THE

Human Behavior in
Organizations

INDIVIDUAL
GROUP 2
AGUEDAN
DAGUIO
RADANA
VILLANUEVA
 LEARNING AGENDA
The Foundation of Factors
01 03 Influencing
Individual Behavior
Perception

Meaning and Person Perception:

02 Importance of 04 Making
Perception Judgement about
Others
 FOUNDATIONS OF
INDIVIDUAL BEHAVIOR
 3 FOUNDATIONS OF
INDIVIDUAL BEHAVIOR
01 Ability

02 Attitude

03 Learning
ABILITY
individual's current capacity
to accomplish different tasks
associated with a job

Rather than focusing on whether there are differences in abilities among

individuals, managers are more concerned with understanding the specific
ways in which abilities vary.

By gaining insight into these variations, managers

aim to enhance the probability of employees
excelling in their respective roles.
INTELLECTUAL ABILITIES
include activities like thinking, reasoning, and solving
problems, are among the strongest indicators of job
performance across various occupations

ABILITY AND JOB FIT

Employee performance improves significantly when there is
a strong match between an employee's capabilities and the
job requirements, a situation referred to as a high-ability
job fit.
ATTI judgments that can be positive or

TUDES
negative regarding objects,
individuals, or occurrences

They represent one's feelings towards something. For

instance, when I state, "I enjoy my job," I am conveying my
personal viewpoint or attitude toward my work.
 MAIN COMPONENTS
OF ATTITUDES
Cognition Affect Behavior
helps understand their complexity and the potential
relationship between attitudes and behavior
EXAMPLE
you concluded that someone had
just treated you unfairly
MAJOR JOB ATTITUDES
JOB positive feelings one has about
their job after considering its
SATISFACTION various aspects

Someone who is highly satisfied with their job has

positive views towards it, whereas someone who
is dissatisfied has negative views.
MAJOR JOB ATTITUDES
evaluates how deeply individuals
connect with their job on a JOB
psychological level and see their
performance as their self-esteem INVOLVEMENT
Employees with high job involvement are deeply invested in and
genuinely care about their work.

Psychological empowerment, closely linked to job

involvement, refers to employees' belief in their
ability to influence their work environment, their
competence, the meaningfulness of their job, and
the autonomy they have in their roles.
MAJOR JOB ATTITUDES
ORGANIZATIONAL
COMMITMENT
condition where an employee feels a
strong connection with their employer
and its objectives, and desires to
continue being a part of the
organization
 MAJOR JOB ATTITUDES
ORGANIZATIONAL
COMMITMENT
AFFECTIVE COMMITMENT employee feels a strong emotional attachment to
their organization and truly believes in its values

CONTINUANCE COMMITMENT employee perceives from staying with an

organization, as opposed to leaving it

NORMATIVE COMMITMENT driven by a sense of duty or obligation to remain

with an organization for moral or ethical reasons
 MAJOR JOB ATTITUDES
degree to which
employees believe OTHER JOB ATTITUDES
the organization
values their
PERCEIVED
contributions and ORGANIZATIONAL
cares about their
well-being SUPPORT (POS)
EXAMPLE
employee believes that his organization would
accommodate him if he had a child-care problem or
would forgive an honest mistake on his part
 LEARNING
definition
Learning involves change. Change may be good or bad. People can learn
unfavorable behaviors — to hold prejudices or to shirk their responsibilities, for
example- as well as favorable behaviors.

The change must become ingrained. Immediate changes may be only reflexive
or a result of fatigue (or a sudden burst of energy) and thus may not represent
learning.

Some form of experience is necessary for learning. Experience may be

acquired directly through observation or practice, or it may he acquired
indirectly, as through reading.
 THEORIES OF LEARNING

OPERANT involves an individual modifying their

CONDITIONING punishments that follow their actions

behavior based on the rewards or

People learn to repeat behaviors that lead to

desirable outcomes (reinforcements) and to
avoid behaviors that result in undesirable
outcomes (punishments).
 THEORIES OF LEARNING
Individuals can also learn by observing
what happens to other people and just SOCIAL
by being told about something, as well
as by direct experiences LEARNING

This means that people can pick up new

behaviors, skills, or attitudes by watching others,
whether those others are in their immediate
environment or are observed through media.
MEANING AND IMPORTANCE
OF PERCEPTION
 PERCEPTION
DEFINITION
set of processes by which
an individual becomes
aware of and interprets
information about the
environment
 PERCEPTION
“Perception includes all those
processes by which an
“Perception is the process of
individual receives
becoming aware of situations,
information about his
of adding meaningful
environment—seeing,
associations to sensations.”
hearing, feeling, tasting and
smelling.” B. V. H. GILMER

JOSEPH REITZ
 PERCEPTION

“Perception is the process of “Perception is the the process

receiving, selecting, by which individuals organize
organizing, interpreting, and interpret their sensory
checking, and reacting to impressions to give meaning
sensory stimuli or data.” to their environments.”

UDAY PAREEK S. P. ROBBINS

 IMPORTANCE OF
PERCEPTION
Needs of various
03 people can be
determined
Understanding
01 human behaviour
Offers more than
04 objective output
02 Predict behavior
05 Builds character
 FACTORS
INFLUENCING
PERCEPTION
FACTORS INFLUENCING
PERCEPTION

The factors influencing perception can be

categorized as factors in the perceiver,
factors in the target, and the situation.
 3 FACTORS
01 Related to the perceiver

02 Related to the target

03 Related to the situation

FACTORS RELATED TO THE
PERCEIVER
Motives Belief system
Self-concept Expectations
Past Experience
Psychological state
FACTORS RELATED TO THE
TARGET
Physical Social stature,
Appearance occupation, and
wealth
Groupings

Communication
FACTORS RELATED TO THE
SITUATION
Context

Location
PERSON
PERCEPTION:
Making
Judgment
about Others
ATTRIBUTION significantly influenced by

THEORY
assumptions about person's
internal state

INTERNALLY
01 Dstinctiveness

02 Consensus
EXTERNALLY
03 Consistency
 Internally Externally

under the personal imagine the situation

control of the individual forced the individual to do

Example Example
partying into the wee hours traffic due to
overslept automobile accident
 DISTINC an individual displays different
TIVENESS behaviors in different situations

Determine whether the behavior is unusual

or not
if the behavior is unusual, it gives external
attribution
if the behavior is usual, the behavior is internal
CONSENSUS everyone faces a similar situation
and responds in the same way

if consensus is high, it would probably

give an external attribution
if someone take the same routine, the
attribute is internal cause
CONSISTENCY consistency in a person's
actions

the more consistent the behavior,

the more inclined the internal
attribute
COMMON
SHORTCUTS IN
JUDGING OTHERS
accurate perceptions rapidly
valid data for making predictions
 SELECTIVE
PERCEPTION
"speed-read" others

we see what we want to see

draw unwarranted conclusions
from ambiguous situation
 HALO EFFECT
basic single characteristics

subject is given list of traits

intelligent
skillful
practical
industrious
.
 CONTRAST
EFFECTS
subjects are not evaluated in
isolation

reaction is influenced by other

persons recently encountered
.
 STEREOTYPING
basis is the group which the subject
is belong

generalizations; simplification of
the complex world

less difficult to deal with

unmanageable number of
stimuli
THANK YOU FOR
LISTENING!