HUMAN BEHAVIOUR REVIEWER:
dynamics and team behaviors prepares students to
Human Behavior in Organization- It’s
studying about how individual, groups and the
structure of an organization affect how people behave
at work.
In simpler term, OB is the study of what people do in
an organization and how their behavior affects the
organization’s performance.
Importance of Studying Organizational Behavior
3 Important Ideas:
1. To understand why people behave in a particular
way.
2. To understand that individuals have differences.
3. To understand why and how teamwork is
substantial in achieving organizational success.
4 Elements of Organizational Behavior
STRUCTURE- Roles and relationships of people in the
org. (org. structure, hierarchy)
Distinct functions of employees (manager, supervisor,
admin staff, etc.)
TECHNOLOGY- Machineries, tools, other resources
that makes the job easier
Aids in the quality of work and cost reduction
Can interfere in employees’ growth
ENVIRONMENT- Business / work environment
Internal and external factors that may affect OB
Internal: organizational culture
External: gov’t., society, family,
PEOPLE- Employees working in the org.
Either individual or by groups
Most important element in business
Element that is most hard to control
4 Benefits of Studying OB
Career readiness-Students will be prepared for the
challenges that they’ll encounter in the workplace.
They will also be equipped and be ready for their
future careers.
Effective communication- is a vital asset in any
organization. Students will develop strong
communication skills that they need in order to
connect with their team mates.
Problem-solving skills-
Analyzing case studies and real-world examples in
studying OB helps students develop critical thinking
and problem-solving skills, which are essential for
navigating complex organizational
Teamwork and collaboration- Understanding group
work effectively in teams, fostering collaboration and
cooperation skills.
4 Development of OB Theories
PSYCHOLOGY- seeks to measure, explain, and
sometimes change the behavior of humans and other
animals.
SOCIAL PSYCHOLOGY- generally focus on peoples’
influence on one another.
SOCIOLOGY- studies people in relation to their social
environment or culture.
ANTHROPOLOGY- study of societies to learn about
human beings and their activities.
Job Performance- refers to how well an
individual completes tasks and responsibilities
assigned to them.
KPIs (Key Performance Indicators)- are
measurement tool used to demonstrate how
effectively an individual or company achieve its
objectives.
( 7 EXAMPLE OF KPI’s to asses Job Perf.)
Sales revenue
Customer Satisfaction
Quality of Work
Attendance and punctuality
Efficiency and productivity
Time management
Teamwork and collaboration
Organizational Commitment- refers to the
level of dedication and loyalty an employee has
towards their organization. Describes the emotional
connection or loyalty that employees feel toward their
employer.
3 TYPES OF COMMITMENT
1. Affective commitment- when an employee
demonstrates a high level of active commitment to
the organization.
2. Continuance commitment- when an employee
weighs up the pros of cons of staying versus leaving
the org.
3. Normative commitment- when the employee
feels a sense of obligation to stay with the
organization.
Five-Component Model of Org. Commitment
Habitual commitment- means that employees stick
around because they're used to the routines and ways
of doing things, even if they don't feel strongly
connected to the organization.
Forced commitment is when an employee feels like
they have to stay at their job because they rely on the
income or they think they won't find another job
elsewhere.
5 IMPORTANCE OF ORGANIZATION
Employee productivity – employees make effort to be
productive.
Improved organizational performance – employees
became heavily invested in the org. and they are
committed and continue to collaborate with their
teams.
Employee advocacy – employees advocate for their
Lower absenteeism – employees are much less likely
to take a leave of absence.
Decreased turn-over – employees stay in their job.
5 that Influences Org. Commitment?
1.) JOB SATISFACTION
2.) MANAGERIAL SUPPORT
3.) ROLE STRESS AND ROLE AMBIGUITY
4.) EMPOWERMENT
-Structural
-Psychological
5.) JOB INSECURITY AND EMPLOYABILITY
______________________________________
PERSONALITY, ABILITY, ATTITUDES
AND VALUES
PERSONALITY AT WORK- Personality encompasses the
relatively stable feelings, thoughts, and behavioral
patterns that have been formed significantly by
genetic and environmental factors which give an
individual his identity
BIG 5 PERSONALITY TRAITS
1.) CONSCIENTIOUSNESS- number of goals on
which a person focuses.
2.) AGREEABLENESS- person’s ability to get along
with others
3.) NEUROTCISM- refers to the degree to which a
person is anxious, irritable, aggressive,
temperamental, and moody
4.) OPENNESS- People with high levels of openness
are original, intellectual, creative, and open to new
ideas.
5.) EXTRAVERSION- reflects an individual’s comfort
with relationships. (extroverts)
Myers-Briggs Type Indicator (MBTI)- people
are grouped using four dimensions.
1. EXTRAVERSION (E) - INTROVERSION (I):
The extraversion-introversion dichotomy is a way to
describe how people respond and interact with the
world around them.
2. SENSING (S) - INTUITION (N):
This scale engages in looking at how people collect
information from the world around them. All people
expend some time sensing and intuitioning depending
on the situation.
3. THINKING (T) - FEELING (F):
This scale concentrates on how people formulate
decisions depending on the information that they
collected from their sensing or intuition functions.
4. JUDGING (J) - PERCEIVING (P):
The final scale involves how people deal with the
outside world.
OTHER PERSONALITY TRAITS IN THE
WORKPLACE
1.) PERSONALITY TRAITS- preference to fix what is
suposed as erroneous,
2.) MACHIAVELLIANISM- behavior directed towards
attaining power and controlling the behavior of other
people.
3.) RISK PROPENSITY- the degree of willingness of a
person
4.) CREATIVITY- generate novel and useful ideas.
ABILITY- person's talent to perform a mental or
physical task.
MENTAL ABILITY- known as intelligence is a
better predictor of training proficiency and job
success
5 SEVERAL TYPES OF MENTAL ABILITIES:
1.) VERBAL ABILITY- express oral and written PERSUASIVE COMMUNICATION- use of
communication social media outlets and technologies to persuade
2.) QUANTITATIVE ABILITY- numerical people
aptitude and numerical reasoning.
3.) REASONING ABILITY- ability to make valid COMMUNICATOR-
judgments on the basis of insights, MESSAGE- content intended
4.) SPATIAL ABILITY- ability linked to visual and SITUATION- surroundings
mental representation and manipulation TARGET-
5.) PERCEPTUAL ABILITY- ability to perceive Cognitive dissonance- Is the uneasy feeling
when an individual behaves
EMOTIONAL INTELLIGENCE - is the
handling of relationships and interactions with Values- refer to stable and evaluative life and goals
others. It has four basic components namely: that people have, reflecting what is most important to
them.
1. the ability to recognize and regulate our own
emotions STRESS MANAGEMENT AND WELL
2. the ability to recognize and influence others' BEING
emotions
3. self-motivation STRESS- Stress is your body’s reaction to challenge
4. the ability to form effective long-term relationships or demand.
with others
STRESS MANAGEMENT- involves techniques
FACTORS OF EMOTIONAL INTELLIGENCE: and strategies to help people cope with and reduce
the stress they experience in their lives.
1. APPRAISAL AND EXPRESSION OF EMOTIONS IN
ONESELF WORKPLACE STRESS DEFINED
2. APPRAISAL AND RECOGNITION OF EMOTIONS IN
-Is the feeling of pressure or tension you experience
OTHERS
because of things in your job.
3. REGULATION OF EMOTIONS IN ONESELF
4. USE OF EMOTIONS TO FACILITATE PERFORMANCE STRESS CAN BE DEFINED AS:

