Management 13th edtion by schermerhorn bachrach chapter 15

John R. Schermerhorn, Jr.

15

Daniel G. Bachrach

Management
13

th

edition

Chapter 15
Individual Behavior


Planning Ahead — Key Takeaways
 Identify perceptual tendencies and distortions that influence behavior.
 Explain common personality differences along with their implications for work and
careers.

 Discuss the components of attitudes and the importance of job satisfaction.
 Illustrate how emotions, moods, and stress influence behavior in work and social
situations.

Copyright ©2015 John Wiley & Sons, Inc.


Chapter 15 Outline

1. Perception
a) Perception and psychological contracts
b) Perception and attribution
c) Perception tendencies and distortions
d) Perception and impression management
2. Personality
a) Big five personality dimensions
b) Myers-Briggs type indicator
c) Technology Personality
d) Personal conception and emotional adjustment traits

Copyright ©2015 John Wiley & Sons, Inc.


Chapter 15 Outline

3. Attitudes
a)

What is an attitude?

b)

What is job satisfaction?

c)

Job satisfaction trends

d)

Job satisfaction outcomes

4. Emotions, Moods, and Stress
a)

Emotions

b)

Moods

c)

Stress and strain

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Perception

 Perception
The process through which people receive, organize and interpret information
from the environment

People can perceive the same things or situations
differently

People behave on the basis of their perceptions

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Perception
 Psychological contract
 Person-job fit begins here
 A set of expectations held by an individual about what will be given and received in the
employment relationship

 An ideal work situation is one with a fair psychological contract
 Balance of contributions and inducements

 Employee value proposition

 the organization’s intentions for creating value for both the employee and employer sides
of the psychological contract

Copyright ©2015 John Wiley & Sons, Inc.


Figure 15.1 Components in the psychological contract

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Perception

 Perception and attribution
Attribution
 The process of developing explanations for events

Fundamental attribution error
 Occurs when observers blame another’s performance failures or problems on
internal factors rather than external factors

Copyright ©2015 John Wiley & Sons, Inc.


Perception

 Perception and attribution
Self-serving bias
 Occurs because individuals blame their personal performance failures or problems on
external factors and attribute their successes to internal factors

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Perception

 Perceptual tendencies and distortions:
Stereotypes
 Occur when attributes commonly associated with a group are assigned to an individual






Racial and ethnic

Gender
Ability
Age
Others?

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Perception

 Perceptual tendencies and distortions
Halo effects
 Occur when one attribute is used to develop an overall impression of a person or
situation

Copyright ©2015 John Wiley & Sons, Inc.


Perception

 Perceptual tendencies and distortions:
Selective perception
 The tendency to define problems from ones’ own point of view

Projection
 The assignment of personal attributes to other individuals

Copyright ©2015 John Wiley & Sons, Inc.

Perception
Perceptual tendencies and distortions:

Impression management
The systematic attempt to influence how others perceive us
 dress to convey positive appeal
 flatter others to generate positive feelings
 when conversing, make eye contact and smile
 display a high level of energy

Copyright ©2015 John Wiley & Sons, Inc.


Personality

 Personality
– The profile of characteristics that makes one person unique from
others

Copyright ©2015 John Wiley & Sons, Inc.


Personality
“Big Five” personality traits:

–

Extroversion
• Being outgoing, sociable, and assertive

–

Agreeableness
• Being good-natured, cooperative, and trusting

–

Conscientiousness
• Being responsible, dependable, and careful

–

Emotional stability
• Being relaxed, secure, and unworried

–

Openness
• Being curious, receptive to new things, and open to change

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Personality

Myers-Briggs Dimensions of Personality

Extraversion/

Sensation/

Introversion

Intuition

- how we relate to others

- how we gather information

Thinking/

Judging/

Feeling

Perceiving

- how we evaluate

- how we react to the

information

outside world

Copyright ©2015 John Wiley & Sons, Inc.


Personality

 Technology personality reflects levels of social media use and how
media are used to connect to others.

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Personality
 1. Always On—8%—early adopters who use technology to create content, actively engage others, and
make connections with people they’d like to know, not merely the people they know already.
2. Live Wires—35%—very connected, use technology to stay in touch with family and friends, own
smartphones and tablets.
3. Social Skimmers—6%—highly connected, use social media sites, have substantial on-line networks and
connect with family and friends using mobile technology; primarily use technology to gather information
rather than to engage others.

Copyright ©2015 John Wiley & Sons, Inc.


Personality
4. Broadcasters—8%—less connected, selectively use technology to tell others what they’re doing, are less likely to
be active on social media, and tend not to text.

5. Toe Dippers—27%—low connectivity, use technology to converse, own desktops and laptops, with less than 25%
owning a smart phone; most likely to prefer person-toperson contact with others.

6. Bystanders—15%—relatively unconnected, mostly own only desktops; use technology primarily to keep up with the
news and less frequently to connect with family and friends.

7. Never-Minders—2%—relative outliers, who do not use cell phones, texting or social media, are apprehensive
about technology use, and see technology as isolating.

Copyright ©2015 John Wiley & Sons, Inc.


ersonality
Other personality traits that affect work behavior:

–

Locus of control
• The extent to which one believes that what happens to them is within one’s control

–

Authoritarianism
• The degree to which a person defers to authority and accepts status differences

–

Machiavellianism
• The extent to which someone is emotionally detached and manipulative in using power

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Personality
Other personality traits that affect work behavior:

Self-monitoring
 The degree to which someone is able to adjust and modify behavior in response to the

external factors

Type A personality
 Orientation toward extreme achievement, impatience, and perfectionism

Copyright ©2015 John Wiley & Sons, Inc.


Figure 15.2 Common personality dimensions that influence human
behavior at work

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Attitudes

 Attitude
A predisposition to act in a certain way toward people and things in one’s
environment

 Components of attitudes:
Cognitive component
Affective or emotional component
Behavioral component
 Cognitive dissonance
The discomfort a person feels when attitudes and behavior are inconsistent

Copyright ©2015 John Wiley & Sons, Inc.

Attitudes

Common aspects of job
satisfaction:
Job satisfaction

• The degree to which an individual
feels positively or negatively
about various aspects of work

• Work itself
• Quality of supervision
• Coworkers
• Opportunities
• Pay
• Work conditions
• Security

Copyright ©2015 John Wiley & Sons, Inc.


Attitudes

 There is a strong and positive relationship between satisfaction and
absenteeism and turnover

 Withdrawal behaviors

Copyright ©2015 John Wiley & Sons, Inc.