Organizational Behavior Notes.pdf

Notes for Organizational Behavior

1. Edited By:
Bilal Ahmed Hakro

Organizational Behavior
Instructor:
Sir Saifullah Sheikh

2. Organizational Behavior
Contents
What is Organizational Behavior? .................................................................................................................... 2
Who is manager and What managers do? ....................................................................................................... 2
Planning ........................................................................................................................................................ 3
Organizing..................................................................................................................................................... 3
Leading ......................................................................................................................................................... 3
Controlling .................................................................................................................................................... 3
What is Interpersonal skills? ............................................................................................................................ 4
The Importance of Interpersonal Skills ........................................................................................................ 4
Management roles ........................................................................................................................................... 4
Basic OB Model: ............................................................................................................................................... 6
Levels of Diversity ............................................................................................................................................. 9
Surface Level Diversity ............................................................................................................................... 10
Deep Level Diversity ................................................................................................................................... 11
Discrimination ................................................................................................................................................ 11
Ability ............................................................................................................................................................. 13
Intellectual Ability: ..................................................................................................................................... 13
Physical Ability: ........................................................................................................................................... 14
Implementing Diversity Management Strategies .......................................................................................... 14
Attitude .......................................................................................................................................................... 15
Components of Attitudes ............................................................................................................................... 15
Cognitive Dissonance ..................................................................................................................................... 16
Job Attitudes .................................................................................................................................................. 17
Job Satisfaction ............................................................................................................................................... 18
Two approaches of Methods of Measuring Job Satisfaction ......................................................................... 19
Outcomes of Job Satisfaction ......................................................................................................................... 21

3. Organizational Behavior


It is study of what people do in the organization and how their behavior affects the
organization performance.
OR
Organizational Behavior is the study of the way people interact within an organization.
OR
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.
An individual who achieves goals through other people
They make decisions, allocate resources, and direct activities of others to attain goals.
Manager works in organization.
OR
A manager is someone who coordinates and oversees the work of other people so that
organizational goals can be accomplished.

Managers are sometimes called administrators, especially in not-for-profit
organizations.
Every organization has ‘Managers’ who are entrusted with the responsibility of guiding
and directing the organization to achieve its goals.
The more you can learn about people and how to manage them, the better prepared you
will be to be that right candidate. OB will help you get there.

4. Organizational Behavior

They simply perform Four Management Functions:
◉ Planning
◉ Organizing
◉ Leading
◉ Controlling.
Planning
Planning as a process typically involves the following steps:
◉ Selection of goals for the organization.
◉ Establishment of goals for each of the organization’s sub-units.
◉ Establishment of programs/strategies for achieving goals in a systematic manner.
Organizing
Organizing may be referred to as the process of arranging and distributing the planned
work, authority and resources among an organization’s members, so they can achieve
the organization’s goals.
OR
Determining what tasks are to be done, who is to do them, how the tasks are to be
grouped, who reports to whom, and where decisions are to be made.
Leading
Leading entails directing, influencing, motivating employees to perform essential tasks
and resolving conflicts. It also involves the social and informal sources of influence to
inspire others. Effective managers lead subordinates through motivation to progressively
attain organizational objectives.
Controlling
The controlling function includes Monitoring activities to ensure they are being
accomplished as planned and correcting any significant deviations.
OR
Monitoring activities to ensure they are being accomplished as planned and correcting
any significant deviations.

5. Organizational Behavior
It is social skill which is interacted and communicated with Others.
OR
Those actions which has impact on others
E.g. Respect, Empathy, Conflict management. Resolution skill
Intrapersonal Skill: - Internal behavior and abilities.
E.g. Open-minded, self-confidence.
The Importance of Interpersonal Skills
 Until the late 1980’s business schools focus more on technical aspects of
Accounting, Finance and Quantitative techniques
 But now over the past three decades faculty has realized the importance
of interpersonal skills.
 If you CAN’T COMMUNICATE EFFECTIVELY, you CAN’T SELL YOUR IDEA
or THOUGHT or chances of promotion is low.
 Developing mangers’ interpersonal skills help organizations to attract and
keep high performing employees.
 Good interpersonal skills help organization to make workplace more
pleasant, which in turn makes it easier to hire and keep qualified people.
 Companies with good reputations focus equally on people skills as they
focus on technical skills.
Henry Mintzberg, now a prominent management scholar, undertook a careful study
of executives to determine what they did on their jobs early in his career. On the
basis of his observations, Mintzberg concluded that managers perform 10 different,
highly interrelated roles, or sets of behaviors, and serve a critical function in
organizations. These 10 roles are basically divided into three categories:
1. Interpersonal
2. Informational
3. Decisional

6. Organizational Behavior








DECISIONAL ROLES

Figurehead
 As a manager, they have social, ceremonial and legal responsibilities.
 The manager represents the organization in all matters of formality.
 He is wholly solely responsible for org. goals. People look at them.
Leader
 Managers are expected to provide direction and leadership.
 Build relationships with subordinates & communicate, motivate and coach
them.
 Hiring, Firing, motivating, and disciplining employees.
Liaison
 Maintain networks with outside organization who helps managers and
provide information.
 The manager interacts with peers and people outside the organization.
 Network effectively on behalf of your organization


Informational Roles
Monitor
 Manager regularly seek out information related to organization & industry,
 Looking for relevant changes in the environment.
 Monitor team, in terms of both their productivity & their wellbeing.
Disseminator
 Transmit information to colleagues and team that manager has collected from internal or
external sources.
 Communicates potentially useful information internally.
Spokesperson
 Transmit information about organization to outsiders.
 Media, Public Relations etc
 Represents and speaks for the organization and transmits information about the
organization and its goals to the people outside it.

