This document discusses the relationship between personality, individual differences, attitudes, and job satisfaction. It defines the big five personality traits and how they can impact organizational behavior and job performance. Attitudes are shaped by colleagues, managers and organizational culture. Job satisfaction is influenced by both personal factors like age and gender as well as job-related factors like the work itself. Having committed, satisfied employees can increase productivity and loyalty while reducing turnover. Personality and individual differences must be considered to best understand and manage employees.
This document discusses how individuals perceive themselves and others. It covers key aspects of self-concept including complexity, consistency and clarity. Factors like self-enhancement and self-verification that influence self-concept are also examined. The document also discusses perception, focusing on selective attention, stereotyping, attribution theory and improving perceptions. Global mindset, or the ability to understand different cultures, is presented as important for accurately perceiving others.
This document discusses values and how they relate to individual behavior and culture. It defines values as stable beliefs that guide preferences and actions. Values are influenced by socialization and form a hierarchy within each person. Personal values can be shared by groups to form organizational or cultural values. Values guide behavior but the link is complex, depending on reasoning and situational factors. The document also describes models of values, including types that fall under openness to change vs conservation and self-enhancement vs self-transcendence. Finally, it discusses how values differ across cultures, such as individualism vs collectivism and uncertainty avoidance.
This document provides an overview of individual differences and how they influence work behavior. It discusses key individual variables like diversity factors, abilities/skills, personality, perceptions, and attitudes. Specific topics covered include the big five personality dimensions, locus of control, self-efficacy, creativity, job satisfaction and its relationship to performance, and the attraction-selection-attrition cycle. The goal is to help managers understand individual behavior differences and how to account for them to be effective.
Understanding people's behavior, personality traits, perceptions, attitudes, and compatibility is important for managing people effectively. While human behavior is complex, certain personality traits like extroversion or conscientiousness can help explain individual differences. How people perceive situations depends on their internal and external filters, which means their behavior may seem illogical if you do not understand their perspective. Incompatibilities between personalities or perceptions can cause conflicts but can sometimes be addressed through reassignment, compromise, or removing incompatible individuals.
Lesson 1 Introduction to Professional Development and Applied EthicsDR. RHEA SANTILLAN
This course discusses professional development, applied ethics, and personality development. It describes the skills, knowledge, and performance needed for students to become professionals through understanding ways to present themselves in business settings like meetings, networking, and proposals. Professional development involves maintaining credentials through education and learning, while applied ethics examines ethical issues in different fields like business. Personality development can help individuals reduce stress, have a positive attitude, and make a strong impression. The document outlines several personality traits and provides ways to build self-confidence.
This document outlines key learning outcomes from an organizational behavior class, including defining organizational behavior, describing attitudes and cognitive dissonance, explaining personality frameworks like Myers-Briggs and the Big Five, perception, how managers shape employee behavior, groups, roles and norms. It also summarizes topics like personality traits and work behaviors, emotional intelligence, Holland's occupational typology, attribution theory in judging employees, and biases in perception.
This chapter discusses individual differences in personality, attitudes, and ethical behavior. It defines personality as consistent patterns of behavior influenced by both heredity and environment. The "Big Five" personality factors describe traits on continua from stable to nervous, sociable to withdrawn, conscientious to careless, agreeable to rude, and open to dull. Specific traits like self-esteem and introversion/extraversion are also discussed in relation to job performance, satisfaction, and commitment. The chapter outlines how to instill moral management through selecting ethical employees and reinforcing ethics in culture and evaluations.
This document discusses how individuals perceive themselves and others. It covers key aspects of self-concept including complexity, consistency and clarity. Factors like self-enhancement and self-verification that influence self-concept are also examined. The document also discusses perception, focusing on selective attention, stereotyping, attribution theory and improving perceptions. Global mindset, or the ability to understand different cultures, is presented as important for accurately perceiving others.
This document discusses values and how they relate to individual behavior and culture. It defines values as stable beliefs that guide preferences and actions. Values are influenced by socialization and form a hierarchy within each person. Personal values can be shared by groups to form organizational or cultural values. Values guide behavior but the link is complex, depending on reasoning and situational factors. The document also describes models of values, including types that fall under openness to change vs conservation and self-enhancement vs self-transcendence. Finally, it discusses how values differ across cultures, such as individualism vs collectivism and uncertainty avoidance.
This document provides an overview of individual differences and how they influence work behavior. It discusses key individual variables like diversity factors, abilities/skills, personality, perceptions, and attitudes. Specific topics covered include the big five personality dimensions, locus of control, self-efficacy, creativity, job satisfaction and its relationship to performance, and the attraction-selection-attrition cycle. The goal is to help managers understand individual behavior differences and how to account for them to be effective.
Understanding people's behavior, personality traits, perceptions, attitudes, and compatibility is important for managing people effectively. While human behavior is complex, certain personality traits like extroversion or conscientiousness can help explain individual differences. How people perceive situations depends on their internal and external filters, which means their behavior may seem illogical if you do not understand their perspective. Incompatibilities between personalities or perceptions can cause conflicts but can sometimes be addressed through reassignment, compromise, or removing incompatible individuals.
Lesson 1 Introduction to Professional Development and Applied EthicsDR. RHEA SANTILLAN
This course discusses professional development, applied ethics, and personality development. It describes the skills, knowledge, and performance needed for students to become professionals through understanding ways to present themselves in business settings like meetings, networking, and proposals. Professional development involves maintaining credentials through education and learning, while applied ethics examines ethical issues in different fields like business. Personality development can help individuals reduce stress, have a positive attitude, and make a strong impression. The document outlines several personality traits and provides ways to build self-confidence.
This document outlines key learning outcomes from an organizational behavior class, including defining organizational behavior, describing attitudes and cognitive dissonance, explaining personality frameworks like Myers-Briggs and the Big Five, perception, how managers shape employee behavior, groups, roles and norms. It also summarizes topics like personality traits and work behaviors, emotional intelligence, Holland's occupational typology, attribution theory in judging employees, and biases in perception.
This chapter discusses individual differences in personality, attitudes, and ethical behavior. It defines personality as consistent patterns of behavior influenced by both heredity and environment. The "Big Five" personality factors describe traits on continua from stable to nervous, sociable to withdrawn, conscientious to careless, agreeable to rude, and open to dull. Specific traits like self-esteem and introversion/extraversion are also discussed in relation to job performance, satisfaction, and commitment. The chapter outlines how to instill moral management through selecting ethical employees and reinforcing ethics in culture and evaluations.
This document provides an overview of the key topics covered in the first chapter of an Organizational Behavior course, including:
1. The chapter introduces concepts like what managers do, defining organizational behavior, and explaining the value of systematically studying OB.
2. It discusses learning objectives, what organizations are, and the nature of people and motivated behavior in organizational contexts.
