Environmental Forces Redesigning accommodating and using change.
The
Management Practices
Eight major forces
1. Power of human resources is the capability
to get things completed in the manner one
wants them to be done. The perspective of
modern firms now centers on the growing
importance and centrality of human function.
Modern HR considers employees as valuable
assets that
When well managed could define
organizational success.
2. Globalization is the interconnection among
nations in transportation, distribution,
communication and economic networks. The
global economy is now characterized by
global competition via networks that bring
together countries, institutions and people.
The trading among nations in terms of goods
and services is even faster than the actual
production of goods
worldwide. Therefore investments in people
not only capital investment is
highly necessary for survival.
3. Multiculturalism (cultural diversity) is the
huge assortment of
differences produced by cultural trends like
history, characteristics,
economic, conditions, personality
characteristics, language, norms and mores.
Increased participation of women, older
workers, people with disabilities and
minorities in the workplace amplify the
challenge for
managers to address this diversity to stay
competitive globally. In the Philippines,
women’s status as workers has significantly
changed. Together
with Singapore, the Philippines have been
established as the best countries for women.
A qualified disabled people are also provided
with equal opportunity here in the country. It
is already a law that five percent (5%) of all
casual, emergency and contractual positions
in the Department of Social Welfare and
Development; Health; Education, Culture and
Sports; and other government agencies,
offices or corporations engaged in social
development are reserved for disabled
persons.
4. Rapidity of change is the rate at which
change occurs in technology, demographics,
globalization and new products and services.
Some of the sweeping changes in the world
are the Internet, genetic engineering,
microchips and more demanding consumers
for quality yet reasonably priced goods and
services. Now, part of criteria for selections
of managers is understanding,
reduction of space and distance is the
outcome of technology. Service and
information becomes valuable intangibles
and growing in hasty speed. The
contemporary manager must adapt to these
changes or fail.
5. Psychological contract is the unwritten set
of expectations of the
employment relationship which details what
each party looks forward to give and receive.
The top priorities of best employers are
openness, integrity, providing opportunities
and supporting the growth and development
of their employees. The employees consider
employers to be honest, open and fair, pay
more attention to their families’ situations,
and
their physical and mental health.
6. Technology is the process that transforms
raw materials or intellectual capital into
products and services. More than machinery
it influences the work flow, structure,
systems and philosophy of the organization
to some extent. In this contemporary time,
computer technology needs to be learned and
be used effectively because it is pervasive
and powerful. The combination of computer
technology and human talent is a powerful
way to continuous advancement and
becoming competitive.
7. Service economy the field of service like
transportation, communication, wholesale
and retail, finance, insurance, real estate and
government is growing. This growth
necessitates high quality interactions
between service providers and customers
such as health care workers and patients
which must be addressed with greater
understanding and
appreciation.
8. Teamwork in order to meet their goals,
many organizations is focusing on teamwork.
Teamwork provides better approach to
quality goods and services. Strong teamwork
makes people engaged and committed to the
goals of the organization. Teamwork too
requires that individuals in the
organization must work together
harmoniously.
Foundations And Basic Assumptions Of
Organizational Behavior
An organization is a collection of individuals
forming a synchronized
system of specialized activities for the
rationale of realizing certain goals over some
extended period of time. On the other hand,
organizational behavior is the field of study
concerned with describing, understanding,
predicting, and controlling individual and
group human behavior in an organizational
setting where they work. It deals with what
people think, feel and do in the organization,
the field mostly deals with group dynamics,
how do individuals relate to and participate in
groups, how leadership is applied, how
organizations function, and how change is
effected in organizational
situations.
There are several concepts that revolve
around the individual in Organizational
behavior namely:
1. Uniqueness of an individual no two persons
react to the same stimulus. Each person has
its own individuality which could be in the form
of trait, intelligence, physique, body language
or verbal language. And this uniqueness is
usually substantial rather than meaningless.
2. A total person when a certain person is
hired for a job, the
organization accepts him in his totality with
his attitude aptitude, skill and knowledge plus
his emotions.