1. Acute
TACIT KNOWLEDGE- also called informal 2. Chronic
knowledge in the unwritten, unspoken, and hidden
vast storehouse of work-related

(EX: INNOVATION/ SALES/ LEADERSHIP/HUMOR) TWOO MODELS OF WORKPLACE

STRESS
PHYSICAL ABILITY- Is performing job related
tasks

4 TYPES OF PHYSICAL ABILITY 1. DEMAND CONTROL MODEL BY

KARASEK
1. STRENGTH- capable of exerting force.
2. STAMINA- person’s lungs and circulatory system JOB DEMANDS: These are the aspect of a job that
3. PSYCHOMOTOR ABILITY- control objects. require effort and energy
4. SENSORY ABILITY- related with vision and hearing
JOB CONTROL: This refers to the amount of control or
ATTITUDE FORMATION: autonomy an individual has over their work.
1. AFFECTIVE
HIGH DEMAND HIGH CONTROL: This is considered
2. COGNITIVE
the ideal situation.
3. BEHAVIORAL
LOW DEMAND HIGH CONTROL: This situation
2 IMPORTANT ATTITUDES IN WORKPLACE:
typically leads to boredom or dissatisfaction.
1. JOB SATISFACTION
2. ORGANIZATIONALCOMMITMENT LOW DEMAND LOW CONTROL: This situation is
generally less stressful, but it can still be problematic.
2. EFFORT-REWARD IMBALANCE MODEL 2. HIGH ABSENTEEISM AND PRESENTEEISM
BY SIEGRIST LEVELS
3. REDUCED PRODUCTIVITY LEVELS
EFFORT- This refers to the physical, mental and 4. INCREASED HEALTH AND SAFETY ISSUES
emotional energy that employees invest in their work. 5. LITIGATION
REWARD- These are the positive outcomes or benefits 6. REPUTATIONAL DAMAGE
that employees expect to receive in exchange for their 7. INCREASED TRAINING COST
effort. MANAGING WORKPLACE STRESS

