Individual final paper(business)(pick a company)(prefer Chinese well known company)

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Chapter 3: A,tudes and Job Sa5sfac5on

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Learning Objectives A8er studying this chapter, you should be able to: Ø Contrast the three components of an a,tude. Ø Summarize the rela5onship between a,tudes and behavior.

Ø Compare and contrast the major job a,tudes. Ø Define job sa'sfac'on and show how we can measure it.

Ø Summarize the main causes of job sa5sfac5on. Ø Iden5fy four employee responses to dissa5sfac5on.

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Contrast the Three Components of an Attitude

Ø  A"tudes are evalua5ve statements – either favorable or unfavorable – about objects, people, or events.

Ø  They reflect how we feel about something.

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Contrast the Three Components of an Attitude

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Summarize the Relationship Between Attitudes and Behavior

Ø Early research: the a,tudes that people hold determine what they do.

Ø Fes5nger proposed that cases of a,tude following behavior illustrate the effects of cogni5ve dissonance. Ø Cogni.ve dissonance is any incompa5bility an individual might perceive between two or more a,tudes or between behavior and a,tudes.

Ø Research has generally concluded that people seek consistency among their a,tudes and between their a,tudes and their behavior.

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Summarize the Relationship Between Attitudes and Behavior

A,tude

predicts

Behavior

M itigating V

ariables

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Ø Modera5ng Variables: Ø Importance of the a,tude Ø Its correspondence to behavior Ø Its accessibility Ø The presence of social pressures Ø Whether a person has direct experience with the a,tude

Ø  The a,tude-behavior rela5onship is likely to be much stronger if an a,tude refers to something with which we have direct personal experience.

Ø Job Sa.sfac.on Ø A posi5ve feeling about the job resul5ng from an evalua5on of its characteris5cs.

Ø Job Involvement Ø Degree of psychological iden5fica5on with the job where perceived performance is important to self-worth.

Ø Psychological Empowerment Ø Belief in the degree of influence over one’s job, competence, job meaningfulness, and autonomy.

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Compare and Contrast the Major Job Attitudes

Ø Organiza.onal Commitment Ø Iden5fying with a par5cular organiza5on and its goals and wishing to maintain membership in the organiza5on.

Ø Theore5cal models propose that employees who are commiZed will be less likely to engage in work withdrawal even if they are dissa5sfied, because they have a sense of organiza5onal loyalty.

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Compare and Contrast the Major Job Attitudes

Ø Perceived Organiza.onal Support (POS) Ø Degree to which employees believe the organiza5on values their contribu5on and cares about their well-being.

Ø Higher when rewards are fair, employees are involved in decision making, and supervisors are seen as suppor5ve.

Ø High POS is related to higher OCBs and performance.

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Compare and Contrast the Major Job Attitudes

Ø Employee Engagement Ø The degree of involvement with, sa5sfac5on with, and enthusiasm for the job.

Ø Engaged employees are passionate about their work and company.

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Compare and Contrast the Major Job Attitudes

Ø Are these job a,tudes really all that dis5nct? Ø No, these a,tudes are highly related; and while there is some dis5nc5on, there is also a lot of overlap that may cause confusion.

Ø Recent research iden5fies employees as being Ø Enthusias5c stayers Ø Reluctant stayers Ø Enthusias5c leavers Ø Reluctant leavers

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DeCine Job Satisfaction and Show How It Can Be Measured LO 4

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DeCine Job Satisfaction and Show How It Can Be Measured Ø Job Sa5sfac5on Ø A posi5ve feeling about a job resul5ng from an evalua5on of its characteris5cs.

Ø Two approaches for measuring job sa5sfac5on are popular Ø The single global ra5ng. Ø The summa5on of job facets.

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DeCine Job Satisfaction and Show How It Can Be Measured LO 4

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Ø  How sa5sfied are people in their jobs? Ø  Over the last 30 years, employees in the U.S. and

most developed countries have generally been sa5sfied with their jobs. Ø  With the recent economic downturn, more workers

are less sa5sfied. Ø  Sa5sfac5on levels differ depending on the facet

involved. Ø  Employees in Western cultures have higher levels of

job sa5sfac5on as compared to employees in Eastern cultures.

DeCine Job Satisfaction and Show How It Can Be Measured LO 4

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DeCine Job Satisfaction and Show How It Can Be Measured LO 4

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Summarize the Main Causes of Job Satisfaction

Ø What causes job sa5sfac5on? Ø Research shows that job sa5sfac5on is correlated with life sa5sfac5on.

Ø Pay influences job sa5sfac5on only to a point. Ø Personality also plays a role in job sa5sfac5on.

Ø People who have posi5ve core self-evalua.ons, who believe in their inner worth and basic competence, are more sa5sfied with their jobs than those with nega5ve core self-evalua5ons.