3. Attribution it is important to disclose the
root cause of a certain
employee’s disturbed behavior. This involves
knowing the reason for his abnormal looks
and overt reactions to normal.
4. Ethics and dignity employees deserved
humane treatment. Managers must be
warned not to treat subordinates as slaves
because this manner deprives them of their
dignity. People are to be treated differently
from other factors of production because
they are of a higher order in the universe. It
recognizes that because people are of a
higher order hey want to be treated with
respect and dignity and should be treated this
way.
5. Organizations as social systems individual
behavior is governed by psychology which
must be acceptable to the society. Group
behavior is ruled by sociology. Just as people
have psychological needs, they also have
social roles and status. Their behavior is
influenced by their group as well as by their
individual drives. In fact, two types of social
systems exist side by side in organizations.
One is the formal (official) social system, and
the other is the informal social system.
6. Mutuality of interest under normal
condition the individual tries his best to work
for the organization, in return, the
organization makes him a capable person
through the opportunities given to him. Each
employee must
also support each other in their personal
growth and should maintain their friendly
relations. People see organizations as a
means to help them reach their goals, while
organizations need people to help reach
organizational
objectives. Conflicts must be avoided to avoid
erosion of mutual interests.
7. Holistic benefit these mentioned six
concepts when practiced within
Groups create synergy that brings holistic
advantage.
Importance Of Organizational
Behavior
Building a high performance team, motivating
employees, managing
workplace conflicts, influencing the boss and
modifying employee behavior are some of
the few areas of knowledge and skills offered
by organizational behavior. Whatever career
path an individual would choose in the
workplace, OB shall play a significant role in
his job performance and will help him work
effectively. If correctly learned, OB can be
beneficial in the following ways:
1. Effective confronting an individual
with proactive thinking about approaching
troubles and bottlenecks can work without
pressures and plan a head in dealing with
difficult situations.
2. OB is a science through OB is
probabilistic in nature it is based on
validated facts. Therefore a person aware of
this fact can make decision based on
probability of success.
3. OB enhances conviction OB can
provide confidence in making
things happen. Even in tough situations, a
person with OB knowledge can encourage
people better.
4. OB improves perceptual skills with
enhanced self-perception
and perception of others through OB, in
terms of personality, attitudes, transactional
analysis, conflict resolution and negotiation, a
person can become successful.
5. OB helps motivate people a person
can use the knowledge in
motivation theory and its application to
delegate authority and inspire
people
6. OB makes better employer-
employee relations OB through
conflict resolution and negotiation can help
achieve better industrial
relations.
7. OB teaches managers about
consumer behavior OB can be extended to
understanding consumers better. Success in
marketing can be attained through improved
relations with suppliers and customers in the
supply chair.
8. OB makes managers expert in
people skills it is expected that managers
must be skillful in dealing with people which
could be learned from OB.
Challenges Of Organizational Behavior
Organizational behavior is the culture of the
organization, which includes how the
employees interact with one another. It also
involves how the employees feel about the
company itself. The challenges of
organizational behavior that most companies
face include overcoming cultural and ethnic
differences improving productivity, hiring
employees that fit into the
organizational culture or who can improve it,
and helping employees to find proper level of
a work-life balance. One of the primary
challenges of organizational behavior is
overpowering ethnic and cultural multiplicity
among employees. Because different
employees have diverse beliefs, opinions and
ways of working, it can be challenging for
employees to work jointly because of these
differences.
Some organizations prefer to offer diversity
training courses or workshops to help defeat
these issues. The point is to clarify how the
diversity of an organization actually makes t
better for the different benefits that each of
the employees bring other workplace.
In addition, finding ways to motivate
employees as a way to improve activity is
another challenge related to organizational
behavior. A few of the ways organizations
improve productivity inside the organization
is to empower the employees. When
organizations and businesses give power to
its employees, it gives them a sense of loyalty
to the company because they feel like they
are an ingredient in the success of the
business.
A third of the challenges of organizational
behavior is hiring the correct employees for
the company. Hiring the right employees for
the organization is not only about finding the
people with the skills and knowledge that the
position necessitates, but also employees
that match into the organizational culture or
can help to get better employee relations.