7. Organizational Behavior
ENTREPRENEUR
 Searches organization and its environment for opportunities and initiates projects to bring
about change
 Creates and controls change within the organization - solving problems, generating new ideas,
and implementing them.
 Solving problems, generating new ideas, and implement them.
DISTURBANCE
HANDLER  When an organization hits an unexpected roadblock or difficulties, manager must take
charge.
 Help and mediate disputes within organization.
RESOURCE
ALLOCATOR  Allocate resources of all types including time, funding, equipment and human resource.
NEGOTIATOR
 Represent organization in major negations: with union, staff, contractors, bidders,
regulatory authorities etc
 Involved in direct important negotiations within the team, department, or organization.


Organizational behavior is a field of study that investigates individuals, groups, and
structure affect and is affected by behavior within Organizations.
Organizational Behavior investigates the impact that individuals, groups and structure
have on behavior within organizations.
Behavior refers to what people do in the organization, how they perform, and what their
attitudes are. Because the organizations studied are often business organizations, OB
is frequently applied to address workplace issues such as absenteeism, turnover,
productivity, motivation, working in groups, and job satisfaction. Managers often apply
the knowledge gained from OB research to help them manage their organizations more
effectively.
It helps in applying such knowledge toward improving an organization’s effectiveness.
OB studies three determinants of behavior in organizations:
An OB model is an abstraction of reality, a simplified representation of some real world
phenomenon.
It Consist of three types of variables (inputs, processes, and outcomes) at three levels of
analysis (individual, group, and organizational).
The model illustrates that inputs lead to processes, which lead to outcomes; we will
discuss interrelationships at each level of analysis.

8. Organizational Behavior
The model also shows that outcomes can influence inputs in the future, which highlights
the broad reaching effect OB initiatives can have on an organization’s future.


Input variables that lead to processes
Processes: Actions that individuals, groups, and organizations engage in as a result of
inputs and that lead to certain outcomes.
Outcomes: Key factors that are affected by some other variables.
Individual level
Behavior of an individual employee is influenced by several factors like individual mental
makeup, family background, cultural background, social background etc., it is studied
through perception, personality, values, attitudes, learning, motivation.
Attitudes: These are evaluative statements either favorable or unfavorable concerning
objectives, people or events.
Stress: An unpleasant psychological process that occurs in response to environmental
pressures.
Task performance: The combination of effectiveness and efficiency at doing core job
tasks.
Organizational Citizenship Behavior (OCB): psychological and social environment of
the workplace, is called organizational citizenship behavior (OCB), or simply citizenship
behavior.
We can look company like a little city and we begin to look employees as citizens
The discretionary behavior that is not part of an employee’s formal job requirements

9. Organizational Behavior
Successful organizations have employees who will do more than their usual job duties—
who will provide performance beyond expectations.
◉ Helping coworker with a project
◉ Switching vacation dates with another person
◉ Attending voluntary meetings and workshops
◉ Keep staff up to date about new updates
◉ Helping organization in building networks.
Withdrawal Behavior
◉ Behavior that is somehow below the task requirement.
◉ It is set of actions that employees take to separate themselves from the
organization.
For Example:
Physical Withdrawal
 Showing up late and leaving early
 Failing to attend meetings
 Longer breaks (lunch, prayers etc.)
 Absenteeism
 Employee Turnover
Psychological Withdrawal
 Engage in non-work related conversations
 Neglecting job tasks
 Passive compliance of tasks
Group level
An integrated and comprehensive behavior of people in a group is refers to as team
process. It is studies through communication, leadership, group dynamics/structure,
and team work.
Group cohesion: Group cohesion is a behavior in which members of a group support
one another at work.
Group is Cohesive:
 Employee trust one another
 Loyal to each other
 Seek common goals
Group is not Cohesive
 Employee do not trust one another
 Are not Loyal to each other
 Have no interest to achieve common goals
Group Functioning: The quantity and quality of a group’s work output.

10. Organizational Behavior
In the same way that positive job attitudes can be associated with higher levels of task
performance, group cohesion should lead to positive group functioning.
Organization level
It is dividing grouping and coordinating the job tasks. It may be structured based on the
departments, functions, and products and services.
Productivity: The combination of the effectiveness and efficiency of an organization.
Effectiveness: Achievement of organizational goal/completion of task.
Efficiency: Achievement of organizational goal at a low cost, in lower time and with little
effort.

