Title BME 12 CH3 Narrative of Discussion.pdf ✅

BME 12 Lecture Notes Version 1 Series of 2025 BME 12: Human Behavior in Organization “This handout is for academic purposes ONLY” Prepared by: Mark Jeffrey B. Aquino (BME 12 Instructor) Kingfisher School of Business and Finance, Inc. BME 12: HUMAN BEHAVIOR IN ORGANIZATION II. Individual Behaviors and Organization Processes in Organization Chapter 3: Individual Characteristics (Narrative of Discussion) Book Reference: Organizational Behavior: Managing People and Organization Author: Ricky Griffin, Jean Phillips, Stanley Gully Chapter Outline I. People in Organizations A. Individual Differences Individual differences are personal attributes that vary from one person to another. Individual differences may be physical, psychological, and emotional. (Example of Categories: personality, intelligence, learning styles, attitudes, values and emotions, perception, and stress.) Managers should also be aware of psychological contracts that exist between the organization and its employees. In an ideal situation, then, understanding differences across people and creating effective psychological contracts can help facilitate a good fit between people and the organization. B. The Concept of Fit 1. Person-Job Fit (Abilities and Motivation = Demand and reward of the Job It is the fit between a person’s abilities and the demands of the job, and the fit between a person’s desires and motivations and the attributes and rewards of a job. It is usually the primary focus of most staffing efforts due to the reason of job performance determines the employee’s success. It is important to consider not only the fit between an individual’s talents and the job requirements, but also the fit between an individual’s motivations and the rewards offered by the job. Based on researches it leads to higher job performance, satisfaction, organizational commitment, and intent to stay with the company. 2. Person-Group Fit (Individual = Group or other Member’s Work styles) It means that an individual fits with the workgroup’s work styles, skills, and goals. Person-group fit leads to improved job satisfaction, organizational commitment, intent to stay with the company, and critical in team-oriented organizations. 3. Person-Organization Fit (Individual = Organization’s Values Culture, etc.) It is the fit between an individual’s values, beliefs, and personality and the values, norms, and culture of the organization. (norms like integrity, fairness, work ethic, competitiveness, cooperativeness, and compassion) The strength of this fit influences important organizational outcomes including job performance, retention, job satisfaction, and organizational commitment. To maximize person- organization fit, start in identifying those qualifications, competencies, and traits that relate to the organization’s strategy, values, and processes and hire people with those characteristics. Employees must be able and willing to adapt to a company by learning, negotiating, enacting, and maintaining the behaviors appropriate to the company’s environment. 4. Person-Vocation Fit (Individual Abilities = Occupation) The fit between a person’s interests, abilities, values, and personality and a profession. Our adjustment and satisfaction are greater when our occupation meets our needs. Although individuals usually choose a vocation long before applying to an organization, understanding person-vocation fit can still be useful to organizations and managers. Companies wanting to develop their own future leaders, or smaller organizations that need employees to fill multiple roles, may be able to use vocational interests in determining whether job applicants would be a good fit with the organization’s future needs. C. Realistic Job Previews Realistic job previews (RJPs) involve the presentation of both positive and potentially negative information to job candidates. Its main goal is to provide accurate information about the job and organization and build trust. If a common reason for employees leaving an organization is that the job is not what they expected, this is a good sign that the recruiting message can be improved. Given the relatively low cost associated with their development, RJPs may be useful for organizations trying to reduce turnover rates for jobs that departing employees say were not what they expected when they accepted job offers. II. Personality and Individual Behavior Personality is the relatively stable set of psychological attributes that distinguish one person from another. Managers should strive to understand basic personality attributes and how they can affect people’s behavior and fit in organizational situations, not to mention their perceptions of and attitudes toward the organization. A. The “Big Five” Framework (OCEAN) Openness reflects a person’s rigidity of beliefs and range of interests.  better performers due to their flexibility  It encompasses a person’s willingness and receptive perspective to accept change.
