15–1 the psychological contract individual contributions organizational inducements the...

15–1

The Psychological Contract

Individual Contributions

Organizational Inducements

The Psychological Contract - set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return.

Copyright © Houghton Mifflin Company. All rights reserved. 15–2

Understanding Individuals in Organizations

The Person-Job Fit– Reasons for poor person-job fit:

• Organizational selection procedures are imperfect.• Both people and organizations change over time.• Adopting new technologies changes the skills needed by

employees.• Each individual is unique and each job is unique.

© 2010 South-Western, Cengage Learning, Inc. All rights reserved. 15–3

Personality and Individual Behavior

• Personality– The relatively stable set of psychological and

behavioral attributes that distinguish individuals.

Agreeableness

Conscientiousness

Extroversion

Openness

Negative EmotionalityThe “Big Five”

Personality Traits


Personality

The Myers-Briggs Type Indicator (MBTI)A popular questionnaire that some organizations use to

assess personality types.• Is a useful method for determining communication styles

and interaction preferences.• Has questionable validity and reliability.

Personality Types– Extraversion (E) versus Introversion (I)– Sensing (S) versus Intuition (N)– Thinking (T) versus Feeling (F)– Judging (J) versus Perceiving (P)


Locus of Control - extent to which people believe they control their own fate.

• Internal locus of control—individuals who believe they are in control of their lives.

• External locus of control—individuals believe that external forces dictate what happen to them.

Self-Efficacy – person’s belief about his or her capabilities to perform a task.

Authoritarianism – person’s belief that power and status differences are appropriate in hierarchal systems.

Machiavellianism - Behavior directed at gaining power and controlling the behavior of others.

Self Esteem – person’s belief that they are worthwhile.Risk Propensity – person’s willingness to take chances and make

risky decisions.

Other Personality Traits

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Emotions

• Emotional Intelligence (EQ)– The extent to which people are self-aware, can manage

their emotions, can motivate themselves, express empathy for others, and possess social skills.

Self-awareness

Managing Emotions

Empathy

Social skills

Motivating oneselfDimensions

of EQ

Emotions- intense feelings directed at someone or something

6 basic emotions:

Anger, fear, sadness, happiness, disgust and surprise.


AttitudesAttitudes

– Complexes of beliefs and feelings that people have about specific ideas, situations, or other people.

Cognitive Dissonance– The conflict individuals experience among their

own attitudes.


Work-Related Attitudes• Job Satisfaction or Dissatisfaction

– An attitude that reflects the extent to which an individual is gratified or fulfilled by his or her work.

• Job Satisfaction and Work Behaviors– Job satisfaction is influenced by personal, group, and

organizational factors.– Satisfied employees are absent less often, make positive

contributions, and stay with the organization.– Dissatisfied employees are absent more often, may

experience stress which disrupts coworkers, and may be continually looking for another job.

– High levels of job satisfaction do not necessarily lead to high job performance.


Perception and Individual Behavior

• Perception– The set of processes by which an individual

becomes aware of and interprets information.

• Selective Perception– The process of screening out information that we

are uncomfortable with or that contradicts our beliefs.

– If selective perception causes someone to ignore important information it can become quite detrimental.


Perceptual Processes


Perception and Individual Behavior

• Stereotyping– The process of categorizing or labeling

people on the basis of a single attribute (e.g., gender and race).

– Stereotyping may cost the organization valuable talent, violate federal anti-bias laws, and is likely unethical.


Perception and Attribution

• Attribution– A mechanism through which we observe

behavior and attribute a cause to it.

Consistency

Attribution

DistinctivenessConsensus


Personality Types

– Type A personality• Extremely competitive (aggressive), devoted to work,

have a strong sense of time urgency (impatient).• Have a lot of drive and want to accomplish as much as

possible as quickly as possible.

– Type B personality• Less competitive, less devoted to work, have a weaker

sense of time urgency.• Less likely to experience personal stress or to come

into conflict with other people.• More likely to have a balanced, relaxed approach to life.


StressStress - A person’s response to a strong stimulus (stressor).

Causes – Personal and Job-Related Factors

• Negative Personal Consequences Behavioral Psychological Medical

• Negative Work-related Consequences Poor quality work output and lower productivity. Job dissatisfaction, low morale, and a lack of commitment. Withdrawal through indifference and absenteeism.

• Burnout A feeling of exhaustion that may develop when someone

experiences too much stress for an extended period of time.


Causes of Work Stress

InterpersonalDemands• Group pressures

• Leadership styles

• Conflictingpersonalities

Task Demands• Quick decisions

• Critical decisions

• Incomplete informa-tion for decisions

Physical Demands• Temperature extremes

• Poorly designed office

• Threats to health

Role Demands• Role ambiguity

• Role conflict

Organizational Stressors


Managing Stress

Regular Exercise

Relaxation

Time Management

Support Groups

StressManagement Strategies

for Individuals


Creativity in Organizations

• Creativity– The ability of an individual to generate new ideas or

to conceive of new perspectives in existing ideas.

• The Creative Individual– Background experiences and creativity

• Many creative individuals were reared in creative environments.

– Personal traits and creativity• Creative persons have personal traits of openness, an

attraction to complexity, high levels of energy, independence, autonomy, strong self-confidence, and a strong belief in their own creativity.


The Creative Process (cont’d)

• Enhancing Creativity in Organizations– Make creativity part of the organization’s

culture.• Set goals for revenues from creative products

and services.

– Reward creativity; refrain from punishing creative failures.

• Some ideas work out as expected, others don’t work out as intended.

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Workplace Behaviors

Performance Behaviors

Organizational Citizenship

Withdrawal Behaviors

Types of Workplace Behaviors

Withdrawal BehaviorsWithdrawal BehaviorsAbsenteeism occurs when an individual does not show up for work Absenteeism occurs when an individual does not show up for work when expected for legitimate or feigned reasons. It may be a when expected for legitimate or feigned reasons. It may be a symptom of other work-related problems.symptom of other work-related problems.

Turnover occurs when individuals quit their jobs for work-related or Turnover occurs when individuals quit their jobs for work-related or personal reasons.personal reasons.

Performance BehaviorsPerformance BehaviorsThe total set of work-related behaviors an organization expects an The total set of work-related behaviors an organization expects an individual to display.individual to display.

15–1 the psychological contract individual contributions organizational inducements the...

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perceiving p slide

basic emotions

emotions empathy social

poor personjob fit

personjob fit reasons

self esteem persons

selfefficacy persons