Organizational Behavior by Mcshane, S. (8th edition) a summary
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Organizational Behavior
Chapter 2
Individual behavior, personality and values
For most of the past century, experts have investigated the direct predictions of individual behavior and performance.
Person: individual characteristics
Situation: external influences on the individuals behavior
Another formula
Performance = ability X motivation
The skill-and-will model
AMO model
Ability-motivation-opportunity
Limited interpretation of the situation
MARS
Four variables
All factors critical influences on an individual’s voluntary behavior and performance
These are direct predictors of behavior on the workplace.
Employee motivation
Motivation: the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior.
Direction refers to the path along which people steer their effort. Motivation is goal-directed.
Intensity is the amount of effort allocated with the goal.
Persistence refers to the length of time that the individual continues to exert effort toward an objective. Employees sustain their effort until they reach their goal or give up beforehand.
Ability
The natural aptitudes and learned capabilities required to successfully complete a task.
Aptitudes are the natural talents.
Learned capabilities are the physical and mental skills and knowledge you have acquired. They tend to wane over time when not used.
Aptitudes and learned capabilities are the main elements of competencies.
Role perceptions
The degree to which a person understands the job duties assigned to or expected of him or her.
Role clarity exists in three forms:
Situational factors
Individual behavior and performance depend on the situation.
Two main influences:
Task performance
The individual’s voluntary goal-directed behaviors that contribute to organizational objectives.
Three types:
Organizational citizenship
Organizational citizenship behaviors (OCB’s): various forms of cooperation and helpfulness to others that support the organization’s social and psychological context.
Counter-productive work behaviors
Voluntary behaviors that have the potential to directly or indirectly harm the organization.
Joining and staying with the organization
Maintaining work attendance
Organizations are more effective when employees perform their jobs at scheduled times.
Personality determinants: nature versus nurture
Personality is shaped by both nature and nurture.
Five-factor model of personality
The five broad dimensions representing most personality traits:
Five-factor model and work performance
Personality mainly affects behavior and performance through motivation, specifically by influencing employees’ direction and intensity of effort.
All of the five-factor model dimensions predict one or more types of employee behavior and performance to some extent.
But
Conscientiousness traits of industriousness and dutifulness are the best predictors of proficient task performance.
Extraversion is the second best overall personality predictor of proficient task performance.
Agreeableness does not predict proficient or proactive task performance very well, but it does predict an individual’s performance as a team member as well as in customer service jobs.
Openness to experience is a weak predictor of proficient task performance.
Emotional stability is moderately associated with proficient task performance. One of the best personality predictors of adaptive performance.
Jungian personality theory and the Myers-Briggs type indicator
The Jungian personality theory is measured through the Myers-Briggs type indicator.
How people prefer to gather information occurs through two competing orientations:
Judging information consists of two competing processes
Value system. People arrange their values into a hierarchy of preferences.
Each persons value system is developed and reinforced through socialization.
It is stable and long-lasting.
In reality, values exists only within individuals, they are personal values.
Groups of people might hold the same or similar values, these are shared values.
Organizational values: values shared by people throughout an organization.
Cultural values: values shared across a society.
Values and personality traits are related to each other, but differ in a few ways.
Types of values
Schwartz’s values circumplex
10 categories:
Each category is a cluster of more specific values.
The 10 categories are clustered in four quadrants
Values and individual behavior
Personal values influence decisions and behavior in various ways.
Several factors weaken the relationship
Values congruence
Values tell us what is right or wrong and what we ought to do.
Values congruence: how similar a person’s values hierarchy is to the values hierarchy of another entity.
Organizations also benefit from some incongruence, with diverse perspectives.
Three ethical principles
Moral intensity, moral sensitivity and situational influences
Moral intensity
The degree to which an issue demands he application of ethical principles.
Moral sensitivity
A person’s ability to recognize the presence of an ethical issue and determine its relative importance.
Includes cognitive and emotional level awareness that something is or could be morally wrong.
Several factors are associated with a person’s moral sensitivity:
Situational factors
Ethical conduct is influenced by the situation in which the conduct occurs.
Supporting ethical behavior
Most large and medium-sized organizations maintain or improve ethical conduct through systematic practices.
Individualism and collectivism
Individualism: a cross-cultural value describing the degree to which people in a culture emphasize independence and personal uniqueness.
Collectivism: a cross-cultural value describing the degree to which people in a culture empathize duty to groups to which they belong ad to group harmony.
Those two are not opposites, the two are uncorrelated.
Power distance
A cross-cultural value describing the degree to which people in a culture accept unequal distribution of power in society.
Those with high power distance value unequal power.
Uncertainty avoidance
The degree to which people tolerate ambiguity (low uncertainty avoidance) or feel threatened by ambiguity and uncertainty.
High uncertain avoidance value structured situations in which rules of conduct and decisions making are clearly documented.
Achievement-nurturing orientation
Reflects a competitive versus cooperative view of relations with other people.
Caveats about cross-cultural knowledge
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This is a summary of the book Organizational Behavior by Mcshane, S (8th edition). This book is about psychology at the workplace. It contains for instance ways to increase employee satisfaction and workplace dynamics. The book is used in the course 'Labor and and
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