OB Ch2

• a model showing important factors that influence behavior and performance
• motivation, ability, role perception, situational factors

internal forces that affects direction, intensity and persistence of behavior

Natural aptitudes and learned capabilities, including intellectual and physical abilities

memory, spatial, number apititude, verbal comprehension, perceptual speed, reasoning

personal characteristics that lead to superior performance

• select qualified people
• training
• redesign the job

• selection test
• work sample
• ask workers to provide reference for past performances

the extent to which workers understand the job duties assigned or expected of them

• What tasks to perform
• Relative importance of tasks
• Preferred behaviors to accomplish tasks

• good guidance of direction of effort
• improve coordination among co-workers, suppliers and other stakeholders

• Environmental conditions beyond the individual’s short-termcontrol that constrain or facilitate behavior
• time, people, budget, work facilities

the pattern of relatively enduring ways in which an individual reacts to and interact with the world around them

enduring characteristics that describe an individual's behavior

• heredity(nature)
• environment(nurture)

Conscientiousness, emotional stability, extroversion, agreeableness, openness to experience

• reliable, responsible, organized, persistent
• predicts performance in almost all occupations/jobs

• ability to withstand stress, calm, self confident, secure
• significant relationship with performance

• comfort level with relationships, sociable, assertive
• extroverts perform better in sales and managerial positions

propensity to defer to others, trusting, warm, coorperative

• range of interest and fascination of novelty, creative, curious, sensitive
• predicts performance in training

• Introversion – Extroversion
• Sensing – intuition
• Thinking – Feeling
• Perceiving - Judging

• inaccurate(fake answers)
• weak predictor of performance
• does not convey a favourable image of the company

belief + evaluation

consist of many categories

self-concept that is clearly and confidently defined, internally consistent and stable across time

similar personality traits and values are required across all aspects of self-concept

explains self-concepts in terms of personal and social idenitity

defining ourselves in terms of things that make us unique in a situation

defining ourselves in terms of groups to which we belong or have an emotional attachment

motivation to be valued

• better mental health
• recall positive feedback
• self-serving bias
• overconfidence and bad decisio making

Motivation to verify and maintain our existing self-concept

• reject inconsistent info and prefer consistent feedback
• interact mroe with those who affirm our self concepts

• self esteem
• self efficacy
• locus of control

extent to which people like, respect and are satisfied with themselves

person's belief that he or she can successfullyy complete a task

person's belief about the amount of control he or she has over their personal life events(people with internal locus of control have more positive evaluation)

• self-efficacy
• locus of control

• Stable, evaluative beliefs that guide our preferences
• serve as moral compass

hierarchy of values

values partly define who we are as individuals and as members of groups with similar values

• Openness to change(pursue innovative ways)
• conservation(preserve status quo)
• self-enhancement(self interest)
• self-transcendence(promote the welfare of others and nature)

Habitual behavior usually consistent with values, but conscious behavior less so because values are abstract constructs that sounds good in theory but are less easily followed in practice

• Mindful of our values
• Have logical reasons to apply values in that situation
• Situation does not interfere

• person-organization value congruence
• espoused-enacted value congruence
• organization-society value congruence

incongruence undermine their perceived integrity

• pro: better decision-making(diverse values)
• cons: Incompatible decisions, Lower satisfaction and commitment, Increased stress and turnover

the degree that people value independence and personal uniqueness

• the degree that people value duty to group to which they belong and to group harmony
• (individualism and collectivism are not opposite of each other)

the degree that people accept an unequal distribution of power in society

The degree that people tolerate ambiguity (low) or feel threatened by ambiguity and uncertainty(high).

The degree that people value assertiveness,competitiveness, and materialism (achievement)versus relationships and well-being of others(nurturing)

Ethics: Study of values that determine whether actions are right or wrong and whether outcomes are good or bad

greatest good for greatest number of people

everyone has entitlements that let him or her act in a certain way

people who are similar to each other should receive similar benefits and burdens

• moral intensity
• ethical sensitivity
• situational factors like training and culture

• Magnitude of consequences
• Social consensus
• Probability and nature of effect
• Temporal immediacy
• Proximity
• Concentration of effect

enables people to recognize the presence of an ethical issue and determine its importance

• creating ethical code of conduct
• ethics training
• ethics hotline
• culture of ethical decision making
• ethical conduct from top management