a.

Psychology
CHAPTER 1: ORGANIZATIONAL BEHAVIOR • Psychology is a study that seeks to measure, explain, and
Organizational Behavior (OB) sometimes change behavior of human and other animals.
OB studies the influence that individuals, groups, and structure The following are the contributors of OB knowledge:
have on behavior within organizations. 1. Learning theorists
2. Personality theorists
Chief Goal: To apply that knowledge toward improving an 3. Counseling psychologists
organization’s effectiveness. 4. Industrial and organizational psychologists

Focal Points of OB: b. Social Psychology

• Jobs • It is generally considered a branch of psychology that focuses on
• Absenteeism the concepts that blends both psychology and sociology to
• Turnover focus on people’s influence on one another.
• Productivity
• Human performance – The important contributions of sociologists studies are
• Management organizational culture, formal organization theory and structure,
Focus of OB course: organizational technology, communications, power and conflict.
• Motivation
• Leader behavior and power c. Sociology
• Interpersonal communication • Is the study of people in relation to their social environment or
• Group structure and processes culture.
• Perceptions and attitudes
• Personality, emotions, and values – Sociologists have contributed to OB their study of group
• Change processes behavior in organizations, particularly formal and complex
• Conflict and negotiation organization.
• Work design – Organizational culture
– Formal organization theory and structure
Complementing Intuition with Systematic Study – Organizational technology, communications, power and conflict.
– People develop intuitive understandings of the behaviors of
other people through experience. d. Anthropology
– You can improve your predictive ability by taking the systematic • Anthropology is the study of societies to learn about human
approach to the study of human behavior. beings and their activities.
– Human behavior is not random. There are fundamental
consistencies that underlie the behavior of all individuals. – The contributions of anthropologists to OB are the results of
their work that makes us understands the differences in
What is Systematic Study? fundamental values, attitudes and behavior between people in
Systematic study means examining relationships, attempting different countries and within different organizations.
to attribute causes and effects, and basing our conclusions on
scientific evidence – that is, on data gathered under controlled –Organizational culture, organizational environments, and
conditions and measured and interpreted in a reasonably rigorous differences among national cultures.
manner.
Valid Predictions
What is Evidence-Based Management? Person X leads to do Y, but only under conditions specified in
• EBM is the complimentary approach to systematic study that Z –the contingency variables.
involves basing managerial decisions on the best possible
scientific evidence. Challenges and Opportunities for OB
• Managers must become more scientific about how they think 1. The typical employee is getting older
about managerial problems and not rely on instinct. 2. More women and people of color are in the workplace;
corporate downsizing and heavy use of temporary workers are
What is Intuition? severing the bonds of loyalty of employees
• Intuition is your “gut feelings” about “what makes other tick.” 3. Global competition
• This natural ability to guess how people will react is most 4. Global recession
accurate when coupled with systemic thinking and evidence-
based management.

Disciplines that contribute to OB Field:

a. Psychology
b. Social psychology
c. Sociology
d. Anthropology
 CHAPTER 2: ATTITUDES & JOB SATISFACTION
ATTITUDES
Major challenges Evaluative statement –either favorable or unfavorable –
1. Responding to economic pressures concerning objects, people or events. They reflect how one feels
maybe panic due to downsizing and restructuring about something.
2. Managing workforce diversity
3. Improving customer service Attitudes are complex and the rationale behind them may not be
remain competitive; relies on employees obvious.
4. Improving people skills
hard skills; soft skills What are the main components of attitudes?
5. Stimulating innovation and change There are three main components:
stay afloat; adapt w/ time & circumstance 1. Cognitive – a description of or belief in the way things are.
6. Coping with “temporariness.” Ex. “my pay is low.”
skilled people may go; temp. workers
2. Affective – the emotional or feeling segment of an attitude.
7. Working networked organizations
Ex. “I am angry over how little I’m paid.”
work w/ others; increase reach
3. Behavior – describes an intention to behave in a certain way
8. Helping employees balance work-life conflicts
toward someone or something.
9. Improving ethical behavior
Ex. “I’m going to look for another job that pays better.
The Three Levels of OB Analysis
Does behavior always follow from attitudes?
1. Individual Level
While attitudes may seem to be directly causal, Leon Festinger
– examines foundations of individual behavior: personality,
argued that attitudes follow behavior. People change what they
values, perception, decision-making, motivation, emotions, and
say so it does not contradict what they do.
moods
2. Group Level b – a; we don't like something, do something against it
– group behavior is more than the sum of the behaviors of the a – b; do something we don't like
individuals in it; additionally, individuals act differently when in
groups. Cognitive Dissonance
3. Organization System Level Refers to any incompatibility that an individual might perceive
– organizational behavior, while composed of both individual between two or more attitudes, or between behavior and
and group behaviors, is more than the sum of its parts. attitudes.