Stress affects millions of people. One of the most

common forms of stress is that related to one's
careers and the workplace. In today ' s economic
difficulty, work related stress is even more
pronounced than ever before. Worrying about
whether or not people Will be able to keep their job,
their health insurance, and even keep their homes,
plays a large role in stress, and the possibility of losing
a job can be scary.

Work environment, coworker relations, and customer

pressures can all contribute to stress at work.
Understanding how to manage, minimize, and deal
with stress can help people feel more relaxed and
react when stressful situations arise.

HIGH EFFORT LOW REWARD: This is the most stressful 1. PUT IN PERSPECTIVE
situation according to this model. 2. MODIFIES ONE JOB SITUATION
3. GET TIME AWAY
LOW EFFORT HIGH REWARD: This scenario is 4. FIGHT THROUGH THE CLUTTER
generally less stressful. 5. TALK IT OUT
6. CULTIVATE ALLIES AT WORK
HIGH EFFORT HIGH REWARD: This is considered the
7. FIND HUMOR IN THE SITUATION
ideal situation.
8. NOBODY IS PERFECT
LOW EFFORT LOW REWARD: This scenario represents 9. MAINTAIN A POSITIVE ATTITUDE
a state of disengagement or apathy.

LEARNING, DECISION MAKING AND

WORKPLACE STRESSORS CREATIVITY

1. CAREER AMBIGUITY Learning is a powerful incentive for many employees

2. RANDOM INTERRUPTION to stick to certain organizations. Learning has a
3. UNCLEAR POLICIES AND NO SENSE OF significant impact on individual behavior as it
DIRECTION influences abilities, role perceptions and motivation.
4. NO APPRECIATION Everyone tries to make good decisions.
5. TOO MANY OPEN FOLDERS However, it is easy to overlook an important factor,
6. LACK OF KNOWLEDGE miss a desirable option, or base the decision on
7. WORRYING ABOUT EVENTS THAT HAVE NOT unreliable information. Effective application of
HAPPENED YET learning and decisions made out of creativity ensures
8. PHYSICAL HEALTH OR RELATIONSHIP better differentiation from the rest of the players in an
industry.

