EHRM 612 Organizational Behaviour

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1-Kindly find case study assignment with the questions in the end (Uber: In the Median or Back on the Road Again?)attached

Important: Please make sure to build the answers with the slides course material  As you can(attached)

2-Follow case study standards, starting with critical analysis for one page at least,

3-then answering questions and make sure to indicate for example question 1, then the answers, etc

4- conclusion

5-references in the end

6-please follow the instruction above and make this case study with table of content

Case Study
Uber: In the Median or Back on the Road Again?
When you think about CSR and sustainability, you probably do not think about Uber.
Instead, you probably think of the appalling press it has received over the years,
which prompted the #deleteuber tag circulating on social media. Uber has been
burdened with so many scandals that researchers and reporters created timelines,
overviews, and even a website to document them. Many have looked to Uber’s
founder and former CEO, Travis Kalanick, as the potential wellspring for these
scandals. Kalanick established a toxic, win-at-all-costs, “tech bro” workplace. In
2017 he was forced to step down as CEO following several scandals, and at the end
of 2019 Kalanick stepped down from the board.
Enter Dara Khosrowshahi. The current CEO of Uber has had his work cut out for
him. He made it clear that Kalanick would not be involved in the day-to-day running
of Uber. He stressed that he would work to clean up the company’s image and
transform the culture under his leadership. Even the circumstances surrounding the
appointment of a new CEO were scandalous. Khosrowshahi was not originally a
front-runner in the hiring process. In fact, one firm promised to drop a lawsuit against
Uber if it appointed an alternative, favored front-runner as CEO (which many on the
board saw as blackmail). This action caused support for this front-runner candidate
to switch to Khosrowshahi, ultimately leading him to become CEO.
Years after his appointment, Khosrowshahi led an effort to replace Uber’s fourteen
corporate values in 2017. The U.S. attorney general and his law firm recommended
this action following an investigation of Uber’s internal practices. Many believed
that the original values encouraged, reinforced, and justified unethical behavior at
all organizational levels. These values included vague platitudes like
“superpumpedness,” “always be hustling,” “toe-stepping,” and “champion’s
mindset” that seemed to encourage conflict and unethical behavior. Khosrowshahi
noted that Uber’s culture needed to change from one that embraces growth no matter
the cost toward one that embraces responsible and sustainable growth. To
accomplish this, Khosrowshahi elicited submissions of replacement values from
more than a thousand employees, which were voted on more than twenty thousand
times by employees at the company. He also commissioned twenty workgroups to
help define and refine them. The new values are direct and leave little room for
interpretation, including: “We do the right thing. Period.” “We celebrate
differences…ensure people of diverse backgrounds feel welcome.” “We value ideas
over hierarchy.” This approach was interesting because it started with the people.
Often, when CEOs assume power, they set the values themselves and transmit them
from the top down. However, critics have suggested that changing values on paper
is not enough. As Fred Perrotta (CEO of Tortuga) commented, “Your values are what
you live, not what you write.” Values in many ways underlie organizational behavior,
leading people within organizations to attract, select, and retain people who fit with
those values. Therefore, Uber needs to put into practice what it writes on paper.
Although Uber has made steps in the right direction, image is everything. The data
shows that Uber is still struggling with its reputation and image. Brand sentiment is
still low, and it is still struggling to win back customers. However, there are some
wins to be found. For instance, Uber’s current value of diversity and inclusion may
have led the company toward its perfect score on the 2020 Corporate Equality Index.
Furthermore, Uber has made efforts to establish and continuously improve CSR
initiatives. Its competition, Lyft, continues to outshine Uber in its CSR-related
communication and messaging, which is incredibly important for reinforcing the
values to consumers. It is unclear whether Uber will regain traction or yet again spin
out. However, Uber’s case makes it abundantly clear that leadership and values play
a vital role in CSR. Employees need to be actively engaged to realize CSR goals
fully. Employees and managers alike need to recognize that core values become a
part of the company’s DNA and the DNA of the people who comprise the company.
Questions
1. what the connection between Uber’s values and its employees’ past and future
(un)ethical behaviors at work is?
2. Do you expect some personality traits to make some people more prone to
behave unethically at Uber?
3. Was hiring a new CEO and altering Uber’s values meaningful enough to
change employee behavior at Uber?
4.Are corporate values critical to Uber when hiring new executives, new
managers, or new employees?
5.consider situational factors when evaluating observable personality traits.
Policies, practices, and even events can make situations strong or weak,
changing the display of (un)desired personality traits.
Was the company-wide initiative involving all Uber employees and creating
the new corporate values enough to encourage or dissuade certain behaviors?
6.Will any unintended effects result from involving the entire company in the
value revision process?
Organizational Behavior
Nineteenth Edition
Chapter 6
Perception and Individual
Decision Making
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Learning Objectives
6.1 Explain the factors that influence perception.
6.2 Describe attribution theory.
6.3 Explain the link between perception and decision
making.