3. OB is introduced as the field studying how individuals, groups, and organizational structures influence workplace behavior to improve effectiveness. Key dependent and independent variables in OB models are also outlined.
The document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that reflect how one feels about something. There are three main components of attitudes: cognitive, affective, and behavioral. It also discusses the major job attitudes of job satisfaction, job involvement, organizational commitment, and perceived organizational support. Finally, it discusses the importance of attitudes for workplace diversity and how attitude surveys are used to measure employee attitudes.
Attitudes are positive, negative, or neutral views that one holds towards people, behaviors, or events, and they reflect one's feelings. Attitudes have three components - cognitive, affective, and behavioral - and they can be changed through direct experience, social learning from others, and resolving inconsistencies. Work-related attitudes that can impact employees include job satisfaction, organizational commitment, loyalty, attitudes towards leadership and the work environment.
This document discusses key concepts in organizational behavior including attitudes, personality, emotional intelligence, learning styles, and stress. It defines attitudes and their components, and explains how personality traits like the Big Five and emotional intelligence influence workplace behaviors. Learning is described as a change in behavior from experience, and different learning styles are outlined. Stress and its causes in the workplace are also summarized, along with strategies for stress management.
OB foundations of individual behaviour and motivationAnushaMokhriwale1
The slide consists of content for MBA and BBA I sem students who have Organization Behaviour in their curriculum.
Contents :
1.Definition
2.Elements of OB
3. Personality definition, nature, characteristics and determinants
4.Attributes of Personality
5. Job attitude
6. Job Satisfaction
7.Job Involvement and Organizational Commitment
8. Case study related to Job attitude
9. Learning definition, types of learners, characteristics of learning and process
10. Applications of learning
11. Theories of Learning
12. What is Perception and its process
13. 2 case studies related to perception
14. Motivation, features of motivation and characteristics
15. Different theories of motivation with links
Note : The content which I have gathered is from google various sources, so all the copyrights are reserved with them.
Hope it helps :) All the best
This document provides an overview of key concepts related to perception, personality, and emotions from Chapter 2 of the textbook Fundamentals of Organizational Behaviour. It discusses the nature and importance of perception, factors that influence perception like the perceiver, target, and situation. It also covers attribution theory, perceptual errors, and the role of attitudes, values, personality and emotions in determining work behavior. Personality is defined in terms of traits from models like Myers-Briggs and Big Five. Locus of control and other individual differences that impact organizational behavior are also summarized.
This presentation based from Jennifer M. George and Gareth R. Jones book, with title "Understanding and Managing Organizational Behavior".
Use Ms. Power Point 2013.
1. The document discusses models of human behavior including the S-R (stimulus-response) model and a modified version.
2. It describes biographical characteristics like age, gender, marital status and their relationship to productivity, absenteeism, turnover, and job satisfaction.
3. Ability is discussed as an individual's capacity to perform tasks, including intellectual abilities like number aptitude and verbal comprehension, and physical abilities like strength, flexibility, body coordination and stamina.
This document discusses organizational communication processes and concepts. It defines communication as the sharing of ideas, knowledge, and experiences between individuals and organizations. Communication is vital to organizational functions like information sharing, problem solving, decision making, strategy implementation, team management, change management, evaluation, and feedback. The document outlines different types of communication based on methods, direction, and relationships. It also discusses common barriers to effective communication and current issues in communication relating to gender, political correctness, cross-cultural interactions, and electronic communication.
This document discusses attitude, job satisfaction, and their relationship. It defines attitude as beliefs, feelings, and tendencies towards objects, ideas, and people. Job satisfaction is defined as positive feelings about one's job resulting from an evaluation of its characteristics. Sources of job satisfaction discussed include wages, working conditions, promotion opportunities, work groups, and supervision. The document also outlines methods for changing attitudes, such as providing feedback, accentuating positive conditions, and using peers as positive role models. It concludes with a discussion of Porter and Lawler's model relating satisfaction, performance, and rewards.
The document discusses perception and personality in organizations. It defines perception as how individuals interpret and make sense of sensory information from their environment. The perceptual process involves selecting stimuli, organizing it, and interpreting it based on attitudes and expectations. When observing behaviors, people use attribution theory to determine whether the cause is internal or personal to the individual, versus external factors. There are also several errors people can make in perception and attribution. The document also defines personality as relatively stable behavioral patterns and internal states that influence how a person interacts with others. It discusses several theories for determining personality types.
This document discusses key concepts related to understanding individual behavior in organizations. It addresses factors that influence individual behavior such as personal characteristics, environmental factors, mental processes, attitudes, values, needs, motives and emotions. Individual behavior is shaped by both internal factors like personality, beliefs, abilities as well as external environmental and organizational factors. Understanding these foundations of individual behavior and the interplay between inputs, mental processing and resulting outputs or responses is important for effective management of organizations.
The document discusses several key aspects of individual behavior:
1. Individual behavior is influenced by both internal factors like personality and external environmental factors.
2. There are many theories that seek to explain personality, including trait theory, psychoanalytic theory, humanistic theory, and social-cognitive approaches.
3. Personality is commonly measured using methods like questionnaires, interviews, case histories, observations, and projective tests. Core personality attributes like locus of control can influence behaviors in organizational settings.
This document discusses various topics related to attitude and behavior in the workplace. It covers concepts like job satisfaction, organizational commitment, attitudes at work, conformity, privacy rights, discrimination, discipline approaches, an individual's responsibilities, conflict management, group dynamics, and informal organizations and communication. The key learning objectives are around understanding these concepts and how they impact the work environment.
This document discusses individual differences and how they relate to work performance. It discusses differences in personality traits, as defined by the Big Five model (openness, conscientiousness, extraversion, agreeableness, neuroticism), and how each trait can influence work performance. It also discusses cognitive factors like job satisfaction, emotional intelligence, organizational commitment, and trust, and how they shape an individual's work performance. Personality traits and cognitive behaviors can enhance or hinder work performance depending on their interaction with job demands and the work environment.
Chapter 3 Attitudes and Job SatisfactionT McDonald
This document summarizes key topics from Chapter 3 of the textbook "Organizational Behavior" including attitudes, job satisfaction, and their impacts. It discusses how attitudes do not always determine behavior, and defines major job attitudes like job satisfaction, involvement, and commitment. Job satisfaction is described as a positive feeling towards one's job, and factors that influence it include pay, personality, and causes like the work itself, relationships, and growth opportunities. Dissatisfied employees may respond actively or passively, and constructively or destructively. Outcomes of job satisfaction are better job performance, organizational citizenship, customer satisfaction, and less absenteeism. However, managers often underestimate the importance of satisfaction.