ORGANIZATIONAL CONSEQUENCES

1. HIGH STAFF TURNOVER OF RECRUITMENT LEARNING PRINCIPLES

COST
1. LEARNING INVOLVES CHANGES
2. NOT ALL CHANGES REFLECT LEARNING
 3. LEARNING IS REFLECTED BEHAVIOR
4. THE CHANGE IN BEHAVIOR SHOULD OCCUR
AS A RESULT OF EXPERIENCE, PRACTICE OR
TRAINING
5. THE PRACTICE OR EXPERIENCE MUST BE
REINFORCE IN ORDER FOR LEARNING TO
OCCUR
OPERANT CONDITIONING
Operant conditioning also called instrumental
conditioning refers to the process that people ' s
behavior produces certain consequences. If their
actions have pleasant effects, then they will be more
likely to repeat them in the future. If, however, their
actions have unpleasant effects, they are less likely to
repeat them in the future.
SOCIAL LEARNING THEORY
Social learning increases self-efficiency because
people gain greater self-confidence after observing
someone else do it than if they are simply told what to
do.
FUNDAMENTALS OF DECISION MAKING
1. CONTEXT
2. OBJECTIVES
3. OPTIONS
4. CRITERIA
IMPORTANCE OF DECISION MAKING
1. IMPLEMENTATION OF MANAGERIAL
FUNCTION – It includes planning, organizing,
directing, controlling, and staffing.
2. PERSUASIVENESS OF DECISION MAKING-
Decisions were made by the managers.
3. EVALUATION OF MANAGERIAL
PERFORMANCE- If the decision was correct ,
then it is efficient and qualified.
4. SELECTING THE BEST ALTERNATIVES- Selecting
the best alternatives.
5. SUCCESSFUL OPERATION OF BUSINESS- Means
that the manager is effective and efficient.
STEPS IN DECISION MAKING
1. IDENTIFY THE PROBLEM
2. ANALYZE THE PROBLEM
3. DEVELOP ALTERNATIVES SOLUTIONS
4. EVALUATE ALTERNATIVE SOLUTIONS
5. SELECT THE BEST ALTERNATIVE SOLUTION
6. IMPLEMENT THE BEST ALTERNATIVES
7. REVIEW THE IMPLEMENTATION
DECISION MAKING TOOL AND TECHNIQUE
● DECISION MATRIX
● T-CHART
● DECISION TREE
● MULTIVOTING
● PARETO ANALYSIS
● CONJOINT ANALYSIS
INDIVIDUAL DECISION MAKING
CHECK NYO NALANG SA PPT DI KO MACOPY YUNG
ADVANATGE AT DISADVANATGE
INDIVIDUAL DECISION-MAKING
- Decision making without a group ' s input or a
decision made regardless of the group ' s opinion is,
naturally, an individual - A more traditional decision
making approach and can work effectively for a
manager when the group ' s input is not required or in
certain cases, desired.
GROUP DECISION-MAKING
There are several models of group decision making
that you can put to use. Two examples are consensus
and consultation.
CONSENSUS decision making involves posing
several options to the group and using the most
popular option to make a decision.
TABLE 9: ADVANTAGE AND DISADVANTAGE OF
GROUP MAKING DECISION
ADVANTAGES:
1. Since group members have different
specialties, they tend to provide more
information and knowledge. Also, the
information tends to be more comprehensive
in nature and the groups can generate a
greater number of alternatives. There is often
truth to the axiom that "two heads are better
than one.
2. Implementation of the decision is more
effective since the people who are going to
implement the decision, either participated in
the group themselves or had their
representatives in it. This also increases the
commitment of the people to see the
implementation to success. It is important
that the decision be accepted by all, because
even a low quality decision that has
 acceptance can be more effective than a other. This will result in decisions that may be
higher quality decision that lacks general detrimental to organizational benefits .
acceptance. 6. The groups may shift either towards more risk
3. The input from a larger number of people taking or towards less risk taking and either of
eliminates the biases that are generally the shifts may be undesirable. Generally
introduced due to individual decision making. speaking, problems suitable for group decision
It also reduces the unreliability of individual making involve some degree of risk or
decisions. uncertainty. But to take excessive risk is as bad
4. The participative style of decision making as taking no risk at all.
process builds up foundations as a training
ground for subordinates who develop the
skills of objective analysis of information and
CONSULTATION -takes the opinions of the group into
deriving conclusions.
consideration when making a decision. Both methods
5. Group decision making is more democratic in
require the group ' s participation and call for a
nature, while individual decision making is
manager who respects the opinions and input of the
perceived to be more autocratic in nature. The
group in the decision making process.
democratic processes are more easily
acceptable and are consistent with the There are several issues surrounding group
democratic ideals of our society. decision-making, which are:
DISADVANTAGES: 1. GROUP POLARIZATION - This happens when
the average of the group member ' post-
1. The Process is highly time consuming in terms
discussion attitudes tend to be more extreme
of assembling the right group and usually a
than average pre-discussion attitudes. It could
group takes more time in reaching a
affect group decision-making. If members are
consensus since there are too many opinions
known to lean toward a particular decision
to be taken into consideration. The time
before discussion, it may be expected that
problem increases with the group size.
their post-decision position will be even more
Accordingly, the urgency of arriving at a
extreme.
decision must be considered when group