6.4 Contrast the rational model of decision making with
bounded rationality and intuition.
6.5 Explain how individual differences and organizational
constraints affect decision making.
6.6 Contrast the three ethical decision criteria.
6.7 Describe the three-stage model of creativity.
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Explain the Factors That Influence
Perception (1 of 2)
• Perception is a process by which individuals organize and
interpret their sensory impressions to give meaning to their
environment.
• It is important to the study of OB because people’s
behaviors are based on their perception of what reality is,
not on reality itself.
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Explain the Factors That Influence
Perception (2 of 2)
Exhibit 6.1 Factors That Influence Perception
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Explain Attribution Theory (1 of 11)
• Attribution theory suggests that when we observe an
individual’s behavior, we attempt to determine whether it
was internally or externally caused.
• Determination depends on three factors:
– Distinctiveness
– Consensus
– Consistency
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Explain Attribution Theory (2 of 11)
• Clarification of the differences between internal and
external causation
– Internally caused—those that are believed to be
under the personal control of the individual.
– Externally caused—resulting from outside causes.
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Explain Attribution Theory (3 of 11)
Exhibit 6.2 Attribution Theory
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Explain Attribution Theory (4 of 11)
• Fundamental attribution error
– We have a tendency to underestimate the influence of
external factors and overestimate the influence of
internal or personal factors.
• Self-serving bias
– Individuals attribute their own successes to internal
factors.
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Explain Attribution Theory (5 of 11)
• Common Shortcuts in Judging Others
– Selective perception
§ Any characteristic that makes a person, object, or
event stand out will increase the probability that it
will be perceived.
§ Since we can’t observe everything going on around
us, we engage in selective perception.
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Explain Attribution Theory (6 of 11)
• Halo effect
– The halo effect occurs when we draw a positive
general impression based on a single characteristic.
• Horns effect
– The tendency to draw a negative general impression
about an individual based on a single characteristic.
• Contrast effects
– We do not evaluate a person in isolation.
– Our reaction to one person is influenced by other
persons we have recently encountered.
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Explain Attribution Theory (7 of 11)
• Stereotyping
– Judging someone based on one’s perception of the
group to which that person belongs.
§ We have to monitor ourselves to make sure we’re
not unfairly applying a stereotype in our evaluations
and decisions.
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Explain Attribution Theory (8 of 11)
• Applications of Shortcuts in Organizations
– Employment Interview
§ Evidence indicates that interviewers make
perceptual judgments that are often inaccurate.
– Interviewers generally draw early impressions
that become very quickly entrenched.
– Studies indicate that most interviewers’ decisions
change very little after the first four or five
minutes of the interview.
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Explain Attribution Theory (9 of 11)
• Performance Expectations
– Evidence demonstrates that people will attempt to
validate their perceptions of reality, even when those
perceptions are faulty.
§ Self-fulfilling prophecy, or the Pygmalion effect,
characterizes the fact that people’s expectations
determine their behavior.
– Expectations become reality.
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Explain Attribution Theory (10 of 11)
• Performance Evaluation
– An employee’s performance appraisal is very much
dependent upon the perceptual process.
§ Many jobs are evaluated in subjective terms.
§ Subjective measures are problematic because of
the errors we have discussed.
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Explain Attribution Theory (11 of 11)
• Social Media
– About four in ten organizations use social media or
online searches to screen applicants for jobs.
– Research supports the social media decision-making
bias link.
• Potential Remedies
– AI-assisted performance assessments
– Other decision-support systems
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Explain the Link Between Perception
and Decision Making
• Individuals make decisions—choosing from two or more
alternatives.
• Decision making occurs as a reaction to a problem.
– There is a discrepancy between some current state of
affairs and some desired state, requiring consideration
of alternative courses of action.
§ One person’s problem is another’s satisfactory state
of affairs.
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Rational Model of Decision Making
Versus Bounded Rationality and
Intuition (1 of 11)
Exhibit 6.3 Steps in the Rational Decision-Making Model
1. Define the problem.
2. Identify the decision criteria.
3. Allocate weights to the criteria.
4. Develop the alternatives.
5. Evaluate the alternatives.
6. Select the best alternative.
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Rational Model of Decision Making
Versus Bounded Rationality and
Intuition (2 of 11)
• Assumptions of the Rational Model
– The decision maker…
§ Has complete information.
§ Is able to identify all the relevant options in an
unbiased manner.
§ Chooses the option with the highest utility.
• Most decisions in the real world don’t follow the rational
model.
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Rational Model of Decision Making
Versus Bounded Rationality and
Intuition (3 of 11)
• Bounded Rationality
– Most people respond to a complex problem by
reducing it to a level at which it can be readily
understood.
§ People satisfice—they seek solutions that are
satisfactory and sufficient.
– Individuals operate within the confines of bounded
rationality.
§ They construct simplified models that extract the
essential features.
