Professional Documents
Culture Documents
Individual Behaviour
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Topic Outline
• Relationship between ability and job
performance
• Three components of an attitude
• Causes and consequences of job satisfaction
• Understand how to shape the behaviour of
others
• Four schedules of reinforcement
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Ability
• Refers to an individual capacity to perform the
various tasks in a job
• Intellectual ability – encompasses mental
activities such as thinking, reasoning, and
problem solving.
• The more complex job, the more general
intelligence and verbal abilities will be
necessary to perform the job successfully.
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Connect all dots with 4 lines
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• Correlation between INTELLIGENCE and JOB
SATISFACTION is
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Ability and Job fit
• Employee performance is enhanced when an
employee and position are welled matched –
High ability – job fit.
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Attitudes
• Evaluative statements or judgments
concerning objects, people, or events
– How many components of attitudes
– How consistent are attitudes
– Does behavior always follow from attitudes
– What are the major job attitudes
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Components of attitudes
Three components of an attitude:
The emotional or
feeling segment of
Affective an attitude
Cognitive
The opinion or
belief segment of Behavioral
an attitude
An intention to behave
in a certain way toward
Attitude someone or something
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How consistent are the attitudes
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Predicting Behavior from Attitudes
• Important attitudes have a strong relationship to behavior.
• The closer the match between attitude and behavior, the
stronger the relationship:
• Specific attitudes predict specific behavior
• General attitudes predict general behavior
• The more frequently expressed an attitude, the better
predictor it is.
• High social pressures reduce the relationship and may
cause dissonance.
• Attitudes based on personal experience are stronger
predictors.
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Self-Perception Theory
• Argues that attitudes are used, after the fact,
to make sense out of an action that has
already occurred rather than as devices that
precede and guide action
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What are the Major Job Attitudes?
Job
Involvement
Organizational
Commitment
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Job Involvement
• Job Involvement
– Degree of psychological identification with the job
where perceived performance is important to self-
worth
Psychological Empowerment
– Belief in the degree of influence over the job,
competence, job meaningfulness, and autonomy
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Job Involvement Absences
Resignation rates
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Organizational Commitment
• Organizational Commitment
– Identifying with a particular organization and its goals,
while wishing to maintain membership in the organization.
– Three dimensions:
• Affective – emotional attachment to organization
• Continuance Commitment – economic value of staying
• Normative – moral or ethical obligations
– Has some relation to performance, especially for new
employees.
– Less important now than in the past – now perhaps more of
an occupational commitment, loyalty to profession rather
than a given employer.
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And Yet More Major Job Attitudes…
• Perceived Organizational Support (POS)
– Degree to which employees believe the organization
values their contribution and cares about their well-being.
– Higher when rewards are fair, employees are involved in
decision making, and supervisors are seen as supportive.
• Employee Engagement
– The degree of involvement with, satisfaction with, and
enthusiasm for the job.
– Engaged employees are passionate about their work and
company.
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Are These Job Attitudes Really Distinct?
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Job satisfaction
• Positive feeling about one’s job resulting from
an evaluation of its characteristics
• One of the primary job attitudes measured.
– Broad term involving a complex individual
summation of a number of discrete job elements.
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Experiment Exercise
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Average job satisfaction levels by facets
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Causes of Job Satisfaction
$40,000 Personality
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Neutral objects satisfaction questionnaire
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Employee Responses to Dissatisfaction
Exit Voice
• Behavior • Active and
directed constructive
toward leaving attempts to
the improve
organization conditions
Neglect Loyalty
• Allowing • Passively
conditions to waiting for
worsen conditions to
improve
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Outcomes of Job Satisfaction
• Job Performance
– Satisfied workers are more productive AND more productive
workers are more satisfied!
– The causality may run both ways.
• Organizational Citizenship Behaviors
– Satisfaction influences OCB through perceptions of fairness.
• Customer Satisfaction
– Satisfied frontline employees increase customer satisfaction
and loyalty.
• Absenteeism
– Satisfied employees are moderately less likely to miss work.
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More Outcomes of Job Satisfaction
• Turnover
– Satisfied employees are less likely to quit.
– Many moderating variables in this relationship.
• Economic environment and tenure
• Organizational actions taken to retain high performers and to weed out lower
performers
• Workplace Deviance
– Dissatisfied workers are more likely to unionize, abuse substances, steal,
be tardy, and withdraw.
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Global Implications
• Is Job Satisfaction a U.S. Concept?
– No, but most of the research so far has been in the U.S.
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Learning
• Learning is any relatively permanent change in
behaviours that occurs as a result of
experience
– Involves change
– The change must become ingrained
– Some form of experience is necessary for learning
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Theories in learning
Operant Social
conditioning learning
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Operant conditioning
• Behaviours is a function of its consequences
• People learn to behave to get something they
want or to avoid something they don’t want
Behaviours Consequences
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Social learning
• Individuals can learn by observing what
happens to the others or just being told as
well as by direct experiences
– Attentional processes
– Retention processes
– Motor reproduction processes
– Reinforcement processes
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Shaping: a managerial tool
Positive Negative
reinforcement reinforcement
Punishment Extinction
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Schedules of Reinforcement
• Continuous reinforcement schedule
reinforces the desired behavior each and
every time it is demonstrated
• Intermittent reinforcement schedule, not
every instance of the desirable behavior is
reinforced, but reinforced is given often
enough to make the behavior worth repeating
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Intermittent Reinforcement
Interval Ratio
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END.
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