Session 1 - Introduction To OB
Session 1 - Introduction To OB
Organization Human
APPLIED Resource
Development
Management
MICRO MACRO
Disciplines that contribute to OB Output
(Robbins, Judge & Vohra, 2012) Contribution
ORGANIZATIONAL BEHAVIOR
Unit of
Behavioral
Learning, Motivation, Personality, Analysis
Science
Emotions, Perception, Training,
Leadership effectiveness, Job
Psychology satisfaction, Individual decision making,
Performance appraisal, Attitude
measurement, Employee selection, Work
Individual
design, Work stress
STUDY OF
Communication, Power, Conflict,
Sociology Intergroup behavior
ORGANIZATIONAL
PARTICIPANTS
MANAGING
DYNAMICS
LEADING FOR
•Communication
HIGH
SOCIAL & decision
PERFORMANCE
COGNITIVE ORGANIZATIONAL making
•Behavioral
THEORY BEHAVIOR •Stress & conflict
management
•Power & politics
•Leadership
•Groups &
processes
teams
•Great leaders
Cognitive Processes: Personality,
perception & attitudes; motivational
processes & application; positive
organizational behavior &
psychological capital
Productivity
Affect
Broad range of feelings experienced by people
Can be experienced in the form of moods and emotions
Emotions Moods
•Caused by a specific •Cause is often general & unclear
event •Last longer than emotions
•Brief •More general: positive and negative
•Specific and numerous •Constitute multiple specific emotions
•Usually accompanied by •Generally not indicated by distinct
distinct facial expressions expressions
•Action oriented •Cognitive
Types of Affect (Robbins, Judge & Vohra, 2012)
Positive Affect: Mood dimension consisting
of positive emotions
Negative affect: Mood dimension
consisting of negative emotions
TYPES OF EMOTIONS
High Negative (Robbins, Judge & Vohra, 2012) High
Affect Tense Alert Positive
Nervous Affect
Excited
Stressed
Elated
Upset
Happy
Sad Content
Depressed Serene
Personality
Day of the week and time of day
Weather: Illusory correlation: tendency to think that
nice weather improves mood
Stress
Social activities
Sleep
Exercise
Age
Gender
Emotional Labor (Robbins, Judge & Vohra, 2012)
Work Environment
•Characteristics of the job
•Job demands
•Requirements for emotional labor Job satisfaction
Job performance
Personal dispositions
•Personality
•Mood
Tests of AET suggest the following
(Robbins, Judge & Vohra, 2012)
EI Dimensions Characteristics
Self awareness Self-understanding; knowledge of true feelings at the
moment
Self management Handle one’s emotions to facilitate rather than hinder the task
at hand; shake off negative emotions & get back on
constructive track for problem solution
Self motivation Stay the course toward desired goal; overcome negative
emotional impulses & delay gratification to attain the desired
outcome
Empathy Understand & be sensitive to the feelings of others; being
able to sense what others feel & want
Social skills The ability to read social situations; smooth in interacting with
others & forming networks; able to guide others’ emotions &
the way they act
Significance of EI (Robbins, Judge & Vohra, 2012)
Too vague
Cannot be measured
Validity may be suspect
Implications of moods and emotions for
organizational behavior (Robbins, Judge & Vohra, 2012)
Selection
Decision making
Creativity
Motivation
Leadership
Negotiation
Customer service
Job attitudes
Safety at work
Influence of managers and management styles on
moods and eventually performance of employees - Role
of defensive and supportive communication climates
Positive Psychology
(Selignman & Csikszentmihalyi, 2000, in Luthans, 2013)
30
Levels of Positive Psychology
(Selignman & Csikszentmihalyi, 2000, in Luthans, 2013)
WORK PERFORMANCE
from Psychological Capital (PsyCap)
32
Psychological Capital (Luthans, 2013)
Definition: “An individual’s positive psychological
state of development that is characterized by: (1)
having confidence (self-efficacy) to take on and put
in the necessary effort to succeed at challenging
tasks; (2) making a positive attribution (optimism)
about succeeding now and in the future; (3)
persevering toward goals and, when necessary,
redirecting paths to goals (hope) in order to
succeed; and (4) when beset by problems and
adversity, sustaining and bouncing back and even
beyond (resiliency) to attain success” (Luthans, Youssef &
Avolio, 2007, in Luthans, 2013)
33
Psychological Capital Intervention (PCI)
(Luthans, 2013)
PROXIMAL OUTCOMES DISTAL
DEVELOPMENTAL DIMENSIONS
(PSYCHOLOGICAL CAPITAL OUTCOMES
Goals & pathways design
HOPE
Implementing obstacle panning
Maslow Vroom
Hierarchy of needs Valence/ expectancy Festinger & Homans
Cognitive dissonance/
Herzberg exchange
Porter & Lawler
Motivation & hygiene Performance - satisfaction Heider, de Charmes, & Bem
factors Cognitive evaluation/
self-perception
Alderfer Lawler
E-> P & P - > expectancies Adams
ERG needs Equity/ justice Kelly & Rotter
Attribution/ locus of control
Self
Actualization
(Growth, achieving
potential, self-fulfillment)
Higher Order Higher Order
Needs Esteem
(Self-respect, autonomy,
Needs
achievement, status, recognition & attention)
Social
(Affection, belongingness, acceptance, & friendship)
Safety
(Protection from physical & emotional harm)
Physiological
(Hunger, thirst, shelter, sex, other bodily needs)
McGregor's Theory X & Theory Y
(Robbins, Judge & Vohra, 2012)
Motivation-hygiene theory:
Successes (and things that people feel good about
e.g. advancement, recognition, responsibility, &
achievement) are attributable to intrinsic factors
Failures (and things that people feel bad about e.g.
