Review Chapter 1

• Interpersonal skills
• Managerial activities (traditional mngt,
communication, human resources mngt,
networking)
• Organizational Behavior
– Individuals
– Groups
– Structure

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Chapter 2: Foundations of
Individual Behaviour

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Topic Outline
• Relationship between ability and job
performance
• Three components of an attitude
• Causes and consequences of job satisfaction
• Understand how to shape the behaviour of
others
• Four schedules of reinforcement

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Ability Attitudes Learning

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Ability
• Refers to an individual capacity to perform the
various tasks in a job
• Intellectual ability – encompasses mental
activities such as thinking, reasoning, and
problem solving.
• The more complex job, the more general
intelligence and verbal abilities will be
necessary to perform the job successfully.

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• Correlation between INTELLIGENCE and JOB
SATISFACTION is

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Ability and Job fit
• Employee performance is enhanced when an
employee and position are welled matched –
High ability – job fit.

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Attitudes
• Evaluative statements or judgments
concerning objects, people, or events
– How many components of attitudes
– How consistent are attitudes
– Does behavior always follow from attitudes
– What are the major job attitudes

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 Components of attitudes
Three components of an attitude:
The emotional or
feeling segment of
Affective an attitude
Cognitive

The opinion or
belief segment of Behavioral

an attitude
An intention to behave
in a certain way toward
Attitude someone or something
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How consistent are the attitudes

• Cognitive Dissonance: Any incompatibility between

two or more attitudes or between behavior and
attitudes
– Individuals seek to reduce this uncomfortable gap, or
dissonance, to reach stability and consistency
– Consistency is achieved by changing the attitudes,
modifying the behaviors, or through rationalization
– Desire to reduce dissonance depends on:
• Importance of elements
• Degree of individual influence
• Rewards involved in dissonance 11
Does Behavior Always Follow from Attitudes?

• The most powerful moderators of the attitude-

behavior relationship are:
– Importance of the attitude
– Specificity
– Accessibility
– Existence of social pressures
– Personal and direct experience of the attitude

Attitudes Predict Behavior

Moderating Variables 12
Predicting Behavior from Attitudes
• Important attitudes have a strong relationship to behavior.
• The closer the match between attitude and behavior, the
stronger the relationship:
• Specific attitudes predict specific behavior
• General attitudes predict general behavior
• The more frequently expressed an attitude, the better
predictor it is.
• High social pressures reduce the relationship and may
cause dissonance.
• Attitudes based on personal experience are stronger
predictors.

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Discussion
• Give an example of situation in which
behaviors do not follow attitudes? Explain.

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Self-Perception Theory
• Argues that attitudes are used, after the fact,
to make sense out of an action that has
already occurred rather than as devices that
precede and guide action

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What are the Major Job Attitudes?

Job
Involvement

Organizational
Commitment

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Job Involvement
• Job Involvement
– Degree of psychological identification with the job
where perceived performance is important to self-
worth
Psychological Empowerment
– Belief in the degree of influence over the job,
competence, job meaningfulness, and autonomy

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Job Involvement Absences
Resignation rates

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Organizational Commitment
• Organizational Commitment
– Identifying with a particular organization and its goals,
while wishing to maintain membership in the organization.
– Three dimensions:
• Affective – emotional attachment to organization
• Continuance Commitment – economic value of staying
• Normative – moral or ethical obligations
– Has some relation to performance, especially for new
employees.
– Less important now than in the past – now perhaps more of
an occupational commitment, loyalty to profession rather
than a given employer.
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And Yet More Major Job Attitudes…
• Perceived Organizational Support (POS)
– Degree to which employees believe the organization
values their contribution and cares about their well-being.
– Higher when rewards are fair, employees are involved in
decision making, and supervisors are seen as supportive.
• Employee Engagement
– The degree of involvement with, satisfaction with, and
enthusiasm for the job.
– Engaged employees are passionate about their work and
company.

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Are These Job Attitudes Really Distinct?

• No: these attitudes are highly related.

• Variables may be redundant (measuring the
same thing under a different name)
• While there is some distinction, there is also a
lot of overlap.

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Job satisfaction
• Positive feeling about one’s job resulting from
an evaluation of its characteristics
• One of the primary job attitudes measured.
– Broad term involving a complex individual
summation of a number of discrete job elements.

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Discussion
• What factors that affect job satisfaction?