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Rational Model of Decision Making
Versus Bounded Rationality and
Intuition (4 of 11)
• Intractable problem—a problem that may change entirely
or become irrelevant before we finish the process of
organizing our thoughts, gathering information, analyzing
the information, and making judgments or decisions.
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Rational Model of Decision Making
Versus Bounded Rationality and
Intuition (5 of 11)
• Intuition
– Intuitive decision making occurs outside conscious
thought; it relies on holistic associations, or links
between disparate pieces of information, is fast, and is
affectively charged, meaning it usually engages the
emotions.
– While intuition is not rational, it is not inherently bad or
necessarily wrong, nor does it always contradict
rational analysis.
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Rational Model of Decision Making
Versus Bounded Rationality and
Intuition (6 of 11)
Exhibit 6.4 Reducing Biases and Errors
Focus on Goals. Without goals, you cannot be rational, you do not know
what information you need, you do not know which information is
relevant and which is irrelevant, you will find it difficult to choose between
alternatives, and you are far more likely to experience regret over the
choices you make. Clear goals make decision making easier and help
you eliminate options that are inconsistent with your interests.
Look for Information That Disconfirms Your Beliefs. One of the most
effective means for counteracting overconfidence and the confirmation
and hindsight biases is to actively look for information that contradicts
your beliefs and assumptions. When we overtly consider various ways
we could be wrong, we challenge our tendencies to think we are smarter
than we actually are.
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Rational Model of Decision Making
Versus Bounded Rationality and
Intuition (7 of 11)
Exhibit 6.4 Reducing Biases and Errors
Do Not Try to Create Meaning out of Random Events. The educated mind has
been trained to look for cause-and-effect relationships. When something
happens, we ask why. And when we cannot find reasons, we often invent them.
You have to accept that there are events in life that are outside your control. Ask
yourself if patterns can be meaningfully explained or whether they are merely
coincidence. Do not attempt to create meaning out of coincidence.
Increase Your Options. No matter how many options you have identified, your
final choice can be no better than the best of the option set you have selected.
This argues for increasing your decision alternatives and for using creativity in
developing a wide range of diverse choices. The more alternatives you can
generate, and the more diverse those alternatives, the greater your chance of
finding an outstanding one.
Source: Based on S. P. Robbins, Decide & Conquer: Making Winning Decisions and Taking
Control of Your Life (Upper Saddle River, NJ: Financial Times/Prentice Hall, 2004), 164–68.
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Rational Model of Decision Making
Versus Bounded Rationality and
Intuition (8 of 11)
• Common Biases and Errors in Decision Making
– Overconfidence Bias: individuals whose intellectual
and interpersonal abilities are weakest are most likely
to overestimate their performance and ability.
– Anchoring Bias: fixating on initial information as a
starting point and failing to adequately adjust for
subsequent information.
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Rational Model of Decision Making
Versus Bounded Rationality and
Intuition (9 of 11)
• Confirmation Bias: type of selective perception.
– Seek out information that reaffirms past choices, and
discount information that contradicts past judgments.
• Availability Bias: tendency for people to base judgments
on information that is readily available.
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Rational Model of Decision Making
Versus Bounded Rationality and
Intuition (10 of 11)
• Escalation of Commitment: staying with a decision even
when there is clear evidence that it’s wrong.
– Likely to occur when individuals view themselves as
responsible for the outcome.
• Randomness Error: our tendency to believe we can
predict the outcome of random events.
– Decision making becomes impaired when we try to
create meaning out of random events.
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Rational Model of Decision Making
Versus Bounded Rationality and
Intuition (11 of 11)
• Risk Aversion: the tendency to prefer a sure thing instead
of a risky outcome.
– Ambitious people with power that can be taken away
appear to be especially risk averse.
– People will more likely engage in risk-seeking
behavior for negative outcomes, and risk-averse
behavior for positive outcomes, when under stress.
• Hindsight Bias: the tendency to believe falsely that one
has accurately predicted the outcome of an event, after
that outcome is actually known.
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Individual Differences, Organizational
Constraints, and Decision Making (1 of 2)
• Individual Differences
– Personality
§ Intuition
§ Self-esteem
§ Narcissism
– Gender
– Mental Ability
– Cultural Differences
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Individual Differences, Organizational
Constraints, and Decision Making (2 of 2)
• Organizational Constraints
– Performance Evaluation Systems
– Reward Systems
– Formal Regulations
– Time Constraints
– Historical Precedents
– Decision-Making in Times of Crisis
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Contrast the Three Ethical Decision
Criteria (1 of 3)
• Utilitarianism: decisions are made solely on the basis of
their outcomes or consequences.
• Focus on rights: calls on individuals to make decisions
consistent with fundamental liberties and privileges as set
forth in documents such as the Bill of Rights.
– Protects whistleblowers.
• Impose and enforce rules fairly and impartially to ensure
justice or an equitable distribution of benefits and costs.