For example, it can be de-motivating to
employees if upper management is close to
progressive thoughts and actions that can
move the business ahead. Hiring a
progressive and forward thinking executive
manager who also has the experience and
knowledge can help to give the employees an
innovative stance on the company.
Another of the main challenges of
organizational behavior is how to run a
productive company, but also show its
employees that it cares about them as well.
In other words, it is about helping employees
find the right work-life balance.
For example, a company that provides an on-
site daycare center as an employee benefit
or at a reduced cost is one way for the
company to sow that it cares about its
employees both professionally and
personally. This can lead to the employees
contributing to organizational behavior and
culture in a positive manner.
Anchors Of OB
Overcoming ethnic and cultural diversity,
finding ways to motivate
employees, hiring the right employees and
how to run a productive company are some of
the challenges confronting organizations that
make
OB theories and practices more relevant. In
order understand more the field of OB, the
following conceptual anchors represent the
principles on which OB is developed and
refined:
1. Multidisciplinary anchor the concept
of OB has been developed
from diversity of knowledge of other fields
not just from its own isolated research
foundation. Understanding individual and
personal behavior are contributed by
psychology. Knowledge of team dynamics and
power came from sociology. The fields of
communication, marketing and information
systems have some beneficial inputs also to
OB.
2. Systematic research anchor it is
critical that OB must be based on
systematic research which consists of
forming research questions, data collection
and hypothesis testing. This result to
evidence based management that utilizes
research evidence in decision making.
3. Contingency anchor since people
and work environment are
multifaceted, a particular action could have
different consequences in different
circumstances. The field of OB recognizes
that there is no single solution that is best for
all situations. Although OB also would want to
be simpler by applying “one best way”
theories that will give identical results in
every situations. Thus, OB experts always
search for simpler theories but still doubtful
on assured recommendations. It is important
that when confronted with a problem or
opportunity, understanding and diagnosing
the situation and choosing the appropriate
strategy must be done.
4. Multi-levels of analysis anchor the
study of OB concerns the
individual, team and organization. Under the
individual level are topics like attribution,
motivation, perception, personality attitudes
and values. The team level on the other hand
includes team dynamics, decision making,
power, politics, conflict and leadership. At the
organizational level the focus
are working relationships, organizational
interaction and working environment
Chapter 2
Work Place Diversity
Diversity is simple differences. Workplace
diversity is a characteristic of a group of
people inside the organization where
differences exist on one or more relevant
dimensions like gender, age, religion, race,
social class, sexual orientation, personality,
functional experience or geographical
background.
Workplace diversity can offer remarkable
benefits in terms of enhanced morale,
outside-the-box thinking, better teamwork,
and an ambiance of common understanding
and respect.
Dimensions Of Workplace
DIVERSITY – help discover the
important ways in which people inside the
organization differ.
Primary Dimensions Of Diversity
are those human differences that are inborn
and/or that exert an important force on the
early socialization and continue to have a
powerful, sustained impact on the
individual’s experiences, values, assumptions
and expectations throughout every state of
life.
- Age, race, ethnicity, gender, physical
qualities, sexual/affectional orientation
Race – a demographic characteristic that
exist in organization and discrimination
against ethnic minorities still takes place.
● Earning gap - is a statistical indicator
often used to compare the earnings
of other races and ethnicities.
● Glass ceiling - is a political
expression used to express the
invisible, yet indestructible fence that
keeps minorities and women from
rising to the upper steps of the
corporate ladder. Despite of their
qualifications or achievements.
ETHNICITY – like race, is a social construct
with significant implications for the world.
Part of ethnicity is the religious belief of
people, which could also be discriminating,
where schedule will have to be modified to
allow worship time or even adjust dress code
to take on practices such as covering of one’s
hair because of religious practices.
GENDER – earning gap and glass ceiling
concerns. Traditionally, men have been
viewed as more assertive and confident than
women, while women have been viewed as
more passive and submissive.
PHYSICAL QUALITIES – employees with a wide
range of physical and mental disabilities are
part of the workforce, reasonable
accommodations should be considered.