2. GROUPTHINK- This takes place when the
decision making style is selected.
group unknowingly makes unity rather than
2. Many times, the participants in group decision
the best decision its goal.
making have their own axes to grind or their
3. GROUP PROBLEM-SOLVING- This occurs when
own interests to protect. These self- centered
there is difficulty in the generation of
interests lead to personality conflicts that may
alternatives for decision making. In order to
create interpersonal obstacles which may
improve generation of alternatives the
diminish the efficiency of the process as well
following techniques could be utilized:
as the quality of the decision.
A. Brainstorming - the members present
3. Some members may simply agree with the
their ideas and clarify them with brief
others for the sake of agreement since there
explanation
are social pressures to conform and not to be
B. Nominal group technique - the issue is
the odd-man out. Thus the desire to be a good
described to the group and each
group member tends to silence disagreement
member of the group writes down his
and favors consensus. The social pressures can
ideas without discussion.
be very strong inducing people to change their
C. Delphi technique - Several rounds of
attitudes, perceptions and behaviors.
questionnaires are sent out, and the
4. The group members may exhibit "focus
anonymous responses are aggregated
effect". This means that the group may focus
and shared with the group after each
on one or few suggested alternatives and
round.
spend all the time in evaluating these and may
never come up with other ideas, thus limiting CHARACTERISTICS OF CREATIVE
the choices. PEOPLE
5. The decisions made by the group may not
always be in accord with the goals and Certainly, it's possible for everyone to nurture his
objectives of the organizations. This is creative side, but honest observation shows that fresh
especially true when the goals of the group ideas come more easily to some people than to
and those of individuals do not reinforce each others.
1. Creative people see the world differently
than most - At the same time; creative people
are willing to share what they see and how
they interpret it with the rest of the world. To
them, the world has more meaning, more
intricacies, more complexity and more
possibility than it does for the average person.
Creative people believe in the possibility of
the impossible because they understand that
people never really know anything for sure.
They see the world filled with endless
possibilities and they want to leave their
marks. They want to add to the beautiful work
of art life already is. They see the world
differently than most people, that is why they
stand out.
2. They 're often introverted and tend to be
loners - Creative types don 't dislike all people.
They just usually spend more time on their
own because it allows them to focus on
thinking and imagining, even drawing,
planning and creating. Creative individuals
UNLEASHING CREATIVITY
have to act on their creativity. Otherwise,
they're left with an itch they can 't scratch.
While they do enjoy the company of their
friends, they're also very passionate about
their ideas and creations, sometimes to the
point of obsession. And the reason creative
people often have a leg up on the competition
isn't because they're necessarily smarter, or
because they think outside the box, creative
people just have great work ethic. They're
already used to diving into a project and
allowing it to consume them; it's hard to
compete with.
3. They don 't judge their abilities the way
others do - They don 't always do too well in
school or work what most would consider
normal jobs because they 'd rather be doing
and creating than studying and working. The
only difference is creative people are
passionate about being creative. Their
passions cannot be squashed. Creative people
go to school and go to work like the rest of the
world, but only because they have to. They 'll
most likely take a less-than-ideal job unless
they 're able to find something to catch their
creative interest.
4. They 're more emotional - To them, life is
much louder and brighter; not because their
senses pick up more information, but because
they pay closer attention. Creative individuals
may often be introverted, but they spend just
as much time looking outside as they do
looking inside. They pay better attention to
the little things and, in doing so, allow those
little things to elicit a greater emotional
response than to the average, not-so-creative
individual. To them, the world has more
meaning. To most of us, the world around us
is just a blur. To creative individuals, it' s
everything. Of course, such individuals often
do lose themselves along their journeys. No
one in life has it easy. If anything, being
creative can make dealing with reality more
difficult.
5. They 're dreamers - And people
misunderstand dreamers. Dreamers always
dream of change. They dream of a better
world, a better reality, a better future, They
can imagine the unimaginable and often
believe themselves capable of turning the
impossible, possible. They 're used to getting
their hands dirty and are proactive. Creative
people live a life defined by change.
Specifically, by the changes they make
.
1. REWARD CREATIVITY- IIf managers want to get
employees to think out-of-the-box, they need
to motivate them with some form of rewards.
Moreover, suggestions have to be taken