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Contrast the Three Ethical Decision
Criteria (2 of 3)
• Behavioral ethics: an area of study that analyzes how
people behave when confronted with ethical dilemmas.
– Individuals do not always follow ethical standards
promulgated by their organizations, and we sometimes
violate our own standards.
§ Why good people can still do bad things.
– Consider cultural differences.
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Contrast the Three Ethical Decision
Criteria (3 of 3)
• Lying
– Lying and dishonest behavior are very common.
– It undermines all efforts toward sound decision making.
• Managers—and organizations—simply cannot make good
decisions when facts are misrepresented and people give
false motives for their behaviors.
• Lying is a big ethical problem as well.
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Copyright
This work is protected by United States copyright laws and is
provided solely for the use of instructors in teaching their
courses and assessing student learning. Dissemination or
sale of any part of this work (including on the World Wide
Web) will destroy the integrity of the work and is not
permitted. The work and materials from it should never be
made available to students except by instructors using the
accompanying text in their classes. All recipients of this
work are expected to abide by these restrictions and to
honor the intended pedagogical purposes and the needs of
other instructors who rely on these materials.
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Organizational Behavior
Eighteenth Edition
Chapter 1
What Is Organizational
Behavior?
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Learning Objectives
1.1 Demonstrate the importance of interpersonal skills in the
workplace.
1.2 Define organizational behavior (OB).
1.3 Show the value to OB of systematic study.
1.4 Identify the major behavioral science disciplines that
contribute to OB.
1.5 Demonstrate why few absolutes apply to OB.
1.6 Identify managers’ challenges and opportunities in applying
OB concepts.
1.7 Compare the three levels of analysis in this text’s OB model.
1.8 Describe the key employability skills gained from studying OB
applicable to other majors or future careers.
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Demonstrate the Importance of
Interpersonal Skills in the Workplace
Interpersonal skills are important because…
• ‘Good places to work’ have better financial performance.
• Better interpersonal skills result in lower turnover of quality
employees and higher quality applications for recruitment.
• There is a strong association between the quality of
workplace relationships and job satisfaction, stress, and
turnover.
• It fosters social responsibility awareness.
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Describe the Manager’s Functions,
Roles, and Skills (1 of 4)
• Manager: Someone who gets things done through other
people in organizations.
• Organization: A consciously coordinated social unit
composed of two or more people that functions on a
relatively continuous basis to achieve a common goal or
set of goals.
– Planning, organizing, leading, and controlling.
• Mintzberg concluded that managers perform ten different,
highly interrelated roles or sets of behaviors attributable to
their jobs.
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Describe the Manager’s Functions,
Roles, and Skills (2 of 4)
Exhibit 1-1 Minztberg’s Managerial Roles
Role
Description
Interpersonal
Figurehead
Symbolic head; required to perform a number of routine duties of a legal
or social nature
Leader
Responsible for the motivation and direction of employees
Liaison
Maintains a network of outside contacts who provide favors and
information
Informational
Monitor
Receives a wide variety of information; serves as nerve center of internal and
external information of the organization
Disseminator
Transmits information received from outsiders or from other employees to
members of the organization
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Describe the Manager’s Functions,
Roles, and Skills (3 of 4)
[Exhibit 1-1 Continued]
Role
Description
Spokesperson
Transmits information to outsiders on organization’s plans,
policies, actions, and results; serves as expert on organization’s
industry
Decisional
Searches organization and its environment for opportunities and
initiates projects to bring about change
Entrepreneur
Responsible for corrective action when organization faces
important, unexpected disturbances
Resource allocator
Makes or approves significant organizational decisions
Negotiator
Responsible for representing the organization at major
negotiations
Source: H. Mintzberg, The Nature of Managerial Work, 1st ed., © 1973, pp. 92–93. Reprinted and electronically
reproduced by permission of Pearson Education, Inc., New York, NY.
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Describe the Manager’s Functions,
Roles, and Skills (4 of 4)
• Management Skills
– Technical Skills – the ability to apply specialized
knowledge or expertise. All jobs require some
specialized expertise, and many people develop their
technical skills on the job.
– Human Skills – the ability to work with, understand,
and motivate other people.
– Conceptual Skills – the mental ability to analyze and
diagnose complex situations.
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Effective Versus Successful
Managerial Activities (1 of 2)
• Luthans and his associates found that all managers
engage in four managerial activities:
– Traditional management
– Communication
– Human resource management
– Networking
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Effective Versus Successful
Managerial Activities (2 of 2)
Exhibit 1-2 Allocation of Activities by Time
Source: Based on F. Luthans, R. M. Hodgetts, and S. A. Rosenkrantz, Real Managers (Cambridge, MA: Ballinger, 1988).
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Define Organizational Behavior
Organizational behavior (OB) is a field of study that
investigates the impact that individuals, groups, and
structure have on behavior within organizations for the
purpose of applying such knowledge toward improving
an organization’s effectiveness.
