CHAPTER 3: INDIVIDUAL BEHAVIOR IN
Psychological stress evaluator – another
THE ORGANIZATION
Conformity – dependence on the norms of others
without independent thinking. The lack of
agreement between expectations and reality lead to
conflict and frustration.
Three major groups to which one may conform:
1. The organization itself
2. The informal work group
3. The external community
Off-the-job Conduct – when the activity is not job-
related, there is little justification for the employer
to become involved.
Rights of Privacy – the organization invasion of a
person’s private life and unauthorized release of
confidential information about a person.
Business activities that may involve employees’ right
of privacy:
1. Lie detector/Polygraph test
2. Personality tests
3. Encounter groups
4. Medical examination
5. Treatment of alcoholism
6. Treatment of drug abuse
7. Surveillance devices
8. Computer data banks
9. Confidential records
Policy Guidelines on Privacy
1. Relevance – only necessary and useful data
should be recorded and retained.
2. Notice – Personal data systems must be
disclosed.
3. Fiduciary duty – the custodian of
information is responsible for its security.
4. Confidentiality – information should be
given only to those who are entitled and to
those only with the employee’s permission.
5. Protection of the psyche – the employee’s
inner self should not be invaded or exposed
except with prior consent and for justifiable
and compelling reasons.
Surveillance Devices
1. Polygraph (lie detector) – an instrument
that tends to invade privacy. When a person
tells a significant lie, science has proven that
the conscience usually causes physiological
changes. Examination through this machine
is allowed only with the consent of the
person concerned. Refusal to undergo the
examination may lead to suspicions and may
cause the employees his job.
2.
type of lie detector that analyzes changes in
the voice patterns to determine whether a lie
is being told.
Treatment of Alcoholism – it results in
absenteeism, poor work, lost productivity, and other
related costs. At times, the job environment or the
employee’s personal habits and problems contribute
to an employee’s becoming an alcoholic. Employers
treat alcoholism as an illness.
Reasons in helping alcoholics control or break the
vicious habit:
1. The firm and employee already have a
working relationship
2. Any success with the employee will save
both a valuable person for the company and
a valuable citizen for society.
3. Job appears to be the best environment for
helping an alcoholic retain a self-image as a
useful person in society.
Drug Abuse – may cause severe problems for both
employers and other employees. It is controlled
more strictly because users generally indulge in
criminal behavior on the job.
Behavioral Climate – working climate arises from
the combined effects of the organization’s culture,
traditions, and management methods or course of
action.
Sound Climate – can be achieved only after a
period of time and should be considered an
organizational asset.
 Supportive climate requires more than
economic rewards.
Economic Values – are objective and have to do
with the allocation of scarce resources, whereas
human values are incremental.
Human Values – are generated internally in an
individual, and are non-objective in nature.
(Incrementals: Fulfillment, dignity, sound human
relations)
Basic Human Relations Factors – the
organizational climate is greatly influenced by this.
Fact premises – people’s view of how realities in
this world are.
Value premises – people’s view on the desirability
of certain desires or goals.
 Formal Informal This approach is contingent on the
Organization Organization availability of economic resources.
Arises Philosophies and Arises from social
objectives are interaction that  More on material or economic rewards.
interpreted and evolves  Organizational dependency
made operational spontaneously as  Employee satisfaction
are its people get
organizational together.
3. Supportive Theory
plans, policies,  Principle of supportive relationships
structure system (Rensis Likert)
and procedures  Morale: Motivation
Emphasis Positions, in terms People and
of authority, job relationships  Maximized interactions and relationships
responsibilities and
accountabilities Characteristics of Achievers
 High need for achievement – self-
Control Systems motivation to high levels of accomplishment
(McClelland)
 Controls – instituted to secure performance  High-achievers – are “turned-on” by the
as planned. accomplishment of a task, the attainment of
 Subordinates – expected to devote their a skill, the meeting of a challenge, or the
attention to what their superior/authorities invention of something new; decisive;
are interested in. assume personal responsibilities for solving
 Institutions – influence their constituents by problem; goal-oriented.
means of a control system.  People with low needs for achievement tend
 Standards/Criteria for comparing actual to vacillate (indecisive); seek direction,
performance with planned performance: motivation and reinforcement from others;
1. Quantity task-oriented.
2. Quality – principal control of HR  Achievement motivation is a necessary and
3. Time universal human factor.
 Cost – quality variable and is principally a  People can learn to become more
center of control in most organizations. achievement oriented.
Social System Characteristics of Achievers
 The system of controls in an organization 1. Self-motivated, self-directed
interacts with a person’s attitudes and with 2. Goal oriented
situational factors. 3. Set challenging but realistic goals
 Motivation is affected by a change in 4. Goal is accomplishment o challenge itself
controls, attitudes, or situations. 5. Assume personal responsibility for problem
solving
Theories of Organizational Behavior 6. Calculate risks
 Basic human relations factors: 7. Set moderate objectives
a.) Philosophy and goals 8. Sequence tasks in relation to goals
b.) Formal and informal organization 9. Prioritize tasks to attain goals
c.) Social environment 10. Want frequent feedback on results
d.) System of controls 11. Evaluate by monitoring results and
e.) Social system establishing check points
12. Non-traditional
1. Autocratic Theory 13. Independent at earlier age
 Formal official theory
 Morale: Compliance with company rules,
regulations and company directives.
