Behavior of

Individuals
Chapter 3
Organizational Behavior: Managing
People and Organizations,
Ninth Edition
Gregory Moorhead, Ricky W. Griffin
2
Chapter Learning Objectives
Explain the nature of the individual-organization
relationship.
Define personality and describe personality
attributes that affect behavior in organizations.
Discuss individual attitudes in organizations and how
they affect behavior.
Describe basic perceptual processes and the role of
attributions in organizations.
Explain how workplace behaviors can directly or
indirectly influence organizational effectiveness.

After studying this chapter you should be able to:
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People in Organizations
Psychological Contract
A persons overall set of expectations regarding
what he or she will contribute to the organization and
what the organization, in return, will provide to the
individual
Individuals contribute effort, skills, ability, time,
loyalty
Organizations provide inducements in the form of
tangible/intangible rewards
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Figure 3.1 The Psychological Contract
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People in Organizations
Person-Job Fit
The extent to which the contributions made by the
individual match the inducements offered by the
organization
Individual Differences
Personal attributes that vary
from one person to another
Individual is unique
Physical, emotional, psychological
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Personality and Organizations
The Big Five Personality Traits
A set of fundamental traits that are especially
relevant to organizations
Agreeableness The ability to get along with others
Conscientiousness The number of goals on which a person focuses
Negative emotionality Characteristics are moodiness/insecurity
Extraversion The quality of being comfortable with relationships
Openness The capacity to entertain new ideas and to change
as a result of new information
Personality relatively stable set of psychological attributes that
distinguish one person from another. Nurture (shaped thru
environment, Nature (inherited from parents)
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Figure 3.2 The Big Five Personality Framework
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Personality and Organizations
(contd)
The Myers-Briggs Framework
Differentiation across four general dimensions
Sensing
Intuiting
Judging
Perceiving
Sixteen personality classifications result from the higher and
lower positions of the general dimensions
Myers-Briggs Type Indicator (MBTI) is a popular
questionnaire used to assess personality types
Communications styles
Interaction preferences
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Personality and Organizations
(contd)
Emotional Intelligence (EQ)
The extent to which people are self-aware, can
manage their emotions, can motivate themselves,
express empathy for others, and possess social
skills
Dimensions of EQ
Self-awareness
Managing emotions
Motivating oneself
Empathy
Social skills
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Other Personality Traits at Work
Locus of Control The extent to which a person believes his/her
circumstances are a function of either his/her own
actions or of external factors beyond his/her control
Self-Efficacy A persons beliefs about his/her capabilities to
perform a task
Authoritarianism The belief that power and status differences are
appropriate within hierarchical social systems such
as organizations
Machiavellianism Behavior directed at gaining power and control of
others
Self-Esteem The extent to which a person believes he or she is a
worthwhile/deserving individual
Risk Propensity The degree to which a person is willing to take
chances and make risky decisions
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Attitudes in Organizations
Attitudes
A persons complexes of beliefs and feelings about specific
ideas, situations, other people
Formed by a variety of forces: personal values,
experiences, personalities.
Structural Components of Attitudes
Affect: a persons feelings toward something (words: love,
sex and war)
Cognitions: the knowledge a person presumes to have
about something (you like the class because of the teacher
is outstanding)
Intention: a component of an attitude that guides a persons
behavior
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Attitudes in Organizations (contd)
Cognitive Dissonance
The anxiety a person experiences when he/she
simultaneously possesses two sets of knowledge or
perceptions that are contradictory or incongruent
When two sets of cognitions or perceptions are
contradictory or incongruent, a person experiences a level
of conflict and anxiety. (going on a diet next week)
Why Attitudes Change
Availability of new information
Changes in the object of the attitude
Object of the attitude becomes less important
To reduce cognitive dissonance
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Attitudes in Organizations
Key Work-Related Attitudes
Job satisfaction The extent to which a person is gratified or
fulfilled by his or her work
Organizational
commitment
(job commitment)
A persons identification with and
attachment to an organization
Affect and Mood in Organizations
Positive affectivity Upbeat and optimistic, overall sense of
well-being, seeing things in a positive light
Negative affectivity Downbeat and pessimistic, seeing things in
a negative way, seeming to be in a bad
mood
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Perception in Organizations
Perception
The set of processes by which an individual becomes aware of and
interprets information about the environment (if everyone perceived
everything the same way, things would be a lot simpler or less
exciting).
Selective perception screening out information that we are
uncomfortable with or that contradicts our belief.
Stereotyping categorizing or labeling people on the basis of a
single attribute.
Attribution Theory
We attribute causes to behavior based on our observations of certain
characteristics of that behavior. We attempt to explain why people
behave as they do.
Consensus which other people behave in the same situation
Consistency - behave in different times
Distinctiveness the same way in different situations
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Figure 3.3 Basic Perceptual Processes
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Figure 3.4 The Attribution Process
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Types of Workplace Behavior
Workplace Behavior
A pattern of action by the members of an
organization that directly or indirectly influences
organizational effectiveness
Performance Behaviors
All of the total set of work-related behaviors that
the organization expects the individual to display
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Types of Workplace Behavior
(contd)
Dysfunctional Behaviors
Behaviors that detract from
organizational performance
Absenteeism: when an individual
does not show up for work
Turnover: when people quit their
jobs
Organizational Citizenship
The extent to which a persons
behavior makes a positive
overall contribution to the
organization
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