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Complementing Intuition with
Systematic Study
• Systematic Study of Behavior
– Behavior generally is predictable if we know how the person
perceived the situation and what is important to him or her.
• Evidence-Based Management (EBM)
– Complements systematic study.
– Argues for managers to make decisions based on evidence.
• Intuition
– Systematic study and EBM add to intuition, or those “gut
feelings” about “why I do what I do” and “what makes others
tick.”
– If we make all decisions with intuition or gut instinct, we’re
likely working with incomplete information.
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Identify the Major Behavioral Science
Disciplines That Contribute to OB (1 of 4)
• Organizational behavior is an applied behavioral science
that is built upon contributions from a number of behavioral
disciplines:
– Psychology
– Social psychology
– Sociology
– Anthropology
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Identify the Major Behavioral Science
Disciplines That Contribute to OB (2 of 4)
Exhibit 1-3 Toward an OB
Discipline
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Identify the Major Behavioral Science
Disciplines That Contribute to OB (3 of 4)
• Psychology
– seeks to measure, explain, and sometimes change
the behavior of humans and other animals.
• Social psychology
– blends the concepts of psychology and sociology.
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Identify the Major Behavioral Science
Disciplines That Contribute to OB (4 of 4)
• Sociology
– studies people in relation to their social environment
or culture.
• Anthropology
– is the study of societies to learn about human beings
and their activities.
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Three Levels of Analysis in This
Text’s OB Model
Exhibit 1-5 A Basic OB Model
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Three Levels of Analysis in This
Book’s OB Model (1 of 3)
• Inputs
– Variables like personality,
group structure, and
organizational culture that
lead to processes.
– Group structure, roles, and
team responsibilities are
typically assigned
immediately before or after a
group is formed.
– Organizational structure and
culture change over time.
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Three Levels of Analysis in This
Book’s OB Model (2 of 3)
• Processes
– If inputs are like the nouns
in organizational behavior,
processes are like verbs.
– Defined as actions that
individuals, groups, and
organizations engage in as
a result of inputs, and that
lead to certain outcomes.
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Three Levels of Analysis in This
Book’s OB Model (3 of 3)
• Outcomes
– Key variables that you want
to explain or predict, and
that are affected by some
other variables.
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Outcome Variables (1 of 6)
• Attitudes and stress
– Employee attitudes are the evaluations employees
make, ranging from positive to negative, about objects,
people, or events.
– Stress is an unpleasant psychological process that
occurs in response to environmental pressures.
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Outcome Variables (2 of 6)
• Task performance
– The combination of effectiveness and efficiency at
doing your core job tasks is a reflection of your level
of task performance.
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Outcome Variables (3 of 6)
• Organizational citizenship behavior
– The discretionary behavior that is not part of an
employee’s formal job requirements, and that
contributes to the psychological and social environment
of the workplace, is called organizational citizenship
behavior.
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Outcome Variables (4 of 6)
• Withdrawal behavior
– Withdrawal behavior is the set of actions that
employees take to separate themselves from the
organization.
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Outcome Variables (5 of 6)
• Group cohesion
– Group cohesion is the extent to which members of
a group support and validate one another at work.
• Group functioning
– Group functioning refers to the quantity and quality
of a group’s work output.
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Outcome Variables (6 of 6)
• Productivity
– An organization is productive if it achieves its goals by
transforming inputs into outputs at the lowest cost. This
requires both effectiveness and efficiency.
• Survival
– The final outcome is organizational survival, which is
simply evidence that the organization is able to exist
and grow over the long term.
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The Plan of the Text
Exhibit 1-6 The Plan of the Text
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Implications for Managers (1 of 2)
• Resist the inclination to rely on generalizations; some
provide valid insights into human behavior, but many
are erroneous.
• Use metrics and situational variables rather than
“hunches” to explain cause-and-effect relationships.
• Work on your interpersonal skills to increase your
leadership potential.
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Implications for Managers (2 of 2)
• Improve your technical skills and conceptual skills through
training and staying current with OB trends like big data
and fast data.
• OB can improve your employees’ work quality and
productivity by showing you how to empower your
employees, design and implement change programs,
improve customer service, and help your employees
balance work-life conflicts.
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Copyright
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Organizational Behavior
Eighteenth Edition
Chapter 3
Attitudes and Job
Satisfaction
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Learning Objectives
3.1 Contrast the three components of an attitude.
3.2 Summarize the relationship between attitudes and
behavior.
3.3 Compare the major job attitudes.
3.4 Define job satisfaction.
3.5 Summarize the main causes of job satisfaction.
3.6 Identify three outcomes of job satisfaction.
3.7 Identify four employee responses to dissatisfaction.
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Contrast the Three Components of an
Attitude (1 of 2)
• Attitudes are evaluative statements—either favorable or
unfavorable—about objects, people, or events.
– They reflect how we feel about something.
