Chapter 11 Smartbook Notes PDF

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11.1: Personality and Individual Behavior - Personality - consists of the stable psychological traits and behavioral attributes that give a person his or her identity. - The Big Five Personality Dimensions - Extraversion - how outgoing, talkative, sociable, and assertive a person is. - Agreeableness - how trusting, good-natured, cooperative, and soft-hearted someone is - Conscientiousness - how dependable, responsible, achievement-oriented, and persistent someone is. - Emotional Stability - how relaxed, secured, and unworried a person is. - Openness to Experience - how intellectual, imaginative, curious, and broadminded someone is. - Pre-employment psychometric testing, which includes personality testing, has grown into an industry estimated to be worth $2 billion a year. - Companies use these tests, believing that hiring decisions will be more accurate and predictive of high performers. - Conscientiousness has the most consistent relationships with important outcomes such as task performance. - Core Self-Evaluation - represents a broad personality trait comprising four positive individual traits - Self-Efficacy - the belief in one’s personal ability to do a task. - Generalized Self-Efficacy - represents individuals’ perception of their ability to perform across a variety of different situations. - Assign Jobs Accordingly - Complex, challenging, and autonomous jobs tend to enhance people’s perceptions of their self-efficacy. Boring, tedious jobs, generally do the opposite. - Develop Employees’ Self-Efficacy and Generalized Self-Efficacy - Self-efficacy is a quality that can be nurtured. Employees with low self-efficacy need lots of constructive pointers and positive feedback. - Goal difficulty needs to match individuals’ perceived self-efficacy, but goals can be made more challenging as performance improves. - Employees’ expectations can be improved through guided experiences, mentoring, and role modeling. - Learned Helplessness - the debilitating lack of faith in your ability to control your environment - Fostered by Generalized Self-Efficacy - Self-Esteem - the extent to which people like or dislike themselves, their overall self-evaluation. - People with high self-esteem - More apt to handle failure better and to become leaders - Less likely to be depressed and less likely to engage in

counterproductive behavior at work. When faced with pressure situations, high-self-esteem people have been found to become egotistical and boastful. - People with low self-esteem - Tend to focus on their weaknesses and to have had primarily negative thoughts when confronted with failure. - More dependent on others and more apt to be influenced by others and less likely to take independent positions. - Locus of Control - indicates how much people believe they control their fate through their own efforts. - Internal Locus of Control - you believe you control your own destiny - Exhibit less anxiety, greater work motivation, and stronger expectations that effort leads to performance. - Also obtain higher salaries - Can be improved by providing more job autonomy - External Locus of Control - you believe external forces control you. - Two important implications for managers: - Expect different degrees of structure and compliance for each type - Employ different reward systems for each type - Emotional Stability - the extent to which people feel secure and unworried and how likely they are to experience negative emotions under pressure. - People with low levels of emotional stability are prone to anxiety and tend to view the world negatively - People with high levels tend to show better job performance. Emotional Intelligence(EI or EQ) - the ability to monitor your and others’ feelings and to use this information to guide your thinking and actions. - Daniel Goleman - a psychologist who popularized the trait of EI, concluded that EI is composed of 4 key components: - Self-Awareness - the most essential trait; the ability to read your own emotions and gauge your moods accurately, so you know how you’re affecting others - Self-Management - the ability to control your emotions and act with honesty and integrity in reliable and adaptable ways. - Social Awareness - empathy, allowing you to show others that you care, and organizational intuition, so you keenly understand how your emotions and actions affect others. - Relationship Management - the ability to communicate clearly and convincingly, disarm conflicts, and build strong personal bonds. - How to Raise Your EI? - Development Awareness of your EI Level - Be aware of what your level of EI is the first step. - Learn About Areas Needing Improvements - Learn more about those EI aspects in which improvements is -

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needed If you need to improve your skills using empathy, find articles on the topic and try to implement their recommendations - One article suggests that empathy in communication is enhanced by trying to: - Understand how others feel about what they are communicating - Gaining appreciation of what people want from an exchange.

