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Summary Essentials of Organizational Behaviour
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Summary Essentials of organizational behaviourChapter 2 – Attitudes
Attitudes is defined as evaluative statements or judgements concerning objects, people, or events.
1. Contrast the three components of an attitude
. Cognitive = evaluation
1. This is a description or belief about the way things are, it sets the stage for the next
component. My pay is low
. Affective = feeling
2. Displays the emotional or feeling segment of an attitude, this spawns the next component.
I am angry over how little I am paid
. Behavioural = action
3. This describes the intention to behave in a certain way towards someone or something.
I’m going to look for another job that pays better
Viewing attitudes as having three components, helps us understand their complexity and the potential
relationships between attitudes and behaviour.
2. Summarize the relationship between attitudes and behaviour
. Attitude follows behaviour, a person’s attitude towards someone or something will
change according to their behaviour. To reduce dissonance between what is said and what
is done.
3. Compare the major job attitudes
. Usually when people speak about attitude people mean job satisfaction, this means
whether someone feels positively or negatively about his or her job. Closely related is job
involvement this shows how important people find their job performance to their self-
worth. Psychological empowerment is also closely related to job satisfaction, the degree
of which an employee feels that he/she can influence the working environment.
Organizational commitment is not influenced by job satisfaction. Staff that is committed
will still be loyal to the organization. The absenteeism will be lower that non-committed
and there is a slightly positive relation between commitment and productivity. Perceived
organizational support is the degree that employees think that the company cares about
their well-being. The way this is valued and perceived is heavily dependable on culture.
Employee engagement is a fairly new concept; therefore, its usefulness is still heavily
debated. However, some studies show that co-worker relations do have a significant effect
on the productivity.
4. Identify the two approaches for measuring job satisfaction
. Job satisfaction is defined as a positive feeling about a job resulting from an evaluation
of its characteristics
. There are two measures for job satisfaction
1. A single question rated 1-5:” all things considered, how satisfied are you with your job?”
2. The other measure is constructed of many different facets of job satisfaction similarly rated as
the previous one, then summation of those results show the measure of satisfaction.
3. Neither measure is more accurate than the other, the simpler one however leaves time for open
questions that could be of higher value to the management.
5. Summarize the main causes of job satisfaction
. Job satisfaction can be influenced by the job conditions; interesting jobs that provide
training and variety control more satisfied employees. Managers also play a big role in
employees’ job satisfaction. In other words; you have to like what you do. On top of that,
personality self-inflation plays also an important role. People who believe in one’s inner
worth and basic competence are more satisfied with their jobs. Next to that, pay comes up
, often when talking about job satisfaction. Money does motivate people, but what
motivates us is not necessarily the same as what makes us happy. To continue, an
organization’s commitment to corporate social responsibility (CSR), or its self-
regulated actions to benefit society or the environment beyond what is required by law,
increasingly affects employee job satisfaction.
6. Identify three outcomes of job satisfaction
. There are three outcomes of job satisfaction:
1. Happy workers are more likely to be productive workers.
2. It leads to OCB (Organizational Citizenship Behaviour; include people talking positively
about their organizations, helping others and going beyond the normal expectations of their
jobs), because of trust.
3. Customer satisfaction, because the employees appear to increase customer satisfaction and
loyalty.
7. Identify four employee responses to job dissatisfaction
. The responses of dissatisfaction a categorized in a matrix with four outcomes:
- Exit: this response directs behaviour towards leaving the company. (active/destructive)
- Voice: this response includes actively and constructively attempting to improve the working
conditions. (active/constructive)
- Loyalty: this response means passively waiting for conditions to improve, speaking up against
external criticism and trusting the management will do the right thing. (passive/constructive)
- Neglect: employees that have this response, passively allow conditions to worsen. They will
have higher absenteeism or lateness, reduced effort and increased error rate.
(passive/destructive)
Chapter 3 – Emotions
1. Differentiate between emotions and moods
. Emotions and moods are captured under a generic term Affect
- Emotions: intense feelings directed towards someone or something, they are generally very
brief in nature. Characterized by distinct facial expressions, moreover can be identified
- Moods: less intense feelings that arise without a specific event or stimulus. They last longer
than emotions and are generally not indicated by distinct expressions.
2. Identify the sources of emotions and moods
Personality. People have built in tendencies to experience certain affects more intensely than
others. Some are more likely to affect to others
Time of the day. Most people are less positive in the morning than in the evening.
Day of the week. In most cultured people are most positive in the weekends and least positive
one Mondays.
Weather. Research has shown that despite people believe good weather improves their mood,
there is no evidence to support that claim.
Stress. Sometimes we actually thrive on stress, however most times it takes a toll on our
mood.
Social activities. For most people this has a positive effect on their mood.
Sleep. The quality of sleep effects the mood of people significantly.
Exercise. There is a correlation between this and stress, most strongly for depressed people.
The overall correlation however is not strong, but it is present.
Age. Younger people sustain bad moods for longer periods of time than older people
Sex. Women then to hold longer on and express emotions more often.
3. Show the impact emotional labour has on employees
. While acting out different surface level emotions can be stressful. Attempting to alter
deep level emotions, through rational evaluation can be relaxing.
