MGTO120s Understanding Human Behavior Jian Liang MGTO, HKUST 1 Where We Are Management Basic Concepts (Ch1) Retrospect Context (ch2) (ch3,4,& 5) Organize Plan Organize (Ch10,11 (Ch 10, (ch6, (Ch 10 & 13) 7,8,& 9) 11,12,13) Lead Lead Control Foundation of Behavior (Ch14) 2 Learning Objectives o Why Look at Individual Behavior? • • • Describe the focus and the goals of organizational behavior. Explain why the concept of an organization as an iceberg is important to understanding organizational behavior. Define the five important employee behaviors that managers want to explain, predict, and influence. Attitudes • • • Describe the three components of an attitude. Discuss three job-related attitudes. Describe the impact of job satisfaction has on employee behavior. 3 Learning Objectives (cont’d) Attitudes (cont’d) • Explain how individuals reconcile inconsistencies between attitudes and behavior. Personality • • • Understand the Big Five Model and MBTI of personality. Describe the five personality traits that have proved to be most powerful in explaining individual behavior in organizations. Explain how emotions and emotional intelligence impact behavior. 4 Learning Objectives (cont’d) Perception • • • • Explain how an understanding of perception can help managers better understand individual behavior. Describe the key elements of attribution theory. Discuss how the fundamental attribution error and self-serving bias can distort attributions. Name three shortcuts used in judging others. 5 Managing Employees’ Behavior A manager’s success depend on To explain why employees engage in some behaviors rather than others To predict how employees will respond to various actions the manager might take To influence how employee behave 6 The Organization as an Iceberg 7 Important Employee Behaviors Employee Productivity A performance measure of both efficiency and effectiveness Absenteeism The failure to report to work when expected Turnover The voluntary and involuntary permanent withdrawal from an organization 8 Important Employee Behaviors Organizational Citizenship Behavior (OCB) Discretionary behavior that is not a part of an employee’s formal job requirements, but which promotes the effective functioning of the organization. Help others, constructive involvement in organizational activity, volunteering for extended job activities. 9 Psychological Factors Affecting Behavior Attitudes Personality Perception Learning Employee Productivity Absenteeism Turnover Organizational Citizenship Job Satisfaction 10 Attitudes Attitudes Evaluative statements or judgments concerning objects, people, or events. Cognitive Component The opinion or belief segment of an attitude. Affective Component The emotional or feeling segment of an attitude. Behavioral Intention An intention to behave in a certain way toward someone or something. 11 Types of Attitudes Job Satisfaction A collection of positive and/or negative feelings that an individual holds toward his or her job. Job Involvement Identifying with the job, actively participating in it, and considering performance important to self-worth. Organizational Commitment Identifying with a particular organization and its goals, and wishing to maintain membership in the organization. 12 Mean Score of the Work Job Centrality Index in Japan, USA and Germany involvement Note: Adapted from MOW, 1987, p83. 13 Measuring Job Satisfaction Global Job in General Scale and others… Facets Job Descriptive Index Minnesota Satisfaction Questionnaire and others… 14 15 Why job satisfaction is important? The good Samaritan study A pay telephone Psychologists randomly put coins in the coin return slot, so that some of the people used the phone actually did discover money. A young woman walks by the phone with her arms full of books. She pretended to stumble and drop them on the group. People who found money were four times as likely to stop and help the woman pick up the books When we feel good, we tend to do good! 16 How Employees Can Express Dissatisfaction Exit Behavior directed toward leaving the organization. Voice Active and constructive attempts to improve conditions. Loyalty Neglect Passively waiting for conditions to improve. Allowing conditions to worsen. 17 How about people’s job satisfaction in Hong Kong? http://www6.cityu.edu.hk/puo/CityUMember/Story/ Story.aspx?id=20060502095602 http://www6.cityu.edu.hk/puo/CityUMember/Story/ Story.aspx?id=20050414121816 Small thinking: How can we explain the change of job satisfaction? 18 Don’t Overestimate Job Satisfaction Correlation analyses: satisfaction and performance are weakly related Causal analysis suggests that performance is more likely to cause satisfaction than vice versa (a productive worker is a happy worker) Happy workers may not be productive workers! 19 Cognitive Dissonance Any incompatibility or inconsistency between attitudes or between behavior and attitudes. Any form of inconsistency is uncomfortable and individuals will try to reduce the dissonance. The intensity of the desire to reduce the dissonance is influenced by: The importance of the factors creating the dissonance. The degree to which an individual believes that the factors causing the dissonance are controllable. Rewards available to compensate for the dissonance. 