UNIT

3
Enter Organizational Behavior
Contributing Disciplines to the OB Field
Contributing Disciplines to the OB Field
Contributing Disciplines to the OB Field
Contributing Disciplines to the OB Field
Contributing Disciplines to the OB Field
Challenges and Opportunity for OB

•Responding to Globalization
•Managing Workforce Diversity
•Improving Quality and Productivity
•Responding to the Labor Shortage
•Improving Customer Service
Challenges and Opportunity for OB (cont’d)

•Improving People Skills

•Empowering People
•Coping with “Temporariness”
•Stimulation Innovation and Change
•Helping Employees Balance Work/Life
Conflicts
•Improving Ethical Behavior
Basic OB Model, Stage I
Values
Values

• Attributes possessed by an individual. They are the basis of human

personality.

• They contain a judgmental element in that they carry an individual’s

ideas as to what is right, good, or desirable.
Definitions

• Values are global beliefs that guide actions and judgements across a
variety of situations.
Milton Rokeach

• Values are constellation of likes, dislikes, viewpoints, inner

inclinations, rational and irrational judgements, prejudices that
determine a person’s view of the world.

Eduard Spranger
sources

Values are relatively stable and enduring. A significant

portion of the values we hold is established in our early
years.

• Family factors (child rearing)

• Personal factors (intelligence, ability, appearance,
education)
• Religious factors
• Cultural factors
• Life experiences
Types of values

• Milton Rokeach created the Rokeach Value Survey (RVS)

• It consisted of two sets of values, one set, terminal

values, the other, instrumental values
Types of values

•Terminal Values

•This refers to desirable end state (or

outcomes), the goals that person
would like to achieve in his life.
§ Instrumental Values

§ This refers to preferable modes of

behavior on means of achieving one’s
terminal values
Attitudes
• Way of Thinking
• Way of Behaving
• Way of Doing
• Way of Reacting
• Way of Body Posturing
Attitude

• An attitude is a stable and enduring disposition to evaluate an object

or entity (a person, place or thing), in a particular way.

• “I like working on this project” and “I do not like working after office
hours” are examples of attitudes because they express a persons
general feeling, either favorable or unfavorable toward something.
Definitions

• A persistent tendency to feel and behave in a particular way towards

some object

• It expresses a person’s positive or negative feelings about some

object.

• Attitude are the beliefs, feelings and action tendencies of an

individual or group of individual towards objects, ideas and people.
Features of attitude

• Feelings and beliefs of individual or group of individual

• Directed towards other people, objects or ideas

• Attitudes often result in and affect the behavior or actions of the

people
• They are acquired over a period of time. Its process starts from
childhood and continues throughout life

• They are evaluative statements, either favorable or unfavorable

• All people have attitude, irrespective of their status and

intelligence
Components of attitude

• Social psychologists examine attitudes in terms of three components:

• Informational and Cognitive Framework
• Emotional and Affective Framework, and
• Behavioral Framework
• There is always an object of the attitude, the item towards which the
attitude is directed.
•Cognitive Component (evaluation)

• This is the mental component, consisting of

beliefs and perceptions.

• For example, "I think my friend is kind,

charming, and humorous." ( A description of
or belief in the way things are)

• “My supervisor gave a promotion to a co-

worker who was not deserving. He is not
fair”.
•Affective Component (feeling)

• This is the emotional or feeling segment of an

attitude and is reflected in the statement.
• For example, "I feel good when I am around my
friend."
• I dislike my supervisor.
•Behavioral Component (action)
• This is the action component; it refers to an
intention to behave in a certain way toward
someone or something.
• To continue with the example, "I try to hang out
with my friend whenever I get the chance.“
• I’m looking for other work. I have complained
about my supervisor.
Formation of Attitudes

• Direct personal experiences

• Association
• Family and peer group
• Neighborhood
• Organizational factors
 Types of work related attitudes

• Job satisfaction

• Job involvement

• Organizational commitment

• Perceived Organizational Support (POS)

• Employee Engagement
 Job satisfaction
• It describes the positive feeling about a job, resulting
from evaluation of its characteristics (includes nature of
the job, the compensation a person gets, growth
opportunities, the organizational climate, the behavior
of the supervisor and co-workers).