SEXUAL/AFFECTIONAL ORIENTATION – lesbian,
bisexual, gay, and
transgender (LGBT) employees in the
workplace face a number of challenges and
barriers to employment. Creating an
environment where all employees feel
welcome and respected regardless of their
sexual orientation is the key to maintaining a
positive work environment.
Secondary Dimensions Of Diversity
- are those individual differences that
are acquired, discarded and/or modified
throughout the life of a person
These eight dimensions are work
background, income, marital status, military
experience, geographic locale, family
background and education.
OTHERS – dimensions of diversity that can
have an impact on how interactions in the
workplace can take place.
➢ Language and communication
➢ Appearance and dress
➢ Food and eating habits
➢ Time and time-consciousness-
preferred
➢ Sense of space
➢ Smokers and non-smokers
Roadblock To Workplace Diversity
Successful diversity management can be
effective through inclusion.
Inclusion can help create high-performing
organizations where all
individuals feel engaged and their
contributions toward meeting organizational
goals are respected and valued. However,
there are diversity roadblocks that need to be
addressed which are
• Prejudice and discrimination
• Stereotyping
 • Differences in social identity
• Power differentials
• Poor structural integration
• Communication problems
PREJUDICE – is the irrational, inflexible
opinion based on limited and insufficient
information and unfair negative attitudes
individuals hold about other people who
belong to social or cultural groups different
from their own.
DISCRIMINATION – is a behavior that
results to unequal treatment of
Individuals base don group membership.
Prejudice and discrimination do not have to be
obvious. In the workplace, they could be done
in subtle ways attributing discriminatory
behavior to another cause like poor
performance.
STEREOTYPING – isa generalized set
of beliefs about the characteristics of a
group of individuals. Stereotyping in
unrealistic, non-factual and most
of the times are negative.
DIFFRENCES IN SOCIAL IDENTITY – is
a person’s knowledge that he fits in to a
certain social group, where fitting in to those
groups has emotional importance.
POWER DIFFERENTIALS – in
organization, power is not always equally
distributed among individuals and groups.
Sources of power could be legitimate,
coercive, expert, reward, connection or
referent.
● Ascribed power – is status
and power that is given by cultural
norms and based on group membership.
POOR STRUCTURAL INTEGRATION –
poor integration of women and minorities can
give several roadblocks to creating a diverse
workplace. It may bring the feeling of being
impossible to rise to the top for most women
and minorities.
COMMUNICATION PROBLEM – a
potential problem occurs when everyone
speaks a particular language fluently, and
people who are less fluent may no longer
contribute to the conversation. Many
understandings happen due to language
differences.
AGE – age diversity within a
tea ca direct to higher team
performance. Teams with higher age
diversity were capable to think of
different possibilities and diverse
actions, leading to higher
performance for the teams. Age
diversity also means that the
workforce will consist of employees
coming from different generations.
PERSONALITY, ABILITY, ATTITUDES
AND VALUES PERSONALITY
- encompasses the relatively stable feelings,
thoughts, and behavioral
patterns that have been formed significantly
by genetic and environmental factors which
give an individual his identity. An individual’s
personality differentiates him from other
people. Understanding someone’s
personality offers clues about how that
person is expected to act and feel in a variety
of situations. Having this knowledge is also
practical for placing people in the
right jobs and organizations. Personality is a
product of both nature and
nurture
Nature, Nurture, Traits
● NATURE – means the genetic
or hereditary origins of a person.
● NURTURE – consists of the person’s
socialization, life experiences and other
forms of interaction in the environment.
Social class could also shape personality. The
community where a child grown up is the
environment in which he learns about life,
self-perception, perception of others, and
perception about work, authority and money.
● TRAITS – are recurring regularities or
trends in people’s
responses to their environment.
Big Five Personality Traits
1. CONSCIENTIOUSNESS – refers to the
number of goals on which a
person focuses. Conscientious people are
accomplishment striving or a strong desire to
complete a task-related goals as a means of
expressing personality (high levels of
motivation to perform)
2. AGREEABLESS – ability to get along with
others, nice, tolerant,
sensitive, trusting, kind, and warm.