Fairmont Hotels & Resorts hires employees with values and personalities that fit their culture, such as Yasmeen Youssef. Their success is due to nurturing each employee's self-concept. The MARS model shows individual behavior is influenced by motivation, ability, role perceptions, and situational factors. Personality is shaped by both nature and nurture, and can be understood using models like the Big Five. Values and personality influence workplace behaviors and decisions.
This document discusses mentoring and its importance for organizational health. It provides information on developing effective mentoring programs and relationships. Some key points include: formal mentoring programs should match mentors and mentees, provide training, and have clear guidelines; the purpose of mentoring is to support development through listening, sharing information, and celebrating successes; emotional intelligence skills like self-awareness, relationship management, and social awareness are important for mentors; and mentoring can benefit organizations by clarifying roles, aiding succession planning, and improving employee satisfaction. Cultural sensitivity, leadership competencies, and balancing work and life are also addressed.
Stress can be positive or negative. It is defined as a state of psychological and physiological imbalance resulting from the disparity between situational demands and an individual's ability to meet those demands. Sources of work stress include career concerns, role ambiguity, rotating work shifts, role conflict, occupational demands, lack of participation in decision making, lack of group cohesiveness, and interpersonal/intergroup conflicts. Stress can negatively impact physical and mental health as well as behaviors if not properly managed.
Introduction
Why are some people quiet and passive, while others are loud and aggressive? Are certain personality types better adapted than others for certain job types?
We often hear people use and misuse the term personality.
For our purposes, we will examine the term from a psychological standpoint as it relates to behavior and performance in the workplace
Keith GSelf-efficacy is the evaluation of a person’s ability t.docxtawnyataylor528
Keith G
Self-efficacy is the evaluation of a person’s ability to execute a specific behavioral pattern and forms a central role in the governing of the employee’s motivation and performance. The self-efficacy also determines the efforts one will put into particular activities as well, as for how long they will persist to achieve the desired outcomes. The four main elements of self-efficacy, the accomplishments, vicarious experiences, social persuasions, as well as the emotional and psychological state of the employees are crucial in informing how employees will behave. Observing other people successful change the behavior and accomplish specific task offer motivation to the employee (Donaldson-Feilder & Bond, 2004). The social persuasion, emotional and psychological state drives an employee towards a particular set of behavior.
Biases are significant hindrances to accepting an individual behavior. Every employee has a set of unconscious biases that distort how the employee arrives at their decisions. They also assist in forming an opinion about a particular way of behavior. To redirect the inclinations into a specific practice, it is essential that every person understands their own biases and be on the lookout when making decisions. The awareness of the personal preferences will assist the employees to create a more informed decision concerning the proposed behavior (Donaldson-Feilder & Bond, 2004). Remaining objective towards the action will help the employee towards the acceptable behavior in the organization.
Self-control is the ability of an employee to have control and authority over their own set of behaviors, biases and other aspects that influence their behavior. An employee’s self-control dictates how they will react to external influence in the organization (Winston, 2016). An employee who has high levels of self-control can control how they respond to a situation and other people's behavior. Weak self-control makes an employee readily react and unable to embrace other people’s point of view.
References
Donaldson-Feilder, & Bond. (2004). The relative importance of psychological acceptance and emotional intelligence to workplace well-being. British Journal of Guidance and Counselling, 32(2), 187-203.
Winston, C. N. (2016). An existential-humanistic-positive theory of human motivation. The Humanistic Psychologist, 44(2), 142-163.
Melvin P
Bias influences employee behavior by creating emotions that make them feel angry and sad at work. They’re likely to express sarcasm on a regular basis, and they’re more than likely to not feel proud to work for the organization. Employee disengagement can costs corporations billions per year due to lack of productivity (Hewlett and Rashid, 2017). In addition, employees at large companies who report bias are most likely to say that they regularly feel alienated at work. Employees at large companies who perceive bias are more likely to have looked for another job while at work in the past s ...
This document provides an overview of the key topics covered in the first chapter of an Organizational Behavior course, including:
1. The chapter introduces concepts like what managers do, defining organizational behavior, and explaining the value of systematically studying OB.
2. It discusses learning objectives, what organizations are, and the nature of people and motivated behavior in organizational contexts.
3. OB is introduced as the field studying how individuals, groups, and organizational structures influence workplace behavior to improve effectiveness. Key dependent and independent variables in OB models are also outlined.
The document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that reflect how one feels about something. There are three main components of attitudes: cognitive, affective, and behavioral. It also discusses the major job attitudes of job satisfaction, job involvement, organizational commitment, and perceived organizational support. Finally, it discusses the importance of attitudes for workplace diversity and how attitude surveys are used to measure employee attitudes.
Attitudes are positive, negative, or neutral views that one holds towards people, behaviors, or events, and they reflect one's feelings. Attitudes have three components - cognitive, affective, and behavioral - and they can be changed through direct experience, social learning from others, and resolving inconsistencies. Work-related attitudes that can impact employees include job satisfaction, organizational commitment, loyalty, attitudes towards leadership and the work environment.
This document discusses key concepts in organizational behavior including attitudes, personality, emotional intelligence, learning styles, and stress. It defines attitudes and their components, and explains how personality traits like the Big Five and emotional intelligence influence workplace behaviors. Learning is described as a change in behavior from experience, and different learning styles are outlined. Stress and its causes in the workplace are also summarized, along with strategies for stress management.
OB foundations of individual behaviour and motivationAnushaMokhriwale1
The slide consists of content for MBA and BBA I sem students who have Organization Behaviour in their curriculum.
Contents :
1.Definition
2.Elements of OB
3. Personality definition, nature, characteristics and determinants
4.Attributes of Personality
5. Job attitude
6. Job Satisfaction
7.Job Involvement and Organizational Commitment
8. Case study related to Job attitude
9. Learning definition, types of learners, characteristics of learning and process
10. Applications of learning
11. Theories of Learning
12. What is Perception and its process
13. 2 case studies related to perception
14. Motivation, features of motivation and characteristics
15. Different theories of motivation with links
Note : The content which I have gathered is from google various sources, so all the copyrights are reserved with them.
Hope it helps :) All the best
This document provides an overview of key concepts related to perception, personality, and emotions from Chapter 2 of the textbook Fundamentals of Organizational Behaviour. It discusses the nature and importance of perception, factors that influence perception like the perceiver, target, and situation. It also covers attribution theory, perceptual errors, and the role of attitudes, values, personality and emotions in determining work behavior. Personality is defined in terms of traits from models like Myers-Briggs and Big Five. Locus of control and other individual differences that impact organizational behavior are also summarized.
This presentation based from Jennifer M. George and Gareth R. Jones book, with title "Understanding and Managing Organizational Behavior".
Use Ms. Power Point 2013.
1. The document discusses models of human behavior including the S-R (stimulus-response) model and a modified version.
2. It describes biographical characteristics like age, gender, marital status and their relationship to productivity, absenteeism, turnover, and job satisfaction.
