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1、L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.Why Look at Individual Behavior? Describe the focus and the goals of organizational behavior. Explain why the concept of an organization as an iceberg is important to understanding organizational behavior.
2、Define the five important employee behaviors that managers want to explain, predict, and influence.Attitudes Describe the three components of an attitude. Discuss three job-related attitudes. Describe the impact of job satisfaction has on employee behavior.1Copyright 2005 Prentice Hall, Inc. All rig
3、hts reserved. *第一页L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.Attitudes (contd)Explain how individuals reconcile inconsistencies between attitudes and behavior.Personality Contrast the MBTI and the big-five model of personality. Describe the
4、five personality traits that have proved to be most powerful in explaining individual behavior in organizations. Tell how emotions and emotional intelligence impact behavior.2Copyright 2005 Prentice Hall, Inc. All rights reserved. *第二页L E A R N I N G O U T L I N E (contd) Follow this Learning Outlin
5、e as you read and study this chapter.PerceptionExplain how an understanding of perception can help managers better understand individual behavior.Describe the key elements of attribution theory.Discuss how the fundamental attribution error and self-serving bias can distort attributions.Name three sh
6、ortcuts used in judging others.Learning Explain how operant conditioning helps managers understand, predict, and influence behavior. Describe the implications of social learning theory for managing people at work. Discuss how managers can shape behavior.3Copyright 2005 Prentice Hall, Inc. All rights
7、 reserved. *第三页Understanding Individual Behavior Organizational Behavior (OB)The actions of people at work Dual Focus of OBIndividual behaviorvAttitudes, personality, perception, learning, and motivationGroup behaviorvNorms, roles, team building, leadership, and conflict Goals of OBTo explain, predi
8、ct and influence behavior4Copyright 2005 Prentice Hall, Inc. All rights reserved. *第四页Important Employee Behaviors Employee ProductivityA performance measure of both efficiency and effectiveness AbsenteeismThe failure to report to work when expected TurnoverThe voluntary and involuntary permanent wi
9、thdrawal from an organization5Copyright 2005 Prentice Hall, Inc. All rights reserved. *第五页Important Employee Behaviors Organizational Citizenship Behavior (OCB)Discretionary behavior that is not a part of an employees formal job requirements, but which promotes the effective functioning of the organ
10、ization. Job SatisfactionThe individuals general attitude toward his or her job6Copyright 2005 Prentice Hall, Inc. All rights reserved. *第六页Psychological Factors Affecting Employee Behavior AttitudesAttitudes PersonalityPersonality PerceptionPerception LearningLearning Employee Employee Productivity
11、Productivity AbsenteeismAbsenteeism TurnoverTurnover Organizational Organizational CitizenshipCitizenship Job SatisfactionJob Satisfaction7Copyright 2005 Prentice Hall, Inc. All rights reserved. *第七页Psychological Factors AttitudesEvaluative statementseither favorable or unfavorableconcerning objects
12、, people, or events. Components Of An AttitudeCognitive component: the beliefs, opinions, knowledge, or information held by a person.Affective component: the emotional or feeling part of an attitude.Behavioral component: the intention to behave in a certain way.8Copyright 2005 Prentice Hall, Inc. Al
13、l rights reserved. *第八页Psychological Factors (contd) Job SatisfactionJob satisfaction is affected by level of income earned and by the type of job a worker does. Job Satisfaction and ProductivityFor individuals, productivity appears to lead to job satisfaction.For organizations, those with more sati
14、sfied employees are more effective than those with less satisfied employees.9Copyright 2005 Prentice Hall, Inc. All rights reserved. *第九页Psychological Factors (contd) Job Satisfaction and AbsenteeismSatisfied employees tend to have lower levels of absenteeism. Job Satisfaction and TurnoverSatisfied
15、employees have lower levels of turnover; dissatisfied employees have higher levels of turnover.Turnover is affected by the level of employee performance.vThe preferential treatment afforded superior employees makes satisfaction less important in predicting their turnover decisions.10Copyright 2005 P
16、rentice Hall, Inc. All rights reserved. *第十页Psychological Factors (contd) Job Satisfaction and Customer SatisfactionThe level of job satisfaction for frontline employees is related to increased customer satisfaction and loyalty.Interaction with dissatisfied customers can increase an employees job dissatisfaction.Actions to increase job satisfaction for customer service workers:vHire upbeat and friendly employees.vReward superior customer service.vProvide a positive work climate.vUse attitude sur