Implications for Managers Three moderating factors to reduce dissonance:

– Managers need to develop their interpersonal skills to be
effective in their jobs
How to?
a. OB investigates the impact that individuals, group and
structures have on behavior within an organization.
b. Some generalizations are erroneous (mostly predictions)
c. OB offers specific insights to improve manager’s people skills
1. Importance
– The importance of the elements creating the dissonance
modifies the level of effort.
2. Degree of Influence
– If a person feels he or she has some measure of control over
the elements, more efforts will be expended.
3. Rewards
– What reward is there to keep or remove the dissonance.

Things to Remember What are the major job attitudes?

• OB’s goal is to understand and predict human behavior in 1. Job satisfaction
organizations. – A positive feeling about one’s job resulting from an
• Fundamental consistencies underlie behavior. evaluation of its characteristics.
• It is more important than ever to learn OB concepts. 2. Job involvement
• Both managers and employees must learn to cope with – The degree to which people identify psychologically with
temporariness. their jobs and consider their perceived performance level to self-
worth.
3. Organizational Commitment
– A state in which an employee identifies with a particular
organization and its goals and wishes to maintain membership in
the organization.

Three separate dimensions of organizational commitment:

1. Affective commitment
– the emotional attachment to an organizational and a
belief in its value.
2. Continuance commitment
– The perceived economic value of remaining with an
organization compared to leaving it.
 Implications for Managers
3. Normative commitment Managers should be interested in employee’s attitudes
– An obligation to remain with the organization for moral because attitudes give warnings of potential problems and
or ethical reasons. because they influence behavior.

What is Perceived Organizational Support or POS? What to Keep in Mind

It is the degree to which employees believe the organization • High pay is not enough to create satisfaction
values their contribution and cares about their well-being. • Make the work challenging and interesting
• Job satisfaction is related to organizational effectiveness
JOB SATISFACTION
It is the positive feelings about a job resulting from an evaluation
of characteristics – interaction with bosses and co-workers, rules
and policies, performance standards, ideal working conditions,
among others.

How to measure job satisfaction?

Single Global Rating Method
This method uses responses to a short series of general
questions about the job to determine job satisfaction.

Summation Score Method

This method identifies key elements in the job and ask for the
employee’s feelings about each element. Respondents answer on
a standardized scale and their answers are tallied to create an
overall job satisfaction score.

Job satisfaction levels by facet:

a. Work itself
b. Pay
c. Promotion
d. Supervision
e. Co-workers

What causes job satisfaction?

• Interesting jobs that provide training, variety, independence,
social support, and control satisfy most employees.
• Pay, once about a given level, does not increase satisfaction.
Though it is a motivator, it does not necessarily make people
happy.
• Positive core self-evaluation greatly causes job satisfaction.
(personality, who believe in their inner worth and basic
competence)

The Impact of Dissatisfaction

1. Exit – leaving the organization
2. Voice – attempting to improve conditions
3. Loyalty – waiting for conditions to improve
4. Neglect – allowing conditions to worsen

The Impact of Job Satisfaction

1. Increased job performance
2. Organizational citizenship behaviors
3. Customer satisfaction
4. Less absenteeism
5. Less Turnover
6. Less workplace Deviance (Unions, theft, substance abuse,
tardiness, etc.)

