schermerhorn mgmt9 ch15

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Management, 9/eJohn R. Schermerhorn, Jr.

Chapter 15:

Prepared by: Jim LoPresti

University of Colorado, Boulder

Published by: John Wiley & Sons, Inc.

Chapter 15: Individual Behavior

Planning Ahead — Chapter 15 Study Questions

� How do perceptions influence individual

behavior?

� What should we know about personalities

in the workplace?

Management 9/e - Chapter 15 2

in the workplace?

� How do attitudes influence individual

behavior?

� What are the dynamics of stress and

stress management?

Study Question 1: How do perceptions influence

individual behavior?

� Basic background on work

� Work can be a “turn-on” or a “turn-off.”

� People may work under conditions that don’t provide satisfaction but this it


don’t provide satisfaction but this it doesn’t have to be this way..

� Valuing people and creating jobs and work environments that respect people’s needs and potential will benefit everyone.



� Perception.

� The process through which people

receive and interpret information from

the environment.


the environment.

� People can perceive the same things

or situations differently.

� People behave on the basis of their

perceptions.

Figure 15.1 Perception and communication.




� Psychological contract

� Person-job fit begins here.

� A set of expectations held by an individual

about what will be given and received in the


about what will be given and received in the

employment relationship.

� An ideal work situation is one with a fair

psychological contract.

� Balance of contributions and inducements.

Figure 15.2 Components in the psychological

contract.




� Perception and attribution.

� Attribution

� The process of developing explanations for events.

� Fundamental attribution error

Occurs when observers blame another’s


� Occurs when observers blame another’s

performance failures or problems on internal

factors rather than external factors.

� Self-serving bias

� Occurs because individuals blame their personal

performance failures or problems on external

factors and attribute their successes to internal

factors.



� Perceptual tendencies and distortions:

� Stereotypes.

� Occur when someone is identified with a group or category, and then oversimplified


group or category, and then oversimplified attributes associated with the group or category are used to describe the individual.

� Halo effects.

� Occur when one attribute is used to develop an overall impression of a person or situation.



� Perceptual tendencies and distortions:� Selective perception.

� The tendency to single out for attention those aspects of a situation or attributes


� The tendency to single out for attention those aspects of a situation or attributes of a person that reinforce or appear consistent with one’s existing beliefs, values, or needs.

� Projection.� The assignment of personal attributes to other individuals.



� Perceptual tendencies and distortions:� Projection.

� The assignment of personal attributes to other individuals.


� The assignment of personal attributes to other individuals.

� Impression management� The systematic attempt to influence how others perceive us.

Study Question 2: What should we know about

personalities in the workplace?

� Personality� The combination or overall profile of characteristics that makes one person unique from others.

� “Big Five” personality traits:� Extroversion.


� Extroversion.� The degree to which someone is outgoing, sociable, and assertive.

� Agreeableness.� The degree to which someone is good-natured, cooperative, and trusting.

� Conscientiousness.� The degree to which someone is responsible, dependable, and careful.



� “Big Five” personality traits:

� Emotional stability.

� The degree to which someone is relaxed, secure, and unworried.


secure, and unworried.

� Openness.

� The degree to which someone is curious, receptive to new things, and open to change.



� Other personality traits that affect work behavior:� Locus of control.

� The extent to which people believe they are in control of their destinies versus believing that that what happens to them


believing that that what happens to them is beyond their control.

� Authoritarianism.� The degree to which a person defers to authority and accepts status differences.

� Machiavellianism.� The extent to which someone is emotionally detached and manipulative in using power.



�Other personality traits that affect work behavior:� Problem-solving styles.

� The ways people gather and evaluate information for decision making. .


� The ways people gather and evaluate information for decision making. .

� Self-monitoring.� The degree to which someone is able to adjust and modify behavior in response to the situation and external factors.

Figure 15.3 The “Big Five” & five more personality

dimensions that influence human behavior at work.


Study Question 3: How do attitudes influence


� Attitude.� A predisposition to act in a certain way toward people and things in one’s environment.

� Components of attitudes:� Cognitive component.


� Cognitive component.

� Affective or emotional component.

� Behavioral component.

� Cognitive dissonance.� The discomfort a person feels when attitudes and behavior are inconsistent.



� Job satisfaction.

� The degree to which an individual feels positively or negatively about various aspects of work.

Common aspects of job satisfaction:


� Common aspects of job satisfaction:

� Pay.

� Coworkers.

� Supervision.

� Work setting.

� Advancement opportunities.

� Workload.



� Strong and positive relationship between

satisfaction and absenteeism and turnover.

� Satisfaction-related concepts having quality

of work life implications …


of work life implications …

� Job involvement

� The extent to which an individual is dedicated to

a job.

� Organizational commitment

� Loyalty of an individual to the organization.



� Job performance.� The quantity and quality of task accomplishments by an individual or group at work.

� Individual performance equation:


� Individual performance equation:� Performance begins with ability.

� Performance requires support.

� Performance involves effort.

Performance = Ability x Support x Effort

Study Question 4: What are the dynamics of stress

and stress management?

� Stress

� A state of tension experienced by individuals

facing extraordinary demands, constraints, or

opportunities.


opportunities.

� Stressors

� Things that cause stress

� Originate in work, personal, and nonwork

situations.

� Have the potential to influence work attitudes,

behavior, job performance, and health.



� Work factors as potential stressors:

� Includes:� Excessively high or low task demands.

� Role conflicts or ambiguities.

Poor interpersonal relationships.


� Poor interpersonal relationships.

� Too slow or too fast career progress.

� Work-related stress syndromes:� Set up to fail.

�Mistaken identity.



� Personal factors as potential stressors:

� Includes needs, capabilities, and personality.

� Stressful behavior patterns of the Type A personality:

� Always moving, walking, and eating rapidly.


� Always moving, walking, and eating rapidly.

� Acting impatient, hurrying others, disliking waiting.

� Doing, or trying to do, several things at once.

� Feeling guilty when relaxing.

� Trying to schedule more in less time.

� Using nervous gestures such as a clenched fist.

� Hurrying or interrupting the speech of others.



� Nonwork factors as potential stressors:

� Includes:

� Family events.

Economics.


� Economics.

� Personal affairs.

� “Spill-over” effect on the stress an

individual experiences at work.



� Consequences of stress:� Constructive stress.

� Acts as a positive influence.

� Can be energizing and performance enhancing.


enhancing.

� Destructive stress.� Acts as a negative influence.

� Breaks down a person’s physical and mental systems.

� Can lead to job burnout and/or workplace rage.

Figure 15.4 Potential negative consequences of a

destructive job stress-burnout cycle.




� Personal wellness:

� The pursuit of personal and mental

potential though a personal health-


potential though a personal health-

promotion program.

� A form of preventative stress

management.

� Enables people to be better prepared to

deal with stress.

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schermerhorn mgmt9 ch15

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