BME 12 Lecture Notes Version 1 Series of 2025 BME 12: Human Behavior in Organization “This handout is for academic purposes ONLY” Prepared by: Mark Jeffrey B. Aquino (BME 12 Instructor) Kingfisher School of Business and Finance, Inc. Conscientiousness refers to the extent to which a person can be counted on to get things done. In general, research suggests that being strong on conscientiousness is often a good predictor of job performance for many jobs. Extraversion reflects a person’s comfort level with relationships. Research suggests that extroverts tend to be higher overall job performers than introverts and that they are more likely to be attracted to jobs based on personal relationships, such as sales and marketing positions. For this particular trait, the opposite version is also given a name—introversion. An introvert tends to be less comfortable in social situations. Agreeableness refers to a person’s ability to get along with others. They people are better at developing good working relationships with coworkers, subordinates, and higher- level managers The same pattern might extend to relationships with customers, suppliers, and other key organizational constituents. Neuroticism. People who are relatively more neurotic tend to experience unpleasant emotions such as anger, anxiety, depression, and feelings of vulnerability more often than do people who are relatively less neurotic. They are expected to better handle job stress, pressure, and tension. The potential value of the Big Five framework is that it encompasses an integrated set of traits that appear to be valid predictors of certain behaviors in certain situations. Thus, managers who can both understand the framework and assess these traits in their employees are in a good position to understand how and why they behave as they do. B. The Myers-Briggs Framework This is also a popular framework that some people use to characterize personality. Many people know of this framework through a widely-used questionnaire called the Myers-Briggs Type Indicator, or MBTI. The MBTI was based on Carl Jung’s work and first developed by Isabel Briggs Myers (1897–1979) and her mother, Katharine Cook Briggs, to help people understand themselves and each other so that they could find work that matches their personality. The MBTI uses four scales with opposite poles to assess four sets of preferences. The four scales are: 1. Extroversion (E)/Introversion (I): Extroverts are energized by things and people. Their motto is, “ready, fire, aim.” Introverts find energy in ideas, concepts, and abstractions. They are reflective thinkers whose motto is, “ready, aim, aim.” 2. Sensing (S)/Intuition (N): Sensing people are detail oriented. They want and trust facts. Intuitive people seek out patterns and relationships among the facts they have learned. They trust their intuition and look for the “big picture.” 3. Thinking (T)/Feeling (F): Thinkers value fairness, and decide things impersonally based on objective criteria and logic. Feelers value harmony, and focus on human values and needs as they make decisions or judgments. 4. Judging (J)/Perceiving (P): Judging people are decisive and tend to plan. They develop plans and follow them, adhering to deadlines. Perceptive people are adaptable, spontaneous, and curious. They start many tasks, and often find it difficult to complete them. Deadlines are meant to be stretched. The possible combinations of these preferences result in sixteen personality types, which are identified by the four letters that represent one’s tendencies on the four scales. III. Other Important Personality Traits A. Locus of Control is the extent to which people believe that their behavior has a real effect on what happens to them. A believe that if they work hard they will succeed. They may also believe that people who fail do so because they lack ability or motivation. Other people think that fate, chance, luck, or other people’s behavior determines what happens to them. People who think that forces beyond their control dictate what happens to them are said to have an external locus of control. B. Self-Efficacy is our confidence in our ability to cope, perform, and be successful on a specific task. It is possible to have high self-esteem but low self-efficacy for certain tasks. A key factor influencing motivation and engagement in an activity. General self-efficacy reflects a generalized belief that we will be successful at whatever challenges or tasks we might face.
BME 12 Lecture Notes Version 1 Series of 2025 BME 12: Human Behavior in Organization “This handout is for academic purposes ONLY” Prepared by: Mark Jeffrey B. Aquino (BME 12 Instructor) Kingfisher School of Business and Finance, Inc. C. Self-Esteem refers to our feelings of self-worth and our liking or disliking of ourselves. Self-esteem is positively related to job performance and learning. D. Authoritarianism is the extent to which a person believes that power and status differences are appropriate within hierarchical social systems such as organizations. A person who is highly authoritarian may accept directives or orders from someone with more authority purely because the other person is “the boss.” On the other hand, a person who is not highly authoritarian, although she or he may still carry out reasonable directives from the boss, is more likely to question things, express disagreement with the boss, and even refuse to carry out orders if they are for some reason objectionable. E. Machiavellianism The term “Machiavellianism” is used to describe behavior directed at gaining power and controlling the behavior of others. More Machiavellian individuals tend to be rational and unemotional, may be willing to lie to attain their personal goals, put little emphasis on loyalty and friendship, and enjoy manipulating others’ behavior. F. Tolerance for Risk and Ambiguity Tolerance for risk (also called risk propensity) is the degree to which a person is comfortable accepting risk, willing to take chances and to make risky decisions. A manager with a high tolerance for risk might lead the organization in new and different directions. A manager with low tolerance for risk might lead an organization to stagnation and excessive conservatism, or might help the organization successfully weather turbulent and unpredictable times by maintaining