Agreeable people may be a valuable
team player and may be effective leaders
because they create a fair
environment when they are in leadership
positions. However, agreeable
people are less expected to engage in
constructive and change-oriented
communication, most likely will avoid conflict,
and may miss an opportunity for constructive
change.
3.NEUROTICISM – refers to the degree to
which a person is anxious, irritable,
aggressive, temperamental, and moody.
They tend to experience relationship
difficulties, tend to be habitually unhappy in
their jobs. If they achieve to have a
managerial job, they tend to create an unfair
climate at work.
4. OPENNESS – mirrors a person’s rigidity of
beliefs and range of
interests. People with high levels of openness
are original, intellectual,
creative, and open to new ideas. People high
in openness are also flexible and willing to
learn new things, highly motivated to study
new skills, and they do well in training
settings, quick to make adjustments to new
jobs, highly adaptable to change, and teams
do well if they are populated with
people high in openness.
5. Extraversion – reflects an individual’s
comfort level with relationships. Extroverts
tend to be outgoing, talkative and sociable,
tend to be effective in jobs involving sales and
marketing, likely to be valuable as managers
and they show inspirational leadership
behaviors, happier at work.
Myers-Briggs Type Indicator (MBTI)
– developed in 1943 by a mother-daughter
team of Isabel Myers and
Katherine Cook Briggs. At that time the
intention was to help World War II veterans in
discovering the occupation that would fit their
personalities. It is explicitly designed for
leaning, not for employee selection purposes
Measures Personality Types/Scale
(MBTI)
● EXTRAVERSION (E) –INTROVERSION (I):
The extraversion-introversion dichotomy is a
way to describe how
people respond and interact with the world
around them.
Extroverts tend to be action-oriented, enjoy
more regular social
interaction, and feel keyed up after spending
time with other people. Introverts on the
other side are thought-oriented, enjoy deep
and momentous social interactions, and feel
revitalized after spending time alone. All
people exhibit extraversion and introversion
to some extent, but most end have a general
liking for one or the other.
● SENSING (S) – INTUITION (N):
engages in looking at how people collect
information from the world around them. All
people expend some time sensing and
intuiting depending on the situation.
According to MBTI, people are likely to be
prevailing in one area or the other. People
who choose sensing are apt to pay more
attention to reality, mostly to what they can
discover from their own senses. They tend to
center on facts and details and take pleasure
on getting practical experience. Those who
favor intuition pay extra attention to this like
patterns and impressions. They like thinking
about possibilities visualizing the future and
abstract theories.
● THINKING (T) – FEELING (F):
this scale concentrates on how people
formulate decisions depending on the
information that
they collected from their sensing or intuition
functions. People, who desire thinking, set a
greater accent on facts and objective data.
They tend to be consistent, rational and
impersonal when weighing a decision. Those
who prefer feeling are more expected to
consider people and emotions when
concluding.
● JUDGING (J) – PERCEIVING (P):
involves how people deal with the outside
world. Those whole and to judging favor
structure and firm decisions. People who lean
to perceiving are more open,
flexible and adaptable.
● PROACTIVE PERSONALITY
– means a person’s preference to
fix what is supposed as erroneous, change
the status quo, and apply initiative to solve
problems. Instead of waiting to be told what
to do, proactive people take action to start
significant change and get rid of the
obstacles they encounter along the way.
describes
● MACHIAVELLIANISM –
behavior directed towards
attaining power and controlling the behavior
of other people. People are more
Machiavellian are rational, non- emotional,
willing to accomplish their personal goals in
life, place less concern on loyalty and
friendship and enjoy manipulating the
behavior of other individuals. People that are
less Machiavellian are emotional, not willing to
lie to succeed, give importance to loyalty
and friendship and are not happy in
manipulating others. Each person has his own
degree of Machiavellianism
 Other Personality Traits In The
Workplace
● RISK PROPENSITY – is the degree of
willingness of a person to take chances and
create risky decisions. A manager with high
risk propensity is willing to experiment with
new ideas and may venture with new
products. He could be a catalyst for
innovation or may fail the organization if the
risky decision proves to be a bad one. A
manager with low risk propensity may lead
the organization into stagnation or may make
the organization successful in turbulent times
through sustaining stability and calm.