11.2: Values, Attitudes, and Behavior - Organizational Behavior(OB) - behavior that is dedicated to better understanding and managing people at work. - Help managers not only explain workplace behavior but also predict it, so they can better lead and motivate their employees to perform productively. - Looks at 2 ares: - Individuals Behavior - Such as values, attitudes, personality, perception, and learning - Group behavior - Such as norms, roles, and teams - Values - abstract ideals that guide one’s thinking and behavior across all situations. - Lifeline behavior patterns are dictated by values that are daily well set by the time people are in their early teens - However, one’s values can be reshaped by significant life-altering events, such as having a child, undergoing a business failure, or surviving the death of a loved one, a war, or a serious health threat. - Attitudes - learned predisposition toward a given object; has 3 components - Affective Component of an Attitude - consists of the feelings or emotions one has about a situation. - How do you feel about people who talk loudly on cell-phones in restaurants? - If you feel annoyed or angry, you’re expressing negative emotions, or affect.(If you’re indifferent, your attitude is neutral) - Cognitive Component of an Attitude - consists of the beliefs and knowledge one has about a situation - What do you think about people in restaurants talking on cell-phones? - Is what they’re doing inconsiderate, acceptable, or even admirable? - Behavioral Component of an Attitude - aka the Intentional Component; is how one intends or expects to behave toward a situation. - What would you intend to do if a person talked loudly on a cell-phone at the table next to you? - Your action may reflect your negative or positive feelings(affective), your negative or positive beliefs(cognitive), and

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your intention or lack of intention to do anything(behavioral). Cognitive Dissonance - describes the psychological discomfort a person experiences between his or her cognitive attitude and incompatible behavior; proposed by Leon Festinger - Because people are uncomfortable with inconsistency, Festinger theorized, they will seek to reduce the dissonance, or tension of the inconsistency. How they deal with the discomfort, he suggested, depends on 3 factors: - Importance - How important are the elements creating the dissonance? Most people can put up with some ambiguities in life. - Control - How much control does one have over the matters that create dissonance? - Rewards - What rewards are at stake in the dissonance? - You’re apt to cling to old ideas in the face of new evidence if you have a lot invested emotionally or financially in those ideas. Behavior - actions and judgments of people - Influenced by values and attitudes together. - Values(global) and attitudes(specific) are generally in harmony, but not always.

11.3: Perception and Individual Behavior - Perception - the process of interpreting and understanding one’s environment; the process of perception is complex, but it can be boiled down to four steps: - Selective Attention - Did I notice something? - Interpretation & Evaluation - What was it I noticed & what does it mean? - Storing in Memory - Remember it as an event, concept, person, or all three? - Retrieving from Memory to Make Judgments & Decisions - What do I recall about that - Five Distortions In Perception - Stereotyping - the tendency to attribute to an individual the characteristics one believes are typical of the group to which that individual belongs. - Sex-Roles Stereotype - the belief that differeing traits and abilities make males and females particularly well suited to different roles. - People tend to prefer male bosses (33%) than female bosses (20%) in a new job, according to a recent Gallup poll. - Reverse Bias can occur when managers fighting bias against women overdo it and discriminate against men. - Age Stereotypes - the belief that older workers are less motivated, more resistant to change, less trusting, less healthy, and more likely to have