 Delegated by right of command
 Tight control of the employees’ work
2. Custodian Theory
 Progressive employers believe that there
ought to be some way to develop
employee satisfaction and adjustment
during their incumbency.
 Morale: Employee Satisfaction
SIX primary needs/motivators/motives: Organizational Influence
1. Achievement – setting of challenging goals  Conformity may either be of action or of
for oneself. thought.
2. Affiliation – personal relationships;  Conformity of action – maybe on the job or
friendship; express one’s emotions off the job; educational programs, hobby
3. Influence – making an impact on others; groups, communications
think is right; change matters (develop)
people Rights to Privacy
4. Control – orderliness; stay informed;  Privacy refers to the employee’s thoughts,
monitor and take corrective action when opinions, and motives, to his private psyche
needed. more than his private activities.
5. Extension – to be relevant and useful to
 Religious, Political, and Social beliefs
larger groups including society.
should not be subject as a requirement for
6. Dependence – help of others in one’s own
getting or keeping a job, unless the person’s
self-development, submitting ideas or
attitudes affects his job performance.
proposals for approval to maintain an
“approval” relationship.
Two dimensions of six motives: People’s Complex Needs
1. Approach  Abraham H. Maslow – Hierarchy of Needs
2. Avoidance i. Primary needs
ii. Safety needs
Approach Avoidance
Motives iii. Social needs
(hope of) (fear of)
iv. Ego needs
Achievement Success Failure
a.) Self-esteem
Affiliation Inclusion Exclusion b.) Reputation
Influence Concern Rejection v. Self-fulfillment
Extension Relevance Impotence
Control Order Chaos Theory X and Theory Y
Dependency Growth Loneliness
 Douglas McGregor – great advocates of
HR approach with his Theory X and Theory
The Human Side of Enterprise Y.

 Individuals achieve their goals Theory X – to coerce and control employees

 Organizations employ individuals
 SOCIAL ETHICS – contemporary body of
thought which makes orally legitimate the
pressures of society against the individual.
(Whyte)
i. Belongingness as an ultimate need of
individual
ii. Application to achieve the
belongingness
 Employees desire independence while
Organizations want dependence (Chris
Argyris)
Conformity in Organizations
 Man is required to conform to the
organization rather than the organization
conforming to the individual.
1. Typical person dislikes work and will avoid
it if possible.
2. Typical person lacks responsibility, has little
ambition, and seeks security above all.
3. People must be coerced, controlled, and
threatened with the punishment to get them
work.
Theory Y – to develop the potential in employees
1. Work is as natural as play or rest.
2. People are not inherently lazy.
3. People will exercise self-direction and self-
control.
4. People have potentials.
Paul Mali’s guidelines in eliminating Theory X: Principles that would develop through Theory Z:
A supervisor must: 1. Growth of Professionalism
2. Higher level of education
1. Two-way interaction with his subordinates. 3. Full communication
2. Offering correction and suggesting 4. The project management will be fluid
improvement in performance. 5. The matrix organization structure will be
3. Not excessively criticize or discipline found
4. Recognize effort that yields good results for 6. Tasks will become increasingly complex
the firm.
5. Set up and control the situation Employing the Whole Man
6. Limit his coaching aims to a specific few.
7. Confine his coaching and subordinate’s  Peter Drucker 1982
ability to accomplish it.  Company cannot just hire “a hand”.
8. Make subordinates feel responsible and  The firm also hires the values, attitudes, and
accountable for bringing work other personal attributes the worker brings to
9. Show a keen and sincere personal interest in the workplace.
a subordinate.
10. Allow subordinate to express his
individuality in his work. 7 ways of training and developing individuals in
the organization
The Operational Environment Required for
Theory Z 1. Have clear vision, mission, objectives, and
strategies
1. Stress on high productive norms 2. Initiate tactical plans and processes
2. Careful selection is paramount for success 3. Personal factors : respect and develop
3. Specialization opportunities competence and skills through sharing
4. Maslow’s eight level of needs must be knowledge
satisfied 4. If you’re truthful and honest to your
5. Mutual trust must exist throughout the firm personnel, they will respect your desire.
6. Identification with the job, project and the 5. Managers should want their personnel to
firm must be possible for the individual. succeed and grow
7. Interaction of ideas and concepts must make 6. Must clear that you have an open-door
it possible policy
8. The opportunity to undertake “tough” 7. Managers may become mentors.
assignments that “stretch and challenge”
9. Recognition
10. Opportunity to develop
11. Success
Theory Z Organization
Robert Ouchi introduces Theory Z.
Foundations:
1. The spirit of inquiry
2. Achievement
3. Inner direction
4. Motivational drives of a new form:
a. The desire for autonomy by the
individual
b. The desire for creative tasks for the
individual to perform
c. Real motivation is the product of self-
direction.