(ch01)-foundation of individual behavior - std
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Chapter >4
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The term organisational behaviour is defined by
Stephen P Robbins as "a field of study that investigates theimpact of individuals, groups and structures on behaviour within
organisations for the purpose of applying such knowledge towards
improving an organisation's effectiveness"
According to this definition, organisational behaviour
it is a field of study with a common body of knowledge.
It studies three determinants of behaviour in
organisations. They are individuals, groups and
structures.
It applies the knowledge gained about individuals,
groups and the effect of structure on behaviour in order
to make organisations work more effectively.
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Organisational behaviour (OB) is the systematic study of the
actions and attitudes that people exhibit within organisations.
It is individual behaviour and group dynamics in
organisations. The study of organisational behaviour is primarily concerned
with the psychosocial, interpersonal and behavioural
dynamics in orgnanisations.
However, organisational variables that affect human behaviour
at work are also relevant to the study of organisational
behaviour.
These organisational variable include jobs, the design and
organisational structure.
Therefore, although individual behaviour and group dynamicsare the primary concerns in the study of organisational
behaviour, organisational variables are important as the
context in which human behaviour occurs.
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****Foundation of Individual Behaviour
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The relationship between age and job
performance is increasing in importance.
Employers perceptions are mixed.
They see a number of positive qualities thatolder workers bring to their jobs, specificallyexperience, judgment, a strong work ethic, andcommitment to quality.
Older employee lack flexibility and resist newtechnology
Older employees are less likely to quit the job.
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Age
It is tempting to assume that age is also related toabsenteeism.
Older employees have lower rates of avoidableabsence. and higher rates of unavoidable absence,
There is a widespread belief that productivity
declines with age and that individual skills decay
over time.
Reviews of the research find that age and jobperformance are unrelated.
This seems to be true for almost all types of jobs,professional and nonprofessional.
The relationship between age and job satisfaction is
mixed.
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The relationship between age and jobsatisfaction is mixed.
Most studies indicate a positive associationbetween age and satisfaction, at least up toage 60.
Other studies, however, have found a U-shapedrelationship. When professional andnonprofessional employees are separated,
satisfaction tends to continually increase among
professionals as they age,
whereas it falls among nonprofessionals during
middle age and then rises again in the later years.
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There are few differences between men andwomen that will affect their job performance, in
the areas of:
Problem-solv ing
Analyt ical sk i l ls
Competi t ive dr ive
Motivat ion
Sociabi l i ty
Learning abi l ity
Women are more willing to conform to authority, Men are more aggressive and more likely than
women to have expectations of success,
But, those differences are minor.
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-Gender
Employees gender does not affects job satisfaction.
There is a difference in terms of preference for work
schedules.
Mothers of preschool children are more likely toprefer part-time work, flexible work schedules, andtelecommuting in order to accommodate their familyresponsibilities.
Absence and turnover rates
Womens quit rates are similar to mens.
The research on absence consistently indicates that
women have higher rates of absenteeism. The logical explanation: cultural expectation that has
historically placed home and family responsibilitieson the woman.
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There are not enough studies to draw anyconclusions about the effect of marital status on
job productivity.
Research consistently indicates that married
employees;
have fewer absences,
undergo less turnover, and
more satisfied with their jobs than are theirunmarried coworkers.
More research needs to be done on the other
statuses besides single or married, such as
divorce, domestic partnering, etc..
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The issue of the impact of job seniority on job
performance has been subject to misconceptions and
speculations.
Extensive reviews of the seniority-productivity relationship
have been conducted:
There is a positive relationship between tenure andjob productivity.
There is a negative relationship between tenure toabsence.
Tenure has consistently been found to be negativelyrelated to turnover
The evidence indicates that tenure and satisfactionare positively related
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*** Foundation of Individual Behaviour
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Abi l i tyrefers to an individuals capacity to
perform the various tasks in a job. It is a current
assessment of what one can do.
We were not all created equal; Everyone has strengths and weaknesses in
terms of ability in performing certain tasks or
activities.
The issue is knowing how people differ inabilities and using that knowledge to increase
performance.
Individual overall abilities are made up of two
sets of factors: intellectual and physical.
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Intellectual abilities are needed to perform mental
activities. IQ tests are designed to ascertain ones general
intellectual abilities. SAT, GMAT, and LSAT.
Jobs differ in the demands they place on incumbents touse their intellectual abilities.
The tests that assess verbal, numerical, spatial, andperceptual abilities are valid predictors of job proficiencyat all levels of jobs.
New research in this area focuses on multipleintelligences,
cognitive, social,
emotional, and
cultural.
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Number aptitudeto do speedy and accurate arithmetic (suitable in accounts & Sales tax dept)
Verbal comprehension to understand what is read and heard
(suitable in Plant managers)
Perceptual speedIdentify visual similarities and differences (suitable for Investigative job)
Inductive reasoningIdentify logical sequence in a problem & solve
(suitable for Research and Development)
Deductive reasoninguse logic and assess the implication of an argument (suitable for Supervisory job)
Spatial visualizationimagine how an object would look if its position
changed. ( suitable for interior decorators and designers)
Memoryretain and recall past experience ( suitable for Sales job )
*** Dimensions of IntellectualAbility
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Physical Ability -Contd
Specific physical abilities gain importance in
doing less skilled and more standardized jobs.
Research has identified nine basic abilities
involved in the performance of physical tasks.
Individuals differ in the extent to which they have
each of these abilities.
High employee performance is likely to be
achieved when management matches the extent
to which a job requires each of the nine abilities and
the employees abilities.
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Other Factors
Body coordination
Balance
Stamina
Nine Physical Abilities
Strength Factors Dynamic strength
Trunk strength
Static strength
Explosive strength Flexibility Factors
Extent flexibility
Dynamic flexibility
E X H I B I T 2-2
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Ability-JobFit
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Employees
Abilities
Jobs Ability
Requirements
MISSION:KEEPING THE RIGHT PERSON IN THE RIGHT JOB
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