• A person with a high level of job satisfaction holds a

positive feeling about his/her job, while a dissatisfied
person holds a negative feeling.
Job involvement

• It measure the degree to which people identify psychologically with

their job and consider their perceived performance level important
to self-worth.

• Employees with high level of job involvement strongly identify with

and really care about the kind of work they do.
Organizational Commitment

• While job satisfaction is primarily concerned with the job or the work
a person undertakes in an organization, commitment shows the
relationship between the individual and the organization. Stronger
the relation, higher the commitment.

• It is a state in which an employee identifies with a particular

organization and its goals and wishes to maintain the membership in
the organization.
Perceived Organizational Support
• Degree to which employees feel the organization
cares about their well-being.
• People perceive their organization as
supportive when the rewards are fair, when the
participate in decisions and when their
supervisors are supportive.

An individual’s involvement with, satisfaction with,

and
enthusiasm for the organization.
Cognitive Dissonance

• What happens when one of our beliefs conflicts with another

previously held belief?

• The term cognitive dissonance is used to describe the feeling of

discomfort that results from holding two conflicting beliefs.

• When there is a discrepancy between beliefs and behaviors,

something must change in order to eliminate or reduce the
dissonance.
 Job satisfaction &
employee behaviour
Job Satisfaction

• Measuring Job Satisfaction

• How Satisfied Are People in Their Jobs?
• In general, people are satisfied with their jobs.
• Depends on facets of satisfaction— Indian employees are, on an average,
satisfied with their jobs and with teamwork between co-workers.
• However, they tend to be less satisfied with pay and promotion
opportunities.
 Causes of
Job Satisfaction
 How Employees Can Express Dissatisfaction
Exit Voice
Behavior directed Active and
toward leaving the constructive attempts
organization. to improve
conditions.

Loyalty Neglect
Passively waiting for Allowing conditions
conditions to improve. to worsen.
 The Effect of Job Satisfaction on Employee
Performance
• Satisfaction and Productivity
• Satisfied workers are more productive AND more productive workers are
more satisfied!
• 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 high performers and to weed out lower
performers.
Learning
Learning
Learning
It is the process of acquiring new knowledge,
skills and values which relatively changes the
behavior of individual.

Learning
• involves change
• is relatively permanent
• is acquired through experience
Principles of Learning
• Intention/motivation to learn
• Reinforcement
• Active Learning
• Spaced Practice
• Feedback
• Environment
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.
Theories of Learning
Classical conditioning
• Propounded by a Russian physiologist, Ivan Pavlov

• This theory focus on learning by association.

• Ivan studied salivation in dogs as part of his research programme.

Classical Conditioning
• A type of conditioning in which an individual
responds to some stimulus that would not
ordinarily produce such a response.

Key Concepts
• Unconditioned stimulus
• Unconditioned response
• Conditioned stimulus
• Conditioned response
Operant Conditioning
• Coined by behaviourist B.F. Skinner.
• It is a method of learning that occurs through rewards and
punishments for behaviour.
• Through operant conditioning, an association is made
between a behaviour and a consequence for that
behaviour. Reward does not generate behaviour, but right
behaviour (RESPONSE) generate (LEADS TO) rewards.

A type of learning where behavior is controlled by

consequences.
Operant conditioning

• Classical conditioning forms an association between two stimuli.

• Operant conditioning forms an association between a behavior and a

consequence. (It is also called response-stimulus or RS conditioning
because it forms an association between the response [behavior] and
the stimulus that follows [consequence])
Theories of Learning (cont’d)
Social-Learning Theory
People can learn through observation and direct
experience.

Key Concepts
• Attention
• Retention
• Motor reproduction
• Motivation