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Summarize the Main Causes of Job Satisfaction

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Identify Four Employee Responses to Dissatisfaction

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2014 USA Retention Driver Survey Percentage (%) Retention Factor1

48.0 Exciting Work and Challenge

42.9 Career Growth, Learning and Development

42.0 Relationships/Working with Great People

31.8 Fair Pay

25.1 Supportive Management/Great Boss

23.0 Being Recognized, Valued and Respected

22.0 Benefits

17.0 Meaningful Work

16.5 Pride in Organization and Its Mission/Products

16.0 Great Work Environment/Culture

13.6 Flexibility

12.6 Autonomy/Sense of Control

10.5 Job Security/Stability

10.3 Location

7.7 Diverse and Changing Work Assignments 1Survey of over 15,670 employees in diverse industries by Career Systems International

Towers Watson Global Survey on Retention Drivers

Retention Factors

Ø A McKinsey study of 13,000 executives at more than 120 companies and case studies of 27 leading companies, the authors discovered compelling evidence that better talent management leads to better performance

Ø On average, private sector companies that did a better job of attracting, developing, and retaining highly talented managers earned 22 percentage points higher return to shareholders

Michels, E., Habdfield-Jones, H & Axlerod, B. (2001). The War for Talent. Harvard Business Press

What Does Talent Need from their Leadership? (Towers Watson Global Survey, 2014)

Leading Today Is Confusing GENERATION CHARACTERISTICS AND DRIVERS DEVELOPMENT

APPROACH IPOD GENERATION MILLENIALS

TECHNOLOGICALLY DEPENDENT NO ORGANIZATIONAL COMMITMENT SELF-ABSORBED MUTI-TASKING PRODUCTIVE FAMILY/FRIEND CENTRIC VALUE/WORK-LIFE BALANCE

“CONNECT ME” Blended Learning

GENERATION X TECHNOLOGICALLY FRIENDLY NETWORK FRIENDLY SELF-RELIANT COMMUNITY CENTERED

“NETWORK ME” Coaching and e-learning”

BABY BOOMERS TECHNOLOGICALLY CURIOUS COMPETITIVE/ACHIEVEMENT FOCUSED IDEALISTIC

“SHOW ME” E-learning & classroom

TRADITIONALISTS TECHNOLOGICALLY PHOBIC RULE-BOUNDED HEIRARCHICAL SECURITY ORIENT3ED

“TEACH ME” Classroom

Generational Differences & the Workforce

Generational Differences & Difference in Perceptions

Engagement Drivers: Towers Watson Study

Balance Results & Engagement

Leadership Approach

Engagement Results

“STAY Interview”: Tune in to your agent’s needs Ø What is most energizing about your role as a CRE agent? Ø Are we fully using your talents/strengths? Ø What is inhibi5ng your success? Ø As a manager, what could I do a liZle more or less of to best assist you?

Ø What do you need to learn to work at your best? Ø Do you get enough recogni5on? How do you like to be recognized? Ø What do you want to learn this year?

Performance Coaching in CRE

“Produc5ve & Lukewarm” Agents

“All-star” Agents

“Disengaged & non-Produc5ve”

Agents

“Engaged & non-Performing”

Agents

High

Low

Low High

RESULT S

ENGAGEME NT

Personality Performance & Engagement Interests & Values Engagement & Satisfaction Skills & Abilities Performance

Why is Personality Critical: Three Pillars of Motivation

Personalit y

Identify Four Employee Responses to Dissatisfaction

Ø More specific outcomes of job sa5sfac5on include: Ø  Job Sa5sfac5on and Job Performance

Ø Happy workers are more likely to be produc5ve workers.

Ø  Job Sa5sfac5on and OCB Ø People who are more sa5sfied with their jobs are more likely to engage in OCB.

Ø  Job Sa5sfac5on and Customer Sa5sfac5on Ø Sa5sfied employees increase customer sa5sfac5on and loyalty.

Ø  Job Sa5sfac5on and Absenteeism Ø There is a consistent nega5ve rela5onship between sa5sfac5on and absenteeism, but it is moderate to weak.

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Identify Four Employee Responses to Dissatisfaction

Ø Job Sa5sfac5on and Turnover Ø A paZern of lowered job sa5sfac5on is a predictor of possible intent to leave.

Ø Job Sa5sfac5on and Workplace Deviance Ø If employees don’t like their work environment, they’ll respond somehow.

Ø Managers O8en “Don’t Get It” Ø Many managers are unconcerned about employee job sa5sfac5on.

Ø Others overes5mate how sa5sfied employees are with their jobs, so they don’t think there’s a problem when there is one.

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Implications for Managers Ø Pay aZen5on to your employees’ job sa5sfac5on levels as determinants of their performance, turnover, absenteeism, and withdrawal behaviors.

Ø Measure employee job a,tudes objec5vely and at regular intervals in order to determine how employees are reac5ng to their work.

Ø To raise employee sa5sfac5on, evaluate the fit between the employee’s work interests and the intrinsic parts of his/her job to create work that is challenging and interes5ng to the individual.

Ø Consider the fact that high pay alone is unlikely to create a sa5sfying work environment. 3-36

Chapter 5: Personality and Values

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Learning Objectives A8er studying this chapter, you should be able to: Ø Describe personality, the way it is measured, and the factors that shape it.

Ø Describe the Myers-Briggs Type Indicator personality framework and its strengths and weaknesses.

Ø Iden5fy the key traits in the Big Five personality model. Ø Demonstrate how the Big Five traits predict behavior at work.

Ø Describe how the situa5on affects whether personality predicts behavior.

Ø Contrast terminal and instrumental values. Ø Compare genera5onal differences in values. Ø Iden5fy Hofstede’s five value dimensions of na5onal culture. 5-38

Describe Personality, the Way It Is Measured, and the Factors that Shape It

Ø Defining Personality Ø Personality is a dynamic concept describing the growth and development of a person’s whole psychological system.

Ø The sum total of ways in which an individual reacts to and interacts with others.

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Ø Managers need to know how to measure personality. Ø Personality tests are useful in hiring decisions and help managers forecast who is best for a job.

Ø The most common means of measuring personality is through self-report surveys.

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Describe Personality, the Way It Is Measured, and the Factors that Shape It

Ø Personality Determinants Ø Is personality the result of heredity or environment?