3. Ability is discussed as an individual's capacity to perform tasks, including intellectual abilities like number aptitude and verbal comprehension, and physical abilities like strength, flexibility, body coordination and stamina.
This document discusses organizational communication processes and concepts. It defines communication as the sharing of ideas, knowledge, and experiences between individuals and organizations. Communication is vital to organizational functions like information sharing, problem solving, decision making, strategy implementation, team management, change management, evaluation, and feedback. The document outlines different types of communication based on methods, direction, and relationships. It also discusses common barriers to effective communication and current issues in communication relating to gender, political correctness, cross-cultural interactions, and electronic communication.
This document discusses attitude, job satisfaction, and their relationship. It defines attitude as beliefs, feelings, and tendencies towards objects, ideas, and people. Job satisfaction is defined as positive feelings about one's job resulting from an evaluation of its characteristics. Sources of job satisfaction discussed include wages, working conditions, promotion opportunities, work groups, and supervision. The document also outlines methods for changing attitudes, such as providing feedback, accentuating positive conditions, and using peers as positive role models. It concludes with a discussion of Porter and Lawler's model relating satisfaction, performance, and rewards.
The document discusses perception and personality in organizations. It defines perception as how individuals interpret and make sense of sensory information from their environment. The perceptual process involves selecting stimuli, organizing it, and interpreting it based on attitudes and expectations. When observing behaviors, people use attribution theory to determine whether the cause is internal or personal to the individual, versus external factors. There are also several errors people can make in perception and attribution. The document also defines personality as relatively stable behavioral patterns and internal states that influence how a person interacts with others. It discusses several theories for determining personality types.
This document discusses key concepts related to understanding individual behavior in organizations. It addresses factors that influence individual behavior such as personal characteristics, environmental factors, mental processes, attitudes, values, needs, motives and emotions. Individual behavior is shaped by both internal factors like personality, beliefs, abilities as well as external environmental and organizational factors. Understanding these foundations of individual behavior and the interplay between inputs, mental processing and resulting outputs or responses is important for effective management of organizations.
The document discusses several key aspects of individual behavior:
1. Individual behavior is influenced by both internal factors like personality and external environmental factors.
2. There are many theories that seek to explain personality, including trait theory, psychoanalytic theory, humanistic theory, and social-cognitive approaches.
3. Personality is commonly measured using methods like questionnaires, interviews, case histories, observations, and projective tests. Core personality attributes like locus of control can influence behaviors in organizational settings.
This document discusses various topics related to attitude and behavior in the workplace. It covers concepts like job satisfaction, organizational commitment, attitudes at work, conformity, privacy rights, discrimination, discipline approaches, an individual's responsibilities, conflict management, group dynamics, and informal organizations and communication. The key learning objectives are around understanding these concepts and how they impact the work environment.
This document discusses individual differences and how they relate to work performance. It discusses differences in personality traits, as defined by the Big Five model (openness, conscientiousness, extraversion, agreeableness, neuroticism), and how each trait can influence work performance. It also discusses cognitive factors like job satisfaction, emotional intelligence, organizational commitment, and trust, and how they shape an individual's work performance. Personality traits and cognitive behaviors can enhance or hinder work performance depending on their interaction with job demands and the work environment.
Chapter 3 Attitudes and Job SatisfactionT McDonald
This document summarizes key topics from Chapter 3 of the textbook "Organizational Behavior" including attitudes, job satisfaction, and their impacts. It discusses how attitudes do not always determine behavior, and defines major job attitudes like job satisfaction, involvement, and commitment. Job satisfaction is described as a positive feeling towards one's job, and factors that influence it include pay, personality, and causes like the work itself, relationships, and growth opportunities. Dissatisfied employees may respond actively or passively, and constructively or destructively. Outcomes of job satisfaction are better job performance, organizational citizenship, customer satisfaction, and less absenteeism. However, managers often underestimate the importance of satisfaction.
Fairmont Hotels & Resorts hires employees with values and personalities that fit their culture, such as Yasmeen Youssef. Their success is due to nurturing each employee's self-concept. The MARS model shows individual behavior is influenced by motivation, ability, role perceptions, and situational factors. Personality is shaped by both nature and nurture, and can be understood using models like the Big Five. Values and personality influence workplace behaviors and decisions.
This document discusses mentoring and its importance for organizational health. It provides information on developing effective mentoring programs and relationships. Some key points include: formal mentoring programs should match mentors and mentees, provide training, and have clear guidelines; the purpose of mentoring is to support development through listening, sharing information, and celebrating successes; emotional intelligence skills like self-awareness, relationship management, and social awareness are important for mentors; and mentoring can benefit organizations by clarifying roles, aiding succession planning, and improving employee satisfaction. Cultural sensitivity, leadership competencies, and balancing work and life are also addressed.
Stress can be positive or negative. It is defined as a state of psychological and physiological imbalance resulting from the disparity between situational demands and an individual's ability to meet those demands. Sources of work stress include career concerns, role ambiguity, rotating work shifts, role conflict, occupational demands, lack of participation in decision making, lack of group cohesiveness, and interpersonal/intergroup conflicts. Stress can negatively impact physical and mental health as well as behaviors if not properly managed.
Introduction
Why are some people quiet and passive, while others are loud and aggressive? Are certain personality types better adapted than others for certain job types?
We often hear people use and misuse the term personality.
For our purposes, we will examine the term from a psychological standpoint as it relates to behavior and performance in the workplace
Keith GSelf-efficacy is the evaluation of a person’s ability t.docxtawnyataylor528
Keith G
Self-efficacy is the evaluation of a person’s ability to execute a specific behavioral pattern and forms a central role in the governing of the employee’s motivation and performance. The self-efficacy also determines the efforts one will put into particular activities as well, as for how long they will persist to achieve the desired outcomes. The four main elements of self-efficacy, the accomplishments, vicarious experiences, social persuasions, as well as the emotional and psychological state of the employees are crucial in informing how employees will behave. Observing other people successful change the behavior and accomplish specific task offer motivation to the employee (Donaldson-Feilder & Bond, 2004). The social persuasion, emotional and psychological state drives an employee towards a particular set of behavior.
Biases are significant hindrances to accepting an individual behavior. Every employee has a set of unconscious biases that distort how the employee arrives at their decisions. They also assist in forming an opinion about a particular way of behavior. To redirect the inclinations into a specific practice, it is essential that every person understands their own biases and be on the lookout when making decisions. The awareness of the personal preferences will assist the employees to create a more informed decision concerning the proposed behavior (Donaldson-Feilder & Bond, 2004). Remaining objective towards the action will help the employee towards the acceptable behavior in the organization.
