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Individual differences and
work behavior
Presented by:
Mengot Nkongho
Jonathan Acevedo
Mohamad Skaf
Okoye Chukwudi
Chapter objectives:


Identify individual variables that influence work behavior.



Understand how diversity influences the workplace.



Explain what an attitude is and identify its three components.



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.
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






Individual differences help 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
Attraction-Selection-Attrition (ASA)
Cycle
Different people are attracted to different careers and
organizations as a function of their own:


abilities



interests



personalities
Attraction-Selection-Attrition (ASA)
Cycle
Organizations select employees on the basis of
the following:


the organization’s needs (skills and abilities)


individual attributes such as values and personality
Attraction-Selection-Attrition (ASA)
Cycle
Attrition occurs when:




individuals discover they do not like being part of
the organization and elect to resign, or
the organization determines an individual is not
succeeding and elects to terminate
Attraction-Selection-Attrition (ASA)
Cycle
Each phase of the ASA cycle is significantly
influenced by the individual differences of
each person
Effective managerial practice requires that
individual behavior differences be recognized,
and when feasible, taken into consideration
while carrying out the job of managing
organizational behavior.
The basis for understanding work
behavior.
To understand individual differences a manager
must:

Observe and recognize the differences


Study relationships between variables that
influence behavior
Individual Differences
Influencing Work Behavior:
.
Hereditary and
Diversity
Factors

Ability and
Skills

Personality

Perception

Attitudes
Diversity Factors








Primary Dimensions
(stable)
Age
Ethnicity
Gender
Physical attributes
Race
Sexual / affectional
orientation

Secondary Dimensions
(changeable)
 Educational background
 Marital status
 Religious beliefs
 Health
 Work experience


Generational diversity



Disability Diversity
Generational diversity
 1- Gen Y : 20s and younger
 2- Gen X: 30s to low 40s
 3- baby bommers: mid 40s and older
 Gen X and baby bommers can use Gen Y on
virtual team projects
Disability Diversity:
 A disabled person is someone who has a
physical or mental impairment that
substantially limits one or more of his major
life activities .
As managers we may be asked to :
 Make existing facilities accessible
 Restructure jobs
 Modify work schedules
 Reassign employees
Abilities and Skills




Ability – a person’s
talent to perform a
mental or physical task
Skill – a learned talent
that a person has
acquired to perform a
task

Key Abilities
Mental Ability
Emotional
Intelligence
Tacit Knowledge
Attitudes


Are determinates of behavior because they
are linked with perception, personality,
feelings, and motivation



Attitude – a mental state of readiness



learned and organized through experience
exerting a specific response to people, objects,
and situations with which it is related
Attitudes: Implications for the
Manager
1.
2.

3.

4.

Attitudes are learned
Attitudes define one’s predispositions
toward given aspects of the world
Attitudes provide the emotional basis of
one’s interpersonal relations and
identification with others
Attitudes are organized and are close to
the core of personality
Stimuli
Work
environmen
t factors

Cognition

Affect

Behavior

Manager style
Manager style
Technology
Technology
Noise
Noise
Peers
Peers
Reward system
Reward system
Compensation plan
Compensation plan
Career opportunities
Career opportunities
Beliefs and values
Beliefs and values

Feelings and emotions
Feelings and emotions

Intended behavior
Intended behavior

The Three
Components of
Attitudes:
Cognition, Affect,
Behavior
“My supervisor is unfair.”
“Having a fair supervisor is
important to me.”

“I don’t like my supervisor.”

“I’ve submitted a formal
request to transfer.”
Cognition






What individuals know about themselves
and their environment
Implies a conscious process of acquiring
knowledge
Evaluative beliefs – favorable or
unfavorable impressions that a person holds
toward an object or person
Affect



The emotional component of an attitude
Often learned from






parents
teachers
peer group members

The part of an attitude that is associated
with “feeling” a certain way about a
person, group, or situation
Cognitive Dissonance


A discrepancy between attitudes and
behaviors



A mental state of anxiety



Occurs when there is a conflict among an
individual’s various cognitions after a
decision has been made
Changing Attitudes
The Communicator

The Message

The Situation
How to Increase Your
Effectiveness in Changing
Attitudes: (1 of 2)
1.

2.

