Foundations of Individual Behavior-LMAALA

FOUNDATIONS OF INDIVIDUAL BEHAVIOR
Louie Michelle P.Aala

MBA
HBO- 1B
1
People In Organizations
• The Psychological Contract

– A person’s set of expectations regarding what he or she
will contribute to the organization and what the
organization will provide in return.
• Unlike a business contract, a psychological contract is not written
on paper, nor are all of its terms explicitly negotiated.
Nature of the Psychological Contract
– Contributions and Inducements
• Individual’s contributions to the organization- effort, skills, ability,
time, loyalty,
• Organization’s inducements to the individual, such as pay and
career opportunities.
2
The Psychological
Contract
3
• Person-Job Fit
– The extent to which the individual’s
contributions match the
organization’s inducements.
– In theory, each employee has a
specific set of needs that he or she
wants fulfilled and a set of job-related
behaviors and abilities to contribute.
– If the organization can take perfect
advantage of those behaviors and
abilities and exactly fulfill the
employee’s needs, it will have
achieved a perfect person-job fit.
4
• Individual Differences
-Personal attributes that vary from one person to

another:
 Physical
 Psychological
 Emotional
6 Personality and Organizations
• Personality is the relatively stable set of psychological

attributes that distinguish one person from another.
• Managers should strive to understand basic personality

attributes and the ways they can affect people’s behavior in
organizational situations, as well as their perceptions of and
attitudes toward the organization.
7
• The “Big Five” Personality Traits
 Agreeableness
– The ability to get along with others
 Conscientiousness
– The number of goals on which a person focuses
 Neuroticism
– Characterized a person’s tendency to experience
unpleasant emotions, such as anger, depression
and feelings of vulnerability.
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 Extraversion
– The quality of being comfortable with relationships;
the opposite extreme, introversion, is characterized
by more social discomfort
 Openness
– The capacity to entertain new ideas and to change as a
result of learning new information
9
• The Myers-Briggs Framework

- Differentiates people in terms of four general
dimensions.
 Extroversion (E) Versus Introversion (I)
 Sensing (S) Versus Intuition (N)
 Thinking (T) Versus Feeling (F)
 Judging (J) Verses Perceiving (P)
10
• To use this framework, the organization has people complete

a questionnaire designed to measure their personalities on
each dimension.
• Emotional Intelligence (EQ)
11
-Refers to the extent of which people are self-
aware, can manage their emotions, can motivate themselves,
express empathy for others and possess social skills.
12
• Other Personality Traits at Work
 Locus of Control
– The extent to which people believe their circumstances
are a function of either their own actions or external
factors beyond their control.
 Self-Efficacy
– A person’s beliefs about his or her capabilities to
perform a task.
 Authoritarianism
– The belief that power and status differences are
appropriate within hierarchical social systems
such as organizations.
13
 Machiavellianism
– People who behave to gain power and control the
behavior of others.
 Self-Esteem
– The extent to which a person believes she or he is a
worthwhile and deserving individual.
 Risk Propensity
– The degree to which an individual is willing to take
chances and make risky decisions.
14
Attitudes In Organization
• Attitudes
-Are complexes of beliefs and feelings about specific
ideas, situations, or other people.
-Important because they are the mechanism through
which most people express their feelings.
Components :
1. Affect component – reflects feelings and emotions
an individual has toward a situation.
15
2. Cognition component – derives from
knowledge an individual has toward a
situation.
3. Intention component – reflects how an
individual expects to behave toward or in
the situation.
.
• Cognitive Dissonance
The anxiety a person experiences when she or her
simultaneously possesses two sets of knowledge or
perceptions that are contradictory or incongruent.
• 16
Work-Related Attitudes
 Job Satisfaction
-The extent to which people find
gratification or fulfillment in their work.
• While high levels of satisfaction may not lead to high levels of
productivity, satisfied employees tend to be absent less often,
make positive contributions, and stay with the organization.
 Organizational Commitment
– A person’s identification with and
attachment to the organization.
• A person with high levels of commitment is likely to see herself as
a true member of the organization and overlook minor sources of
dissatisfaction.
17
• Affect and Mood in Organizations
 Positive Affectivity
– People who possess positive affectivity are upbeat
and optimistic, have an overall sense of well-being,
and see things in a positive light.
 Negative Affectivity
– People characterized by negative affectivity are
generally downbeat and pessimistic, see things in a
negative light, and seem to be perpetually in a bad
mood.
18 Perception and Individual
Behavior
• Perception
– The set of processes by which an individual becomes
aware of and interprets information about the
environment.
• Basic Perceptual Processes
1. Selective perception
• The process of screening out information
that we are uncomfortable with or that
contradicts our beliefs.
2. Stereotyping
• The process of categorizing or labeling people on
the basis of a single attribute.
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• Attribution Theory
- suggests that we observe behavior and then
attribute causes of it.
The Attribution Process

- involves observing behavior and then attributing
causes to it. Observed behavior are interpreted in terms
of their consensus, consistency, and distinctiveness. The
interpretations result being attributed to either internal
or external causes.
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The Attribution Process

21 Types of Workplace Behavior
• Workplace Behavior
– Is a pattern of action by the members of an
organization that directly or indirectly influences the
organization’s effectiveness.
• Types of Workplace Behavior

1. Performance Behavior
2. Dysfunctional Behavior
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FOUNDATIONS OF INDIVIDUAL BEHAVIOR

Louie Michelle P.Aala

• The Psychological Contract

-Personal attributes that vary from one person to

• Personality is the relatively stable set of psychological

• Managers should strive to understand basic personality

• The Myers-Briggs Framework

• To use this framework, the organization has people complete

The Attribution Process

The Attribution Process

• Types of Workplace Behavior

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