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Autonomy and independence Management recognition of employee job
performance
Experiment Exercise
Benefits Meaningfulness of job

Career advancement opportunities Networking

Career development opportunities Opportunities to use skills/abilities

Compensation/pay Organization’s commitment to

professional development
Communication between employees and Overall corporate culture
management
Contribution of work to organization’s Relationship with coworkers
business goals
Feeling safe in the work environment Relationship with immediate supervisor

Flexibility to balance life and work issues The work itself

Job security The variety of work

Job-specific training  
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• 1- most important
• 21 – least important

• 1- pay
• 2 – relationship with coworkers
• 3 – benefits
• …
• 21. job – specific training
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21 Items list

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Top 5 most important factors

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Average job satisfaction levels by facets

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Causes of Job Satisfaction

$40,000 Personality
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Job satisfaction

40k 80k

Salary30
Neutral objects satisfaction questionnaire

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Neutral objects satisfaction questionnaire

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• 1–2
• 2–3
• 3–1
• 4
• 5
• …
• 25 - 1

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34
• Pay
• Career development (!)
• Benefits
• Career advancement
• Communication between employees and mngt
• Work life balance
• Job security
• Relationship with supervisor/ coworkers
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Discussion
• Give some ideas to improve job satisfaction in
the organization.

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Employee Responses to Dissatisfaction

Exit Voice
• Behavior • Active and
directed constructive
toward leaving attempts to
the improve
organization conditions

Neglect Loyalty
• Allowing • Passively
conditions to waiting for
worsen conditions to
improve

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Outcomes of Job Satisfaction
• Job Performance
– Satisfied workers are more productive AND more productive
workers are more satisfied!
– The causality may run both ways.
• Organizational Citizenship Behaviors
– Satisfaction influences OCB through perceptions of fairness.
• Customer Satisfaction
– Satisfied frontline employees increase customer satisfaction
and loyalty.
• Absenteeism
– Satisfied employees are moderately less likely to miss work.
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More Outcomes of Job Satisfaction
• Turnover
– Satisfied employees are less likely to quit.
– Many moderating variables in this relationship.
• Economic environment and tenure
• Organizational actions taken to retain high performers and to weed out lower
performers
• Workplace Deviance
– Dissatisfied workers are more likely to unionize, abuse substances, steal,
be tardy, and withdraw.

Despite the overwhelming evidence of the impact of job satisfaction

on the bottom line, most managers are either unconcerned about
or overestimate worker satisfaction.

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Learning
• Learning is any relatively permanent change in
behaviours that occurs as a result of
experience
– Involves change
– The change must become ingrained
– Some form of experience is necessary for learning

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Theories in learning

Operant Social
conditioning learning

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Operant conditioning
• Behaviours is a function of its consequences
• People learn to behave to get something they
want or to avoid something they don’t want

Behaviours Consequences

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Social learning
• Individuals can learn by observing what
happens to the others or just being told as
well as by direct experiences
– Attentional processes
– Retention processes
– Motor reproduction processes
– Reinforcement processes

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– Attentional processes
– Retention processes
– Motor reproduction processes
– Reinforcement processes

Individual Example
Group Structure
Bonus

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Shaping: a managerial tool

Positive Negative
reinforcement reinforcement

Punishment Extinction

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Schedules of Reinforcement
• Continuous reinforcement schedule
reinforces the desired behavior each and
every time it is demonstrated
• Intermittent reinforcement schedule, not
every instance of the desirable behavior is
reinforced, but reinforced is given often
enough to make the behavior worth repeating

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• Continuous reinforcement
• Intermittent reinforcement
– Fixed interval
– Fixed ratio
– Variable interval
– Variable ratio

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Intermittent Reinforcement

Interval Ratio

Fixed Fixed Interval Fixed Ratio

Variable Variable Interval Variable Ratio

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Discussion
• Give examples of each technique in schedules
of reinforcement
• Ex:

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Global Implications
• Is Job Satisfaction a U.S. Concept?
– No, but most of the research so far has been in the U.S.

• Are Employees in Western Cultures More Satisfied

With Their Jobs?
– Western workers appear to be more satisfied than
those in Eastern cultures.
– Perhaps because Westerners emphasize positive
emotions and individual happiness more than do those
in Eastern cultures.
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Summary and Managerial Implications
• Managers should watch employee attitudes:
– They give warnings of potential problems
– They influence behavior
• Managers should try to increase job satisfaction and
generate positive job attitudes
– Reduces costs by lowering turnover, absenteeism,
tardiness, theft, and increasing OCB
• Focus on the intrinsic parts of the job: make work
challenging and interesting
– Pay is not enough
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• VALS Study
• http://www.strategicbusinessinsights.com/val
s/presurvey.shtml

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END.

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