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Contrast the Three Components of an
Attitude (2 of 2)
Exhibit 3-1 The Components of an Attitude
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Summarize the Relationship Between
Attitudes and Behavior (1 of 2)
• The attitudes that people hold determine what they do.
– Festinger: cases of attitude following behavior
illustrate the effects of cognitive dissonance.
– Cognitive dissonance is any incompatibility an
individual might perceive between two or more
attitudes or between behavior and attitudes.
• Research has generally concluded that people seek
consistency among their attitudes and between their
attitudes and their behavior.
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Summarize the Relationship Between
Attitudes and Behavior (2 of 2)
• Moderating Variables:
– Attitude’s importance
– Correspondence to behavior
– Accessibility
– Presence of social pressures
– Whether a person has direct
experience with the attitude
• The attitude-behavior relationship
is likely to be much stronger if an
attitude refers to something with
which we have direct personal
experience.
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Compare the Major Job Attitudes (1 of 5)
Most of the research in OB has been concerned with three
major job attitudes:
1- Job Satisfaction
– A positive feeling about the job resulting from an
evaluation of its characteristics.
2- Job Involvement
– Degree to which a person identifies with a job, actively
participates in it, and considers performance important
to self-worth.
– Psychological Empowerment
§ Belief in the degree of influence over one’s job,
competence, job meaningfulness, and autonomy.
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Compare the Major Job Attitudes (2 of 5)
3- Organizational Commitment
– Identifying with a particular organization and its goals
and wishing to maintain membership in the
organization.
– Employees who are committed will be less likely to
engage in work withdrawal even if they are dissatisfied,
because they have a sense of organizational loyalty.
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Compare the Major Job Attitudes (3 of 5)
• Perceived Organizational Support (POS)
– Degree to which employees believe the organization
values their contribution and cares about their wellbeing.
– Higher when rewards are fair, employees are involved
in decision making, and supervisors are seen as
supportive.
– POS is important in countries where power distance
is lower.
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Compare the Major Job Attitudes (4 of 5)
• Employee Engagement
– The individual’s involvement with, satisfaction with, and
enthusiasm for the work.
– Engaged employees are passionate about their work
and company.
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Compare the Major Job Attitudes (5 of 5)
• Are these job attitudes really all that distinct?
– No, these attitudes are highly related; and while there
is some distinction, there is also a lot of overlap that
may cause confusion.
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Define Job Satisfaction (1 of 5)
Exhibit 3-2 Worst Jobs of 2016 for Job Satisfaction*
*Based on physical demands, work environment, income, stress, and hiring outlook.
Source: Based on CareerCast.com (2016), http://www.careercast.com/jobs-rated/worst-jobs-2016.
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Define Job Satisfaction (2 of 5)
• Job Satisfaction
– A positive feeling about a job resulting from an
evaluation of its characteristics.
• Two approaches for measuring job satisfaction are
popular
– The single global rating.(is a response to one question, such as, “All
things considered, how satisfied are you with your job?” Respondents circle a number
between 1 and 5 on a scale from “highly satisfied” to “highly dissatisfied.” )
– The summation of job facets.( is more sophisticated. It identifies key
elements in a job, such as the nature of the work, supervision, present pay, promotion
opportunities, and relations with coworkers).
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Define Job Satisfaction (3 of 5)
• How satisfied are people in their jobs?
– Over the last 30 years, employees in the U.S. and most
developed countries have generally been satisfied with
their jobs.
§ With the recent economic downturn, more workers
are less satisfied.
§ Satisfaction levels differ depending on the facet
involved.
§ There are cultural differences in job satisfaction.
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Define Job Satisfaction (4 of 5)
Exhibit 3-3 Average Job Satisfaction Levels by Facet
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Define Job Satisfaction (5 of 5)
Exhibit 3-4 Average Levels of Employee Job Satisfaction by Country
Source: Based on J. H. Westover, “The Impact of Comparative State-Directed Development on Working Conditions and
Employee Satisfaction,” Journal of Management & Organization 19, no. 4 (2013): 537–54.
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Summarize the Main Causes of Job
Satisfaction (1 of 3)
• What causes job satisfaction?
– Job conditions
§ The intrinsic nature of the work itself, social
interactions, and supervision are important
predictors of satisfaction and employee well-being.
– Personality
§ People who have positive core self-evaluations,
who believe in their inner worth and basic
competence, are more satisfied with their jobs than
those with negative core self-evaluations.
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Summarize the Main Causes of Job
Satisfaction (2 of 3)
Exhibit 3-5 Relationship between Average Pay in Job and Job
Satisfaction of Employees in That Job
Source: Based on T. A. Judge, R. F. Piccolo, N. P. Podsakoff, J. C. Shaw, and B. L. Rich, “The Relationship between Pay
and Job Satisfaction: A Meta-Analysis of the Literature,” Journal of Vocational Behavior 77, no. 2 (2010): 157–67.