Ø Heredity refers to those factors that were determined at concep5on. Ø The heredity approach argues that the ul5mate explana5on of an individual’s personality is the molecular structure of the genes, located in the chromosomes.

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Describe Personality, the Way It Is Measured, and the Factors that Shape It

Ø Early research tried to iden5fy and label enduring personality characteris5cs. Ø Shy, aggressive, submissive, lazy, ambi5ous, loyal, and 5mid. Ø These are personality traits.

Ø Early efforts to iden5fy the primary traits that govern behavior o8en resulted in long lists that were difficult to generalize from and provided liZle prac5cal guidance to organiza5onal decision makers.

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Describe Personality, the Way It Is Measured, and the Factors that Shape It

Describe the Myers-Briggs Type Indicator Personality Framework and Its Strengths

and Weaknesses Ø One of the most widely used personality frameworks

is the Myers-Briggs Type Indicator (MBTI). Ø Individuals are classified as: Ø Extroverted or Introverted (E or I) Ø Sensing or Intui.ve (S or N) Ø Thinking or Feeling (T or F) Ø Perceiving or Judging (P or J)

Ø INTJs are visionaries. Ø ESTJs are organizers. Ø ENTPs are conceptualizers.

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Identify the Key Traits in the Big Five Personality Model

1.  Extraversion 2.  Agreeableness 3.  Conscien5ousness 4.  Emo5onal stability 5.  Openness to experience

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Demonstrate How The Big Five Traits Predict Behavior At Work

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Five-Factor Model of Personality

OPENNESS (inventive/curious vs. consistent/cautious)

CONSCIENTIOUSNESS (efficient/organized vs. easy going/careless)

EXTRAVERSION (outgoing/energetic vs. introverted/reserved)

AGREEABLENESS (friendly/cooperative vs. defensiveness/

competitive)

EMOTIONAL STABILITY (nervous/sensitive vs. calm/secure)

Five Factor Model of Personality (FFM)

Research on FFM Personality

•  Personality measurements of the same factor or construct, by self- reports, other reports, behavioral simulation, tend to be highly correlated (Nave, Sherman & Funder, 2008)

•  Personality measures have proven heritability (Stubbe, Poshuman, Boomsma & De Geus, 2005)

•  Personality measures appear to be related systematically to biological parameters such as those assessed by fMRI (DeYoung, Hirsh, Shane, Papademeteris, Rajeevan & Gray, 2010)

•  Personality traits are resistant to large scale change and relatively consistent over long periods of time with most changes in young adulthood (Roberts & Mroczek, 2008)

•  Personality measures are associated with meaningful life and health outcomes (Ozer & Benet-Martinez, 2006; Deary, Weiss & Batty, 2011)

•  Meta-analytic research supports the factors of conscientiousness and agreeableness as being “universal predictors” of job performance and emotional stability and extraversion as important for different criteria (Sacket and Walmsley, 2014)

•  A meta-analysis by Judge et al., (2013) provides support for the 6-2-1 framework in general and that specific facets add to the prediction of job performance

Current FFM personality research studies suggest that:

Judge, T. A., et al., (2013). Hierarchical Representations of the Five-Factor Model of Personality in Predicting Job Performance: Integrating Three Organizing Frameworks with Two Theoretical Perspectives. Journal of Applied Psychology, 98, 875-925.

The Evolution of the FFM

Conscientiousness Low Expression

Bright Side Assets Ø  Multi-focused and less obsessed with pursuing goals Ø  Knows when to “cut losses” and move on Ø  Flexible and willing to give up, if prudent Ø  Big-picture oriented Ø  Greater openness to supporting other’s agendas and goals Ø  Less concerned with perfection in decisions and actions Ø  Doesn’t take on too many tasks/goals at one time Ø  More lackadaisical in working towards goals Ø  Flexible and open sense of direction in life Ø  Satisfied with life with less ambition & relentless goal pursuit

Dark Side Liabilities Ø  Seen as lazy and unmotivated Ø  Undependable or unreliable Ø  Causal about deadlines Ø  Eager to quit in the face of challenge and obstacles Ø  Procrastinates in beginning new tasks, chores, and

assignments

Ø  Easily discouraged when faced with adversity Ø  Hasty to speak out and not very deliberate

High Expression Bright Side Assets Ø  Disciplined in pursuit of goal attainment Ø  Detail Oriented Ø  Deliberate in decision making Ø  Determined/Strong-willed Ø  Goal Oriented Ø  Polite in interpersonal interactions Ø  High tenacity/persistence Ø  Fosters a work climate regarded as fair Ø  Efficient Ø  Planned and Organized Dark Side Liabilities Ø  Rigid/willful/stubborn

Ø  Inflexible and too determined to stick with their views Ø  Compulsive perfectionists Ø  Wastes time correcting mistakes Ø  Unlikely to be seen as charismatic or inspirational Ø  Less willing to take risks and avoids innovation Ø  Workaholic and prone to burnout Ø  Delays critical decision making (overly analytical) Ø  Threatened by turbulent circumstances

Emotional Stability Low Expression

Bright Side Assets Ø  Hypervigilant Ø  Emotionally expressive Ø  Realistically self-critical Ø  Concerned and makes plans for future events Ø  High standards and quick to feel impatience with

sloppiness and inefficiency Ø  Tunes into own feelings and anxieties Ø  Moderate stress motivates one to action and decisions Ø  Gets one ready for “fight or flight” in an emergency Ø  Rarely overly optimistic in one’s thinking about things

