Professional Documents
Culture Documents
Chapter 8
Foundations
of Individual
and Group
Behavior
EXHIBIT 8.1
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 8–5
Behaviors of Interest to OB
• Employee productivity
The efficiency and effectiveness of employees
• Absenteeism
The election by employees to attend work
• Turnover
The exit of an employee from an organization
• Organizational citizenship
Employee behaviors that promote the welfare of the
organization
Source: Modified and reproduced by special permission of the publisher, Consulting Psychologists Press, Inc., Palo Alto, CA 94303, from
Introduction to Type, 6th ed., by Isabel Myers-Briggs, and Katherine C. Briggs. Copyright 1998 by Consulting Psychologists Press, Inc. All rights
reserved. Further reproduction is prohibited without publisher’s written consent. Introduction to Type is a trademark of Consulting Psychologists EXHIBIT 8.2
Press, Inc. (The Myers-Briggs Type Indicator and MBTI are registered trademarks of Consulting Psychologists Press, Inc.)
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 8–13
Big Five Model of Personality Factors
• Extroversion
• Agreeableness
• Conscientiousness
• Emotional stability
• Openness to experience
Performanc
Person e Job
Source: Reproduced by
special permission of the
publisher, Psychological
Assessment Resources, Inc.,
Making Vocational Choices,
3rd ed., copyright 1973, 1985,
1992, 1997 by Psychological
Assessment Resources, Inc.
All rights reserved.
EXHIBIT 8.4
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 8–21
Key Points of Holland’s Model
• There do appear to be intrinsic differences in
personality among individuals;
• There are different types of jobs
• People in job environments congruent with their
personality types should be more satisfied and
less likely to resign voluntarily than people in
incongruent jobs.
EXHIBIT 8.5
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 8–25
How Managers Judge Employees
• Attribution theory
A theory based on the premise that we judge people
differently depending on the meaning we attribute to a
given behavior
Internally caused behavior is believed to be under the
control of the individual.
Externally caused behavior results from outside causes;
that is, the person is seen as having been forced into
the behavior by the situation.
EXHIBIT 8.6
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 8–28
Judgment Errors
• Fundamental attribution error
The tendency to underestimate the influence of
external factors and overestimate the influence of
internal or personal factors when making judgments
about the behavior of others.
• Self-serving bias
The tendency for individuals to attribute their own
successes to internal factors while putting the blame
for failures on external factors.
Selectivity
Assumed similarity
Stereotyping
Halo effect
Self-fulfilling prophecy
EXHIBIT 8.7
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 8–30
Learning
• Learning defined
Any relatively permanent change in behavior that
occurs as a result of experience
• Operant conditioning (B. F. Skinner)
A behavioral theory that argues that voluntary, or
learned, behavior is a function of its consequences
Reinforcement increases the likelihood that behavior
will be repeated; behavior that is not rewarded or is
punished is less likely to be repeated.
Rewards are most effective if they immediately follow
the desired response.
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 8–31
Learning (cont’d)
• Social learning theory
The theory that people can learn through observation
and direct experience; by modeling the behavior of
others
• Modeling processes
Attentional processes.
Retention processes
Motor reproduction processes
Reinforcement processes
Security
Status
Self-esteem
Affiliation
Power
Goal achievement
EXHIBIT 8.8
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 8–36
Examples of Cards Used in Asch Study
EXHIBIT 8.10
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 8–39