Concentrate on gradually changing the
attitude over a period of time
Identify the beliefs or values that are part of
the attitude and provide the attitude holder
with information that will alter those beliefs or
values
How to Increase Your Effectiveness
in Changing Attitudes: (2 of 2)
3.

4.

Make the setting (in which the attempted
change occurs) as pleasant and enjoyable as
possible
Identify reasons that changing the attitude is to
the advantage of the attitude holder
Attitudes and Job Satisfaction






Job satisfaction – an
attitude people have
about their jobs
Results from people’s
perception of their
jobs
Results from the
degree of fit between
the individual and the
organization



Key factors associated
with job satisfaction:













Pay
Promotion opportunities
Supervision
Coworkers
Working conditions
Job security
Satisfaction-Performance
Relationships:
Three Views
Causes

1. Job Satisfaction

2. Job Performance

“The satisfied worker is more
productive.”
Causes
“The more productive worker is
satisfied.”

Job Performance
Performance

Job Satisfaction

Perceived Equity
3. Job Performance

Rewards
Rewards

Job Satisfaction
Job Satisfaction
Personality


A relatively stable set of feelings and behaviors
that have been significantly formed by genetic
and environmental factors



The relationship between behavior and
personality is one of the most complex matters
that managers have to understand
Some Major Forces Influencing
Personality
Cultural forces

Hereditary forces

Individual
Personality

Family relationship
forces

Social class / group
membership forces
Personality and Behavior in
Organizations

The Big Five
Personality
Dimensions

Locus of Control

Self-efficacy

Creativity
The Big Five Personality
Dimensions
Extroversion

Agreeableness

Conscientiousness

Emotional
Stability

Openness to
Experience
Locus of Control


Locus of control of individuals –






Determines the degree to which they believe
their behaviors influence what happens to them
Internals – believe they are masters of their
own fate
Externals – believe they are helpless pawns of
fate, success is due to luck or ease of task
Self-Efficacy


Feelings of self-efficacy have managerial
and organizational implications:


Selection decisions



Training programs



Goal setting and performance
How to Develop Employee
Creativity
1.

2.

3.

4.

Encourage everyone to view old problems
from new perspectives
Make certain people know that it is OK to
make mistakes
Provide as many people with as many new
work experiences as you can
Set an example in your own approach to
dealing with problems and opportunities

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Individual differences vs work behaviour