Dark Side Liabilities Ø  Prone to panic Ø  Histrionic/ Too sensitive & overly emotive Ø  Pessimistic or negative about the future Ø  Unable to control emotions/uncertain/moody Ø  Impatient and quick to express anger and hostility Ø  Neurotic and excessive worrier who rubs off on others Ø  Discontent and unhappy with work/life Ø  Prefers to stick to what is comfortable

High Expression Bright Side Assets Ø  Calm in the face of change, danger, and stress (“cool-

headed”) Ø  Unlikely to express anxiety, stress, jealousy Ø  Optimistic and hopeful about the future Ø  Relaxed, unworried, and less likely to be tense or nervous Ø  Seems to be more “in the moment” Ø  Recovers from individual, team, and organizational failure Ø  Views change as a challenge and not a threat Ø  Even-tempered and laid-back in interpersonal style Ø  Slow to anger and patient with others

Dark Side Liabilities Ø  Indifferent/Unresponsive Ø  Overconfident to handle problems Ø  Apathetic/Insular/Cold Ø  Unconcerned and complacent Ø  Impervious to criticism Ø  Unemotional Ø  Fails to see difficulties ahead Ø  Emotionally unavailable Ø  Overconfident in skills and abilities Ø  Can be perceived as aloof, apathetic, and lacking urgency

Openness to Experience Low Expression

Bright Side Assets Ø  Risk takers, so long there is a strong “upside” for them Ø  Have to see a commercial point to doing something Ø  Must have a clear “what’s in it for me” (WIFM) Ø  Less impulsive and more thoughtful about behavioral

choices Ø  Resists temptations and has high tolerance for frustration Ø  Prudent risk takers Ø  Practical and logical/Conservative and more cautious Ø  Prosaic and prefers to keep mind on the task at hand

Dark Side Liabilities Ø  Rigid, narrow, and lacking in imagination Ø  Difficulty in coping with erratic or unpredictable behavior Ø  Lack of spontaneity Ø  Others might experience these individuals as boring and

reticent to try new things Ø  Finds change difficult and sticks with “tried and true” Ø  Limited curiosity Ø  Too dogmatic and not open to alternative views and ways

of behaving Ø  Misses out on entrepreneurial opportunities

High Expression Bright Side Assets Ø  Intellectually curious and stimulated/introspective Ø  Creative and innovative & imaginative Ø  Challenges the status quo Ø  High tolerance for ambiguity Ø  Risk taker, flexible, adaptable Ø  Aggressively pursues new opportunities Ø  Utilizes divergent thinking to challenge the ways things are

typically done Ø  Sees change as adventuresome, rather than a challenge Ø  Open and tolerant of novel ways of thinking and behaving

Dark Side Liabilities Ø  Nonconformists Ø  Uncomfortable in traditional organizational settings Ø  Gets distracted by new and vogue Ø  Can be overly complex and philosophical Ø  Appears unable to develop a particular position on issues Ø  Frustrating to others requiring simple and clear instructions Ø  Big risk takers/Overly competitive Ø  Too committed to change for change’s sake

Extraversion Low Expression

Bright Side Assets Ø  Respectful of others Ø  Introspective/Intellectual Ø  Secure Ø  Non-Manipulative Ø  Gets energy from being alone Ø  Selective in whom they interact with Ø  Independent and less needy of others Ø  Unassuming Ø  Takes time to establish relationships with others

Dark Side Liabilities Ø  Private, shy, and reserved Ø  Aloof and distant and keeps others away Ø  Domineering and opinionated Ø  Judgmental and evaluative of others Ø  Very selective in whom they support and court (political) Ø  Mysterious Ø  Closed and unwilling to share Ø  Troubled/Insecure Ø  May not seem obviously enthusiastic or involved with

others Ø  Unwilling to share or divulge much to others Ø  Closed off emotionally

High Expression Bright Side Assets Ø  Assertive and willing to speak “one’s mind” Ø  Gregarious/Extraverted/Charismatic Ø  Friendly/Outgoing/Social/Talkative Ø  Appears “leader-like” to others Ø  Gets energy from being around others Ø  Engaging & expressive interpersonally Ø  Outgoing and willing to meet new people easily Ø  Interested in building long-term relationships Ø  Compatible/Responsive/Agreeable Ø  Team oriented

Dark Side Liabilities Ø  Too socially interactive and embarrassing to those who are

quieter Ø  Bold and aggressive, both verbally and behaviorally Ø  Quickly bounces from one conversation to another Ø  Can come across as disingenuous or friendly for self-gain Ø  Lacking in boundaries of what to share and disclose to

others Ø  Attention seeking/Overly talkative Ø  Draining/Pushy Ø  Too dependent and in need of company Ø  Dependent on others

Agreeableness Low Expression

Bright Side Assets Ø  Pragmatic and realistic Ø  Quick to tell others what to do/assertive Ø  Determined to stick to their own views Ø  Willing to take responsibility for actions Ø  Outspoken/Direct/Blunt Ø  Effective in confronting others Ø  Healthy cynics/ability to see genuineness in others Ø  Capacity to see through flattery in others Ø  Can make decisions without feeling obligated to others

Dark Side Liabilities Ø  Narcissistic and Self-promoting Ø  Shrewd, self-advancing, and cynical Ø  Too realistic and objective Ø  Non-emotive and non-feeling Ø  Too direct in dealing with others Ø  Overly emotional and lacking in self-control Ø  Autocratic/Authoritarian Ø  Unwilling to listen to others Ø  Overly aggressive and demanding