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Summarize the Main Causes of Job
Satisfaction (3 of 3)
• Corporate Social Responsibility (CSR)
– Corporate social responsibility (CSR): self-regulated
actions to benefit society or the environment beyond
what is required by law.
§ Includes environmental sustainability initiatives,
nonprofit work, and charitable giving.
§ Increasingly affects employee job satisfaction.
– CSR is particularly important for Millennials.
§ But, not everyone finds value in CSR.
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Outcomes of Job Satisfaction
• Job Performance
– Happy workers are more likely to be productive workers.
• OCB (Organizational Citizenship Behavior)
– People who are more satisfied with their jobs are more likely
to engage in OCB.
• Customer Satisfaction
– Satisfied employees increase customer satisfaction and
loyalty.
• Life Satisfaction
– Research shows that job satisfaction is positively correlated
with life satisfaction.
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Four Employee Responses to
Dissatisfaction (1 of 2)
Exhibit 3-6 Responses to Dissatisfaction from
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Four Employee Responses to
Dissatisfaction (2 of 2)
• Counterproductive Work Behavior (CWB)
– Counterproductive work behavior: actions that
actively damage the organization, including stealing,
behaving aggressively toward coworkers, or being late
or absent.
– Absenteeism: the more satisfied you are, the less likely
you are to miss work.
– Turnover: a pattern of lowered job satisfaction is the
best predictor of intent to leave.
• Managers Often “Don’t Get It”
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Implications for Managers (1 of 2)
• Of the major job attitudes – job satisfaction, job
involvement, organizational commitment, perceived
organizational support (POS), and employee engagement
– remember that an employee’s job satisfaction level is the
best single predictor of behavior.
• Pay attention to your employees’ job satisfaction levels as
determinants of their performance, turnover, absenteeism,
and withdrawal behaviors.
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Implications for Managers (2 of 2)
• Measure employee job attitudes objectively and at
regular intervals to determine how employees are
reacting to their work.
• To raise employee satisfaction, evaluate the fit between
the employee’s work interests and the intrinsic parts of
his/her job to create work that is challenging and
interesting to the individual.
• Consider the fact that high pay alone is unlikely to create
a satisfying work environment.
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Copyright
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Organizational Behavior
Eighteenth Edition
Chapter 5
Personality and Values
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Learning Objectives (1 of 2)
5.1 Describe personality, the way it is measured, and the
factors that shape it.
5.2 Describe the strengths and weaknesses of the MyersBriggs Type Indicator (MBTI) personality framework and
the Big Five model.
5.3 Discuss how the concepts of core self-evaluation (CSE),
self-monitoring, and proactive personality contribute to
the understanding of personality.
5.4 Describe how personality affects job search and
unemployment.
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Learning Objectives (2 of 2)
5.5 Describe how the situation affects whether personality
predicts behavior.
5.6 Contrast terminal and instrumental values.
5.7 Describe the differences between person-job fit and
person-organization fit.
5.8 Compare Hofstede’s five value dimensions and the
GLOBE framework.
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Describe Personality, the Way It Is Measured,
and the Factors that Shape It (1 of 4)
• Defining Personality
– Personality is a dynamic concept describing the
growth and development of a person’s whole
psychological system.
– The sum of ways in which an individual reacts to and
interacts with others.
– Most often described in terms of measurable traits that a person
exhibits such as shy, aggressive, submissive, lazy, ambitious,
loyal, and timid
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Describe Personality, the Way It Is Measured,
and the Factors that Shape It (2 of 4)
• Measuring Personality
– Managers need to know how to measure personality.
§ Personality tests are useful in hiring decisions and
help managers forecast who is best for a job.
– The most common means of measuring personality
is through self-report surveys.
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Describe Personality, the Way It Is Measured,
and the Factors that Shape It (3 of 4)
• Personality Determinants
– Is personality the result of heredity or environment?
– Heredity refers to those factors that were determined
at conception.
§ The heredity approach argues that the ultimate
explanation of an individual’s personality is the
molecular structure of the genes, located in the
chromosomes.
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Describe Personality, the Way It Is Measured,
and the Factors that Shape It (4 of 4)
• Early research tried to identify and label enduring
personality characteristics.
– Shy, aggressive, submissive, lazy, ambitious, loyal,
and timid.
§ These are personality traits.
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Dominant Personality Frameworks
Myers-Briggs Type Indicator
• The most widely used personality framework is the
Myers-Briggs Type Indicator (MBTI).
• Individuals are classified as:
– Extroverted or Introverted (E or I)
– Sensing or Intuitive (S or N)
– Thinking or Feeling (T or F)
– Perceiving or Judging (P or J)
§ INTJs are visionaries.
§ ESTJs are organizers.
§ ENTPs are conceptualizers.
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Measuring Personality Traits: The
Big-Five Model
• The Big Five Model
– Extraversion: is a comfort level with relationships
– Agreeableness: is an Individual’s propensity to defer to
others.
– Conscientiousness: is a measure of reliability.