Self-control is the ability of an employee to have control and authority over their own set of behaviors, biases and other aspects that influence their behavior. An employee’s self-control dictates how they will react to external influence in the organization (Winston, 2016). An employee who has high levels of self-control can control how they respond to a situation and other people's behavior. Weak self-control makes an employee readily react and unable to embrace other people’s point of view.
References
Donaldson-Feilder, & Bond. (2004). The relative importance of psychological acceptance and emotional intelligence to workplace well-being. British Journal of Guidance and Counselling, 32(2), 187-203.
Winston, C. N. (2016). An existential-humanistic-positive theory of human motivation. The Humanistic Psychologist, 44(2), 142-163.
Melvin P
Bias influences employee behavior by creating emotions that make them feel angry and sad at work. They’re likely to express sarcasm on a regular basis, and they’re more than likely to not feel proud to work for the organization. Employee disengagement can costs corporations billions per year due to lack of productivity (Hewlett and Rashid, 2017). In addition, employees at large companies who report bias are most likely to say that they regularly feel alienated at work. Employees at large companies who perceive bias are more likely to have looked for another job while at work in the past s ...
Foundation to indivudal behaviour personality theoriesPriyanshu Gandhi
This document provides an overview of organizational behavior. It discusses how organizational behavior studies the impact of individuals, groups, and structure on behavior in organizations. It also summarizes several key topics in organizational behavior, including attitudes and their relationship to behavior, major job attitudes and what causes job satisfaction, personality and models for measuring it, perception and attribution theory, and impression management.
This document provides an overview of key concepts in organizational behavior, including a focus on individual and group behavior. It discusses the goals of organizational behavior as explaining, predicting, and influencing behavior in areas like employee productivity, absenteeism, turnover, job satisfaction, and workplace misbehavior. It also covers topics like attitudes and job performance, including the components of attitudes and the relationship between job satisfaction, productivity, absenteeism, turnover, customer satisfaction, organizational citizenship behavior, and workplace misbehavior. Additional sections discuss personality types, learning, perception, job involvement, organizational commitment, emotions, and managing generational differences and negative workplace behaviors.
Mahmood Qasim slides on Personality for Organizational Behavior studentsMahmood Qasim
This document discusses key concepts related to personality including:
- Personality is influenced by both nature (heredity) and nurture (environment/socialization).
- There are five major personality traits known as the "Big Five" - Conscientiousness, Emotional Stability, Agreeableness, Extraversion, and Openness to Experience.
- Attitudes are tendencies to respond positively or negatively to people, objects or ideas and consist of beliefs, values, and behaviors. Job satisfaction and organizational commitment are important attitudes.
- Factors like fairness, values, beliefs and disposition determine job satisfaction while commitment involves emotional, continuance, and normative components. Enhancing satisfaction and commitment can benefit employee
Lesson 2 personality, attitude & work behaviorMarites Teope
This chapter discusses how personality, attitudes, and work behaviors affect how managers plan, organize, lead and control (P-O-L-C). It explains that individuals have different personalities and values that influence their work behaviors. The chapter focuses on the Big Five personality traits of openness, conscientiousness, extraversion, agreeableness, and neuroticism. It describes how each trait relates to work behaviors and performance. The chapter also discusses other personality dimensions like self-monitoring and proactive personality that impact work.
The document discusses performance management, which involves defining objectives, reviewing performance, and rewarding achievement. It notes that planning is crucial and stakeholder expectations should drive performance management. A well-implemented process provides benefits like improved performance, training, and equitable compensation. Key factors for success include relevance to strategy, consistent measurement, ability to differentiate performance, and legal compliance. The document then discusses personality traits and their impact in an organizational context.
The document discusses key concepts in organizational behavior and individual employee behavior. It covers attitudes, personality traits, perception, learning, emotions, and other psychological factors that influence employee productivity, absenteeism, turnover, organizational citizenship, and job satisfaction. Managers can use an understanding of these concepts to better explain, predict, and influence individual behavior in the workplace.
This document discusses several topics related to organizational behavior and personal behaviors in organizations. It covers biographical characteristics, abilities, personality development theories, attitudes, factors influencing attitudes, types of attitudes, perception, job satisfaction, and results of job satisfaction. Specifically, it defines attitudes and their components, discusses Maslow's hierarchy of needs theory, lists factors influencing attitudes, and notes that job satisfaction is related to challenging work, equitable rewards, supportive conditions, and personality fit.
Analyzing The Organizational Behavior Chart ElementsAllison Koehn
This document provides an analysis of organizational behavior concepts. It begins with definitions of key terms like organization, organizational behavior, human resources, and stress. It then explores topics like perception, personality, emotions, values, attitudes, diversity, and stress. It examines how these concepts impact individual and group behavior within organizations. The document aims to explain organizational behavior concepts for the purpose of improving organizational effectiveness.
This document discusses various aspects of organizational behavior. It defines organizational behavior as observing individual and group behavior in response to others. It identifies three levels of organizational behavior - individual, group, and organizational. There are two fundamental components that influence organizational behavior: the nature of people and the nature of the organization. Key aspects that influence organizational behavior are people, structure, interactive behavior, social systems, technology, and the environment.
Organizational behavior
1
Introduction
Organizational behavior (OB) can be defined as the study of interaction of individuals or groups within an organization.
It encompasses a critical look of how the individuals behave, traits they have as well as their attitude to different matters pertaining an organization.
Personality refers to the way an individuals reacts or interacts with others in the organization, it entails all the measurable personal traits such as aggressiveness and laziness.
Values on the other hand refers to the desirable characters that many people deem it as appropriate in an organization such includes honest.
Individual behavior refers to specific characteristics that describe a person from another in the organization (Miner, 2015).
2
Workplace Emotions, Attitudes, and Stress
Work place emotions refers to the Physiological, behavioral and psychological feelings towards something at the work place that influences ones performance.
Attitude on the other hand refers to the sum of beliefs and opinions towards something.
Stress on the other hand means a state of mental tension towards something at the work place.
All these have a direct impact on the employee performance at work. In organization it is therefore important for the managers to be able to identify this and devise ways to handle this among their employees.
3
Stereotyping and team decision making.
Stereotyping refers to the way people judge others basing on their sex, age, religion and other factors.
The question that has for many times been asked is whether stereotyping affects decision making and how does it affect it.
The truth of the matter is, stereotyping affects decision making as it allows one to make conclusion without any facts thus leading to erroneous decisions.
In business decision making may be left under a team, making decision among the team is relatively hard as a point of agreement must be attained.
4
Team decision making….
This process involves the following process:
Establishment of plan and structures
Defining goal to be achieved
Manage and set time to be taken
Appointment of team leader to lead the process
Laying out of different ideas
Apply and endorse most supported idea as the final decision (Zsambok & Klein, 2014)
5
Rewards and communication in the organization
One way to thank employees for their efforts is through rewarding them at the place of work. There are many types of rewards given to the employees, this includes, recognizing their effort, monetary rewards and promotions.