High Expression

Bright Side Assets Ø  Trusting and trustworthy Ø  Responsive, open, and compassionate Ø  Altruistic and kind toward others Ø  Cooperative, accommodating , gentle, and kind Ø  Inclusive and promoting affiliation Ø  Facilitating and helping to minimize conflict Ø  Pleasant Ø  Fair and friendly—looks for the good in others Ø  Empathetic in delivering negative feedback

Dark Side Liabilities Ø  Overly accommodating and obliging Ø  Tendency to avoid interpersonal conflict Ø  Too soft on others Ø  Susceptible and gullible Ø  Can appear as naïve to others Ø  Overly process oriented and not task focused enough Ø  Unwilling to confront others Ø  Willing to adapt to another’s argument Ø  Avoids issues, hoping they will get better

Ø The five factors appear in almost all cross-cultural studies.

Ø Generally, the findings corroborate what has been found in U.S. research Ø Of the Big Five traits, conscien5ousness is the best predictor of job performance.

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Demonstrate How The Big Five Traits Predict Behavior At Work

Ø The Dark Triad 1.   Machiavellianism – the degree to which an

individual is pragma5c, maintains emo5onal distance, and believes that ends can jus5fy means.

2.   Narcissism – the tendency to be arrogant, have a grandiose sense of self-importance, require excessive admira5on, and have a sense of en5tlement.

3.   Psychopathy – the tendency for a lack of concern for others and a lack of guilt or remorse when their ac5ons cause harm.

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Demonstrate How The Big Five Traits Predict Behavior At Work

Ø Approach-Avoidance Ø The approach-avoidance framework – casts personality traits as mo5va5ons. Ø Approach mo5va5on is aZrac5on to posi5ve s5muli.

Ø Avoidance mo5va5on is our aversion to nega5ve s5muli.

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Demonstrate How The Big Five Traits Predict Behavior At Work

Ø Other Personality Traits Relevant to OB Ø Core Self-Evalua.on – boZom line conclusions individuals have about their capabili5es, competence, and worth as a person.

Ø Self-Monitoring – measures an individual’s ability to adjust his or her behavior to external, situa5onal factors.

Ø Proac.ve Personality – people who iden5fy opportuni5es, show ini5a5ve, take ac5on, and persevere un5l meaningful change occurs.

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Demonstrate How The Big Five Traits Predict Behavior At Work

Describe How the Situation Affects Whether Predicts Behavior Ø Personality and Situa5ons Ø Situa.on strength theory – indicates that the way personality translates into behavior depends on the strength of the situa5on. Ø The degree to which norms, cues, or standards dictate appropriate behavior. Ø Clarity Ø Consistency Ø Constraints Ø Consequences

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Describe How the Situation Affects Whether Predicts Behavior

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Contrast Terminal and Instrumental Values

Ø Values – basic convic5ons about what is right, good, or desirable.

Ø Value system – ranks values in terms of intensity. Ø The Importance and Organiza5on of Values Ø Values lay the founda5on for understanding of

a,tudes and mo5va5on. Ø Values generally influence a,tudes and behaviors.

Ø Terminal values – desirable end-states of existence. Ø Instrumental values – preferred modes of behavior or means of achieving terminal values.

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Compare Generational Differences in Values

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Compare Generational Differences in Values

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Compare Generational Differences in Values

Ø Person-Organiza5on Fit Ø People high on extraversion fit well with aggressive and team-oriented cultures.

Ø People high on agreeableness match up beZer with a suppor5ve organiza5onal climate than one focused on aggressiveness.

Ø People high on openness to experience fit beZer in organiza5ons that emphasize innova5on rather than standardiza5on.

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Compare Generational Differences in Values

Identify Hofstede’s Five Value Dimensions Of National Culture

Ø Five value dimensions of na5onal culture 1.   Power distance 2.   Individualism versus collec.vism 3.   Masculinity versus femininity 4.   Uncertainty avoidance 5.   Long-term versus short-term orienta.on

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Identify Hofstede’s Five Value Dimensions Of National Culture

Ø Different cultural values by na5on. Ø Enormously influen5al on OB research and managers, but s5ll cri5cized. Ø Original work is more than 30 years old and based on a single company (IBM).

Ø Important social and poli5cal changes since then. Ø Methodology concerns.

Ø The GLOBE Framework for Assessing Culture Ø The Global Leadership and Organiza5onal Behavior Effec5veness (GLOBE) research program updated Hofstede’s research. Ø Data from 825 organiza5ons and 62 countries. Ø Used variables similar to Hofstede’s. Ø Added some news ones.

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Identify Hofstede’s Five Value Dimensions Of National Culture

Implications for Managers Ø As a manager, you are more likely to appreciate, evaluate posi5vely, and allocate rewards to employees who fit in, and your employees are more likely to be sa5sfied if they perceive they do fit in. Plan to objec5vely consider your employees’ performance accordingly.

Ø Consider screening job candidates for high conscien5ousness, as well as the other Big Five traits, depending on the criteria your organiza5on finds most important. Other traits, such as core self- evalua5on or narcissism, may be relevant in certain situa5ons. 5-70

Implications for Managers Ø You need to evaluate your employees’ jobs, their work groups, and your organiza5on to determine the op5mal personality fit.

Ø Take into account employees' situa5onal factors when evalua5ng their observable personality traits, and lower the situa5on strength to beZer ascertain personality characteris5cs.

