Values- Rokeach Value

SurveyTerminal Values

Desirable end-states ofexistence; the goals that aperson would like to achieve

during his or her lifetime.

Instrumental Values

Preferable modes of behavioror means of achieving onesterminal values.

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Values in the

Rokeach

Survey

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Values in the

Rokeach

Survey

(contd)

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Values, Loyalty, and Ethical Behavior

Ethical Climate in

the Organization

Ethical Values andBehaviors of Leaders

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Hofstedes Framework for Assessing

CulturesPower Distance

The extent to which a society accepts thatpower in institutions and organizations isdistributed unequally.

low distance: relatively equal distributionhigh distance: extremely unequal distribution

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Hofstedes Framework (contd)Collectivism

A tight social framework inwhich people expectothers in groups of which

they are a part to lookafter them and protectthem.

Individualism

The degree to whichpeople prefer to act asindividuals rather than

a member of groups.

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Hofstedes Framework (contd)

Achievement

The extent to which societalvalues are characterized byassertiveness, materialism and

competition.

Nurturing

The extent to which societalvalues emphasize relationshipsand concern for others.

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Hofstedes Framework (contd)

Uncertainty AvoidanceThe extent to which a society feels threatened byuncertain and ambiguous situations and tries toavoid them.

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Hofstedes Framework (contd)

Long-term OrientationA national culture attributethat emphasizes the future,thrift, and persistence.

Short-term Orientation

A national culture attribute that

emphasizes the past andpresent, respect for tradition,and fulfilling social obligations.

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The GLOBE

Framework

forAssessing

Cultures

Assertiveness

Future Orientation

Gender differentiation

Uncertainty avoidance

Power distance

Individual/collectivism

In-group collectivism

Performance orientation

Humane orientation

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Attitudes

Attitudes

Evaluative

statements orjudgmentsconcerningobjects,people, orevents.

Affective ComponentThe emotional or feeling segmentof an attitude.

Cognitive component

The opinion or belief segmentof an attitude.

Behavioral ComponentAn intention to behave in a certain

way toward someone or something.

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Types of Attitudes

Job InvolvementIdentifying with the job, actively participating in it,and considering performance important to self-worth.

Organizational CommitmentIdentifying with a particular organization and itsgoals, and wishing to maintain membership in theorganization.

Job SatisfactionA collection of positive and/or negative feelings thatan individual holds toward his or her job.

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The Theory of Cognitive Dissonance

Desire to reduce dissonance

Importance of elements creating dissonance

Degree of individual influence over elements Rewards involved in dissonance

Cognitive DissonanceAny incompatibility between two or more attitudesor between behavior and attitudes.

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Measuring the A-B Relationship Recent research indicates that attitudes (A)

significantly predict behaviors (B) whenmoderating variables are taken into account.

Moderating Variables

Importance of the attitude

Specificity of the attitude

Accessibility of the attitude

Social pressures on the individual

Direct experience with the attitude

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Self-Perception Theory

Attitudes are used after the fact to make sense out of an

action that has already occurred.

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An Application: Attitude Surveys

Attitude Surveys

Eliciting responses from employees throughquestionnaires about how they feel about their jobs,work groups, supervisors, and the organization.

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Sample Attitude Survey

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Attitudes and Workforce Diversity

Training activities that can reshape employeeattitudes concerning diversity:

Participating in diversity training that provides for

self-evaluation and group discussions. Volunteer work in community and social serve

centers with individuals of diverse backgrounds.

Exploring print and visual media that recount andportray diversity issues.

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Job Satisfaction

Measuring Job Satisfaction

Single global rating

Summation score

How Satisfied Are People in Their Jobs?

Job satisfaction declined to 50.4% in 2002

Decline attributed to:

Pressures to increase productivity and meet tighter

deadlines

Less control over work

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The Effect of Job Satisfaction on

Employee Performance

Satisfaction and Productivity Satisfied workers arent necessarily more

productive.

Worker productivity is higher in organizations with

more satisfied workers.

Satisfaction and Absenteeism Satisfied employees have fewer avoidable

absences.

Satisfaction and Turnover Satisfied employees are less likely to quit.

Organizations take actions to retain highperformers and to weed out lower performers.

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How Employees Can Express

Dissatisfaction

Exit

Behavior directed towardleaving the organization.

Voice

Active and constructiveattempts to improveconditions.

Neglect

Allowing conditions to

worsen.

Loyalty

Passively waiting for

conditions to improve.

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Responses to Job Dissatisfaction

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Job Satisfaction and OCB

Satisfaction and Organizational Citizenship

Behavior (OCB)

Satisfied employees who feel fairly treated by and

are trusting of the organization are more willing toengage in behaviors that go beyond the normal

expectations of their job.

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Job Satisfaction and Customer

Satisfaction

Satisfied employees increase customer

satisfaction because:

They are more friendly, upbeat, and responsive.

They are less likely to turnover which helps build

long-term customer relationships.

They are experienced.

Dissatisfied customers increase employee jobdissatisfaction.

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Learning

Learning

Involves change

Is relatively permanent

Is acquired through experience

LearningAny relatively permanent change in behaviorthat occurs as a result of experience.

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Theories of Learning

Classical ConditioningA type of conditioning in which an individualresponds to some stimulus that would notordinarily produce such a response.

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E X H I B I T

23

Source: The Far Side by

Gary Larson 1993 Far

Works, Inc. All rights

reserved. Used with

permission.

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Theories of Learning (contd)

Key Concepts

Reflexive (unlearned) behavior

Conditioned (learned) behavior

Reinforcement

Operant ConditioningA type of conditioning in which desired voluntarybehavior leads to a reward or prevents a punishment.

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Theories of Learning (contd)

Key Concepts

Attentional processes

Retention processes

Motor reproduction processes

Reinforcement processes

Social-Learning TheoryPeople can learn through observationand direct experience.

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Theories of Learning (contd)

Key Concepts

Reinforcement is required to change behavior.

Some rewards are more effective than others.

The timing of reinforcement affects learning speed andpermanence.

Shaping BehaviorSystematically reinforcing each successive step thatmoves an individual closer to the desired response.

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Types of Reinforcement

Positive reinforcement Providing a reward for a desired behavior.

Negative reinforcement Removing an unpleasant consequence when the

desired behavior occurs.

Punishment Applying an undesirable condition to eliminate an

undesirable behavior.

Extinction Withholding reinforcement of a behavior to cause its

cessation.

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Schedules of Reinforcement

Continuous Reinforcement

A desired behavior is reinforcedeach time it is demonstrated.

Intermittent Reinforcement

A desired behavior is reinforced

often enough to make thebehavior worth repeating but notevery time it is demonstrated.

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Schedules of Reinforcement (contd)

Fixed-Interval Schedule

Rewards are spaced atuniform time intervals.

Variable-Interval Schedule

Rewards are initiated after afixed or constant number of

responses.

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Schedules of Reinforcement (contd)

Fixed-ratio

I i S h d l f

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Intermittent Schedules of

Reinforcement

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Intermittent Schedules of Reinforcement (contd)

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Behavior Modification

Five Step Problem-Solving Model

1. Identify critical behaviors

2. Develop baseline data

3. Identify behavioral consequences

4. Develop and apply intervention

5. Evaluate performance improvement

OB ModThe application of reinforcement conceptsto individuals in the work setting.

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OB MOD Organizational Applications

Well Pay versus Sick Pay Reduces absenteeism by rewarding attendance,

not absence.

Employee Discipline

The use of punishment can be counter-productive.

Developing Training Programs

OB MOD methods improve training effectiveness.

Self-management

Reduces the need for external management

control.