seriously so that employees are willing to
come up with more creative ways of
improving the workplace. Otherwise,
everyone will think it's a waste of time to
squeeze out creative juices for suggestions
that won 't be implemented anyway. To
kick-start things up, managers can set goals
for their employees to think up of some ways
of making work processes more efficient.
Perhaps each employee can be tasked to
provide one suggestion by the end of each
week and managers assess which idea is the
best. This will be followed with a reward for
the employee and equally important,
implementation. The reward can be tangible
ones like giving monetary incentives, or
intangible ones like recognition from the
organization by announcing the winner to the
rest.
2. ANONYMITY AND CONFIDENTIALITY-
Employees may already be motivated to be
creative but have no outlets to voice out their
wonderful ideas. While the outspoken ones
can always speak to the management about
some suggestions they have in mind, others
may be too shy or afraid to do so in this
manner. Providing a suggestion box or
anything similar would grant these employees
the anonymity and confidentiality they crave,
thereby inspiring the creative spirit that you
 wish to instill as part of the organization
culture. However, some of the most creative
ideas are born out of brainstorming sessions
where a group of people discuss and debate
about possible solutions to a problem. Having
such a private channel for employees to
contribute ideas may thus hinder the creative
process. Moreover, those who provide the
effective ideas won 't get identified and get
the recognition they need. It will be wise to
balance both private and public mediums for
employees to propose their suggestions.
3. INNOVATION TEAMS- A more systematic way
of promoting creativity in the workplace is to
set up innovation teams. Each innovation
team will be tasked to come up with ideas on
how to improve the work process of a
particular aspect. Deadlines are to be set to
ensure that the teams present their ideas and
be rewarded if they are excellent. When done
properly, this will signal to everyone that the
organization values work-related creativity.
One catch is that such innovation teams may
be seen as too "deliberate " to some
employees. Creativity is supposed to be
spontaneous; ideas arising from the strokes of
genius. Having such teams may make it seem
like an extra chore for those assigned to them,
and the systematic approach (i.e. the focus on
a single topic) may come across as too rigid for
creativity to flourish.
4. SUPPORT CREATIVITY- Employees may be
unwilling to take risks because they de, not
know whether the organization supports
creativity. This is when managers need to
guide the organization in the right direction,
and show that creativity is highly valued. This
has a lot to do with how receptive manages
are to their ideas, and how they make known
their intention to be a more creative company.
One reason why employees are not thinking
out-of-the-box or coming up with solutions
that are vastly different from how things used
to be done is that they may be afraid of the
repercussions of making mistakes. Risk-taking
has to be encouraged and be seen as a norm
in the organization. Developing a creative
culture takes time, but it starts off with
management being more open-minded and
less judgmental to the suggestions by
employees.
5. DIVERSITY AMONG EMPLOYEES- Employees
with comparable backgrounds, qualifications
and experience create a homogeneous
working environment Perhaps having such
homogeneity between the employees will
facilitate team-bonding and such, but when it
comes to workplace creativity, a uniform and
agreeable crowd leaves little room for ideas to
flourish. Rather than setting stringent
recruitment prerequisites, managers might
consider giving more allowance in their
criteria. Hire staffs from different knowledge
and background and get them to mingle
around in projects and even company events.
Organize more informal settings between
employees with dissimilar profiles for the
interchanging of thoughts.
6. POSITIVE WORKING ENVIRONMENT-
Sometimes, too serious a mindset can hinder
creativity. Having fun during work allows one
to be relaxed and that's where one tends to
get inspired with wonderful ideas. Needless to
say, a stressful or even depressing work
environment does not give one the mood to
think of doing things differently. The
employee would only look forward to the end
of the day. Psychological studies have revealed
that a positive mood can spur creativity. The
idea is that a positive mood awards us with
greater flexibility in thinking because our
perspectives are widened. We become more
open-minded in that sense and are willing to
explore alternatives. Knowing such findings
now, incorporating fun into the work through
team-bonding activities or retreats every once
in a while can be a crucial element in injecting
creativity in the workplace.
GROUP 3 WORKPLACE DIVERSITY
WORKPLACE DIVERSITY - Workplace Diversity is a
Characteristic of a group of people inside the
organization where differences exist on one or more
relevant dimensions such as gender, age, religion,
race, social class, sexual orientation, personality,
functional experience or geographical background.
DIMENSIONS OF WORKPLACE DIVERSITY - Age, Race,
Ethnicity, Physical qualities, Gender, Sexual/Affectional
Orientation.