CHAPTER 3: EMOTIONS & MOODS
Two primary reasons why emotions were not given much
research attention before:
1. Myth of rationality: people were assumed to be emotionless
while at work and operating only out of rational self-interest.
2. Wide-standing belief that emotions of any kind were disruptive
in the work environment.
EMOTIONS
a state of feeling; a conscious mental reaction subjectively
experienced as strong feeling usually directed toward a specific
object and typically accompanied by physiological and behavioral
changes in the body.
E.g. She is attempting to control her emotions. (anger, sadness,
happiness, etc.)
Plutchick’s Wheel of Emotion
According to Plutchik’s Sequential Model, emotions are
activated due to specific stimuli, which set off certain behavioral
patterns. (Krohn, 2007)
Survival behaviors that drive our actions:
1. Protection: Withdrawal, retreat
(activated by fear and terror)
2. Destruction: Elimination of barrier to the satisfaction of needs
(activated by anger and rage)
3. Incorporation: Ingesting nourishment
(activated by acceptance)
4. Rejection: Riddance response to harmful material
(activated by disgust)
5. Reproduction: Approach, contract, genetic exchanges
(activated by joy and pleasure)
6. Reintegration: Reaction to loss of nutrient product
(activated by sadness and grief)
7. Exploration: Investigating an environment
(activated by curiosity and play)
8. Orientation: Reaction to contact with an unfamiliar object
(activated by surprise)
This means that when our emotions are activated, they are
done so to elicit one of the survival behaviors. Of course, all of this
happens on a subconscious level.
Three Major Emotional Terms
1. Affect
the generic term that covers a broad range of feelings that
people experience. It’s an umbrella concept that encompasses
both emotions and moods.
2. Emotion
the intense feelings that are directed at someone or
something.
3. Moods
the feelings that tend to be less intense than emotions and
often lack a contextual stimulus.
Emotions and Moods Relationships
1. Affect is a broad term that encompasses emotions and moods.
2. It shows differences between emotions and moods.
a. Emotions are more fleeting than moods
b. Emotions are clearly revealed by facial expressions
while moods are more cognitive, they cause us
to think or brood for a while
3. Emotions and moods are closely connected and can influence
each other.
MOODS
a temporary, conscious state of mind or feeling; an angry, irritable
or sullen state of mind. (moods are feelings that are longer lasting
than emotions and have no clear starting point of formation.
E.g. He is obviously in a mood today.
Two Types of Moods:
1. Positive moods
would exist when employees feel excited or enthusiastic
– joy, gratitude, excitement, self-assurance, cheerfulness
2. Negative moods
can cause hostile employees who are stressed
– anger, guilt, nervousness, stress, anxiety
Sources of Emotions and Moods
1. Personality
2. Day of the week and time of the day
3. Weather – illusory correlation explains why people tend to
think nice weather improves their mood. It occurs when
people associate two events that in reality have no
connection.
4. Social activities
5. Sleep
6. Exercise
7. Age
8. Gender
What is Emotional Labor?
It is an employee’s expression of organizationally desired
emotions during interpersonal transactions at work.
– The true challenge arises when employees have to project one
emotion while feeling another.

