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1. ? McGraw-Hill Companies, Inc., 1999 1 Chapter 3Individual Differences and Work Behavior John M. Ivancevich
Michael T. Matteson Slides Prepared by Bruce R. Barringer
University of Central Florida
2. ? McGraw-Hill Companies, Inc., 1999 2 Learning ObjectivesSlide 1 of 2 Identify the major individual variables that influence work behavior.
Describe how attributions influence our behavior.
Distinguish between stereotyping and prejudice.
Explain what an attitude is and identify its three components.
3. ? McGraw-Hill Companies, Inc., 1999 3 Learning ObjectivesSlide 2 of 2 Discuss the relationship between job satisfaction and performance.
Describe the major forces influencing personality.
Identify the Big Five personality dimensions.
Discuss several important personality factors.
4. ? McGraw-Hill Companies, Inc., 1999 4 Exhibit 3.1: Variables that Influence Work Behavior Individual Behavior Work Behavior Organizational Behavior - Demographic factors
- Abilities and skills
- Personality - Productive
- Counterproductive - Resources
- Job Design
5. ? McGraw-Hill Companies, Inc., 1999 5 Individual Differences To Understand Individual Differences a Manager Must Study relationships
relationships Observe and
6. ? McGraw-Hill Companies, Inc., 1999 6 Demographic Factors Demographic factors include a number of individual differences that influence behavioral choices Socioeconomic Background Educational Attainment Nationality Age Race Sex
7. ? McGraw-Hill Companies, Inc., 1999 7 Abilities and Skills Innate Learned - Spatial Orientation
- Hand-Eye Coordination
- Numerical facility - Using a keyboard
- Operating equipment
- Driving an automobile
8. ? McGraw-Hill Companies, Inc., 1999 8 Perception Perception
Is the cognitive process by which an individual gives meaning to the environment.
Perception refers to the acquisition of specific knowledge about objects or events at any particular moment, it occurs whenever stimuli activate the senses.
Is the process employed to assist individuals in dealing with massive information-processing demands.
9. ? McGraw-Hill Companies, Inc., 1999 9 How to Use Stereotyping More Effectively Remember that stereotypes are frequently based on little or no accurate information.
Always be willing to change or add information that will improve the accuracy of your stereotypes.
Understand that stereotypes rarely accurately apply to a specific individual.
10. ? McGraw-Hill Companies, Inc., 1999 10 Exhibit 3.3: The Attribution Process Event Analysis of what
caused the event Reinforcement
or modification of
of causality Choices regarding
future behavior I received a raise I received a raise
because I am a
hard worker Hard work leads
to rewards in
this organization Since I value
these rewards, I
will continue to
work hard in
the future Example:
11. ? McGraw-Hill Companies, Inc., 1999 11 Exhibit 3.4: Internal and External Attributions Distinctiveness
Does the person behave in the same manner in different situations? Consistency
Does this person behave in this same manner at other times? Consensus
Do other people behave in this same manner? Yes Yes No Low Distinctiveness High Consistency Low Consensus -------------------------- -------------------------- -------------------------- No No Yes High Distinctiveness Low Consistency High Consensus Internal Attribution External Attribution
12. ? McGraw-Hill Companies, Inc., 1999 12 Attribution Errors Fundamental Attribution Error
Tendency to underestimate the importance of external factors and overestimate the important of internal factors when making attribution about the behavior of others.
The tendency that people have to take credit for successful work and deny responsibility for poor work.
13. ? McGraw-Hill Companies, Inc., 1999 13 Attitudes Defined An attitude is a mental stage of readiness, learned and organized through experience, exerting a specific influence on a person?s response to people, objects, and situations with which it is related.
14. ? McGraw-Hill Companies, Inc., 1999 14 Exhibit 3.5: The Three Components of Attitudes Job Design
Technology Beliefs and values Feelings and emotions Intended behavior Stimuli
Work environment factors Cognition Affect Behavior ?My supervisor is unfair.? ?Having a fair supervisor is important to me.? ?I don?t like my supervisor.? ?I?m going to request a transfer.?
15. ? McGraw-Hill Companies, Inc., 1999 15 Attitudes Associated with Job Satisfaction Pay Work Itself Promotion Opportunities Supervision Co-workers Working Conditions Job Security
16. ? McGraw-Hill Companies, Inc., 1999 16 Exhibit 3.6: Satisfaction-Performance Relationship: Three Views 1. Job satisfaction 3. Job performance Job Performance 2. Job satisfaction Job Performance Rewards Job satisfaction ?The satisfied worker is more productive.? ?The more productive worker is satisfied.? Perceived equity
17. ? McGraw-Hill Companies, Inc., 1999 17 Personality Defined A relatively stable set of feelings and behaviors that have been significantly formed by genetic and environmental factors.
18. ? McGraw-Hill Companies, Inc., 1999 18 Exhibit 3.7: Some Major Forces Influencing Personality Individual
Personality Social class and other group membership forces Family relationship forces Hereditary forces Cultural forces
19. ? McGraw-Hill Companies, Inc., 1999 19 The Big Five Personality ModelSlide 1 of 2 Extroversion
Refers to the tendency to be sociable, friendly, and expressive.
Refers to the tendency to experience positive emotional states.
Being courteous, forgiving, tolerant, trusting, and self-hearted.
20. ? McGraw-Hill Companies, Inc., 1999 20 The Big Five Personality ModelSlide 2 of 2 Conscientiousness
Is exhibited by those who are described as dependable, organized, and responsible.
Openness to Experience
Reflects the extent to which an individual has broad interests and is willing to be a risk-taker.