20 An Example: Expatriates in China Expatriates in China earn 20 to 50 times what the local Chinese earn (Leung, Smith, Wang, & Sun, 1996) and, in some cases, the housing allowance of a foreign employee is more than the salary of a local employee of similar rank (DeLisle & Chin, 1994:19). Image a local HR manager, who provide such offering package to expatiates, will he has any dissonance? How to reduce it? 21 An Application: Attitude Surveys Attitude Surveys Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization. 22 Sample Attitude Survey 23 An Example Survey in a Hong Kong Firm Chun Wo Holdings Limited 24 Personality The unique combination of psychological characteristics (measurable traits) that affect how a person reacts and interacts with others. It affects how and why people behave the way they do 25 The Big Five Model of Personality Model Extroversion Sociable, gregarious, and assertive Agreeableness Good-natured, cooperative, and trusting. Conscientiousness Responsible, dependable, persistent, and organized. Emotional Stability Calm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative). Openness to Experience Imaginativeness, artistic, sensitivity, and intellectualism. 26 Myers Briggs Type Inventory (MBTI) A personality type diagnostic instrument Indicates Communication style Decision-making style Attitudes towards time, goals, conflict Social preferences 27 Type Theory Preferences and Descriptors EXTROVERSION - E Outgoing Interacting Gregarious Publicly impressive Speaks, then thinks INTROVERSION – I SENSING - S Practical Specific Feet on the ground Details Concrete INTUITING – N Quiet Reserved Concentrating Reflective Thinks, then speaks General Abstract Head in the clouds Possibilities Theoretical 28 Type Theory Preferences and Descriptors THINKING – T Analytical Clarity Head Justice Rules JUDGING - J Structured Time oriented Decisive Organised Makes Lists/uses them FEELING - F Subjective Harmony Heart Mercy Circumstances PERCEIVING – P Flexible Open ended Exploring Spontaneous Makes lists/loses them 29 Characteristics Frequently Associated with Each Type ISTJ ISFJ INFJ INTJ “Doing what should be done” Organiser, compulsive, private, trustworthy, rules and regulations, practical “A high sense of duty” Amiable, works behind the scenes, ready to sacrifice, accountable, prefers “doing” “An inspiration to others” Reflective/introspective, quietly caring, creative, linguistically gifted, psychic “Everything has room for improvement” Theory based, skeptical, “my way,” high need for competency, sees world as a chessboard Most reponsible Most loyal Most contemplative Most independent ISTP ISFP INFP INTP “Ready to try anything once” Very observant, cool and aloof, hands on practicality, unpretentious, ready for what happens “Sees much but shares little” Warm and sensitive, unassuming, short-range planner, good team member, in touch with self and nature “Performing noble service to aid society” Strict personal values, seeks inner order/peace, creative, nondirective, reserved “A love of problem solving” Challenges others to think, absentminded professor, competency needs, socially cautious Most pragmatic Most artistic Most idealistic Most conceptual ESTP ESFP ENFP ENTP “The ultimate realist” Unconventional approach, fun, gregarious, lives for here and now, good at problem solving “You only go around once in life” Sociable, spontaneous, loves surprises, cuts red tape, juggles multiple projects/events, quip master “Giving life an extra squeeze” People oriented, creative, seeks harmony, life of party, more starts than finishes “One exciting challenge after another” Argues both sides of a point to learn, brinkmanship, tests the limits, enthusiastic, new ideas Most spontaneous Most generous Most optimistic Most independent ESTJ ESFJ ENFJ ENTJ “Life’s administrators” Order and structure, “Hosts and hostesses of the world” “Smooth-talking persuaders” Charismatic, compassionate, “Life’s natural leaders” Visionary, gregarious,30 Thinking vs. Judging 60 percent of the world’s leaders are T-Js Even in systems that are very feeling oriented (clergy), T-Js managers rise to the top because most decisions must be handled objectively in organizations TJ strengths: organized/carry through and get the job done 31 Thinking (T) vs. Feeling (F) Thinking -Impersonal, objective, logical judgments -Rely on argumentation and objective criteria -60% of all men Feeling -Subjective, personal judgments -Good at persuasion -60% of all women 32 MBTI and Job Preferences Certain types lend themselves to certain professions INFJ Doctor ENFP Psychologist ESTP Police and detectives ISTP Engineers INTP Computer programmers ENTJ Managers, Scientists ENFJ Clergy, writers/artists ESFP Receptionist, salesperson, child care workers INTJ University professors, Lawyers, Life scientists 33 Major Personality Attributes Locus of control Self-esteem Self-monitoring Risk taking Type A personality 34 Locus of Control The degree to which people believe they are masters of their own fate. Internals Individuals who believe that they control what happens to them. Externals Individuals who believe that what happens to them is controlled by outside forces such as luck or chance. 