Therefore, the organization’s environment is
an important determinant of the probable
results of risk propensity.
● CREATIVITY – involves the ability to break
away from the habit-bound way of thinking
and generate novel and useful ideas.
It produces innovation which is the life blood
of a growing number of successful
organization. It is a personality trait that must
be promoted and expanded inside any
organizations by offering employees
opportunity and freedom to think
unconventionally.
● ABILITY – is a person’s talent to perform a
mental or physical
task. It includes both the natural aptitudes
and the learned capabilities needed to
productively finish at ask.
● APTITUDE – are the natural talents that aid
employees in learning specific task more
speedily and execute them better.
● LEARNED CAPABILITIES – are the skills and
knowledge that a person currently has. They
tend to diminish in time when not in use.
● MENTAL ABILITY – also known as intelligence
is a better predictor of training proficiency
and job success when selecting candidates
for a position. It is the acquisition and
application of knowledge in solving problems.
• VERBAL ABILITY – this is the ability to
understand and express oral and written
communication quickly and accurately.
● ORAL COMPREHENSION is the ability to
understand spoken words and sentences
while
● WRITTEN COMPREHENSION is the ability to
understand written words and sentences.
Quantitative Ability – refers to the two
types of mathematical
(quantitative abilities)
abilities.
● NUMERICAL APPTITUDE – is the
ability to perform basic mathematical
operations quickly and accurately.
● NUMERICAL REASONING – is the
ability to analyze logical relationships and to
recognize the underlying principles
underlying them.
Reasoning Ability – is the ability to
analyze information so as to make valid
judgments on the basis of insights, rules and
logic.
● PROBLEM SENSITIVITY is the ability
to sense that there is a problem at present
or likely to be one in the future.
● DEDUCTIVE REASONING is the
ability to draw a conclusion or make a choice
that logically follows from existing
assumptions and data.
● INDUCTIVE REASONING is the ability
to identify after observing specific cases or
instances the general rules that govern a
processor that explain an outcome.
● ORIGINALITY is the ability to develop
clever and novel ways to
solve problems.
• SPATIAL ABILITY– is the ability to
visual and mental representation and
manipulation of objects in space.
● SPATIAL ORIENTATION is having good
understanding of where one is relative to
others things in the environment. A person
with high spatial orientation would have no
trouble finding his way back where he came
from even without a map or without the help
of anyone.
● VISUALIZATION is the ability to imagine
three-dimensional forms in space and to be
able to manipulate them mentally. A person
has high visualization if he can picture in his
mind how a room would look like if the
furniture inside it were rearranged
Perceptual Ability – is the ability to perceive,
understand and recall patterns of
information. Under this ability are speed and
flexibility closure and perceptual speed.
● SPEED AND FLEXIBILITY CLOSURE is
the ability to pick out a pattern of
information quickly in the presence of
distracting information, even without
all the information present.
● PERCEPTUAL SPEED is the ability to
examine and compare numbers,
letters and objects quickly
• Emotional Intelligence– is the handling
of relationships and interactions with others
1. Appraisal and expression of
emotions in oneself – the ability to
recognize and regulate own emotions
2.Appraisal and recognition of
emotions in others – ability to
recognize and influence others’
emotions
3. Regulation of emotions in oneself –
ability to regulate one’s own emotions
4. Use of emotions to facilitate
performance – ability to use emotions
by
directing them toward constructive
activities and improved performance
5. TACIT KNOWLEDGE– also called
INFORMAL KNOWLEDGE is the
unwritten, unspoken, and hidden vast
storehouse of work-related practical
know-how that employees acquire
based on his or her emotions
experiences insights, intuition,
observations and internalized
information. Tacit knowledge almost
at all times goes with the employee
when he leaves the workplace.(how to
speak a language, innovation,
leadership, aesthetic sense, sales,
body language, intuition, humor, snow
boarding, emotional intelligence)
PHYSICAL ABILITY
– is performing job-related tasks requiring
manual labor or physical skill. Jobs that
require his ability are structural iron and steel
workers, tractor trailer and heavy equipment
divers, farm workers and firefighters.