– Emotional stability: describes a person’s ability to
withstand stress
– Openness to experience: suggests the range of
interests and fascination with novelty
– Strongly supported relationship to job performance
(especially conscientiousness)
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Big Five Traits and OB
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The Dark Triad
• The Dark Triad
– Machiavellianism: the degree to which an individual is
pragmatic, maintains emotional distance, and believes
that ends can justify means.
– Narcissism: the tendency to be arrogant, have a
grandiose sense of self-importance, require excessive
admiration, and have a sense of entitlement.
– Psychopathy: the tendency for a lack of concern for
others and a lack of guilt or remorse when their actions
cause harm.
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Other Personality Traits Relevant to OB
• Other Personality Traits Relevant to OB
– Core Self-Evaluation: bottom line conclusions
individuals have about their capabilities,
competence, and worth as a person.
– Self-Monitoring: measures an individual’s ability
to adjust his or her behavior to external, situational
factors.
– Proactive Personality: people who identify
opportunities, show initiative, take action, and
persevere until meaningful change occurs.
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Personality and Situations (1 of 2)
• The effect of particular traits on organization
behavior depends on the situation
• Two frameworks
1. Situation Strength
2. Trait Activation
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Personality and Situations (2 of 2)
• Situation strength theory – the way personality
translates into behavior depends on the strength of the
situation
• Analyze situation strength in terms of:
– Clarity
– Consistency
– Constraints
– Consequences
• Trait activation theory (TAT) – predicts that some
situations, events, or interventions “activate” a trait more
than others
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Person-Job Fit vs. PersonOrganization Fit (1 of 3)
Exhibit 5-5 Holland’s Typology of Personality and Congruent
Occupations
Type
Personality Characteristics
Congruent Occupations
Realistic: Prefers physical activities that
require skill, strength, and coordination
Shy, genuine, persistent, stable,
conforming, practical
Mechanic, drill press operator,
assembly-line worker, farmer
Investigative: Prefers activities that
involve thinking, organizing, and
understanding
Analytical, original, curious, independent
Biologist, economist,
mathematician, news reporter
Social: Prefers activities that involve
helping and developing others
Sociable, friendly, cooperative,
understanding
Social worker, teacher, counselor,
clinical psychologist
Conventional: Prefers rule-regulated,
orderly, and unambiguous activities
Conforming, efficient, practical,
unimaginative, inflexible
Accountant, corporate manager,
bank teller, file clerk
Enterprising: Prefers verbal activities in
which there are opportunities to
influence others and attain power
Self-confident, ambitious, energetic,
domineering
Lawyer, real estate agent, public
relations specialist, small business
manager
Artistic: Prefers ambiguous and
unsystematic activities that allow
creative expression
Imaginative, disorderly, idealistic,
emotional, impractical
Painter, musician, writer, interior
decorator
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Person-Organization Fit (2.3)
• It is more important that employees’ personalities fit
with the organizational culture than with the
characteristics of any specific job
• The fit predicts job satisfaction, organizational
commitment, and turnover
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Person-Job Fit vs. Person-Organization Fit
(3.3)
• Person-Organization Fit
– People high on extraversion fit well with aggressive
and team-oriented cultures.
– People high on agreeableness match up better with a
supportive organizational climate than one focused on
aggressiveness.
– People high on openness to experience fit better in
organizations that emphasize innovation rather than
standardization.
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Person-Job Fit vs. PersonOrganization Fit (4 of 3)
• Other Dimensions of Fit
– Although person-job fit and person-organization fit are
considered the most salient dimensions for workplace
outcomes, other avenues of fit are worth examining.
§ Person-group fit (the dynamics of team interactions
significantly affect work outcomes).
§ Person-supervisor fit (poor fit in this dimension can lead to lower
job satisfaction and reduced performance).
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Contrast Terminal and Instrumental
Values
• Values—basic convictions about what is right, good, or
desirable.
– Value system—ranks values in terms of intensity
• The Importance and Organization of Values
– Values:
§ Lay the foundation for understanding of attitudes
and motivation
§ Influence attitudes and behaviors
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Terminal versus Instrumental Values
• Terminal values:
desirable end-states of
existence
• Goals that a person
would like to achieve
during his or her lifetime
• Instrumental values:
preferable modes of
behavior or means of
achieving the terminal
values
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Implications for Managers (1 of 2)
• Consider screening job candidates for high
conscientiousness—and the other Big Five traits—
depending on the criteria your organization finds most
important. Other aspects, such as core self-evaluation or
narcissism, may be relevant in certain situations.
• Although the MBTI has faults, you can use it for training
and development; to help employees better understand
each other, open communication in work groups, and
possibly reduce conflicts.
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Implications for Managers (2 of 2)
• Evaluate jobs, work groups, and your organization to
determine the optimal personality fit..
• The more you consider people’s different cultures, the
better you will be able to determine their work behavior
and create a positive organizational climate that performs
well.
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Copyright
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