This is an important tool for employee motivation.
Many organizations operates in teams and this aids in attaining the set target on time.
Communication between the teams in the organization is very important as it helps in evaluating progress as well as clarification of targets to be attained.
Power, influence and leadership...
Power is a tool of influence used to attain.
The chapters follow a sequence that I consider to be a logical
progression through the subject matter, and in the main, follow
the order of objectives stated in the BTEC unit of Electrical and
Electronic Principles. The major exception to this is that the topics of
instrumentation and measurements do not appear in a specifi c chapter
of that title. Instead, the various instruments and measurement methods
are integrated within those chapters where the relevant theory is
covered.
Occasionally a word or phrase will appear in bold blue type, and close
by will be a box with a blue background. These emphasised words or
phrases may be ones that are not familiar to students, and within the
box will be an explanation of the words used in the text.
Throughout the book, Worked Examples appear as Q questions
in bold type, followed by A answers. In all chapters, Assignment
Questions are provided for students to solve.
The fi rst chapter deals with the basic concepts of electricity; the use of
standard form and its adaptation to scientifi c notation; SI and derived
units; and the plotting of graphs. This chapter is intended to provide
a means of ensuring that all students on a given course start with the
same background knowledge. Also included in this chapter are notes
regarding communication. In particular, emphasis is placed on logical
and thorough presentation of information, etc. in the solution of
Assignment Questions and Practical Assignment reports.
The chapters follow a sequence that I consider to be a logical
progression through the subject matter, and in the main, follow
the order of objectives stated in the BTEC unit of Electrical and
Electronic Principles. The major exception to this is that the topics of
instrumentation and measurements do not appear in a specifi c chapter
of that title. Instead, the various instruments and measurement methods
are integrated within those chapters where the relevant theory is
covered.
Occasionally a word or phrase will appear in bold blue type, and close
by will be a box with a blue background. These emphasised words or
phrases may be ones that are not familiar to students, and within the
box will be an explanation of the words used in the text.
Throughout the book, Worked Examples appear as Q questions
in bold type, followed by A answers. In all chapters, Assignment
Questions are provided for students to solve.
The fi rst chapter deals with the basic concepts of electricity; the use of
standard form and its adaptation to scientifi c notation; SI and derived
units; and the plotting of graphs. This chapter is intended to provide
a means of ensuring that all students on a given course start with the
same background knowledge. Also included in this chapter are notes
regarding communication. In particular, emphasis is placed on logical
and thorough presentation of information, etc. in the solution of
Assignment Questions and Practical Assignment reports progression
This document provides an overview of organizational behavior including:
1) Definitions of organizational behavior focusing on how individuals and groups act within organizations.
2) Challenges for organizational behavior like managing diversity and improving quality and productivity.
3) Subject matter of organizational behavior including understanding employee behavior to achieve organizational goals.
4) Forces that influence organizational behavior such as people, structure, technology, and the social system.
This document outlines topics related to individual behavior and group dynamics. It discusses factors that influence individual differences, concepts of personality types and traits. It also covers group dynamics, defining groups and teams. Key aspects of group development are described, including stages of formation, performance, and adjourning. Factors that influence group cohesiveness and types of work teams are also summarized.
TOPIC 2 ATTITUDE, BEHAVIOR, PERSONALITY AND VALUES.pptHazarishBaharuddin
This document provides an overview of attitudes, personality, and values as they relate to organizational behavior. It defines attitudes and discusses the three components of attitudes: cognitive, affective, and behavioral. It summarizes the relationship between attitudes and behavior. It then describes different types of job attitudes like job satisfaction and organizational commitment.
The document also defines personality and discusses factors that shape personality like nature and nurture. It compares two major personality frameworks: the Myers-Briggs Type Indicator and the Big Five model. Finally, it contrasts terminal and instrumental values and describes frameworks for understanding cultural values.
1) The document discusses implicit elements of human behavior that are important for public management, including motivation, attitude, and personality.
2) It introduces different management models and theories that can influence these implicit constituents in order to improve employee performance and public management effectiveness.
3) Specifically, it discusses how personality, attitudes, and motivations can be managed through approaches like McGregor's Theory X and Theory Y, which emphasize cooperation over strict control, in order to maximize employee effectiveness.
MBA 1s sem Organisational Behaviour NotesSuman Poudel
The document discusses organizational behavior and leadership skills. It aims to equip students with knowledge and skills to understand how individual, group, and organizational factors influence workplace behavior. The course covers topics like individual behavior foundations, group behavior foundations, leadership and organizational change. It discusses how organizational behavior draws from disciplines like psychology, sociology, and economics to study human behavior in organizational settings. The importance of applying such knowledge to improve organizational performance and effectiveness is also highlighted.
This document discusses personality and the Big Five model of personality. It provides definitions of personality as the unique combination of characteristics that capture a person's interactions with others and self-view. The Big Five model identifies the five main dimensions of personality as openness, conscientiousness, extraversion, agreeableness, and neuroticism. Each dimension is described in terms of typical behaviors and workplace implications. For example, openness relates to curiosity and creativity, while conscientiousness consistently predicts job performance. The document also lists factors that influence personality development such as heredity, environment, physical features, and socialization.
The document discusses organizational behavior and key concepts related to it. It defines organizational behavior as the systematic study and application of knowledge about how individuals and groups act within organizations. It also outlines common management functions like planning, organizing, leading, and controlling. Additionally, it discusses topics like attitudes, their components and determinants, as well as outcomes of job satisfaction such as its relationship with productivity and turnover.
1. Personality And Individual
Differences And Attitude And Job
Satisfaction
Executive summary:
The effect of employee’s personality in organization is very important because they affect
organization and other people in organization with different affects because not all people like
each other so there is a big relation between personality and job performance because every
organization has individual differences, so different peoples develop different systems of
organization because they differ in their personalities, some employees are: open, extraversion,
agreeable, conscientiousness or emotional.
Open people: are creative and sensitive and find comfort in the familiar.
Extraversion people: are sociable outgoing and assertive.
Agreeable people: are cooperative and trusting.
Conscientiousness people: are organized, responsible and persistent.
Emotional people: are amiable, calm and confident.
These personalities called Big Five Personality Traits.
Personality also affect attitude of employees and their satisfaction with work.
Attitude are the action of employee against the organization, this attitude can be
shaped by different ways like behavior of his colleagues and managers.
Attitude components are classified into 3 components: Affective, cognitive and
behavioral. Attitude also can influence organization commitment and job
satisfaction.
