Chapter 2 Organizational Behavior

7/27/2019 Chapter 2 Organizational Behavior

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Chapter 2

Foundations ofIndividual Behavior

Essentials of Organizational Behavior, 9/e

Stephen P. Robbins/Timothy A. Judge


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After studying this chapter, you

should be able to:

1. Explain the relationship between ability and jobperformance.

2. Contrast the three components of an attitude.

3. Discuss similarities and differences between jobsatisfaction and the other job attitudes discussed.

4. Discuss the causes and consequences of jobsatisfaction.

5. Understand how to shape the behavior of others.

6. Distinguish among the four schedules ofreinforcement.


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Ability

Refers to an individuals capacity to perform thevarious tasks in a job

Is a current assessment of what one can do Intellectual ability is one of the best predictors of

performance

The correlation between intelligence and job

satisfaction is about zero Employee performance is enhanced when there

is a high ability-job fit


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Attitudes

Evaluative statements either favorable or

unfavorable concerning objects, people

or events Attitudes reflect how one feels

about something


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Major Components of Attitude

Cognition an opinion or belief

Affect the emotional or feeling segment

Behavior the intention to behave in a

certain way


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Consistency of Attitudes

People seek consistency among their

attitudes and between their attitudes and

their behavior When there is an inconsistency, the

individual may alter either the attitudes or

behavior, or develop a rationalization forthe discrepancy


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Cognitive Dissonance

Any inconsistency between two or more attitudes,or between behavior and attitudes

Individuals seek to minimize dissonance The desire to reduce dissonance is determined

by: The importance of the elements creating the

dissonance The degree of influence the individual believes he or

she has over the elements

The rewards that may be involved in dissonance


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Moderators of the attitudes-

behavior relationship

Importance of the attitude

Specificity of the attitude or behavior

Accessibility of the attitude

The existence of social

pressures

A persons direct experience

with the attitude


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Self-Perception Theory

The view that behavior influences attitudes

Argues that attitudes are used after the fact to

make sense out of an action that has alreadyoccurred rather than as devices that precede andguide action

Tend to infer attitude from behavior when you

have had few experiences regarding an issue Attitudes likely to guide behavior when your

attitudes have been established for a while


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Major Job Attitudes

Job satisfaction

Job involvement

Psychological empowerment Organizational commitment

Affective commitment

Continuance commitment

Normative commitment

Perceived organizational support

Employee engagement


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What causes job satisfaction?

Work itself the strongest correlation withoverall satisfaction

Pay not correlated after individualreaches a level of comfortable living

Advancement opportunities

Supervision Coworkers

A persons personality


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Effects of Satisfied and

Dissatisfied Employees

Job performance strong correlation

OCB modest relationship but more related to

conceptions of fair outcomes, treatment andprocedures

Customer Satisfaction strong correlation

Absenteeism moderate to weak negative

correlation Turnover moderate negative correlation

Workplace deviance strong correlation


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Learning

Learning involves change

The change must become ingrained Some form of experience is necessary for

learning

Any relatively permanent

change in behavior that occurs

as a result of experience.


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Theories of Learning

Operant Conditioning

Argues that people learn to behave to get

something they want or avoid something theydont want

Social Learning

Individuals can learn by observing what

happens to other people and just being toldabout something, as well as by directexperiences


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Methods of Shaping Behavior

1. Positive reinforcement

2. Negative reinforcement

3. Punishment

4. Extinction


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Schedules of reinforcement

Continuous reinforces behavior each and

every time it is demonstrated

Intermittent

Fixed or variable ratio

Fixed or variable interval


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Schedules of Reinforcement


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Implications for Managers

Ability

Effective selection process improves fit

Promotion and transfer based on abilities Fine-tune job to better match abilities

Attitudes raise satisfaction by focusing onmaking work challenging and interesting

Learning Use reinforcement instead ofpunishment


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Summary

1. Explained the relationship between ability and jobperformance.

2. Contrasted the three components of an attitude.

3. Discussed similarities and differences between jobsatisfaction and the other job attitudes.

4. Discussed the causes and consequences of jobsatisfaction.

5. Understand how to shape the behavior of others.

6. Distinguished among the four schedules ofreinforcement.

Chapter 2 Organizational Behavior

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