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problems with work-life balance. A recent study refuted all these negative beliefs about age. - Race/Ethnicity Stereotype - the belief that certain race/ethnicity aren’t capable of doing a job. - Dr. Sutton-Ramsey, who is African American, entered a patient’s room, and the patient’s mother demanded that a physician come in. To which Dr. Sutton-Ramsey replied: “Well, you’ve got one, I’m here.” - The mother did not believe him and asked to see the physician in charge, who is also black. - The supervisor entered and asked how to be of assistance. - The patient ended up refusing medical care and left the emergency room. - Implicit Bias - the attitudes or beliefs that affect our understanding, actions, and decisions in an unconscious manner. - Come into public discussion with the rise in the number of deaths of African Americans at the hands of the police in: - Ferguson, Cleveland, New York, Baton Rouge, Chicago, Charlotte, North Carolina, Baltimore, Cincinnati, Falcon Heights, Tulsa, Sacramento - Halo Effect - in which we form an impression of an individual based on a single trait - Aka Horn-and-Halo Effect because not only can a single positive trait be generalized into an array of positive traits, but the reverse is also true. - Recency Effect - the tendency to remember recent information better than older information - Causal Attributions - the activity of inferring causes for observed behavior. - As a manager, you need to be alert to 2 attributional tendencies that can distort one’s interpretation of observed behavior: - Fundamental Attribution - people attribute another person’s behavior to his or her personal characteristics rather than to situational factors. - Self-Serving Bias - people tend to take more personal responsibility for success than for failure. Self-Fulfilling Prophecy - aka Pygmalion; describes the phenomenon in which people’s expectations of themselves or others lead them to behave in ways that make those expectations come true.

11.4: Work-Related Attitudes and Behaviors Managers Need to Deal With - Employee Engagement - mental state in which a person performing a work activity is full immersed in the activity, feeling full of energy and enthusiasm for the work - Employee engagement around the world: - The World - 62% - North America - 66%

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- Europe - 57% - Asia Pacific - 64% - Latin America - 71% - Africa - Middle East - 67% - Key Drivers of Employee Engagement - Personal Factors - Personality - Positive Psychological Capital - Human and Social Capital - Situation Factors - Job Characteristics - Leadership - Organizational Climate - Stressors - environmental characteristics that cause stress. - Consulting Firms such as Gallup, Hewitt Associates, and Blessing White have been in the forefront of collecting proprietary data supporting the practical value of employee engagement. - Gallup estimates that an organization whose employees are highly engaged can achieve 12% higher customer satisfaction/loyalty, 18% more productivity, and 12% greater profitability - 4 types of interventions to positively influence employee engagement - Personal Resource Building Interventions - Focus on increasing individuals’ self-perceived positive attributes and strengths, often by developing self-efficacy, resilience or optimism. - Job Resource Building Interventions - Focus on increasing resources in the work environment such as autonomy, social support, and feedback - Leadership Training Interventions - Involves knowledge and skill building workshop for managers - Health Promotion Interventions - Encourage employees to adopt and sustain healthier lifestyles and reduce and manage stress. Job Satisfaction - the extent to which you feel positive or negative about various aspects of your work. - People’s overall satisfaction depends on how they feel about several components, such as work, pay, promotions, co-workers, and supervision. - The key correlates of job satisfaction are stronger motivation, job involvement ,organizational commitment, and life satisfaction and less absenteeism, tardiness, turnover, and perceived stress. Organizational Commitment - reflects the extent to which an employee identifies with an organization and is committed to its goals. - Women’s commitment to work is often called into question thanks to longstanding biases.

“Pregnant women and mothers are assumed to be less committed to their careers, and every time they leave the office or ask for any flexibility, that commitment is further called into question,” says Anne Marie Slaughter, former director of policy planning at the U.S. State Department. - Research shows a significant positive relationship between organizational commitment and job satisfaction, performance, turnover, and organizational citizenship behavior. - Thus, if managers are able to increase job satisfaction, employees may show higher levels of commitment, which in turn can elicit higher performance and lower employee turnover. Important Workplace Behaviors - Performance and Productivity - Every job has certain expectations, but in some jobs performance and productivity are easier to define than in others. - Absenteeism and Turnover - The Society for Human Resource Management recently estimated the average dollar cost of hiring a new employee to be $4,129 and put the time investment at 42 days. - 5 practical ways to reduce turnover - Base hiring decisions on the extent to which an applicant’s values fit the organization’s values - Provide post-hiring support, which is referred to as onboarding. - Focus on enhancing employee engagement - Incorporate realistic job previews into the hiring process - Offer employees benefits, such as flexible work hours, that meet their needs and values. - Organizational Citizenship Behaviors(OCBs) - are those employee behaviors that are not directly part of employees’ job descriptions - that exceed their workrole requirements. - Such behavior may include: - Such gestures as constructive statements about the department, expression of personal interest in the work of others, suggestions for improvement, training new people, respect for the spirit as well as the letter of housekeeping rules, care for organizational property, and punctuality and attendance well beyond standard or enforceable level. - Research demonstrates a significant and moderately positive correlation between organizational citizenship behaviors and job satisfaction, productivity efficiency and customer satisfaction. - Counterproductive Work Behaviors(CWBs) - types of behavior that harm employees and the organization as a whole. - Such behaviors may include: - Absenteeism and tardiness, drug and alcohol abuse, and disciplinary problems but also extend beyond them to more -

