Foundations of Individual

Behaviour
Unit II
Organizational Behaviour
BBA LLB
Foundations of Individual Behaviour
 Individual Differences
 Age-gender-tenure-ability (including intellectual, physical and job-fit ability)
 Learning and Shaping Behaviour
 Meaning, Definition of Learning
 Shaping as a managerial tool
 Attitudes
 Meaning and Definition
 Types-Job satisfaction, Job involvement, Organizational commitment
 Personality
 Meaning and definition
 Major Personality attributes-Locus of control, Machiavellianism, Self-Esteem, Self
–Monitoring, Risk-taking, Type-A Type-B, Pro-active personality
 Short notes
 Perception, Selective perception, Values, Emotions
Learning Objectives
Individual Differences
What, Why and Which
How Individual Differences in the form of Ability,
Biographical characteristics (like age, gender, race,
tenure) affect employee performance and satisfaction?
Learning and Shaping Behaviours
How people learn behaviours and what management
can do to shape those behaviours?
Individual difference-What
Individual Difference
Nature
Nurture
Which Individual differences matter

Age Gender

Ability Tenure
Why Individual Differences Are Important?
 Individual differences have a direct effect on behavior
 People who perceive things differently behave
differently
 People with different attitudes respond differently to
directives
 People with different personalities interact differently
with bosses, coworkers, subordinates, and customers
Why Individual Differences Are Important?
Also, Individual differences help to explain:
Why some people embrace change and others are
fearful of it
 Why some employees will be productive only if they
are closely supervised, while others will be productive
if they are not
 Why some workers learn new tasks more effectively
than others
OB Role in Organizational Results
Equations showing role of OB in creating organizational
results:
Knowledge *skill=Ability
Attitude*situation=Motivation
Ability*Motivation=Potential Human Performance
Potential Human Performance*Resources*Opportunity
=Organizational Results
Learning Theories
Classical Conditioning
Learning through association

Operant conditioning
Learning through Reward and Punishment
Organizational Success
Challenges for Managers
• Globalization
• Workforce Diversity
• Ethics and
• Technological Innovation
Organizational Success
• Developing global mindsets among employees expands
their worldview and puts competition on a larger scale.
• Knowing that diversity is valued and differences are assets
causes employees to think twice about engaging in
discriminatory behaviours.
• Valuing technological change leads employees to
experiment with new technologies and develop innovative
ways to perform their jobs.
• Sending a message that unethical behaviour is not
tolerated lets employees know that doing the right thing
pays off.
Ability-Performance
Ability directly influences an employees level of
performance
Workforce Diversity
What is Workforce Diversity?
How does it matter?
How people learn behaviours and
what management can do to
shape those behaviours?
Shaping
How Individual Differences in the
form of Ability, Biographical
characteristics (like age, gender,
race, tenure) affect employee
performance and satisfaction?
Attitudes
Understanding Attitudes
Meaning and Definition
Importance
Components
Types of work attitudes
 Job satisfaction

 Job
involvement
 Organizational commitment

Changing Employee attitudes

Learning Objectives
What is attitude and its components ?
Why is attitude important?
How to figure out the attitude of team?
How to deal with team’s attitude?
Which work attitudes are important?
How to develop important work attitudes?
Definition-Attitude
Attitudes are the feelings and beliefs that largely
determine how employees will perceive their
environment, commit themselves to intended
actions and ultimately behave.
Employee attitudes-Importance
Attitudes are reasonably good predictors of
behaviours. They provide clues to an employees
behavioural intentions or inclinations to act in a
certain way.
Positive attitudes help predict constructive
behaviours.
Negative job attitudes help predict undesirable
behaviours.
Employee attitudes-Importance
Employee attitudes are important because, when attitudes are
negative, they are both a symptom of underlying problems
and contributing cause of forthcoming difficulties in an
organization.
Declining attitudes may result in strikes, work slowdowns,
absences and employee turnover. They may also be a part of
grievances, low performance, poor product quality and shabby
customer service, employee theft and disciplinary problems.
The organizational costs associated with poor employee
attitudes may severely reduce an organization’s
competitiveness.
Employee attitudes-Importance
Management desire favourable attitudes because they
tend to be connected with many of the positive
outcomes that managers want.
Well managed organizations
Employee satisfaction
Higher productivity
 Employee Attitudes

Cognitive Affective Behavioral

I Dislike I Plan to quit

My work is
having variety this job in next
quite complex
of tasks three months
Types of Work Attitudes
Job Satisfaction
Job Involvement
Organizational Commitment
Job Satisfaction
Job satisfaction is a set of favorable or unfavorable
feelings and emotions with which employees view
their work.
Job satisfaction is an affective attitude- feeling of
relative like or dislike toward something.
Management need information on employee job
satisfaction in order to make sound decisions, in both
preventing and solving employee problems.
Job Involvement
It is the degree to which employees immerse themselves in
their jobs, invest time and energy in them, and view work as a
central part of their overall lives.
Holding meaningful jobs and performing them well are
important inputs to their own self images, which helps explain
the traumatic effects of job loss on their esteem needs.
Job involved employees are likely to believe in the work ethic,
to exhibit high growth needs, and to enjoy participation
in decision making. As a result , they seldom will be tardy or
absent, they are willing to work long hours, and they will
attempt to be high performers.
Organizational Commitment
Organizational Commitment or Employee Loyalty is the degree
to which an employee identifies with the organization and wants
to continue actively participating in it.
It is a measure of employees willingness to remain with a firm in
the future, their belief in the mission and goals of the firm,
willingness to expend effort in their accomplishments.
Commitment is usually stronger among longer term employees,
those who have experienced personal success in the organization,
and those working with a committed employee group.
Organizationally committed employees will usually have good
attendance records, demonstrate a willing adherence to company
policies, and have low turnover rates.
Changing Employee attitudes
Make the reward system closely tied to individual or
team performance.
Set challenging goals with employees
Define clear role expectations
Refrain from attacking the employees attitude.
Provide opportunities for employees to participate in
decision making.
Show appreciation for appropriate effort and
citizenship behaviours.
Provide frequent performance feedback.
Personality
 Meaning and definition
 Major Personality attributes
 Locus of control, Machiavellianism, Self-Esteem, Self –Monitoring,
Risk-taking, Type-A Type-B, Pro-active personality
Learning Objectives
What is Personality?
How is Personality measured?
What factors determine an individual’s personality?
Personality
Personality
Big Five Personality Model
Myers-Briggs Type Indicator
16 Personality Types
Other Personality Traits
Selective Perception