AV IOR IN

DU AL BE H
II. INDIVI
IZA TIO NS
ORG AN
Group 1
ented by
Pres
 SUB TOPIC
• PERSONALITY AND VALUES
• PERCEPTION AND ATTRIBUTION
• ATTITUDES AND JOB SATISFACTION
• MOTIVATION AND JOB PERFORMANCE
• LEARNING AND DECISION-MAKING
At the end of this chapter, you should be
able to:
• Understand the differences between
personality & values, perception & attribution,
attitudes & job satisfaction, motivation & job
performance, learning and decision making in an
organization.
• How is it influencing organizational behavior.
• Why is it important to organizational behavior.
• How can affect the individual behavior.
 ONALITY
PERS
 PERSONALITY
Personality is the sum total of ways in
which an individual reacts to and
interacts with others. Personality
describes the growth and development
of a person's whole psychological
system.
 PERSONALITY
According to Gordon Allport,

Personality is defined as the dynamic

organizations within the individual of
these psycho-physical system that
determine his unique adjustment to his
environment.
 PERSONALITY DETERMINANTS

1. Heredity
2. Environment
3. Situation
Different demands in different
situations call forth different
aspects of one's personality.
 MAJOR PERSONALITY ATTRIBUTES
INFLUENCING ORGANIZATION BEHAVIOUR

1. Core self evaluation

An individual core self evaluation is
determined by:
SELF ESTEEM - which is the individuals degree
of liking or disliking themselves and the
degree to which they feel worthy or unworthy
as a person.
• Locus of control - which is the degree to
which people believe that they are masters
of their own fate.
• Internals - Individuals who believe that
they control what happens to them.
• Externals - individuals who believe that
what happens to them is controlled by
outside factors such as luck or chance.
 MAJOR PERSONALITY ATTRIBUTES
INFLUENCING ORGANIZATION BEHAVIOUR

2. Machiavellianism
- is named after Niccolo Machiavelli who
wrote on how to gain and use power.
Machiavellianism is the degree to which an
individual is pragmatic, maintains
emotional distance and believes that ends
justifies means.
 MAJOR PERSONALITY ATTRIBUTES
INFLUENCING ORGANIZATION BEHAVIOUR

3. Narcissism
- is the tendency to be arrogant, have a
grandiose sense of self importance,
require excessive admiration and have
sense of entitlement. Narcissm's are not
effective especially when dealing with
people.
 MAJOR PERSONALITY ATTRIBUTES
INFLUENCING ORGANIZATION BEHAVIOUR

4. Self monitoring
- refers to an individual ability to adjust
his/her behavior to external or situational
factors. Individual's high in self monitoring
show considerable adaptability in adjusting
their behavior to external situational
factors.
 MAJOR PERSONALITY ATTRIBUTES
INFLUENCING ORGANIZATION BEHAVIOUR

5. Risk taking
- people differ in their willingness to take
chances. This propensity to assume or avoid
risk has been shown to have an impact on how
long it takes managers to make a decision and
how much information they require before
making their choice.
 MAJOR PERSONALITY ATTRIBUTES
INFLUENCING ORGANIZATION BEHAVIOUR

6. Type A personality
- a person with type A personality is
aggressively involved in a chronic, incessant
struggle to achieve more and more in less and
less time and if necessary against the opposing
efforts of other things or other people. Type A's
operate under moderate to high levels of stress.
 MAJOR PERSONALITY ATTRIBUTES
INFLUENCING ORGANIZATION BEHAVIOUR

7. Proactive personality
- these are people who identify
opportunities, show initiative, take
caution and persevere until meaningful
change occurs.
VALUES
VALUES
• represent basic, enduring
convictions that " a specific mode of
conduct or end-estate of existence is
personally or socially preferable to
an opposite or converse mode of
conduct or end-estate of existence ".

• Values influence attitudes and and

behaviors.
VALUES SYSTEM
• Represent a prioritizing of individual
values by:
Content - importance to the individual
Intensity - relative importance with
others values
• Values are the foundation for
attitudes, motivation, and behavior.
• Influence perception and cloud
objectivity
ROKEACH VALUE SURVEY
Terminal Values
desirable end-estate of existence
• Goals that a person would like to
achieve during his or her lifetime .