Ø Although the MBTI has been widely cri5cized, it may have a place in organiza5ons. You may consider the results helpful for training and development. The results can also help employees beZer understand themselves, help team members beZer understand each other, open up communica5on in work groups, and possibly reduce conflicts. 5-71

Chapter 6: Percep5on and Individual Decision Making

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Learning Objectives A8er studying this chapter, you should be able to: Ø Define percep5on and explain the factors that influence it. Ø Explain aZribu5on theory, and list the three determinants of aZribu5on.

Ø Iden5fy the shortcuts individuals use in making judgments about others.

Ø Explain the link between percep5on and decision making. Ø Contrast the ra5onal model of decision making with bounded ra5onality and intui5on.

Ø Describe the common decision biases or errors. Ø Explain how individual differences and organiza5onal constraints affect decision making.

Ø Contrast the three ethical decision criteria. Ø Define crea'vity and describe the three-stage model of crea5vity.

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DeCine Perception and Explain The Factors That InCluence It

Ø Percep.on is a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.

Ø It is important to the study of OB because people’s behaviors are based on their percep5on of what reality is, not on reality itself.

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DeCine Perception and Explain The Factors That InCluence It

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Explain Attribution Theory and List the Three Determinants of Attribution

Ø AYribu.on theory suggests that when we observe an individual’s behavior, we aZempt to determine whether it was internally or externally caused.

Ø Determina5on depends on three factors: Ø Dis5nc5veness Ø Consensus Ø Consistency

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Explain Attribution Theory and List the Three Determinants of Attribution

Ø Clarifica5on of the differences between internal and external causa5on Ø Internally caused – those that are believed to be under the personal control of the individual.

Ø Externally caused – resul5ng from outside causes.

LO 2

6-77

Explain Attribution Theory and List the Three Determinants of Attribution

LO 2

6-78

Explain Attribution Theory and List the Three Determinants of Attribution

Ø Fundamental aYribu.on error Ø We have a tendency to underes5mate the influence of external factors and overes5mate the influence of internal or personal factors.

Ø Self-serving bias Ø Individuals aZribute their own successes to internal factors.

LO 2

6-79

Ø Selec.ve percep.on Ø Any characteris5c that makes a person, object, or event stand out will increase the probability that it will be perceived.

Ø Since we can’t observe everything going on around us, we engage in selec5ve percep5on.

Ø Halo effect Ø The halo effect occurs when we draw a general impression on the basis of a single characteris5c.

LO 3

6-80

Identify the Shortcuts Individuals Use in Making Judgments About Others

Ø Contrast effects Ø  We do not evaluate a person in isola5on. Ø  Our reac5on to one person is influenced by other persons we have recently encountered.

Ø For example, an interview situa5on in which one sees a pool of job applicants can distort percep5on. Ø Distor5ons in any given candidate’s evalua5on can occur as a result of his or her place in the interview schedule.

LO 3

6-81

Ø Stereotyping Ø Judging someone on the basis of our percep5on of the group to which he or she belongs.

Ø This is a means of simplifying a complex world, and it permits us to maintain consistency. Ø We have to monitor ourselves to make sure we’re not unfairly applying a stereotype in our evalua5ons and decisions.

LO 3

6-82

Identify the Shortcuts Individuals Use in Making Judgments About Others

Ø Applica5ons of Shortcuts in Organiza5ons Ø Employment Interview

Ø Evidence indicates that interviewers make perceptual judgments that are o8en inaccurate. Ø  Interviewers generally draw early impressions that become very quickly

entrenched. Ø  Studies indicate that most interviewers’ decisions change very liZle a8er the first

four or five minutes of the interview.

LO 3

6-83

Identify the Shortcuts Individuals Use in Making Judgments About Others

Ø Applica5ons of Shortcuts in Organiza5ons Ø Performance Expecta5ons

Ø Evidence demonstrates that people will aZempt to validate their percep5ons of reality, even when those percep5ons are faulty.

Ø Self-fulfilling prophecy, or the Pygmalion effect, characterizes the fact that people’s expecta5ons determine their behavior.

Ø Expecta5ons become reality.

LO 3

6-84

Identify the Shortcuts Individuals Use in Making Judgments About Others

Ø Applica5ons of Shortcuts in Organiza5ons Ø Performance Evalua5on

Ø An employee’s performance appraisal is very much dependent upon the perceptual process.

Ø Many jobs are evaluated in subjec5ve terms. Ø Subjec5ve measures are problema5c because of selec5ve percep5on, contrast effects, halo effects, and so on.

LO 3

6-85

Identify the Shortcuts Individuals Use in Making Judgments About Others

Explain the Link Between Perception and Decision Making

Ø Individuals make decisions – choosing from two or more alterna5ves. Ø Top managers determine goals, products to offer,

how to finance opera5ons, or locate a new plant. Ø Middle- and lower-level managers determine

produc5on schedules, select employees, and decide about pay raises.

Ø Some non-managerial employees are now also empowered to make decisions that have been previously made by managers.

LO 4

6-86

Ø Decision making occurs as a reac5on to a problem. Ø There is a discrepancy between some current state of

affairs and some desired state, requiring considera5on of alterna5ve courses of ac5on. Ø One person’s problem is another’s sa5sfactory state of affairs.

Ø Every decision requires interpreta5on and evalua5on of informa5on. Ø Data are typically received from mul5ple sources. Ø Which data are relevant to the decision and which are not?

Ø Alterna5ves will be developed, and the strengths and weaknesses of each need to be evaluated.

