Prof Elect 1 REPORT

FOUNDATIONS OF
INDIVIDUAL BEHAVIOR
Arnold Ocampo
Airine Trapalgar
Apple Joy Magno
Individual Differences in
Organization
Every individual is eunique.
• Physical
• Psychological
• Emotional
The Concept of
Fit
Being good at our job is
important but it is not enough.
We need Fit with our
organization & workgroup as
well.
Types of Fit
01 02
Person-Job Fit Person-Group Fit
- Is the fit between a - Recognizes that
person’s abilities, the employees often must
demands of the job, the work effectively with
fit between a person’s their supervisor,
desires, motivations, the workgroup &
attributes & reward of a teammates to be
job. successful.
03 04
Person Organization Fit Maximizing Fit
- Is the fit between an individual’s - Identifying the qualification

values, beliefs, personality & that relates to the
value, norms & culture of the organization’s strategy,
organization. values, processes & hire
people with those
characteristic.
Realistic Job
Preview
Involve the presentation of both positive and potentially
negative information to job candidates.
Personality and Organization
Personality - the relatively stable set
of psychological attributes that
distinguish one person to another.
The "Big Five" Personality Traits
Agreeableness Conscientiousness Neuroticism

the ability to get along refers to an individual characterized by a person's
with others. being dependable and tendency to experience unpleasant
organized. emotions such as anger, anxiety,
depression, and feelings of
vulnerability.
Extraversion Openness
the quality of being the capacity to entertain new
comfortable with relationships ideas and to change
information.
The Myers - Briggs
Framework
a personality framework based upon Carl Jung's work on
psychological types and measured by the Myers - Briggs Type
Indicator (BMTI)
1
Myers - Briggs
Type Indicator
(BMTI)
Other Important Personality Traits
Locus of control - the extent to which people believe that their behavior has a real effect
on what happens to them.
Self-efficacy - refers to the belief that a person has in their own capabilities to perform a
specific task.
Authoritarianism - the belief that power and status differences are appropriate within
hierarchical social system such as organization.
Mechiavellianism - traits causing a person to behave in ways to gain power and control
the behavior of others.
Self- esteem - refers to individual self-worthiness.

Tolerance for risk - also known as risk prospensity. The degree to which a person is
comfortable with risk and willing to take chances and make risky decision.
Tolerance for ambiguity - reflects the tendency to view ambiguous situation as either
threatening or desirable.
Type A personality - is impatient, competitive, ambitious, and uptight.
Type B personality - is more relaxed and easygoing and less overtly competitive than
Type A.
Attitudes in
Organization
a person's complexes of beliefs and
feelings about specific ideas, situations,
or other people.
How attitudes are
formed?
Attitudes are formed by a variety of
forces, including our personal
values, our experience, and our
personalities.
New information can help to
change attitudes.
Negative attitudes are mainly

formed owing to insufficient Attitude mag change through
information, so provide sufficient legislation.
information.
A person can have thousands of attitudes, but organizational behavior focuses our
attention a very limited number of work-related attitude; these are:
Job Satisfaction Organizational Commitment Job Involvement
it refers to the level of it is defined as a state in refers to the degree with

contentment. A person which an employee which an individual
feels towards his/her job. identifies with a particular identifies psychologically
organization and, its goals, with his or her job.
feel proud of being its
employee and wishes to
maintain membership in
the organization.
Three ways to feel committed to an
employer
Normative commitment
Continuance commitment
Perception in
Organizations
Perception
The set of processes by which an individual
becomes aware of and interprets information
about the environment
Basic Perceptual Processes
Selective perception
The process of screening out information that
we are uncomfortable with or that contradicts
our beliefs.
Stereotyping
The process of categorizing or labeling people
on the basis of a single attribute
Errors in Perception
Halo effect Contrast effect

a general impression about something evaluate our own or another person’s
or someone based on a single (typically characteristics through comparisons with
good) characteristic. other people we have recently encountered
who rank higher or lower on the same
characteristics.
Horns effect Projection

occurs when we form a general project our own characteristics onto
impression based on a single “bad” other people.
characteristic.
First impression bias may also be relevant. Research has found that not only
do we tend to avoid people after we have had a negative reaction to
them, but also negative impressions are harder to change than positive
ones.
Self-fulfilling prophecy
a method by which a previously false
expectation becomes confirmed by
themselves.
Self Handicapping
occurs when people create obstacles for
themselves that make success less likely.
Perception and Attribution
Attribution
The way we explain the causes of our own as
well as other people’s behaviors and
achievements, and understand why people
do what they do.
Perception of Fairness, Justice, and Trust
Organizational fairness1 Distributive fairness Procedural fairness

Refers to employees’ Refers to the perceived Addresses the fairness
perceptions of fairness of the outcome of the procedures used
organizational events, received, including to generate the
policies, and practices resource distributions, outcome.
as being fair or not fair. promotions, hiring and
layoff decisions, and
raises.
ALTERNATIVE RESSOURCEN
A general feeling of exhaustion develops when an individual
simultaneously experiences too much pressure and has too few
sources of satisfaction
interactional fairness Trust
Whether the amount of The expectation that another

information about the decision person will not act to take
and the process was adequate, advantage of us regardless of
and the perceived fairness of our ability to monitor or
the interpersonal treatment control him or her.
and explanations received
during the decision-making
process.
Stress in
Organization
Stress
A person’s adaptive response to a
stimulus that places excessive
psychological or physical demands
on that person
The Stress Process
01 02 03
General Adaptation Syndrome

(GAS) Eustress Distress
Three stages of The pleasurable stress

response to a stressor: The unpleasant stress
that accompanies that accompanies
Alarm, Resistance, and positive events
Exhaustion negative events
Common Causes of Stress
Organizational
Life Stressors
Stressors
Various factors in the
workplace that can cause Factors in your life that
stress can cause stress
Consequences of Stress
Work-Life Balance
Fundamental Work–Life Relationships

Work-life relationships are interrelationships between a
person’s work life and personal life.
Balancing Work–Life Linkages

Demands from both sides can be extreme, and people may
need to be prepared to make trade-offs.
Thank You
For
Listening!

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FOUNDATIONS OF

- Is the fit between an individual’s - Identifying the qualification

Agreeableness Conscientiousness Neuroticism

Self- esteem - refers to individual self-worthiness.

Type A personality - is impatient, competitive, ambitious, and uptight.

Negative attitudes are mainly

Job Satisfaction Organizational Commitment Job Involvement

it refers to the level of it is defined as a state in refers to the degree with

Halo effect Contrast effect

Horns effect Projection

Organizational fairness1 Distributive fairness Procedural fairness

Whether the amount of The expectation that another

General Adaptation Syndrome

Three stages of The pleasurable stress

Fundamental Work–Life Relationships

Balancing Work–Life Linkages

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