Instrumental Values
preferable modes of behavior or
means of achieving the terminal
values.
 HOFSTEDE'S FIVE VALUE
DIMENSIONS OF NATIONAL CULTURE

1. Power distance
2. Individualism and collectivism
3. Masculinity vs femininity
4. Uncertainty avoidance
5. Long-term vs short-term
orientation
 CEPTION
PER
 PERCEPTION PERCEPTION
• it is a process by • Knowledge of
which people select, perception is important
organize, interpret, because people's
behavior is based on
retrieve and respond
their perception of
to information from
what reality is not on
their environment. reality itself.
FACTORS INFLUENCING
PERCEPTION
2. Target - The person, object,
or event that is perceived by
1. Perceiver - the one who another person.
perceives the target.
- Contrast
- intensity
- based on his past
- Figure-ground-separation
experiences - size
- personality - motion
- his values and attitudes - repetition or novelty
3. Situation
- perception is affected
.

by the surrounding
environment.
 IBUTION
ATTR
 ATTRIBUTION

- it is a process by which
people interpret
.
the
causes of their own and
others behavior.
ATTRIBUTION THEORY
- proposed by Fritz Heider (1958),
is a social psychology theory that
deals with how individuals relate
and make sense of the social
world. More specifically, it is
concerned with how people
translate events around them and
how their translations affect their
thinking and behavior.
 HEIDER SAYS THAT ALL BEHAVIOR IS CONSIDERED TO
BE DETERMINED BY EITHER INTERNAL OR BY EXTERNAL
FACTORS:

1 2 3

External Internal Stage

Attribution Attribution process
(Situational (Dispositional Underlying
Attribution) Attribution) Attribution
 - Causality is assigned to an
outside factor, agent or
force. Outside factors fall
1. EXTERNAL outside your control. You
ATTRIBUTION perceive you have no
(SITUATIONAL choice. So your behavior is
ATTRIBUTION) influenced, limited or even
completely determined by
influences outside your
control.
 - Causality is assigned to an
inside factor, agent or force.
Inside factors fall inside your
2.INTERNAL own control. You can choose
to behave in a particular way
ATTRIBUTION or not. So your behavior is not
(DISPOSITIONAL influenced, limited or even
ATTRIBUTION) completely determined by
influences outside your
control.
3. STAGE PROCESS UNDERLYING
ATTRIBUTION
1 2 3
Attribute
Perception Judgement
- The person must
determine if he believes
- Observe - Determine the other person was
deliberateness forced to perform the
behavior or not.
 ATTRIBUTION FACTORS

1 2 3
Consistency Distinctiveness Consensus
information information information

- the actor - the actor - other actors

performs that same performs different perform the same
behavior toward an behaviors with behavior with the
object on different different objects. same object.
occasions.
 ATTRIBUTION ERRORS OR BIAS
1 2
THEORY OF FUNDAMENTAL THEORY OF SELF-SERVING
ATTRIBUTION BIAS
- Tendency to attribute - Tendency to present
others behavior to oneself favorably.
personal factors even if ATTRIBUTION of one's
success to personal ability
situational forces caused
of failure to external
them. forces.
 TITUDES
AT
 ATTITUDE
- used in a generic sense, as
to what people perceive, feel
and express their views about
a situation, object or other
people. Attitude cannot be
seen, but the behavior can be
seen as an expression of
attitude.
3 COMPONENTS OF ATTITUDE

COGNITIVE
- related to value statement.
It consists of belief,
thoughts, values and other
information that an individual
may possess or has faith in.
3 COMPONENTS OF ATTITUDE

AFFECTIVE
- it is an expression of
feelings about a person,
object or a situation.
3 COMPONENTS OF ATTITUDE

BEHAVIORAL
- related to impact of
various situations or objects
that lead to individual’s
behavior based on cognitive
and affective components.
 3 TYPES OF ATTITUDES

JOB SATISFACTION
- related to general attitude
towards the job. A person having a
high level of satisfaction will
generally hold a positive attitude
while dissatisfied people will
generally display negative attitude
towards life.
 3 TYPES OF ATTITUDES

JOB INVOLVEMENT
- refers to the degree to which a
person identifies himself
(psychologically) with his job,
actively participates and
considers his perceived
performance level important to
self-worth .
 3 TYPES OF ATTITUDES

ORGANIZATIONAL COMMITMENT
- refers to degree to which an
employee identifies himself
with the organizational goals
and wishes to maintain
membership in the
organization.
COGNITIVE DISSONANCE
THEORY

- refers to any inconsistency

or incompatibility that an
individual might perceive
between two or more
attitudes, and attitude and
behavior.
 FACTION
B SATIS
JO
 - is a pleasurable or
positive emotional
JOB state resulting from
SATISFACTION the appraisal of
one's job or job
experience.
 1. Pay wages are
significant factor in
SOURCE AND job satisfaction.
CONSEQUENCES
2. Work itself the
OF JOB
content of the work
SATISFACTION itself is another major
source of satisfaction.
 3. Promotions, Promotional
opportunities seem to have
SOURCE AND a varying effect on job
CONSEQUENCES satisfaction.
OF JOB 4. Supervision is another
SATISFACTION moderately important
source of job satisfaction.
 5. Work group, the nature
of work groups will have an
SOURCE AND effect on job satisfaction.
CONSEQUENCES
OF JOB 6. Working conditions are
another factor that have a
SATISFACTION modest effect on the job
satisfaction.
 TIVATION
MO
MOTIVATION
• The processes that an account for
an individual's intensity, direction, and
persistence of effort toward attaining
a goal.
• It is condition that is initiated by a
physiological or psychological
deficiency or need in an individual,
which causes the individual to behave
in a certain manner in order to achieve
a particular goal or incentive.
ELEMENTS OF MOTIVATION

These elements are interactive and

interdependent.