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serious acts such as accidents, sabotage, sexual harassment, violence, theft and white-collar crime. 11.5: The New Diversified Workforce - Assumptions: - Illegal immigrants dramatically affect the U.S. economy - No, say the American Immigration Council. Undocumented immigrants represent only 5 percent of the civilian workforce - Customers bias favoring white men has just about disappeared - No, suggests a study of college students, which found that people are given higher ratings for customer satisfaction to white men than to women and members of minorities. - Young workers earn less than they used to - Yes, the wage for young college graduates has only risen 1.4 percent above 2000 levels, which may reflect a wider problem of wage stagnation across all workers. - Trends anticipated by Pew Research Center: - A reduction(already taking place) in immigration to the U.S. from the Mexico - An increase in immigration from Asian countries - Racially diverse Millennials maturing - A growing share of women in “top leadership jobs” and a continued narrowing of the gender wage gap - A decline in the number of two-parent households - A drop in the share of middle-class households - A rise in the number of people who describe themselves as unaffiliated with any organized religion. - Diversity - represents all the ways people are unlike and alike - the differences and similarities in age, gender, race, religion, ethnicity, sexual orientation, capabilities, and socioeconomic background. - Diversity Wheel consisting of 4 layers of delivery, identified by Lee Gardenswartz and Anita Rowe: - Personality - The center of the diversity wheel because it is defined as the stable physical and mental characteristics responsible for a person’s identity - Internal Dimension of Diversity - are those human differences that exert a powerful, sustained effect throughout every stage of our lives. - Gender, age, ethnicity, race, sexual orientation, and physical abilities - These are referred to as the primary dimensions of diversity because they are not within our control, for the most part. - They strongly influence our attitudes, expectations, and assumptions about other people, which in turn influence

our behavior. External Dimensions of Diversity - include an element of choice; they consist of the personal characteristics that people acquire, discard, or modify throughout their lives. - Educational background, marital status, parental status, religion, income, geographic location, work experience, recreational habits, appearance, and personal habits. - These are referred to as the secondary dimensions of diversity because we have a greater ability to influence or control them than we do internal dimensions. - Organizational Dimension - include management status, union affiliation, work location, seniority, work content, and division or department. Trends in Workforce Diversity - Age - More older people in the workforce - Unretirement - 25-40% of workers who retire eventually return to the workforce, full- or part-time. - While income is sometimes the reason, an economist from Harvard Medical School found 3 other motivators in data from a national study: - A sense of purpose, mental stimulation, and social engagement. - Gender - More women working - Pay gap between women and men still persists, and it affects women with children in particular. - Mothers are the primary or sole earners for 40% of households with children under 18 today, compared with 11 % in 1960. - As of 2015, women earned, on average, only 83% of what men earn, according to research by the Pew Center. - Women aged 25-34 fared slightly better, earning 90% - Factors contributing to the gap’s persistence include: - The fact that more women than men interrupt their careers to care for children or other family members, women’s underrepresentation in high-paying jobs, and gender discrimination. - Pay gap is higher for women with children, and this motherhood penalty has either held steady over time or even grown. - British, following the lead of Australia, Germany, and Iceland, signed a new legislation that requires UK companies with more than 250 employees to publish annual reports of salary differences between men and women, publicly revealing the gender gap in order to force -

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corrections to be made. Gla...