There is another factors related to job satisfaction like personal factors or factors
inherent in the job, also rewards has a big affect in the job satisfaction. Reward not
must be gift or money, you can provide a reward by your mouth by way of
appreciation.
Introduction:
in this research we shall study the personality and individual differences and attitude and
job satisfaction.
Individual personality can be introduced as a total types of traits and quality of emotion,
behavior, thought and attitude and their interactions. And because of the interaction of
2. these differences between individuals, each individual is different. (Pettinger, 2010)
Organizations are consisting of individuals and cannot achieve any result or success
without individuals’ effort and their productions, whatever the organization or market or
product. Individuals are the key of achieving and production. Individuals are different from
each others referring to their personality or intelligence this differences may lead to a
conflict and problems in organization and also may lead to high productivity and excellent
diversity and so on. (Mullins and Christy, 2013). some people own work and another own
work place the last type is called organizational commitment.
The attitude to work can be investigated in relative or absolute sense
for absolute work they work without relating it to any thing else vice versa the relative
work they work with relating it to other important things like family, friends …
We will combine these 2 types when we will analyze attitude to work, we also need to
take and test another factor like gender difference,
However, there is no consensus regarding the results; some findings (e.g., Johansson
1991) show that women express a more non-work oriented attitude, while other studies
(e.g., Ellingsaetere 1995; Ericsson 1998; Hult and svallfors 2002; svallfors, Halvorsen and
Andersen 2001) show that men express a more non-work oriented attitude. reinforcing
and shaping attitude of employees at work therefore to make group harmony and vital to
organization staff (Pettinger, 2010). job satisfaction has been linked to the higher stability
of the employees in their jobs and less turnover, employees who has a higher level of job
satisfaction have less tendency to take a sick leave in working day(Hellriegel and Slocum,
2009)
P e r s o n a l i t y a n d i n d i v i d u a l
d i f f e r e n c e s
Analysis:
3. Personality definition:
Specific characteristics of individuals which may be open or hidden and determine either
commonality or differences in behavior in an organization. (brooks, 2006)
Personality definition in term of characteristics or the qualities typical of that individual
Defined personality as ‘a dynamic organization, inside the person, of psychophysical systems
that create the person’s characteristic patterns of behavior, thoughts and feelings’ (Allport, 1961,
p. 11) (Personality type and work-related outcomes: An exploratory application of the
Enneagram model, n.d.)
The personality may affect other people in organization. This effect may lead to negative or
positive teams, accordingly who is has the negative or positive personality and his power to
affect on others (Belbin, 1996).
So to make an excellent team you must take care about personality and individual difference.
The individual difference is double edged sword because it can increase creativity, loyalty, and
productivity but can also increase a job dissatisfaction, conflict and disloyalty to organization.
If the manager is able to touch of the individual differences and their personality and has the
ability to extract out the best of people, he is a successful manager (Mullins and Christy, 2013)
There is a big difference between people, some children can develop faster than others. Some
people more dutiful to authority than others or more sectarian than others (cooper, n.d.)
What’s the relation between personality and job
performance?
Managers should take the situational factor in consideration, factors such as the culture of work,
ability to be working with others and job requirement. you need to determine job, work group
and organization to get the most suitable employee (Robbis)
Gender Differences in Intelligence and Emotional
Intelligence?
4. Among adults, men scored on average 5 IQ points more than women (Personality type and
work-related outcomes: An exploratory application of the Enneagram model, n.d.)
Why different people develop different systems of
organization?
1-Not everyone is interested in expecting the same set of result, the person who works in sales
will have a financial interest
2-people differ in the way in which they use language by ‘antisocial’ I may mean ‘quiet and
reserved’, but someone else may mean ‘aggressive or destructive’. So even if it is possible to
find out what words people use to categorize others, it does not follow those two individuals who
use the same word are actually referring to the same thing
3-People's own backgrounds and values will influence the way in which they analyze behaviors
(Cooper, n.d.)
The big five personality traits:
5. 1-Agreeableness: refers to a person’s ability to get along with others.
highly agreeableness peoples are collaborative, indulgent and good-tempered. the people who
score low on agreeableness are touchy, unwilling to help others, short-tempered and unfriendly
to others
2-conscientiousness: refer to number of objectives or targets which person concentrates. the
persons who converge on few objectives or targets on one time are accountable, marshaled,
neat and careful
3-emotional stability: refers to a person who has orientation to become emotional disturbance
4-extraversion: refers to persons’ orientation to motivate others, the ability to make the others
happy.
5-openness to experience: refers to person who has attraction to unfamiliar and new
experiences (What's the Personality of a Blank? An Examination of the Personality Differences
Between Reporters and Nonreporters of Demographics, 2008)
Modelofhow big five traits influence OrganizationalBehaviorcriteria:
As result or the previous schedule, the open people can overcome better with organization ups
and downs and changes.
When managers choose organizational members the agreeable people are almost their choice
because they tend to do better in interpersonal oriented jobs such as customer services.
Agreeable people are more likely than disagreeable people because they are dutiful, conforming
6. and abiding to rules but agreeable people have low level of career success because the lack of
negotiation skills
Interestingly, conscientiousness people can't cope better with organization changes because
they are so organized and structured. Conscientiousness is performance oriented and less
creative than others (Robbins, 2009)
Studying of personality traits are very important in managerial personal development by
increase understanding of personality and impact of individuals on others and organization
(Sutton, Allinson and Williams)
A t t i t u d e a n d j o b s a t i s f a c t i o n :
Definition:
-Attitude is evaluative judgment that integrate and summarize cognitive/effective reaction (Fiske
et al., 2010)
-Attitudes are another type of individual difference that influence behavior of individuals, its very
hard to separate attitude and personality (Hellriegel and Slocum, 2009)
Attitudes of individuals toward organization are shaped by:
1.the first impression of employees when they taken first approach of organization
when they work
2.the recruitment process and orientation process
3.attitude and behavior of colleagues, supervisors and managers
4.management style of managers and supervisors
5.culture of organization (Pettinger, 2010)
Attitudes Components:
Affective component: the feeling, passion, and emotion about some individual,
opinion, target or event
A cognitive component: the idea , information or familiarity held by person
A behavioral component: the tendency to make a favorable or unfavorable
evaluation of something (Saiyadain, 2009).
Key work related attitudes:
1-Job satisfaction:
7. job satisfaction refers to general attitude toward organization by an employee
(Saiyadain, 2009)
An attitude of great interest to managers and team leaders. (Chitale, 2013)
Theories of job satisfaction:
Maslow’s theory: is based on the following hierarchy of needs
physiological needs: like house, food,… may be get high level of satisfaction by salary
which can provide them the physiological need
Safety or security: the individuals who's feel secure in their jobs have a high level of
satisfaction
social needs: like appreciation or thankful from their manager
Esteem need: is like power or position that the employees provided with by the
organization
Self-actualization: like need to prove him self by challenging work and complete
massive tasks (Chitale, 2013)
Herzberg’s theory:
Herzberg has done a wide range survey to find out the factors which increase
employees’ satisfaction. He divided the factors affected behavior into two groups. The
first one he called Hygiene factors which prevent the dissatisfaction and employees
turnover and the other group is Motivational factors which increases organizational
commitment and individuals productivity and he called it Motivators.