- Physiological or Psychological
deficiency (NEED)
- Individual behaves in a certain manner
(DRIVE)
- Achieves a particular goal (INCENTIVE)
EARLY THEORIES OF MOTIVATION

HIERARCHY OF NEEDS THEORY

- within every human being, there exists
a hierarchy of five needs.
1. Psychological needs
2. Safety needs
3. Social needs
4. Esteem needs
5. Self-actualization needs
MASLOW'S HIERARCHY OF NEEDS
ABRAHAM MASLOW
- Abraham Maslow was an American
psychologist who developed a hierarchy of
needs to explain human motivation. His theory
suggested that people have a number of basic
needs that must be met before people move up
the hierarchy to pursue more social, emotional,
and self-actualizing needs.
MASLOW'S HIERARCHY OF NEEDS
- According to Maslow (1943, 1954), human needs
were arranged in a hierarchy, with physiological
(survival) needs at the bottom, and the more
creative and intellectually oriented ‘self-
actualization’ needs at the top.

- Maslow argued that survival needs must be

satisfied before the individual can satisfy the
higher needs.
MASLOW'S HIERARCHY OF NEEDS

1. Psychological needs
2. Safety/ Security needs
3. Social needs
4. Esteem needs
5. Self-actualization needs
 TWO-FACTOR THEORY
• Herzberg's classification of needs as hygiene
factors and motivators.
• He conducted a study to find out the job
satisfaction and dissatisfaction factors.
• Job satisfiers were associated with job
content and job dissatisfiers were related to job
context.
• Satisfiers were called motivators and
dissatisfiers were called hygiene factors.
 TWO-FACTOR THEORY
• Hygiene Factors (Needs)
- they are preventive in nature, they are
responsible for preventing dissatisfaction.
• They are similar to lower level needs in
Maslow's Hierarchy.
• Once hygiene factors have been addressed,
organization can make use of motivators to a
people feel motivated and satisfied.
MCCLELLAND'S THEORY OF NEEDS

- focuses on three needs:

1. Need for Achievement (nAch)
2. Need for power (nPow)
3. Need for Affiliation (nAff)

- has had the best research support,

but has less practical effect than
others.
 ALDERFER'S ERG THEORY
CLAYTON ALDERFER
- proposed a continuum of needs rather than a
hierarchy.
• Existence needs - These are associated with the
survival and Physiological wellbeing of an individual.
• Relatedness needs - These needs emphasize the
significance of social and interpersonal relationship.
• Growth needs - These needs are related to a
person's inner desire for personal growth and
development.
 VROOMS' EXPECTANCY THEORY OF
MOTIVATION
• The theory is based on three variables - valence,
instrumentality, and expectancy - and is therefore
commonly termed VIE Theory.
• Valence (V) denotes the strength of an individual's
preference for a particular outcome.
• valence (v) is value or expected utility
• Valence is +ve if person prefer to attain a particular
outcome.
• valence is -ve if person is not interested in the
outcome.
 RMANCE
PERFO
JOB
JOB PERFORMANCE
- is a commonly used, yet poorly
defined concept in industrial and
organizational psychology, the
branch of psychology that deals
with the workplace.
- it is commonly refers to
whether a person performs their
job well.
JOB PERFORMANCE
- Among the most commonly accepted
theories of job performance comes
from the work of John P. Campbell and
Colleagues. Coming from a
psychological perspective, campbell
describes job performance as an
individual level variable. That is,
performance is something a single
person does.
 RNING
LEA
 LEARNING
Learning can be defined as the
permanent change in behavior due
to direct and indirect experience.
It means change in behavior,
attitude due to education and
.

training, practice and experience.

It is completed by acquisition of
knowledge and skills, which are
relatively permanent.
NATURE OF LEARNING

- Learning involves change

- It should be permanent
in nature .

- Learning is reflected
through behavior.
FACTORS AFFECTING LEARNING
Motivation − The encouragement, the
support one gets to complete a task,
to achieve a goal is known as
motivation.

