Chapter 14 Foundations of Behavior Learning Objectives Goals

Chapter 14: Foundations of Behavior

Learning Objectives • • • • • Goals of Organizational Behavior Individual vs. group behavior What work-related behaviors do we want to explain, predict and influence? Four psychological factors: attitudes, personality, perception, learning Job satisfaction and productivity Job involvement/satisfaction vs. organizational commitment Attitudes and consistency Cognitive dissonance theory Attitude surveys Big-5 Personality Model Myers-Briggs Emotional Intelligence Factors that influence perception Attribution theory Shortcuts in judging others Operant conditioning Social learning Shaping behavior

Organizational Behavior n Definition: Study of actions of people at work n Individual n Group n Why behavior (Ch. 14) behavior (Ch. 15) study both levels?

What Work Behaviors Does OB Want to Explain, Predict and Influence? • • • Productivity Absenteeism Turnover Organizational citizenship Job satisfaction

Four Psychological Factors That Help Explain OB Personality Attitudes Perception Learning

Personality • Unique combination of psychological characteristics that affect how a person reacts and interacts with others • Two most studied, validated approaches to classify personality: – Big 5 – Myers-Briggs

The Big Five Model • The most validated personality assessment there is • 5 core personality dimensions that underlie all others and encompass most of the significant variation in human personality – Use of factor analysis

Big 5 Model • Extraversion – sociable, talkative, assertive • Agreeableness – good-natured, cooperative, trusting • Conscientiousness – responsible, dependable, persistent, achievement-oriented • Emotional Stability – calm, enthusiastic, secure (positive) versus nervous, depressed, insecure (negative) • Openness to experience – imaginative, artistically sensitive, intellectual

Components of the Big 5 • Extraversion – – – • – Achievement-striving – Self-discipline – Cautiousness • Trust Morality Altruism Cooperation Modesty Sympathy Conscientiousness – Self-efficacy – Orderliness – Dutifulness Emotional Stability (Neuroticism) – – – Agreeableness – – – • Friendliness Gregariousness Assertiveness Activity level Excitement-seeking Cheerfulness • Anxiety Anger Depression Self-consciousness Immoderation Vulnerability Openness to Experience – – – Imagination Artistic interests Emotionality Adventurousness Intellect Liberalism

Big 5 and Job Performance • Conscientiousness – most predictive of employee performance over all other factors • Extraversion predicts performance in sales, managers and police • Agreeableness and openness to experience predicted willingness for training and education, but not success • Emotional stability (neuroticism) controversial – some studies find it predicts success, others suggest it doesn’t (e. g. , many “artists” are neurotic!)

16 Possible Types • • INFJ INFP INTJ INTP ISFJ ISFP ISTJ ISTP • • ENFJ ENFP ENTJ ENTP ESFJ ESFP ESTJ ESTP

Overlap and Conversion Between Big 5 and Myers-Briggs Big 5 Extraversion Openness/ Intellect Myers. Briggs Extraversion vs. Introversion (E vs. I) Conversion If > 50 - E If < 50 - I Agreeableness Conscientiousness Emotional stability (neuroticism) Intuiting vs. Feeling vs. Sensing Thinking (N vs. S) (F vs. T) Judging vs. Perceiving (J vs. P) N/A If > 50 - N If < 50 - S If > 50 - J If < 50 - P N/A If > 50 - F If < 50 - T

Myer’s Briggs • • • Taken by over 2 million people Based on work of Carl Jung (early disciple of Sigmund Freud) Controversial as a selection tool (bad to put people in boxes) but great for: – – – Leaning about and leveraging individuals’ natural strengths Assist in career development Improve teamwork (e. g. , team composition, resolve conflict) Understand adapt to differences in leadership or management style Enhance communication between supervisors, peers, employees, and customers – Assist in career development – Resolve conflict – “Personality diversity” – respect different styles • • Taps root preferences only – can change Can easily LEARN how to be different.

Summary of Myers-Briggs Dimensions E vs. I Preference for interacting with world and how get “energized” E – outgoing, dominant, assertive, wants to change world, recharges batteries through interaction I – quiet, inward, observant, enjoys exploring and being alone, recharges batteries through quiet time or interaction with few close friends S vs. N How prefer to gather data (like big-picture ideas versus data and details) S – likes routine, standardized problems, patient with details and enjoys work requiring careful precision N – dislikes routine, likes new problems, impatient with details and things requiring precision, likes seeing “big picture” F vs. T How like to make decisions (with heart or head) F – aware of other peoples’ feelings, like harmony and praise, sympathetic, relate well to most people T – objective, unemotional, uninterested in feelings, like analysis and logic, able to reprimand fire P vs. J How prefer to orient lives (structured, organized versus spontaneous, adaptive) P – curious, spontaneous, flexible, adaptable, tolerant, like starting tasks, tend to postpone decisions J – decisive, good planners, purposeful, exacting, like completing tasks, make decisions quickly

