CH 15

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JOHN R. SCHERMERHORN, JR.

MANAGEMENT
12 Edition
th
Chapter 15
Individual Behavior
©2013 John Wiley & Sons, Inc. All rights reserved. 15-1
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Planning Title —
Ahead Text Here 15 Study Questions
Chapter
1. How do perceptions influence individual

behavior?
2. What should we know about personalities in
the workplace?
3. How do attitudes influence individual
behavior?
4. What are the dynamics of emotions, moods,
and stress?
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Learning
1. Perception
1. Perception and psychological contracts
2. Perception and attribution
3. Perception tendencies and distortions
4. Perception and impression management
2. Personality
1. Big five personality dimensions
2. Myers-Briggs personality type indicator
3. Personal conception and emotional adjustment traits
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Learning
3. Attitudes
1. What is an attitude?
2. What is job satisfaction?
3. Job satisfaction and its outcomes
4. Emotions, Moods, and Stress
1. Emotions
2. Moods
3. Stress
4. Sources of stress
Takeaway 1: Perception
• Perception
– The process through which people receive,
organize and interpret information from the
environment
– People can perceive the same things or situations
differently
– People behave on the basis of their perceptions
• Psychological contract
– Person-job fit begins here
– A set of expectations held by an individual about
what will be given and received in the
employment relationship
– An ideal work situation is one with a fair
psychological contract
• Balance of contributions and inducements
Figure 15.1 Components in the psychological
contract
• Perception and attribution

– Attribution
• The process of developing explanations for
events
– Fundamental attribution error
• Occurs when observers blame another’s
performance failures or problems on
internal factors rather than external factors
• Perception and attribution

– Self-serving bias
• Occurs because individuals blame their
personal performance failures or problems on
external factors and attribute their successes
to internal factors
• Perceptual tendencies and distortions:

– Stereotypes
• Occur when attributes commonly associated
with a group are assigned to an individual
– Racial and ethnic
– Gender
– Ability
– Age
– Others?
• Perceptual tendencies and distortions

– Halo effects
• Occur when one attribute is used to develop
an overall impression of a person or situation
• Perceptual tendencies and distortions:

– Selective perception
• The tendency to define problems from ones’ own
point of view
– Projection
• The assignment of personal attributes to other
individuals
Perceptual tendencies and distortions:

– Impression management
• The systematic attempt to influence how
others perceive us
– dress to convey positive appeal
– flatter others to generate positive feelings
– when conversing, make eye contact and smile
– display a high level of energy
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Leaning Text Here 2: Personality
Personality
– The profile of characteristics that
makes one person unique from
others
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“Big Five” personality traits:

– Extroversion
• Being outgoing, sociable, and assertive
– Agreeableness
• Being good-natured, cooperative, and trusting
– Conscientiousness
• Being responsible, dependable, and careful
– Emotional stability
• Being relaxed, secure, and unworried
– Openness
• Being curious, receptive to new things, and open to change
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Other personality traits that affect work behavior:

– Locus of control
• The extent to which one believes that what happens to
them is within one’s control
– Authoritarianism
• The degree to which a person defers to authority and
accepts status differences
– Machiavellianism
• The extent to which someone is emotionally detached
and manipulative in using power
Other personality traits that affect work

behavior:
– Self-monitoring
• The degree to which someone is able to adjust and
modify behavior in response to the external factors
– Type A personality
• Orientation toward extreme achievement, impatience,
and perfectionism
Figure 15.2 Common personality dimensions that
influence human behavior at work
Takeaway 3: Attitudes
• Attitude
– A predisposition to act in a certain way toward people
and things in one’s environment
• Components of attitudes:
– Cognitive component
– Affective or emotional component
– Behavioral component
• Cognitive dissonance
– The discomfort a person feels when attitudes and
behavior are inconsistent
• There is a strong and positive relationship

between satisfaction and absenteeism and
turnover
• Withdrawal behaviors
Satisfaction-related concepts having quality of work

life implications …
Is there a relationship between job

satisfaction and performance?
– Are satisfied workers more productive?
– Are productive workers more satisfied?
– Do rewards for productivity create
satisfaction, influencing future
performance?
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Takeaway Text HereMoods, and Stress
4: Emotions,
• Emotions
– Strong feelings directed toward someone
or something
• Emotional intelligence
– Ability to understand emotions and
manage relationships effectively
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4: Emotions,
• Moods
– Generalized positive and negative
feelings or states of mind
• Mood contagion
– Spillover of one’s positive or negative
moods onto others
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4: Emotions,
• Stress
– A state of tension experienced by individuals facing
extraordinary demands, constraints, or
opportunities
• Stressors
– Things that cause stress
– Originate in work, personal, and nonwork situations
– Have the potential to influence work attitudes,
behavior, job performance, and health
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4: Emotions,
Work factors as potential stressors:

– Includes:
• Excessively high or low task demands
• Role conflicts or ambiguities
• Poor interpersonal relationships
• Too slow or too fast career progress
– Work-related stress syndromes:
• Set up to fail
• Mistaken identity
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4: Emotions,
Nonwork factors as potential stressors:

– Includes:
• Family events
• Economics
• Personal affairs
– “Spill-over” effect on the stress an
individual experiences at work
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4: Emotions,
Consequences of stress:
– Constructive stress
• Acts as a positive influence
• Can be energizing and performance enhancing
– Destructive stress
• Impairs performance
• Breaks down a person’s physical and mental
systems
• Can lead to job burnout and/or workplace rage
Figure 15.3 Potential negative consequences of a
destructive job stress-burnout cycle
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4: Emotions,
Personal wellness:
– The pursuit of personal and mental
potential though a personal health-
promotion program
– A form of preventative stress
management
– Enables people to be better prepared to
deal with stress

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Place Slide Title Text Here

JOHN R. SCHERMERHORN, JR.

1. How do perceptions influence individual

• Perception and attribution

• Perception and attribution

• Perceptual tendencies and distortions:

• Perceptual tendencies and distortions

• Perceptual tendencies and distortions:

Perceptual tendencies and distortions:

“Big Five” personality traits:

Other personality traits that affect work behavior:

Other personality traits that affect work

• There is a strong and positive relationship

Satisfaction-related concepts having quality of work

Is there a relationship between job

Work factors as potential stressors:

Nonwork factors as potential stressors:

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