35 Self-Esteem and Self-Monitoring Self-Esteem (SE) Individuals’ degree of liking or disliking themselves. Self-Monitoring A personality trait that measures an individuals ability to adjust his or her behavior to external, situational factors. 36 Risk-Taking High Risk-taking Managers Low Risk-taking Managers Make quicker decisions Use less information to make decisions Operate in smaller and more entrepreneurial organizations Are slower to make decisions Require more information before making decisions Exist in larger organizations with stable environments Risk Propensity Aligning managers’ risk-taking propensity to job requirements should be beneficial to organizations. 37 Personality Types Type A’s 1. are always moving, walking, and eating rapidly; 2. feel impatient with the rate at which most events take place; 3. strive to think or do two or more things at once; 4. cannot cope with leisure time; 5. are obsessed with numbers, measuring their success in terms of how many or how much of everything they acquire. Type B’s 1. never suffer from a sense of time urgency with its accompanying impatience; 2. feel no need to display or discuss either their achievements or accomplishments; 3. play for fun and relaxation, rather than to exhibit their superiority at any cost; 4. can relax without guilt. 38 Personality-Job Fit Theory (Holland) An employee’s job satisfaction and likelihood of turnover depends on the compatibility of the employee’s personality and occupation. Key points of the theory: There are differences in personalities. There are different types of jobs. Job satisfaction and turnover are related to the match between personality and job for an individual. 39 Achieving Person-Job Fit Personality-Job Fit Theory (Holland) Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover. Personality Types • Realistic • Investigative • Social • Conventional • Enterprising • Artistic 40 Holland’s Typology of Personality and Congruent Occupations 41 Personality Assessment Personality inventories Projective techniques The Rorschach techniques The TAT Physiological, perceptual and cognitive measures 42 Example Inkbot Figure 43 44 A Small Test Which kind of person are you? 45 Human Perception Perception A process by which individuals give meaning (reality) to their environment by organizing and interpreting their sensory impressions. Factors influencing perception: The perceiver’s personal characteristics—interests, biases and expectations The target’s characteristics—distinctiveness, contrast, and similarity) The situation (context) factors—place, time, location—draw attention or distract from the target 46 Factors Influence Perception 47 From Man to Woman 48 A Small Test What Do You See? 49 How We Perceive People Attribution Theory When individuals observe behavior, they attempt to determine whether it is internally or externally caused. • "The devil made me do it • "I'm guilty, grant me forgiveness." 50 Why attribution is important Consider this chain of events. The world asks me, "Why?" I provide an attribution. If you get 65 percent, how to interpret the result? What if 95 percent? My future behavior depends on the type of attribution. 51 How do individuals make attribution? Consensus: do all or only a few people respond to the stimulus in the same way as the target person? Distinctiveness: does the target person respond in the same way to other stimuli as well? Consistency: does the target person always respond in the same way to this stimulus? 52 Attribution theory 53 How We Perceive People (cont’d) Attribution Theory (cont’d) Fundamental attribution error The tendency to underestimate the influence of external factors and to overestimate the influence of internal or personal factors. Self-serving bias The tendency of individuals to attribute their successes to internal factors while blaming personal failures on external factors. 54 Frequently Used Shortcuts Selective Perception People selectively interpret what they see on the basis of their interests, background, experience, and attitudes. Assumed Similarity Assuming that others are more like us than they actually are. Stereotyping Judging someone on the basis of our perception of a group he or she is a part of. Halo Effect Forming a general impression of a person on the basis of a single characteristic of that person 55 An Illustration How are people biased at the workplace? 56 Summary Important working behavior The importance of job satisfaction and its impacts on employees How to apply personality models to achieve person-job fit How do people make attribution, and why we usually make mistakes in our perception 57