What is Emotional Dissonance?
The disparity of projected emotions and the real feelings. The
bottled-up feelings of frustration, anger and resentment can
eventually lead to emotional exhaustion and burnout.
a. Felt emotions
– are an individual’s actual emotions
b. Displayed emotions
– those that the organization requires workers to show and
considers appropriate in a given job
c. Surface acting
– is hiding inner feelings and foregoing emotional expressions
in response to display rules
d. Deep acting
– is trying to modify our true inner feelings based on display
rules
What is emotional intelligence?
It is the person’s ability to:
a. Be self-aware to recognize his or her own emotions as they are
experienced
b. Detect emotions in others
c. Manage emotional cues and information
Self-aware people tend to be good at reading emotion cues. High
EI is moderately associated with high job performance.
Supporters of the concept of EI argued the following:
1. Intuitive appeal
the ability to detect emotions in others, controlling your
own emotions, and handling social interactions well seems
obvious as a way to business success.
2. EI predicts criteria that matter
3. EI is biologically based
Detractors of EI argued the following:
1. EI is too vague a concept
the research definition of EI is too broad and varied to be
helpful
2. EI can’t be measured
3. The validity of EI is suspect
EI is closely related to intelligence and personality, once
these factors are controlled for, EI has nothing unique to offer
The Status of Emotional Intelligence
It is still too early to tell whether the concept is useful. It is
clear, though, that it’s here to stay.
How can managers make use of emotions and moods?
It is important for managers to understand emotions and
moods so they can improve their ability to explain and predict a
number of organizational behavior applications.
1. Selection
Employers should consider EI as a factor in hiring process,
esp. those jobs that requires high degree of social interaction.
2. Decision-making
Emotions and moods have important effects on decision-
making.
3. Creativity
People in good moods tend to be more creative
4. Motivation
Emotions and moods are important in motivating employees
5. Leadership
Effective leaders rely on emotional appeals to help convey
their messages
6. Negotiation
It is an emotional process, however we say that a skilled
negotiator has a “poker face”.
7. Customer service
A worker’s emotional state influences customer service,
which influences levels of repeat business and of customer
satisfaction.
Emotional contagion = the “catching” of emotions from others.
It is important because customers who catch the positive moods
or emotions of employees shop longer.
8. Job attitudes
Studies have shown people who had a good day at work tend
to be in a better mood at home that evening and vice versa
9. Deviant workplace behaviors
Anyone who has spent much time in an organization realizes
people often behave in ways that violate established norms and
threaten the organization, its members, or both.
10. Safety and injury at work
Bad moods can contribute to injury at work in several ways
How managers can influence moods?
One can improve a friend’s mood by sharing a funny video clip,
giving the person a small bag of candy, or even offering a pleasant
drinks.
1. managers can use humor and give their employees
small tokens of appreciation for work well done
2. when leaders are in good moods, group members are
more positive, and as a result they cooperate more.
3. finally, selecting positive team members can have
contagion effect as positive moods transmit from team member
to team member.
Implications for Managers:
Understanding emotions
Emotions matter
Controlling emotions
Keep in Mind:
• Positive emotions can increase problem-solving skills
• People with high EI maybe more effective in their jobs.
• Managers need to know the emotional norms for each culture
they do in business with.
 CHAPTER 4: PERSONALITY & VALUES
PERSONALITY
Personality is the sum total of ways in which an individual reacts
to, and interacts with others –described in terms of measurable
traits.
Personality is the dynamic organization within the individual of
those psychophysical systems that determine his unique
adjustments to his environment.
Measuring Personality Through:
Self-reports surveys such as evaluating themselves on a series
of factors, which is inaccurate due to falsehoods, impression
management, or the momentary emotional state of the
candidate.
Personality Determinants:
1. Heredity
refers to factors determined at conception – physical
structure, facial attractiveness, gender, temperament, muscle
composition and reflexes, energy level, and biological rhythms
2. Aging and personality
As people grow older, their personalities change
3. Personality traits
are characteristics that describe an individual’s behavior
that are exhibited in a large number of situations
Myers-Briggs Type Indicator (MBTI)
widely used instrument to determine personality type
Four Classification Scales:
1. Extraverted vs. Introverted (E or I)
Extraverted people are more outgoing, social and
assertive while Introverted people are quiet and shy.
2. Sensing vs. Intuitive (S or N)
Sensing individuals are practical, enjoy order and are
detail oriented. Intuitive people are more “big picture” oriented
and rely on “gut” feelings.
3. Thinking vs. Feeling (T or F)
Thinkers use reason and logic while feelers use emotions
and their own personal values when making decisions.
4. Judging vs. Perceiving (J or P)
Judgers are control-oriented and enjoy structure and
order. Perceivers are more flexible and spontaneous.
The Big Five Model
1. Extraversion
Deals with the comfort level with relationships. The
person is more gregarious, assertive, and sociable and the
opposite is an introvert who tends to be reserved, timid and quiet.
2. Agreeableness
Measures deference towards others. The person is more
cooperative, warm, and trusting and the opposite is cold,
disagreeable and antagonistic.
3. Conscientiousness. Measures reliability. The person is
responsible, organized, dependable and persistent. The opposite
is easily distracted, disorganized and unreliable.
(Performer in the organization but are less risk takers).
4. Emotional Stability (or Neuroticism –its opposite)
Measures ability to handle stress. People with high
emotional stability tend to become, self-confident, and secure and
often have higher life and job satisfaction. People with low
emotional stability tend to be nervous, anxious, depressed and
insecure. Yet, surprisingly low-scoring people make better and
faster decisions when in bad mood than do stable people.
5. Openness to Experience
Measures the range of interest and fascination with
novelty, a proxy for creativity. People who score low on this factor
deal better with organizational change and are more adaptable.
How do the Big Five traits predict behavior at work?
• People who scored high on conscientiousness exam are found
to be more persistent, attention to details and sets high
standards. They are the performers in the organizations.
• People who score high on emotional stability are happier.
• Extraverts have relatively strong predictor of leadership. One
downside is they are more impulsive.
• Those who scored high in openness are more creative. Open
people are more likely to be effective leaders.
• Agreeable people tend to be better in interpersonal oriented
jobs such as customer service but they are poor negotiator
(especially earnings) because they are so concerned with pleasing
others that they often don’t negotiate as much for themselves as
they might.
Other Personality Traits Relevant to OB:
1. Core Self-Evaluation
2. Machiavellianism
3. Narcissism
4. Self-Monitoring
5. Risk-Taking
6. Type A Personality
7. Type B Personality
8. Proactive Personality
VALUES
Values represent basic convictions that “a specific mode of
conduct or end-state of existence is personally or socially
preferable to an opposite or converse mode of conduct or end-
state of existence.”
The Importance of Values
Values lay the foundation for understanding people’s
attitudes, motivation, and behavior.
Values Classification
a. Terminal Values
– focuses on desirable end-states; goals a person would like
to achieve.
b. Instrumental Values
– lists preferable modes of behavior or means of achieving
terminal values
Linking Personality and Values to the Workplace
a. Person-Job Fit
b. Person-Organization Fit