Benefits of workplace diversity
1. Higher creativity in decision-making
2. Better understanding and service of customer
3. More satisfied workforce
4. High stock price
5. Lower litigation expenses
6. Increase adaptability
7. Broader service range
8. Higher company performance
Roadblock To Workplace Diversity
1. Prejudice and Discrimination: Biases and unfair
treatment based on factors
2. Stereotyping: Overgeneralized beliefs about
individuals or groups
3. Differences in Social Identity: Diverse backgrounds
and identities can lead to misunderstandings or
conflicts.
4. Power differential: Hierarchical structures and
unequal distribution of power.
5. Poor structural integration: Inadequate systems or
policies to support diversity initiatives .
6.Communication problem: Ineffective communication
channels or cultural misunderstandings.
Discuss how to effectively create and manage
workplace diversity
Learn about diversity - Understand that diversity goes
beyond race and gender to include differences in
backgrounds, experiences, and perspectives.
Be an Ally - Support colleagues from
underrepresented groups and stand up against
discrimination or bias.
Promote Inclusion - Create an environment where
everyone feels valued, respected, and heard,
regardless of their background.
Build Relationships - Get to know your diverse
colleagues, listen to their perspectives, and learn from
their experiences.
Keep Learning - Stay informed about diversity issues
and seek out opportunities for learning and growth in
this area.
Effectively Creating and Managing Workplace
Diversity
1. Build a culture of respecting diversity
2. Make managers accountable for diversity
3. Diversity training programs
4. Review recruitment practices
5. Affirmative action programs
Additional Topic Mam Ness Discussed
PERFORMANCE APPRAISALS, FEEDBACK AND
REWARDS
PERFORMANCE APPRAISAL
- The organization’s way to measure and
evaluate its employees' achievements and
behaviors.
- Used to identify strengths and weaknesses of
employees and their areas of improvement.
- a way to assess if an employee is effectively
contributing to the company.
TWO BASIC SYSTEMS OF EFFECTIVE PERFORMANCE
APPRAISALS
EVALUATION SYSTEM - Use to identify performance
gaps. GAP – a shortfall (deficit) that occurs when
performance does not meet the standard set by the
organization.
FEEDBACK SYSTEM - Use to inform the employee
about the quality of his performance. (2 way flow
where the appraiser also receives feedback from
employees about problems in the job.)
PURPOSES OF PERFORMANCE APPRAISAL
JUDGEMENTAL ORIENTATION
- Focus on past performances.
 - Basis for judgments whether employees
should be rewarded.
DEVELOPMENTAL ORIENTATION
- Focus on improving future performance.
- Identifying ways to facilitate employee
performance through training.
FOCUS OF PERFORMANCE APPRAISAL
Appraisals must be focused on job performance and
not the performers (no personal agenda).
3 Aspects of relevance in the context of Performance
and not the performers (no personal agenda)
Deficiency - -happens when the evaluation does not
focus on all aspects of the job.
Contamination - -happens when activities that are not
part of the job responsibilities are included in the
evaluation.
Distortion -happens when improper emphasis is given
to various job elements.
TYPES OF PERFORMANCE APPRAISALS
Self-Evaluation Method - when an employee is asked
to judge their own performance based on
predetermined criteria.
The 360 Degree Approach - when the appraisee
receives feedback from the people whose views are
considered helpful and relevant.
BARS (Behaviorally Anchored Rating Scales - BARS
has a list of criteria that an employee should work up
to be a diligent worker. Rating scales include points
and equivalent performance from extremely poor to
extremely good.
MBO – Management by Objective - designed to
include employees in the goal-setting process by
measuring accomplishments against established
objectives.
Forced Distribution - a form of comparative
evaluation in which the evaluator rates the
subordinates accdg. to a specified distribution. (10%
low, 20% below average, 40% average, etc)
Critical Incident Method - like essay method, it allows
supervisors to describe an employee’s excellent or
poor response to arising situations within the
organization.
Graphic Rating Scales - Used to evaluate employees
within a variety of areas such as skill set, teamwork
and communication skills.
Paired Comparison Analysis - relies on a grid that
presents numerical values for each employee based
on an established set of criteria.
Ranking - compares one employee to another,
resulting in an ordering of employees relation to one
another.
Essay Method - Involves evaluator’s written report
appraising employee’s performance in terms of job
behavior.
PERFORMANCE APPRAISAL FEEDBACK
- A helpful information or criticism, given to
someone as a way to improve behavior or
performance.
- Organizations must have a set of agreed
performance standards.
- They must monitor employees’ performance.
- Give on-going feedback to employees
(periodical).
ELEMENTS OF EFFECTIVE PA FEEDBACK
Specificity - relates to specific goals.
Timeliness - performance appraisal feedback must be
timely as possible.
Manner - feedback should be given in a manner that
will best help improve performance.
EMPLOYEE REWARDS PROGRAM
- An organization's programs to help improve
employee performance and increase
employee motivation.
TYPES OF REWARDS
Intrinsic - -internal to the person -driven by personal
interest or enjoyment at work.
Extrinsic - based on tangible rewards -usually financial
in nature.
Innovative Rewards System - innovative and a bit
different approach to rewards programs.
GROUP 1 Report (pahabol)
EMPLOYEE MOTIVATION
Motivation - Motivation means inspiring the
personnel/ workers/ employees with an enthusiasm to
work for the accomplishment of objectives of the
organization.
CONTENT APPROACHES - These are the theories that
attempt to explain how motivation works. The content
approaches center on the factors within the individual
which rejuvenate, direct, sustain and stop behavior.
Maslow’s Hierarchy of needs - Maslow ’s hierarchy of