• Strength– refers to the degree to
which the body is capable of exerting force.
● STATIC STRENGTH – to lift objects
such as boxes, equipment, machine
parts and heavy tools.
● EXPLOSIVE STRENGTH – to run,
jump or throw things at work.
● DYNAMIC STRENGTH – to climb
ropes or ladders or pull themselves up
unto a platform.
● STAMINA – refers to the ability of the
person’s lungs and circulatory system to
work efficiently while he is engaging in
prolonged physical activity. Flexibility and
coordination
Psychomotor Ability– means the capability to
manipulate and control objects.
1. FINE MANIPULATIVE ABILITY – ability to
keep the arms and hands steady while using
the hands to do precise work, generally on
small or delicate objects like arteries nerves,
gems and watches.
2. CONTROL MOVEMENT ABILITY –ability to
make precise adjustments using machinery
to complete work effectively like drills things
for a living whether wood, concrete or teeth.
3. RESPONSE ORIENTATION – ability to
choose the right action swiftly in response to
several different signals.
4. RESPONSE TIME – ability that reflect
show quickly a person responds to signaling
information after it happens.
SENSORY ABILITY– capability related with
vision and hearing (near and far vision, night
vision, visual color discrimination, depth
Perception ,hearing sensitivity, auditory
attention, speech recognition)
Attitude Formation
– personal values, experiences and
personalities are some forces that could
form attitudes.
● AFFECTIVE – this is the emotional
component of an attitude
which includes the feelings of a person about
an object that could be positive, negative or
neutral. People with high positive affectivity
are relatively cheerful and optimistic, have an
overall sense of well-being and perceived
things optimistically. They always appear to
be in good mood. People with more negative
affectivity are always muted, cynical, and
perceive things on the dark side. They are
seen in ad mood most of the time.
● COGNITIVE – consists of a person’s
perceptions, beliefs and opinions about
something. It refers to the thought processes
highlighting rationality and logic
● BEHAVIORAL – the tendency of a
person to take action in a definite way toward
someone or something
 Attitude In The Workplace
● JOB SATISFACTION – a satisfied
employee would have fewer absences, offer
positive contributions and stay long in the
organization. In contrast, a dissatisfied
employee will always be
absent, may experience stress that could
upset coworkers, andmay persistently be
searching for another job.
● ORGANIZATIONAL COMMITMENT – a
highly committed
employee would see himself as a true
member of the organization, would ignore
negligible sources of dissatisfaction, and
would have intention to say in the job

Values
– refer to stable and evaluative life goals that
people have, reflecting what is most
important to them. The values that are
significant to people affect the types of
decisions they make, how they see their
environment, and their real behaviors.
People accept job offers when the company
possesses the
values people care about.
● VALUES CONGRUENCE – or value fit.
It refers to how similar
an individual’s values hierarchy to the values
hierarchy of the organization, a co-employee
or other sources of comparison.
● PERSON ORGANIZATION VALUE
CONGRUENCE – happens when the
employee’s and organization’s dominant
values are similar

Cross-Cultural Values
● UNCERTAINTY AVOIDANCE – is the
extent a culture programs its members to
feel either uncomfortable or comfortable in
unstructured situations. Unstructured
situations are novel, unknown, surprising,
and different from usual.

Uncertainly avoiding cultures try to minimize

the possibility of such situations by strict laws
and rules, safety and security measures, and
on the philosophical and religious level by a
belief in absolute truth

● ACHIEVEMENT ORIENTATION – a strong

achievement orientation means that when
work-related goals come into conflict with
other areas of life, the desire to achieve will
win out.
In the world of –“work-life balance”, the
balance is tilted towards work. Those with an
achievement orientation also tend to prefer
chain-of-command reporting structures,
while quality-of-life adherents lean to ward
discussion and consensus.