supervision, pay, company policies, & working
conditions) are attributable to extrinsic factors or
hygiene factors
The opposite of satisfaction is no satisfaction
The opposite of dissatisfaction is no satisfaction
McClelland's theory of needs
(Robbins, Judge & Vohra, 2012)
Five mini-theories:
Cognitive Evaluation Theory: Intrinsic motivation:
Motivation based on the satisfaction of behaving for
its own sake. (selfdeterminationtheory.org).
Extrinsic rewards will reduce intrinsic interest in a
task. When people are paid for work, it feels less
like something they want to do and more like
something they have to do.
Mini Theories (Contd.) (selfdeterminationtheory.org)
Organismic integration theory (OIT): Extrinsic motivation
is behavior that is instrumental - that aims toward
outcomes extrinsic to the behavior itself.
Distinct forms of instrumentality along a continuum of
internalization:
External regulation
Introjection
Identification
Integration
The more internalized the extrinsic motivation is, the more
autonomous the person will be when enacting the behaviors
Highlights contextual supports for autonomy and relatedness
as critical to internalization
Mini Theories (Contd.) (selfdeterminationtheory.org)
Causality Orientations Theory (COT):
Describes individual differences in people's
tendencies to orient toward environments and
regulate behavior in various ways.
Describes and assesses the following causality
orientations:
Autonomy orientation in which persons act out of interest
in and valuing of what is occurring
Control orientation in which the focus is on rewards,
gains, and approval
Impersonal or amotivated orientation characterized by
anxiety concerning competence
Mini Theories (Contd.) (selfdeterminationtheory.org)
Basic Psychological Needs Theory (BPNT):
Elaborates the concept of evolved psychological
needs and their relations to psychological health
and well being
Argues that psychological well being and optimal
functioning is predicated on autonomy,
competence, and relatedness. So, the level of
support from contexts has a direct bearing on
wellness & functional costs.
Depends upon cross developmental and corss
cultural settings for validation and refinements.
Mini Theories (Contd.) (selfdeterminationtheory.org)
Goal Contents Theory (GCT):
Grows out of distinction between extrinsic and
intrinsic goals and their impact on motivation and
wellness
Goals are seen as differentially affording basic need
satisfactions and are thus differentially associated
with well being
Goal setting theory
(Robbins, Judge & Vohra, 2012)
Distributive Justice
Definition: Perceived fairness
of outcome
Interactional Justice
Definition: Perceived degree to which
one is treated with dignity and respect
Expectancy Theory (Contd.)
(Robbins, Judge & Vohra, 2012)
1. Effort-performance relationship
2. Performance-reward relationship
Strength of employee’s
need for growth
Motivating Potential Score (MPS)
(Cascio, 2003)
Discussion: How does one quantify the above mentioned traits? Assessment of
the critiques of MPS.
Practical guidelines for redesigning jobs
(Luthans, 2013)
Skill variety:
Provide cross training
Expand duties requiring more skills
Task identity:
Give projects a deadline for completion
Form self-contained work modules
Task significance
Communicate importance of job
Enhance image of the organization
Autonomy
Empower to make decisions
Give more responsibility & accountability
Feedback
Implement information systems
Supervisors give objective, immediate information on how the
employee is doing
How can jobs be redesigned? (Contd.)
(Cascio, 2003)
Alternative work arrangements
Flextime
Job sharing
Telecommuting
Model for relating goals to performance &
satisfaction (Locke & Latham, 2002, in Luthans, 2013)
MODERATORS
Goal commitment
Goal importance
Self-efficacy
Feedback
Task complexity
CORE OF GOALS
Specificity PERFORMANCE SATISFACTION
Difficulty
MECHANISMS
Choice/ direction
Effort
Persistence
Strategies
Thank You