needs is a motivational theory in psychology
comprising a five-tier model of human needs, often
depicted as hierarchical levels within a pyramid.
Maslow theory based on
1. Deficit principle- A satisfied need no longer
motivates behavior because people act to
deprived needs.
2. Progression Principle - The five needs he
identified exist in hierarchy, which means that
a need at any level only comes into play after
lower-level need has been satisfied .
Maslow’s Hierarchy of needs
Alder’s ERG Theory - Clayton Alderfer’s ERG collapses
Maslow ’s five levels of needs into three categories.
1. Existence Needs are desires, physiological and
material well-being.
2. Related Needs are desires satisfying interpersonal
relationships.
3. Growth Needs are desires for continued
psychological growth and development.
Herzberg's TwoFactor Theory - Frederick Herzberg
offers another framework for understanding the
motivational implications of work environments.
In his two-factor theory, Herzberg identifies two sets
of factors that impact motivation in the workplace:
1. Hygiene factors include salary, job security, working
conditions, organizational policies, and technical
quality of supervision.
2. Satisfiers or motivators include such things as
responsibility, achievement, growth opportunities,
and feelings of recognition, and are the key to job
satisfaction and motivation.
McClelland’s Learned Needs Theory
1. NEED FOR ACHIEVEMENT - an individual
intrinsic drive to exceed expectations by being
motivated.
2. NEED FOR POWER - a desire to influence,
coach, teach, or encourage others to achieve.
3. NEED FOR AFFILIATION - a desire for friendly
and close interpersonal relationships.
PROCESS APPROACHES - concerned with "How"
motivation happens. In other words, it explains how
an employee's behavior is initiated, redirected, and
halted.
Expectancy theory - Argues that humans act
according to their conscious expectations that a
particular behavior will lead to specific desirable goals.
The equation suggests that human behavior is
directed by subjective probability.
Motivation = Expectancy X Instrumentality X Valence
Where:
M(motivation) - amount a person will be motivated by
the situation they find themselves in.
E(expectancy) - a person's perception that effort will
result in performance.
I(instrumentality) - a person's perception that
performance will be rewarded/punished.
V(valence) - perceived strength of the reward or
punishment that will result from the performance.
Equity theory - Equity theory focuses on determining
whether the distribution of resources is fair. Equity is
measured by comparing the ratio of contributions and
benefits for each person.
6 Types of possible consequences of Inequity
1. Changes Input
2. Changes to outcomes
3. Cognitive distortion of inputs and outcomes
4. Leaving the field
5.Acting on others
6. Changing the object of comparison
Goal-Setting Theory
The attributes that Locke made emphasis in this
theory are:
1. Goal specificity
2. Goal difficulty
3. Goal intensity
4. Goal commitment
The most important findings of this theory are:
1. Setting specific goals
2. The goals that are hard to achieve
Jobs Design Practices that Motivates
- Job design has a major impact on employee
motivation, job satisfaction, commitment to
one organization, absenteeism, and turnover.
Jobs Characteristics Model - The job characteristics
model is one of most influential attempts to design
jobs with increased motivational properties.
Five Models of Jobs Characteristics
1. Skill Variety - refers to the extent to which the job
requires a person to utilize multiple high - level skills.
2. Task Identity - refers to the degree to which a
person is in charge of completing an identifiable piece
of work from start to finish.
3. Task Significance - refers to whether a person’s job
substantially affects other people's work, health, or
well-being
4. Autonomy - is the degree to which a person has the
freedom to decide how to perform his/her tasks.
5. Feedback - refers to the degree to which people
learn how effective they are at work.
Job Rotation
1. Burnout Reduction - involves strategies to
prevent and manage burnout among
employees .
2. Increased Employee Satisfaction - state in
which employees feel satisfied among their
work experience within an organization
3. Increased employee motivation - factors that
inspire and energize employees to perform at
their best and go beyond the minimum
requirements for their roles.
4. Three benefits above cumulatively influence a
business's turnover rate and workplace
injuries - employees are satisfied, motivated,
and engaged, they are more likely to stay with
the organization for a longer duration.
Job Enlargement - Job enlargement refers to
expanding the tasks performed by employees to add
more variety. By giving employees several different
tasks to be performed, as opposed to limiting their
activities to a small number of tasks, organizations
hope to reduce boredom and monotony as well as
utilize human resources more effectively.
Job Enrichment - Job enrichment is a job redesign
technique that allows workers more control over how
they perform their own tasks. This approach allows
employees to take on more responsibility.
Empowerment
The concept of empowerment extends the idea of
autonomy. It is the removal of conditions that make a
person powerless.
Tips for empowering employees:
1. Change the company structure so that employees
have more power over their jobs.
2. Provide employees with access to information
about things that affect their work.
3. Make sure that employees know how to perform
their jobs.
4. Do not take away employee power.
5. Install a climate empowerment in which managers
do not routinely step in and take over. Believe in the
power of employees.
Flexible Working Arrangements - Refer to alternative
arrangements or schedules other than the traditional
or standard work hours, workdays and workweek.
Flexible work arrangements can take any number of
forms:
1. Flextime
2. Compressed Work Week
3. Flexplace
4. Job Sharing
5. Work Sharing
6. Expanded Leave

7. Phased Retirement

8. Partial Retirement

9. Work and Family Programs

GOODLUCK!!!!