Four Temperaments and Variants • Guardian SJs: Supervisors (ESTJ), Inspectors (ISTJ), Providers (ESFJ), Protectors (ISFJ) • Artisian SPs: Promoters (ESTP), Crafters (ISTP), Performers (ESFP), Composers (ISFP) • Idealists NF: Teachers (ENFJ), Counselors (INFJ), Champions (ENFP), Healers (INFP) • Rationals NT: Field Marshals (ENFJ), Masterminds (INTJ), Inventors (ENTP), Architects (INTP)

E vs. I Extraverts often: - have high energy - talk a lot - think out loud - like to be around people a lot - are easily distracted Introverts often: - have quiet energy - talk less - think before they act - are comfortable spending time alone - have good concentration

S vs. N Sensors (low “openness”) often: - admire practicality - focus on the facts & specifics - have straightforward speech - are more realistic - see what is - are more present-oriented Intuitives (high “openness” often: - admire creativity - focus on ideas & the big picture - have roundabout thoughts - are more imaginative - see possibilities - are more future oriented

T vs. F Thinkers (low “agreeableness” often: are cool & reserved are objective are honest & direct are naturally critical are motivated by achievement Feelers (high agreeableness” often: are warm and friendly get their feelings hurt easily are sensitive & diplomatic try hard to please others are motivated by being appreciated

J vs. P Judgers (high “conscientiousness” often: - are serious & formal - are time-conscious - like to make plans - work first, play later - like to finish projects best Perceivers (low “conscientiousness” often: - are playful & casual - are unaware of time or being late - like to wait-and-see - play first, work later - like to start projects best

Examples of Profiles • ISFP – Sensitive, kind, modest, shy, quietly friendly. Dislike agreements and will avoid them. Loyal followers and often relaxed about getting things done. • ENTJ – Warm, friendly, candid, decisive; usually skilled in anything that requires reasoning and intelligent talk, but may overestimate what they are capable of doing • INFJ - quietly forceful, conscientious, and concerned for others. Such people succeed by perseverance, originality, and the desire to do whatever is needed or wanted. They’re often highly respected for their uncompromising principles. • ESTP - Matter-of-fact and do not worry or hurry. Enjoy whatever comes along. Work best with real things that can be assembled or disassembled. Can be blunt and insensitive.

M-B Distribution – both genders

Distribution of MB - Men

Distribution of MB - Women

Spotting and Communicating with Various Types How to Spot INFJ ESTP reserved, proper, and cautious at first creative, visionary, and complex decisive with strong convictions and values thoughtful, figurative language How to Interact With gregarious, talkative, and energetic spontaneous, impulsive and love to laugh observant and aware of their environment curious, active, and quickly bored with inactivity Present your idea in terms of your vision with an emphasis on the larger goals Appeal to their creativity Expect a careful consideration and then an in-depth discussion of ideas Have fun! Keep things moving and don't get too serious Offer the practical and pragmatic outcome of projects Be specific and direct; don't take their jokes personally

Myers-Briggs and Careers INFP ISTJ Psychologist Human resources professional Physical therapist Researcher Translator/interpreter Legal mediator Employee development specialist Religious worker College professor: humanities Massage therapist Social worker Librarian Fashion designer Holistic health practitioner Editor/art director (web site) ESFP Chief Information Officer Meteorologist Database administrator Healthcare administrator Paralegal Accountant Real estate broker Construction / building inspector Police detective Agricultural scientist Primary care physician Biomedical researcher Office manager Credit analyst ESTJ Advertising account executive Career / outplacement counselor Management consultant Developer of educational software Actor Journalist / magazine reporter Graphics designer Art director Copy writer Corporate team trainer Residential housing director Psychologist Inventor Human resources profession Child welfare counselor Business executive Military officer Chief Information Officer Sports merchandise sales Paralegal Real estate agent Budget analyst Administrator: health care Database manager Corporate financial attorney Pharmacist Credit counselor Insurance agent Teacher: trade, industrial, technical Property manager

Assignment #2 Discussion 1. 2. 3. What the Big 5 test an accurate assessment of your personality? What M-B type did the Big 5 suggest you are? Is it what you remember from Gateway? What aspects of your personality will help you in your career? Which might you want to work on?