  • 1. Individual differences and work behavior Presented by: Mengot Nkongho Jonathan Acevedo Mohamad Skaf Okoye Chukwudi
  • 2. Chapter objectives:  Identify individual variables that influence work behavior.  Understand how diversity influences the workplace.  Explain what an attitude is and identify its three components.  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.
  • 3. 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
  • 4. Why individual differences are important    Individual differences help 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
  • 5. Attraction-Selection-Attrition (ASA) Cycle Different people are attracted to different careers and organizations as a function of their own:  abilities  interests  personalities
  • 6. Attraction-Selection-Attrition (ASA) Cycle Organizations select employees on the basis of the following:  the organization’s needs (skills and abilities)  individual attributes such as values and personality
  • 7. Attraction-Selection-Attrition (ASA) Cycle Attrition occurs when:   individuals discover they do not like being part of the organization and elect to resign, or the organization determines an individual is not succeeding and elects to terminate
  • 8. Attraction-Selection-Attrition (ASA) Cycle Each phase of the ASA cycle is significantly influenced by the individual differences of each person
  • 9. Effective managerial practice requires that individual behavior differences be recognized, and when feasible, taken into consideration while carrying out the job of managing organizational behavior.
  • 10. The basis for understanding work behavior. To understand individual differences a manager must:  Observe and recognize the differences  Study relationships between variables that influence behavior
  • 11. Individual Differences Influencing Work Behavior: . Hereditary and Diversity Factors Ability and Skills Personality Perception Attitudes
  • 12. Diversity Factors       Primary Dimensions (stable) Age Ethnicity Gender Physical attributes Race Sexual / affectional orientation Secondary Dimensions (changeable)  Educational background  Marital status  Religious beliefs  Health  Work experience
  • 14. Generational diversity  1- Gen Y : 20s and younger  2- Gen X: 30s to low 40s  3- baby bommers: mid 40s and older  Gen X and baby bommers can use Gen Y on virtual team projects
  • 15. Disability Diversity:  A disabled person is someone who has a physical or mental impairment that substantially limits one or more of his major life activities .
  • 16. As managers we may be asked to :  Make existing facilities accessible  Restructure jobs  Modify work schedules  Reassign employees
  • 17. Abilities and Skills   Ability – a person’s talent to perform a mental or physical task Skill – a learned talent that a person has acquired to perform a task Key Abilities Mental Ability Emotional Intelligence Tacit Knowledge
  • 18. Attitudes  Are determinates of behavior because they are linked with perception, personality, feelings, and motivation  Attitude – a mental state of readiness   learned and organized through experience exerting a specific response to people, objects, and situations with which it is related
  • 19. Attitudes: Implications for the Manager 1. 2. 3. 4. Attitudes are learned Attitudes define one’s predispositions toward given aspects of the world Attitudes provide the emotional basis of one’s interpersonal relations and identification with others Attitudes are organized and are close to the core of personality
  • 20. Stimuli Work environmen t factors Cognition Affect Behavior Manager style Manager style Technology Technology Noise Noise Peers Peers Reward system Reward system Compensation plan Compensation plan Career opportunities Career opportunities Beliefs and values Beliefs and values Feelings and emotions Feelings and emotions Intended behavior Intended behavior The Three Components of Attitudes: Cognition, Affect, Behavior “My supervisor is unfair.” “Having a fair supervisor is important to me.” “I don’t like my supervisor.” “I’ve submitted a formal request to transfer.”
  • 21. Cognition    What individuals know about themselves and their environment Implies a conscious process of acquiring knowledge Evaluative beliefs – favorable or unfavorable impressions that a person holds toward an object or person
  • 22. Affect   The emotional component of an attitude Often learned from     parents teachers peer group members The part of an attitude that is associated with “feeling” a certain way about a person, group, or situation
  • 23. Cognitive Dissonance  A discrepancy between attitudes and behaviors  A mental state of anxiety  Occurs when there is a conflict among an individual’s various cognitions after a decision has been made
  • 25. How to Increase Your Effectiveness in Changing Attitudes: (1 of 2) 1. 2. Concentrate on gradually changing the attitude over a period of time Identify the beliefs or values that are part of the attitude and provide the attitude holder with information that will alter those beliefs or values
  • 26. How to Increase Your Effectiveness in Changing Attitudes: (2 of 2) 3. 4. Make the setting (in which the attempted change occurs) as pleasant and enjoyable as possible Identify reasons that changing the attitude is to the advantage of the attitude holder
  • 27. Attitudes and Job Satisfaction    Job satisfaction – an attitude people have about their jobs Results from people’s perception of their jobs Results from the degree of fit between the individual and the organization  Key factors associated with job satisfaction:             Pay Promotion opportunities Supervision Coworkers Working conditions Job security
  • 28. Satisfaction-Performance Relationships: Three Views Causes 1. Job Satisfaction 2. Job Performance “The satisfied worker is more productive.” Causes “The more productive worker is satisfied.” Job Performance Performance Job Satisfaction Perceived Equity 3. Job Performance Rewards Rewards Job Satisfaction Job Satisfaction
  • 29. Personality  A relatively stable set of feelings and behaviors that have been significantly formed by genetic and environmental factors  The relationship between behavior and personality is one of the most complex matters that managers have to understand
  • 30. Some Major Forces Influencing Personality Cultural forces Hereditary forces Individual Personality Family relationship forces Social class / group membership forces
  • 31. Personality and Behavior in Organizations The Big Five Personality Dimensions Locus of Control Self-efficacy Creativity
  • 32. The Big Five Personality Dimensions Extroversion Agreeableness Conscientiousness Emotional Stability Openness to Experience
  • 33. Locus of Control  Locus of control of individuals –    Determines the degree to which they believe their behaviors influence what happens to them Internals – believe they are masters of their own fate Externals – believe they are helpless pawns of fate, success is due to luck or ease of task
  • 34. Self-Efficacy  Feelings of self-efficacy have managerial and organizational implications:  Selection decisions  Training programs  Goal setting and performance
  • 35. How to Develop Employee Creativity 1. 2. 3. 4. Encourage everyone to view old problems from new perspectives Make certain people know that it is OK to make mistakes Provide as many people with as many new work experiences as you can Set an example in your own approach to dealing with problems and opportunities