LO 4

6-87

Explain the Link Between Perception and Decision Making

Contrast the Rational Model of Decision Making with Bounded Rationality and Intuition LO 5

6-88

Ø Assump5ons of the Ra5onal Model Ø The decision maker…

Ø Has complete informa5on. Ø Is able to iden5fy all the relevant op5ons in an unbiased manner.

Ø Chooses the op5on with the highest u5lity. Ø Most decisions in the real world don’t follow the ra5onal model.

LO 5

6-89

Contrast the Rational Model of Decision Making with Bounded Rationality and Intuition

Ø Bounded Ra5onality Ø Most people respond to a complex problem by reducing it to a level at which it can be readily understood. Ø People sa.sfice – they seek solu5ons that are sa5sfactory and sufficient.

Ø Individuals operate within the confines of bounded ra.onality. Ø They construct simplified models that extract the essen5al features.

LO 5

6-90

Contrast the Rational Model of Decision Making with Bounded Rationality and Intuition

Ø How does bounded ra5onality work? Ø Once a problem is iden5fied, the search for criteria

and op5ons begins. Ø A limited list of the more conspicuous choices is

iden5fied. Ø These are easy to find, tend to be highly visible, and represent familiar criteria and previously tried- and-true solu5ons.

Ø The decision maker then reviews the list, looking for a solu5on that is “good enough.”

Ø Some5mes a fast-and-frugal process of solving problems is the best op5on.

LO 5

6-91

Contrast the Rational Model of Decision Making with Bounded Rationality and Intuition

Ø Intui5on Ø Intui.ve decision making occurs outside conscious thought; it relies on holis5c associa5ons, or links between disparate pieces of informa5on, is fast, and is affec5vely charged, meaning it usually engages the emo5ons.

Ø The key is neither to abandon nor rely solely on intui5on, but to supplement it with evidence and good judgment.

LO 5

6-92

Contrast the Rational Model of Decision Making with Bounded Rationality and Intuition

Describe the Common Decision Biases or Errors

LO 6

6-93

Ø Overconfidence Bias Ø Individuals whose intellectual and interpersonal abili5es are weakest are most likely to overes5mate their performance and ability.

Ø Anchoring Bias Ø Fixa5ng on ini5al informa5on as a star5ng point and failing to adequately adjust for subsequent informa5on.

LO 6

6-94

Describe the Common Decision Biases or Errors

Ø Confirma.on Bias Ø Type of selec5ve percep5on. Ø Seek out informa5on that reaffirms past choices, and discount informa5on that contradicts past judgments.

Ø Availability Bias Ø Tendency for people to base judgments on informa5on that is readily available.

LO 6

6-95

Describe the Common Decision Biases or Errors

Ø Escala.on of Commitment Ø Staying with a decision even when there is clear

evidence that it’s wrong. Ø Escala5on is most likely to occur when individuals view themselves as responsible for the outcome.

Ø Randomness Error Ø Our tendency to believe we can predict the outcome

of random events. Ø Decision making becomes impaired when we try to create meaning out of random events.

LO 6

6-96

Describe the Common Decision Biases or Errors

Ø Risk Aversion Ø The tendency to prefer a sure thing instead of a risky

outcome. Ø Ambi5ous people with power that can be taken away appear to be especially risk averse.

Ø People will more likely engage in risk-seeking behavior for nega5ve outcomes, and risk-averse behavior for posi5ve outcomes, when under stress.

Ø Hindsight Bias Ø The tendency to believe falsely that one has

accurately predicted the outcome of an event, a8er that outcome is actually known.

LO 6

6-97

Describe the Common Decision Biases or Errors

Explain How Individual Differences and Organizational Constraints Affect Decision Making

Ø Individual Differences Ø Personality

Ø Conscien5ousness Ø Achievement–striving Ø Du5fulness

Ø High self-esteem Ø Gender

Ø Rumina5on Ø Mental Ability Ø Cultural Differences

LO 7

6-98

Explain How Individual Differences and Organizational Constraints Affect Decision Making

Ø Organiza5onal Constraints Ø Performance Evalua5ons Ø Reward Systems Ø Formal Regula5ons Ø System-Imposed Time Constraints Ø Historical Precedents

LO 7

6-99

Contrast the Three Ethical Decision Criteria

Ø U.litarianism – decisions are made solely on the basis of their outcomes or consequences.

Ø Focus on rights – calls on individuals to make decisions consistent with fundamental liber5es and privileges as set forth in documents such as the Bill of Rights. Ø Protects whistle-blowers.

Ø Impose and enforce rules fairly and impar5ally to ensure jus'ce or an equitable distribu5on of benefits and costs.

LO 8

6-10 0

Contrast the Three Ethical Decision Criteria

Ø Behavioral ethics – an area of study that analyzes how people actually behave when confronted with ethical dilemmas. Ø Individuals do not always follow ethical standards promulgated by their organiza5ons, and we some5mes violate our own standards.

Ø There are ways to increase ethical decision making in organiza5ons.

Ø Consider cultural differences.

LO 8

6-10 1

Ø Crea.vity is the ability to produce novel and useful ideas. Ø These are ideas that are different from what has been done before, but that are also appropriate to the problem.

LO 9

6-10 2

DeCine Creativity and Describe the Three-Stage Model of Creativity

LO 9

6-10 3

Implications for Managers Ø To influence produc5vity, assess how your employees perceive their jobs. Clue into employee absenteeism, turnover, and job sa5sfac5on levels for indicators of their percep5on. Discuss their percep5ons about fairness, compensa5on, and other abstract measures with them to clear up any perceptual distor5ons.