He assured that both of these groups are important. for example if the hygiene factors
were missing the employees will feel that the organization is dealing with them
unfairly. (Chitale, 2013)
8. Measurement of job satisfaction:
because there is no agreement for specific definition of job satisfaction so we can't
measure job satisfaction except by questioner are developed to measure satisfaction
by different aspects of work and resultant behavior
(Saiyadain, 2009)
Low paid workers more satisfied with their jobs than higher paid workers. (job
satisfaction, 2003).
job satisfaction related to job behavior like motivation at work place (Chitale, 2013)
Factors related to job satisfaction:
A-personal factors:
1-Sex: women has more job satisfactions than men
2-Number of dependents: increasing of numbers of dependents or tasks and financial
need may lead job dissatisfaction (Chitale, 2013)
3-Age: job satisfaction related to age directly proportion (Spector, 1997)
4-Time: on the beginning of working in any organization the job satisfaction will be
high but will be decreased from fifth to eight years then it will be increasing again
9. after this period
5-Education (Chitale, 2013)
B- Factors inherent in the job
1-Type of work: the diversity of tasks in the work place may lead to increase job satisfaction
2-Skills required: the most important precursor for satisfaction
3-Occupational status: employees are more satisfied with jobs that have higher level
of prestige and sociability
4-Geography: employees that working in companies that is located in big cities tends
to be less satisfied than the ones who are working in smaller towns
5-Size of plant: small working environment will increase sociability between the
employees which is going to make them more helpful to each other leading to
increase their job satisfaction (Chitale, 2013)
Country differences in job satisfaction:
British worker are willing in job satisfaction than salary. (Winnard, 2012)
most of American worker are satisfied with their jobs
Mexican more satisfied in their work than American
(Spector, 1997)
Rewards and reinforces:
one of the good ways to increase the satisfaction is rewarding employees when they
achieve their unique results
when the job satisfaction are largely equal to happiness they may lead to high
performance and productivity embrace making employee happy (Hantula, 2015)
Performance appraisal:
performance appraisal like a business contract between supervisor and employee to
make an employee more satisfied with his job and to do their job well with high
performance and achieving all tasks, goals and objectives in smart way (Kampkötter,
2016)
2-Organizational commitment:
Like job satisfaction but the organizational commitment is showing wider work
attitude than job satisfaction. Organizational commitment impact whether an
individual remains in the same organization and how much they are loyal to the
organization they work at.
Highly committed employees are more likely to see themselves as a dedicated and
fighter members of organization and they are taking about their organization by
personal terms like “we offer the best quality products in the market”
10. 3-Hope:
Embrace an individual’s determination and road map to reach the target.
An individual must have the wherewithal to achieve his goal and not only wish for it,
the wishing is not enough to reach his goals.
the low hope people have a negative attitude toward organization and their managers
vice versa the person who has high level of hope he has a positive attitude. (Hellriegel
and Slocum, 2009)
Conclusion:
In each organization there is a different personality in each employee and some of
organizations have different genders, so we must take in consideration the personality, gender
and individual differences when dealing with the employee. by knowing their personalities, you
will know how to deal with them, how to motivate them and make them more loyal and satisfied
with their jobs to achieve the organization objectives, when the employees are satisfied with
their jobs they shall increase their productivity and increase loyalty and decrease turn over. It’s
not simple to achieve job satisfaction of employees because not all employees are satisfied with
their jobs, so by knowing how to deal them, we will be able to increase their job satisfaction.
Some employees are high salary oriented or satisfied which make them feel secure at work.
But not only the personality affects the organization also attitude of employee will affect
the organizational behavior
Attitude is very important because it’s the type of personality and individual differences
and it affects the behavior of employees, also job satisfaction is an observed or hidden attitude
toward organization so we need to take the attitude in consideration when dealing with the
employees.
One of the most important aspects of the attitude which affects the individual’s behavior is
his organizational commitment, as the increasing of the organizational commitment will increase
the employee’s loyalty to the place he works at which will be reflected on his productivity.
The other element related to attitude and affecting the attitude of an individual is the hope,
which reflects his determination and creativity in drawing a pathway to achieve his goals
References:
1-Belbin, R. (1996). The coming shape of organization. Oxford: Butterworth-
Heinemann.Belbin, R. (1996). The coming shape of organization. Oxford:
Butterworth-Heinemann.
2-Brooks, I. (2006). Organisational behaviour. Harlow: Financial Times Prentice Hall.
3-Chitale, A. (2013). Organizational behaviour. [Place of publication not identified]:
Prentice-Hall Of India.
4-Cooper, C. (n.d.). Individual differences and personality.
5-Fiske, S., Gilbert, D., Lindzey, G. and Jongsma, A. (2010). Handbook of social
psychology. Hoboken, N.J.: Wiley, p.357.
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J. (2012). Commitment to work and job satisfaction. New York: Routledge.
7-Hantula, D. (2015). Job Satisfaction: The Management Tool and Leadership
Responsibility. Journal of Organizational Behavior Management, 35(1-2), pp.81-94.
8-Hellriegel, D. and Slocum, J. (2009). Organizational behavior. Mason, OH: South-
Western Cengage Learning.
9-job satisfaction. (2003). peer reviewed journal
10-Kampkötter, P. (2016). Performance appraisals and job satisfaction. The
International Journal of Human Resource Management, pp.1-25.
11-Mullins, L. and Christy, G. (2013). Management et organisational behaviour.
Harlow: Pearson.
12-Personality type and work-related outcomes: An exploratory application of the
Enneagram model. (n.d.). Pergamon Press.
13-Pettinger, R. (2010). Organizational behaviour. New York, NY: Routledge.
14-Robbins, S. (2009). Organisational behaviour. Cape Town: Pearson Education
South Africa.
15-Saiyadain, M. (2009). Human resources management. New Delhi: Tata McGraw
Hill Pub., p.4.Winnard, b. (2012). Job satisfaction. Money Marketing.
16-Spector, P. (1997). Job satisfaction. Thousand Oaks, Calif.: Sage Publications,
p.23.
17-Sutton, Anna, Chris Allinson, and Helen Williams. "Personality Type And Work-
Related Outcomes: An Exploratory Application Of The Enneagram Model". European
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18-What's the Personality of a Blank? An Examination of the Personality Differences
Between Reporters and Nonreporters of Demographics. (2008). ProQuest.