Behavior of Individuals Chapter 3Organizational Behavior: ManagingPeople and Organizations,Ninth EditionGregory Moorhead, Ricky W. Griffin32Chapter Learning Objective!"#p$ain the nat%re of the individ%a$&organi'ation re$ationhip.!(efine perona$ity and decribe perona$ity attrib%te that affect behavior in organi'ation.!(ic% individ%a$ attit%de in organi'ation and ho) they affect behavior.!(ecribe baic percept%a$ procee and the ro$e of attrib%tion in organi'ation.!"#p$ain ho) )orkp$ace behavior can direct$y or indirect$y inf$%ence organi'ationa$ effectivene.*fter t%dying thi chapter yo% ho%$d be ab$e to+33,eop$e in Organi'ation!,ycho$ogica$ Contract* peron- overa$$ et of e#pectation regarding )hat he or he )i$$ contrib%te to the organi'ation and )hat the organi'ation, in ret%rn, )i$$ provide to the individ%a$.ndivid%a$ contrib%te effort, ki$$, abi$ity, ti/e, $oya$tyOrgani'ation provide ind%ce/ent in the for/ of tangib$e0intangib$e re)ard 31Figure 3.1 2he ,ycho$ogica$ Contract33,eop$e in Organi'ation!,eron&4ob 5it2he e#tent to )hich the contrib%tion /ade by the individ%a$ /atch the ind%ce/ent offered by the organi'ation!.ndivid%a$ (ifference,erona$ attrib%te that vary fro/ one peron to anotherJOB36,erona$ity and Organi'ation!2he 78ig 5ive9 ,erona$ity 2rait* et of f%nda/enta$ trait that are epecia$$y re$evant to organi'ationAgreeableness 2he abi$ity to get a$ong )ith otherConscientiousness 2he n%/ber of goa$ on )hich a peron foc%eNegative eotionalit! Characteritic are /oodine0inec%rityE"traversion 2he :%a$ity of being co/fortab$e )ith re$ationhipOpenness 2he capacity to entertain ne) idea and to change a a re%$t of ne) infor/ation3;Figure 3.# 2he 78ig 5ive9 ,erona$ity 5ra/e)ork3!"/otiona$ .nte$$igence ="D>2he e#tent to )hich peop$e are e$f&a)are, can /anage their e/otion, can /otivate the/e$ve, e#pre e/pathy for other, and poe ocia$ ki$$!(i/enion of "D?e$f&a)areneManaging e/otionMotivating onee$f"/pathy?ocia$ ki$$$toc%b!te at &ett! Iages'3CB A 2BCB ?o%th&Wetern, a part of Cengage LearningOther ,erona$ity 2rait at Work(ocus of Control 2he e#tent to )hich a peron be$ieve hi0her circ%/tance are a f%nction of either hi0her o)n action or of e#terna$ factor beyond hi0her contro$$elf)Efficac! * peron- be$ief abo%t hi0her capabi$itie to perfor/ a takAuthoritarianis 2he be$ief that po)er and tat% difference are appropriate )ithin hierarchica$ ocia$ yte/ %ch a organi'ation*achiavellianis 8ehavior directed at gaining po)er and contro$ of other$elf)Estee 2he e#tent to )hich a peron be$ieve he or he i a )orth)hi$e0deerving individ%a$+is% ,ropensit! 2he degree to )hich a peron i )i$$ing to take chance and /ake riky deciion3CC A 2BCB ?o%th&Wetern, a part of Cengage Learning*ttit%de in Organi'ation!*ttit%de* peron- co/p$e#e of be$ief and fee$ingabo%t pecific idea, it%ation, other peop$e!?tr%ct%ra$ Co/ponent of *ttit%de*ffect+ a peron- fee$ing to)ard o/ethingCognition+ the kno)$edge a peron pre%/e to have abo%t o/ething.ntention+ a co/ponent of an attit%de that g%ide a peron- behavior3C2 A 2BCB ?o%th&Wetern, a part of Cengage Learning*ttit%de in Organi'ation =cont-d>!Cognitive (ionance2he an#iety a peron e#perience )hen he0he i/%$taneo%$y poee t)o et of kno)$edge or perception that are contradictory or incongr%ent!Why *ttit%de Change*vai$abi$ity of ne) infor/ationChange in the object of the attit%deObject of the attit%de beco/e $e i/portant2o red%ce cognitive dionance3C3 A 2BCB ?o%th&Wetern, a part of Cengage Learning*ttit%de in Organi'ation-e! .or%)+elated AttitudesJob satisfaction 2he e#tent to )hich a peron i gratified or f%$fi$$ed by hi or her )orkOrgani/ational coitent 01ob coitent2 * peron- identification )ith and attach/ent to an organi'ationAffect and *ood in Organi/ations,ositive affectivit!Epbeat and opti/itic, overa$$ ene of )e$$&being, eeing thing in a poitive $ightNegative affectivit! (o)nbeat and pei/itic, eeing thing in a negative )ay, ee/ing to be in a bad /ood3C1 A 2BCB ?o%th&Wetern, a part of Cengage Learning,erception in Organi'ation!,erception2he et of procee by )hich an individ%a$ beco/e a)are of and interpret infor/ation abo%t the environ/ent!?e$ective perception!?tereotyping!*ttrib%tion 2heoryWe attrib%te ca%e to behavior baed on o%r obervation of certain characteritic of that behavior!Conen%!Conitency!(itinctivene3C3Figure 3.3 8aic ,ercept%a$ ,rocee3C6Figure 3.3 2he *ttrib%tion ,roce3C;2ype of Workp$ace 8ehavior!Workp$ace 8ehavior* pattern of action by the /e/ber of an organi'ation that direct$y or indirect$y inf$%ence organi'ationa$ effectivene!,erfor/ance 8ehavior*$$ of the tota$ et of )ork&re$ated behavior that the organi'ation e#pect the individ%a$ to dip$ay3C!(yf%nctiona$ 8ehavior8ehavior that detract fro/ organi'ationa$ perfor/ance!*benteei/+ )hen an individ%a$ doe not ho) %p for )ork!2%rnover+ )hen peop$e :%it their job!Organi'ationa$ Citi'enhip2he e#tent to )hich a peron- behavior /ake a poitive overa$$ contrib%tion to the organi'ation$toc%b!te at &ett! Iages'3C@Organi'ationa$ 8ehavior in *ction!*fter reading the chapter+What pecifica$$y )o%$d convince yo% that an organi'ation )o%$d be $ike$y to honor it pycho$ogica$ contract )ith yo%FWhat action co%$d yo% perona$$y take to increae the peron&job fit for yo%r firt job after grad%ationFWhich of the 78ig 5ive9 perona$ity trait )o%$d be the eaiet to fake in an intervie)F Which )o%$d be the hardetF