Ø Adjust your decision making approach to the na5onal culture you’re opera5ng in and to the criteria your organiza5on values. If you’re in a country that doesn’t value ra5onality, don’t feel compelled to follow the ra5onal decision-making model or to try to make your decisions appear ra5onal. Adjust your decision approach to ensure compa5bility with the organiza5onal culture.

6-10 4

Ø Be aware of biases. Then try to minimize their impact. Exhibit 6-4 offers some sugges5ons.

Ø Combine ra5onal analysis with intui5on. These are not conflic5ng approaches to decision making. By using both, you can actually improve your decision making effec5veness.

Ø Try to enhance your crea5vity. Ac5vely look for novel solu5ons to problems, aZempt to see problems in new ways, use analogies, and hire crea5ve talent. Try to remove work and organiza5onal barriers that might impede your crea5vity.

6-10 5

Implications for Managers

1-10 6

The RAPID Decision Model Ø Recommend Ø  Making a proposal on a key decision, gathering input and

providing data and analysis to make a sensible choice in a 5mely fashion

Ø Agree Ø  Nego5a5ng a modified proposal with the recommender if

they have concerns about the original proposal Ø Perform Ø  Execute the decision once it’s made

Ø Input Ø  Provide relevant facts to the recommender about

feasibility and prac5cal implica5ons Ø Decide Ø  Commit the organiza5on to implemen5ng the decision

107

The Hoftsede Model: Six Dimensions of Cultures

Hoftsede & Minkov Dimensions (2010) Power Distance: Related to the distribution of power in families and

companies (democratic vs. autocratic).

Uncertainty Avoidance: Related to the level of stress in a society in the face of an unknown future (cultures that are low are tolerant of change &

pragmatic).

Individualism vs. Collectivism: Related to the integration of individuals into primary groups (In individualistic societies, stress is put on personal

achievements & individual rights).

Masculinity vs. Femininity: Related to the division of emotional roles between men and women (feminine cultures place more value on

relationships & quality of life).

Long-term vs. Short-term orientation: Related to the time horizon for people’s efforts (future or present and past)

human desires related to enjoying life. Indulgence vs. Restraint: Related to the gratification vs. control of basic h

Power Distance

Characteristics Countries Tips

High PD •  Power is distributed unequally

•  Centralized companies •  Strong hierarchies •  Large gaps in

compensation, authority, and respect.

Malaysia Guatemala Panama Philippines Mexico

•  Acknowledge a leader’s power.

•  Be aware that you may need to go to the top for answers.

Low PD •  Power is distributed equally

•  Flatter organizations. •  Supervisors and

employees are considered almost as equals.

Austria Israel Denmark New Zealand Ireland

•  Use teamwork. •  Involve as many

people as possible in decision making.

Individualism Characteristics Countries Tips

High IDV •  High valuation on people’s time and their need for freedom.

•  An enjoyment of challenges, and an expectation of rewards for hard work.

•  Respect for privacy

USA Australia UK Netherlands New Zealand

•  Acknowledge accomplishments.

•  Don’t ask for too much personal information.

•  Encourage debate and expression of own ideas.

Low IDV •  Emphasis on building skills and becoming masters of something.

•  Work for intrinsic rewards.

•  Harmony more important than honesty.

Panama Guatemala Ecuador Venezuela Colombia

•  Show respect for age and wisdom.

•  Suppress feelings and emotions to work in harmony.

•  Respect for traditions and introduce change slowly.

Masculinity Characteristics Countries Tips

High MAS

•  Men are masculine and women are feminine.

•  There is a well defined distinction between men’s work and women’s work.

Japan Hungary Austria Venezuela Italy

•  Be aware that people may expect male and female roles to be distinct.

•  Advise men to avoid discussing emotions or making emotionally- based decisions or arguments.

Low MAS •  A women can do anything a man can do.

•  Powerful and successful women are admired and respected.

Sweden Norway Netherlands Denmark Costa Rica

•  Use teamwork. •  Involve as many

people as possible in decision making.

Uncertainty/Avoidance Characteristics Countries Tips

High UAI

•  Very formal business conduct with lots of rules and policies.

•  Need and expect structure.

•  Sense of nervousness spurns high levels of emotion and expression.

•  Differences are avoided.

Greece Portugal Guatemala Uruguay Belgium

•  Be clear and concise about your expectations and parameters.

•  Plan and prepare, communicate often and early, provide detailed plans and focus on the tactical aspects of a job or project.

•  Express your emotions through hands gestures and raised voices.

Low UAI

•  Informal business attitude.

•  More concern with long term strategy than what is happening on a daily basis.

•  Accepting of change and risk.

Singapore Jamaica Denmark Sweden Hong Kong

•  Do not impose rules or structure unnecessarily.

•  Minimize your emotional response by being calm and contemplating situations before speaking.

•  Express curiosity when you discover differences.

Long-term Orientation Characteristics Countries Tips

High LTO

•  Family is the basis of society.

•  Parents and men have more authority than young people and women.

•  Strong work ethic. •  High value placed on

education and training

China Taiwan Japan South Korea

•  Show respect for traditions. •  Do not display

extravagance or act frivolously.

•  Reward perseverance, loyalty, and commitment.

•  Avoid doing anything that would cause another to "lose face".

Low LTO

•  Promotion of equality. •  High creativity,

individualism. •  Treat others as you

would like to be treated. •  Self-actualization is

sought.

USA UK Canada

•  Expect to live by the same standards and rules you create.

•  Be respectful of others. •  Do not hesitate to introduce

necessary changes.