Organizational_Behaviour

PERSONALITY: Important for Screening, Selection, Succession Planning, Career Planning, Team building Management Development Personality Determinants – Heredity Tests: 1) Myers-Briggs Type Indicator i) Extraverted vs. Introverted ii) Sensing vs. Intuitive iii) Thinking vs. Feeling iv) Judging vs. Perceiving 2) Big Five Personality Model i) Extraversion ii) Agreeableness iii) Conscientiousness iv) Emotional stability v) Openness to experience Traits: • Core Self Evalutation • Self-monitoring • Type A/ Type B Personality • Proactive Personality VALUES: • Rokeach Value Survey – Milton Rokeach - Terminal values - Instrumental values Generational Values: • Temporary Work Cohorts: - Veterans (1950s-1960s) - Boomers (1965-1985) - Xers (1985-2000) - Nexters (2000 to present) Person-Job Fit: • Holland’s Typology of Personality & Congruent Occupations - Realistic - Investigative - Social - Conventional - Enterprising - Artistic Person-Organisation Fit: • Hofstede’s Framework for Assessing Cultures - Power distance - Individualism and Dualism - Masculinity vs. Femininity - Uncertainty avoidance - Long term vs. Short term PERCEPTION & INDIVIDUAL DECISION MAKING • Factors: - Perceiver - Target - Situation • Attrition Theory • Internally/Externally caused behaviour • 3 factors: i) Distinctiveness ii) Consensus iii) Consistency • Shortcuts in Judging: - Selective Perception - Halo Effect - Contrast Effects - Stereotyping • Decision Making: (pg 44) - Rational Decision Making – bounded rationality - Intuitive Decision Making • Errors & Biases in Decision Making: (pg 46) - Overconfidence Bias - Anchoring Bias - Confirmation Bias - Availability Bias - Representative Bias - Escalation of Commitment - Randomness Error - Winner’s Curse - Hindsight Bias • Organisational Constraints to Decision Making: (pg 48) - Performance Evaluation - Reward System - Formal Regulations - System-Imposed Time Constraints - Historical Precedents • Ethical Decision Criteria: (pg 49) - Utilitarianism - Rights – whistle blowing - Justice • Creativity in Decision Making: (pg 50) - Expertise- - Creative thinking skills - Intrinsic task motivation JOB ATTITUDES • Main Components: (pg 56) - Cognitive - Affective - Behavioural - Cognitive dissonance : importance, influence, rewards • Job Attitudes: (pg 59) - Job satisfaction Impact: Constructive/destructive and active/passive – exit, voice, loyalty, neglect Results in- Job performance, Organisational Citizenship Behaviour, Customer Satisfaction, Absenteeism, Turnover - Job involvement - Organisational Commitment: affective, continuance, normative - Perceived Organisational Support - Employee Engagement & Job Enlargement MOTIVATION • Three Elements: intensity, direction, persistence • Theories of Motivation: - Maslow’s Hierarchy of Need Theory(pg 72) o Physiological, Safety, Social, Esteem, Self-actualisation - McGregor’s Theory X & Y(pg 73) - Fredrick Herzberg’s Two factor Theory (pg 74) o Motivation & Hygiene o Motivators- intrinsic factors – cause job satisfaction o Hygience – Extrinsic factors – cause job dissatisfaction - McClelland’s Theory of Needs (pg 75) o Need for Achievement o Need for Power o Need for Affiliation Contemporary Theories: - Cognitive Evaluation Theory (pg 76) o Intrinsic awards made extrinsic - Edwin Locke’s Goal Setting Theory (pg 79) o Specific Goals o Difficult Goals o Feedback Factors affecting: goal commitment, task characteristics, national culture - Albert Bandura’s Self Efficacy Theory – Social Cognitive/ Social Learning Theory o Enactive mastery o Vicarious modelling o Verbal persuasion o Arousal - Equity Theory o Self-inside o Self outside o Other inside o Other outside o Distributive justice o Procedural Justice o Organisational justice o Interactional justice - Victor Vroom’s Expectancy Theory o Effort - performance relationship o Performance - reward relationship o Reward - personal goals relationship MOTIVATION APPLICATIONS • Job Characteristic Model – J. Richard Hackman & Greg Oldham (pg 91) 5 core dimensions: i) Skill variety ii) Task identity iii) Task significance iv) Autonomy v) Feedback • Job Redesign (pg 92) - Job Rotation - Job Enlargement – horizontal expansion - Job Enrichment – vertical expansion • Alternative Work Arrangements (pg 95) - Flexitime - Job Sharing - Telecommuting • Employee Involvement (pg 97) - Participative Management – joint decision making - Representative Participation – reps participate: work councils & board representatives • Rewards to motivate (pg 98) - Pay Structure - Variable Pay Program: Piece-Rate Pay Piece, Merit-based Pay, Bonuses, Skill-based Pay, Profit-Sharing plans, Gainsharing, Employee Stock Ownership Plans EMOTIONS & MOODS Affect: Emotions & Moods (pg 108) Basic Emotions: happiness – surprise – fear – sadness - anger – disgust Basic Moods: Positive & Negative • Sources of Emotions & Moods (pg 111) - Day of the week & Time of the day - Weather - Stress - Social Activities - Sleep - Exercise - Age - Gender • Emotional Labour - Emotional dissonance o Felt / Displayed o Surface Acting / Deep Acting • Emotional Intelligence - Case for EI: o Intuitive Appeal o Predicts Critieria that Matter o Biologically bases - Case against EI: o Too Vague o Cant be measured o Validity is suspect • Applications - Selection - Decision Making - Creativity - Motivation - Leadership - Negotiation - Customer Service - Job Attitudes - Deviant Workplace Behaviour - Forgiveness in Organisation