Personality Testing in the Workplace • Companies love it. – Hiring bad employees is costly • Is it legal? – Yes, as long as it is: • Valid (measures what it says it does) – professionally developed • Tied to job performance • Doesn’t discriminate – provides assessment regardless of race, background, age, culture • Caveats – People can learn to “game” the tests – People can change! Initial tendencies aren’t stuck in stone

Emotional Intelligence • Currently very popular • Five Components – – – Self-Awareness – knowing one’s internal states Self-Management – managing one’s internal states Self-Motivation – ability to manage emotions to achieve goals Empathy – putting self in others’ shoes Social Skills – bring about desirable responses in others (leadership, manage conflict, work as team, etc. ) • Positively related to job performance at all levels

Sample EI Question • 7. You are trying to calm down a colleague who has worked herself into a fury because the driver of another car has cut dangerously close in front of her. What do you do? A. Tell her to forget about it-she's OK now and it is no big deal. B. Put on one of her favorite tapes and try to distract her. C. Join her in criticizing the other driver. D. Tell her about a time something like this happened to you, and how angry you felt, until you saw the other driver was on the way to the hospital.

Sample EI Question 4. You are a college student who had hoped to get an A in a course that was important for your future career aspirations. You have just found out you got a C- on the midterm. What do you do? A. Sketch out a specific plan for ways to improve your grade and resolve to follow through. B. Decide you do not have what it takes to make it in that career. C. Tell yourself it really doesn't matter how much you do in the course, concentrate instead on other classes where your grades are higher. D. Go see the professor and try to talk her into giving you a better grade.

Locus of Control Five other personality traits that help explain individual behavior in organizations Machiavellianism Self-Esteem Self-Monitoring Risk Propensity

Holland’s Theory of Personality-Job Fit Type Personality Occupations Realistic Shy, Stable, Practical Mechanic, Farmer, Assembly-Line Worker Investigative Analytical, Independent Biologist, Economist, Mathematician Social Sociable, Cooperative Social Worker, Teacher, Counselor Conventional Practical, Efficient Accountant, Manager, Bank Teller Enterprising Artistic Ambitious, Energetic Lawyer, Salesperson Imaginative, Idealistic Painter, Writer, Musician

Occupational Personality Types tic tig I at pri sin g S l E cia ter A So En C iv e Artistic Conventional is l a e R R In ve s

What is an attitude? • An evaluative statement – usually favorable or unfavorable – concerning objects, people, or events. • They reflect how people feel about things.

The Three Components of an Attitude Cognitive Affective Behavioral

Sample Attitude Survey (Job Satisfaction) • The amount of work I am expected to do on my job is reasonable. • I am satisfied with the priorities and direction of my department. • I have adequate information available which enables me to do my job well. • We operate in a cost-efficient way in my department. 1 – Strongly Disagree 2 – Disagree 3 – Don’t know 4 – Agree 5 – Strongly Agree

How Satisfied Are You With The Following Components Of Your Job? • • • Salary Benefits Bonuses Connection between pay and performance Security and administration of your 401 K/pension plans Flexibility of work hours Physical working environment Job security Ability to influence decisions that affect you Opportunity to use new technologies

CSUN Student Satisfaction Survey • How satisfied are you with the following aspects of your experience at CSUN. . .

Satisfaction-Productivity Controversy • Do happy (satisfied) employees really make for productive employees? • E. g. , Do you really work harder when you’re happy?

Job Involvement & Organizational Commitment • Job involvement: degree to which employee identifies with job, participates in it, and considers job performance important to self-worth • Org Commitment: loyalty to, identification with, involvement in organization

How Involved Are You With 1 – Strongly Disagree Your Job? 2 – Disagree 3 – Don’t know 4 – Agree 5 – Strongly Agree 1. The most important things that happen to me involve my present job. 2. To me, my job is only a small part of who I am. 3. I am very much involved personally in my job. 4. I live, eat and breathe my job. 5. Most of my interests are centered around my job. 6. I have very strong ties with my present job which would be very difficult to break. 7. Usually I feel detached from my job. 8. Most of my personal life goals are job-oriented. 9. I consider my job to be very central to my existence. 10. I like to be absorbed in my job most of the time.

How Involved Are You With Your Job? - Scoring Reverse Score #2 and #7. Then add up total. Total = 10 – 60 Higher score = more involved in your job Over 40 = relatively high involvement Below 25 = relatively low involvement High job involvement is a double-edged sword. It suggests that you enjoy your job. But in times of re-engineering and downsizing, high involvement can make it hard for you to adjust if your job is eliminated. Plus, the behaviors associated with high involvement can make it difficult for you to enjoy leisure time or pursue a balanced life. Obsessive emphasis on your job can undermine your personal relationships.

Cognitive Dissonance Theory • What happens when two attitudes are inconsistent, or when attitudes are inconsistent with behavior?

Cognitive Dissonance Theory

Factors That Can Influence Perception The Perceiver The Target The Situation

A Thematic Apperception Test The Perceiver: What do you see? What “story” does this picture tell?

The Target: What do you see? Why?

The Situation (or context). What do you see? Why?

Observation Interpretation Attribution of Cause High External Low Internal High Internal Low External Distinctiveness Attribution Theory and Individual Consensus Behavior Consistency