Two main frameworks can be used to assess cultures

a. Hofstede’s Framework
Hofstede’s framework examines five value dimensions of
national culture.

1. Power Distance
The degree to which people accept that power in
institutions and organizations is distributed unequally.
2. Individualism / Collectivism
The amount of emphasis placed on the individual as
opposed to the group.
3. Masculinity / Femininity
The value a culture places on traditional gender roles.
4. Uncertainty Avoidance
The degree to which people in a culture prefer structured
over unstructured situation
5. Long-Term / Short-Term Orientation
Degree of long-term devotion to traditional values

b. The GLOBE Framework

The GLOBE (Global Leadership and Organizational
Behavior Effectiveness) framework uses nine dimensions of
national culture.

1. Assertiveness
2. Future Orientation
3. Gender Differentiation
4. Uncertainty Avoidance
5. Power Distance
6. Individualism/Collectivism
7. In-Group Collectivism
8. Performance Orientation
9. Humane Orientation

Implications for Managers

• Personality
Managers need to evaluate the job, the work group, and
the organization in order to determine what the optimum Big Five
personality type would be for a new employee. The MBTI could
be helpful in training and development.

• Values
Values strongly influence attitudes, behaviors and
perceptions, so knowing a person’s values may help improve
prediction of behavior.
– Matching values to organizational culture can result in
positive organizational outcomes.

Keep in Mind:
• Personality – the sum total of ways in which a person reacts to
and interacts with others. Measured easily.
• Big Five Personality Traits may be very useful in predicting
behavior.
• Values vary between and within cultures.