Practice − We all know that ”Practice

makes us perfect”.
FACTORS AFFECTING LEARNING
Environment − We learn from our
surroundings, we learn from the
people around us.

Mental group − It describes our

thinking by the group of people we
chose to hang out with.
THEORIES OF LEARNING
Classical Conditioning
- is a type of conditioning where an individual
responds to somestimulus that would not invariably
produce such a response.

Operant Conditioning
- is a type of conditioning in which desired
voluntary behavior leads to a reward or prevents a
punishment.
 THEORIES OF LEARNING

Social-Learning Theory
- this theory advocates people can
learn through observation and direct
experience.
 MAKING
DECISION
DECISION MAKING
Decision-making is the
"selection of a course of
action from among
.

alternatives; it is the core

of planning." Koontz and
Weihrich
FEATURES OF DECISION MAKING
1. Decision-making is goal-
oriented.
2. It is required for every
managerial function though it is
closely related to planning.
3. It is a process of choice.
FEATURES OF DECISION MAKING
4. Problem-solving is the basis for
decision making as decisions are made
to solve problems.
5. Decisions are made to solve
organisational problems and exploit
environmental opportunities.
6. It is a pervasive process.
FEATURES OF DECISION MAKING
7. Decisions are made at all
levels in the organisation.
8. It is required for every
situation-certainty, risk and
uncertainty.
9. It is situational in nature.
FEATURES OF DECISION MAKING

10. It is a continuous process.

11. It is an intellectual process.
12. A manager is oriented towards
making decisions rather than
performing the actions personally;
actions are carried out by others.
 TYPES OF DECISIONS
Decisions can be grouped into two categories:
1. Programmed Decisions: Decisions related
to structured situations, where the problem
is more or less routine and repetitive.
2. Non- Programmed Decisions: These
decisions are taken in unstructured
situations which reflect novel, ill-defined
and complex problems.
DIFFERENT TYPES OF PROGRAMMED AND NON-
PROGRAMMED DECISIONS IS GIVEN BELOW:
1. Organisational and personal decisions:
these decisions reflect use of authority.
2. Operational and strategic Decisions:
These decisions reflect scope of decision
making processes. Operational decisions are
taken as a matter of routine. They relate to
daily operations and aim to achieve short
term objectives of the firm.
DIFFERENT TYPES OF PROGRAMMED AND NON-
PROGRAMMED DECISIONS IS GIVEN BELOW:

3. Research and crisis-intuitive Decisions:

These decisions reflect urgency of
decision-making.
4. Opportunity and Problem-solving
decisions: these decisions reflect
foresightedness.
TECHNIQUES OF DECISION MAKING

Traditional Techniques: These techniques are

divided into two groups:

1. Traditional techniques to make programmed

decisions.
a. Habits
b. Operating procedures
c. Organisation Structure
TECHNIQUES OF DECISION MAKING

2. Traditional techniques for making non-

programmed decisions: managers solve
unstructured, novel and non-repetitive
problems through judgement, intuition and
creativity.
 1. Modern techniques for
making programmed decisions:
a. Break-even technique
b. Inventory models
MODERN с. Linear programming
TECHNIQUES: d. Simulation
e. Probability theory
f. Decision tree
g. Queuing theory
h. Gaming theory
i. Network theory
 2. Modern techniques for
making non-programmed
decisions:
MODERN a. Creative Techniques
TECHNIQUES: i. Brainstorming
ii. Nominal Group Technique
iii Delphi technique
b. Participative techniques
c. Heuristic techniques
 REFERENCES
https://www.slideshare.net/rajeskamath82/ob-c-
5-personality-and-values
https://www.slideshare.net/johnpadua/organizational
-behavior-chapter-4-personality-and-values-
51130816
https://www.tutorialspoint.com/organizational_behavior/
organizational_behavior_learning.htm#:~:text=Learning%
20can%20be%20defined%20as,skills%2C%20which%20are
%20relatively%20permanent.
 REFERENCES
https://www.slideshare.net/Shubh25/motivation-job-
performance
https://knecnotes.com/individual-behavior-in-
organizations/
https://www.scribd.com/document/503524702/Ch-02
https://www.simplimba.com/attribution-theory-by-
fritz-heider/
https://www.referenceforbusiness.com/manageme
nt/A-Bud/Attribution-Theory.html
 REFERENCES
https://www.slideshare.net/AshishHande/individual-
behavior-personality-learning-perception-
attitude-beliefs

https://homework.study.com/explanation/people-
s-behavior-is-based-on-their-perception-of-
what-reality-is-not-on-reality-itself-indicate-
whether-the-statement-is-true-or-false.html

https://www.slideshare.net/TipsDwarka/individual-
decision-making-55648323
THAN
K YOU