stability and calm. Tolerance for ambiguity reflects the tendency to view ambiguous situations as either threatening or desirable. Intolerance for ambiguity reflects a tendency to perceive or interpret vague, incomplete, or fragmented information or information with multiple, inconsistent, or contradictory meanings as an actual or potential source of psychological discomfort or threat. Being tolerant of ambiguity is related to creativity, positive attitudes toward risk, and orientation to diversity. G. Type A and B Traits The Type A personality is impatient, competitive, ambitious, and uptight. The Type B personality is more relaxed and easygoing and less overtly competitive than Type A. Understanding the personality type of your coworkers and boss can help you to better understand and manage this potential source of work conflicts. Recognizing your personality type can help you to identify work situations that are good fits for you. H. The Bullying Personality Workplace bullying is a repeated mistreatment of another employee through verbal abuse; conduct that is threatening, humiliating, or intimidating; or sabotage that interferes with the other person’s work. Bullying costs employers through higher turnover, greater absenteeism, higher workers’ compensation costs, and higher disability insurance rates, not to mention a diminished reputation as a desirable place to work. It is four times more common than harassment. Bullying is complex and comes in a variety of forms, but common to all types is the abuse of authority and power, stemming from the bully’s need to control another person. I. Role of the Situation The relationship between personality and behavior changes depending on the strength of the situation we are in. Strong organizational cultures might decrease the influence of personality on employee behaviors by creating clear guidelines for employee behavior. Weaker organizational cultures might allow greater individual employee expression, resulting in a wider variety of employee behaviors. IV. Intelligence There are many types of intelligence, or mental abilities, including general mental ability, information processing capacity, verbal ability, and emotional intelligence. A. General Mental Ability General mental ability is the capacity to rapidly and fluidly acquire, process, and apply information.
BME 12 Lecture Notes Version 1 Series of 2025 BME 12: Human Behavior in Organization “This handout is for academic purposes ONLY” Prepared by: Mark Jeffrey B. Aquino (BME 12 Instructor) Kingfisher School of Business and Finance, Inc. It involves reasoning, remembering, understanding, and problem solving. It is associated with the increased ability to acquire, process, and synthesize information and has been defined simply as the ability to learn. The strong association between measures of general mental ability and performance in a wide variety of task domains is one of the most consistent findings in the field of organizational behavior. Information processing capacity involves the manner in which individuals process and organize information. Information processing capacity also helps explain differences between experts and novices on task learning and performance, as experts process and organize information more efficiently and accurately than novices. General mental ability influences information processing capacity. Mental ability tests typically use computerized or paper-and-pencil test formats to assess general mental abilities, including verbal or mathematical reasoning, logic, and perceptual abilities. B. Multiple Intelligences Gardner’s theory of multiple intelligences suggests that there are a number of distinct forms of intelligence that each individual possesses in varying degrees: 1. Linguistic: words and language 2. Logical-mathematical: logic and numbers 3. Musical: music, rhythm, and sound 4. Bodily-kinesthetic: body movement and control 5. Spatial-visual: images and space 6. Interpersonal: other people’s feelings 7. Intrapersonal: self-awareness The different intelligences represent not only different content domains but also learning preferences. The theory suggests that assessment of abilities should measure all forms of intelligence, not just linguistic and logical- mathematical, as is commonly done. C. Emotional Intelligence Emotional intelligence (EI) is an interpersonal capability that includes the ability to perceive and express emotions, to understand and use them, and to manage emotions in oneself and other people. Expert Daniel Goleman describes five dimensions of EI that include three personal competencies (self-awareness, self-regulation, and motivation) and two social competencies (empathy and social skills). The five dimensions comprising emotional intelligence are: 1. Self-awareness: being aware of what you are feeling 2. Self-motivation: persisting in the face of obstacles, setbacks, and failures 3. Self-management: managing your own emotions and impulses 4. Empathy: sensing how others are feeling 5. Social skills: effectively handling the emotions of others People differ in the degree to which they are able to recognize the emotional meaning of others’ facial expressions, although seven universal emotions are expressed in the face in exactly the same way regardless of race, culture, ethnicity, age, gender, or religion. These emotions are joy, sadness, fear, surprise, anger, contempt, and disgust. The ability to understand what others think and feel, knowing how to appropriately persuade and motivate them, and knowing how to resolve conflicts and forge cooperation are some of the most important skills of successful managers. There is also controversy associated with the concepts of EI. Some have argued that its overly inclusive, lacks specificity, and it is not clear if it is simply a learned skill or an innate capability. Several researchers have also argued that EI is simply a surrogate for general intelligence and well-established personality traits. However, a number of studies have supported the usefulness of EI. V. Learning Styles Learning style refers to individual differences and preferences in how we process information when problem solving, learning, or engaging in similar activities. There are numerous typologies, measures, and models that capture these differences and preferences A. Sensory Modalities