,4. Describe affective events theory
. People react emotionally to things that happen to them at work, and in turn this
influences job performance and satisfaction
5. Describe emotional intelligence
. Emotional intelligence is the ability to
1. Perceive of one self and others
2. Understand the meaning of these emotions
3. Regulate one’s emotions
6. Identify strategies for emotion regulation
- One strategy is surface action; however, this does not change the real emotions there for the
regulation effect is minimal.
- Deep acting has a stronger regulation, since one tries to alter the deep emotions have it is still
rooted in acting. Therefore, the regulation effect is limited.
- An effective technique to lose negative emotions is venting, opposed to keeping emotions
bottled up. However, this touches other people and can be negative to the work environment.
7. Apply concepts about emotions and moods to specific OB issues
- Selection some research indicate that managers should consider emotional intelligence in the
selection of new staff
- Decision Making positive people are quicker to make decisions and tend to make better
decision, depressed people are more critical but often look a too many options to make a
sound decision.
- Creativity there are two schools of thought. One claims that positive people are more
creative, constructive and proactive in creating ideas. The other says that positive people are
relaxed and do not see the need to change anything and are therefore not creative. It’s not so
much positive or negative mood it is much more activity, so energizing the workplace could
activate people from either mood to come up with creative ideas.
- Motivation positive mood influences the productivity and problem-solving of a group
positively. Real or fake performance evaluation does influence the mood of an individual.
- Leadership positive mood inspires high performance. If a corporate executive sets the mood
to be positive the employees are more likely to follow their vision.
- Negotiation being emotionally detached renders a person with the strongest negotiating
position.
- Customer service the emotional cognition is important for customer service. If staff show
positive mood customers feel that they are served better.
- Job attitudes negative mood on the job can spill over to the private life, however negative
moods can be restored after a break to positive.
- Deviant workplace behaviours people with negative emotions are more likely to engage in
this behaviour. Like gossiping or searching the internet. Therefore, managers should stay
connected to the emotional state of the employees
- Safety and injury at work to reduce people are injured employers should prevent staff to
engage in dangerous tasks when in a bad mood.conflict
Chapter 4 – Personality Factors
1. Describe personality, the way it is measured and the factors that shape it
- Personality is a dynamic concept of the growth concept of the growth and
development of a person’s whole psychological system.
- It is often measured with self-report surveys.
- Heredity and environment shape the personality.
, 2. Describe the strengths and weaknesses of the Myers-Briggs Type Indicator (MBTI)
personality framework and the Big Five Model
. MBTI uses a 100-question personality test and respondents are classified as:
1. Extraverted (E) vs Introverted (I). Extraverted individuals are outgoing, sociable, and
assertive. Introverts are quiet and shy.
2. Sensing (S) vs Intuitive (N). Sensing types are practical, prefer routine and order, and focus
on details. Intuitive rely on unconscious processes and look at the ‘big picture’ intuition,
gewoon ‘standaard’
3. Thinking (T) vs Feeling (F). Thinking types use reason and logic to handle problems. Where
feeling types rely on their personal values and emotions.
4. Judging (J) vs Perceiving (P). Judging types want control and prefer order and structure.
Perceiving types are flexible and spontaneous.
. The issue with the MBTI model is that it forces people into a type, also the
interpretation is difficult. Moreover, in an organizational context it is not of much use, it
has little to do with job performance. However, it is a good tool for self-awareness and
can be used to use your personal career.
. Big Five Model identifies five basic personality threats, that are a good predictor on
how people behave in real life situation:
- Extraversion this dimension captures our comfort level with relationships.
- Agreeableness this dimension refers to how cooperative, warm and trusting someone
is.
- Conscientiousness this measure shows how organized, dependable/reliable and
persistent someone is.
- Emotional stability often labelled by is converse neuroticism. People with a positive
emotional stability tend to be calm, self-confident and secure. People with a negative
stability are often nervous, anxious depressed, and insecure.
- Openness to experience, open people are curious creative and artistically sensitive.
Those one the other end are conventional end find comfort in the familiar.
. Research has shown that the results of this test are reliable, and respondents often agree
with the outcome.
3. Discuss how the concepts of core self-evaluation (CSE), self-monitoring, and proactive
personality contribute to the understanding of personality
- CSE shows how someone feels about him or herself.
- Self-monitoring is the ability of some to adapt their behaviour to external situational factors.
- Proactive personality ability to identify opportunities, take action and persevere until
meaningful change occurs, compared to others who passively react to situations.
When understanding these factors one can better understand his or her personality.
4. Describe how the situation affects whether personality predicts behaviour
Situation strength theory with strong situations is meant that the situation put pressure on our
behaviour. Therefore, in a strong situation someone’s personality will predict the best behaviour
they can think of for that situation. A weak situation will leave room to play and people will
choose more freely in what kind of behaviour they will display.
5. Contrast terminal and instrumental values
. Terminal values are a desirable end state in life, like prosperity, economic success,
freedom, health etc.
. Instrumental values are preferable modes of behaviour used to obtain the terminal
values Needs for the terminal (goal)
6. Describe the differences between person-job fit and person-organization fit
. Job-fit has much to do with the capabilities of a person.
. Organizational fit is how well a company’s values fit with that of the individual.
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