Critical Thinking
Communication
Collaboration
Knowledge application
Social Responsibility
CHAPTER 2
Diversity in Organizations
Diversity means noting of differences.
Everybody brings differences to an organization where they work. These differences can
create energy and excitement in the workplace, but they can also cause conflict. So it is
important that we have an understanding of how diversity works in organizations.
In this chapter we will learn about how individual characteristics like: Age, Gender,
Race, Ethnicity, and abilities can influence employee performance.
Effective diversity management increases an organization’s access to the widest possible
pool of skills, abilities, and ideas.
There are basically two levels of diversity:

11. Organizational Behavior
 Surface Level Diversity
 Deep Level Diversity

Surface Level Diversity
Surface-level diversity represents the characteristics that are easily observed/identified
through race, gender, age, ethnicity or disability etc.
Age, gender, race, ethnicity and disability are known as Biographical characteristics. It
can also include tenure, religion, sexual orientation, and gender identity.
Biographical characteristics represent the surface level diversity.
Age
 Older workers are tend to be more satisfied with their work.
 Older they get, less likely they are to quit job.
 Older they get, less likely they are to quit job.
 The older workers are more likely to engage in citizenship behavior.
 Older workers bring with them a wealth of knowledge and experience, but the
perception is that productivity often declines with age.
Gender
In studying gender in the workplace, it has been found that there are very few
differences between men and women that impact job performance. However, women,
especially those with pre-school age children, do prefer flexible work schedules and
will seek an employer who offers options in their schedules.
women do have higher rates of absenteeism than man do.
Reasons of absenteeism that are:
 Family responsibilities on women
 When a child is ill, women has to stay and take care
There is no significant difference in job productivity between men and women.
Race (Biological Heritage)
Classification of human beings according to biographical / physical characteristics.
For Example:
 Skin Color
 Eye Color
 Hair
 Sizes and shapes
Ethnicity (Cultural)
Classification of human beings according to their cultural background.

12. Organizational Behavior
For Example: Cultural (Punjabi, Pashthun, Sindhi, Baloch etc..)
Deep Level Diversity
Deep-level diversity represents the aspects that are more difficult to see at first look
such as values, personality, and work preferences.


Noting of a differences between things often we call it unfair treatment.
Noting of a difference between things which means making judgments about
individuals based on stereotypes regarding their demographic group.
Stereotyping is judging someone on the basis of our perception of the group to
which that person belongs. To use a machine as a example of discrimination, you
might think of stereotypes as the fuel that powers the discrimination engine.
Stereotypes can be insidious not only because they may affect the perpetrators of
discrimination, but also because they can affect how potential targets of
discrimination see themselves.
Stereotype Threat
The degree to which we internally agree with the generally negative stereotyped
perceptions of our groups.
An African who is working with white American tries to be as busy as possible at
work and rushes conspicuously around the office may be attempting to overcome a
stereotype threat. This may happen even if the workplace has many ethnic minority
employees, since minorities perceive stereotypes about each other.
Stereotype threat has serious implications for the workplace. Employees who feel it
may have lower performance, lower satisfaction, negative job attitudes, decreased
engagement, decreased motivation, higher absenteeism, more health issues, and
higher turnover intentions.13 Thankfully, this is something we can combat in the
workplace by treating employees as individuals, and not highlighting group
differences. The following organizational changes can be successful in reducing
stereotype threat: increasing awareness of how stereotypes may be perpetuated,
reducing differential and preferential treatment through objective assessments,
banning stereotyped practices and messages, confronting micro-aggressions against

13. Organizational Behavior
minority groups, and adopting transparent practices that signal the value of all
employees.

14. Organizational Behavior
An individual’s capacity to perform the various tasks in a job.
Abilities are “Deep Level Diversity”.
Abilities are closely related to job performance.
Abilities are essentially made up of two sets of factors:
1. Intellectual Ability
2. Physical Ability
Intellectual Ability:
This is the ability to perform mental activities; like, Critical Thinking, Reasoning, Problem solving, and
Creative Skills.
Smart people generally earn more money and attain higher levels of education. They are also more likely
to emerge as leaders of groups.
Many people focus on strengthening mental abilities because generally people can earn more if they are
sound in these abilities.
Intellectual ability is made up of many dimensions. They include number aptitude, verbal comprehension,
perceptual speed, inductive reasoning, deductive reasoning, spatial visualization, and memory.

Number aptitude is the ability to do speedy and accurate arithmetic and will be effective in jobs requiring
mathematical ability, such as an accountant.
Verbal comprehension is the ability to understand what is read or heard and the relationship of words to
each other. This ability will be helpful in jobs where the manager needs to understand policies in order to
carry out their job tasks.
Perceptual speed is the ability to identify visual similarities and differences quickly and accurately. This
particular ability is helpful when an employee needs to take in a lot of information and make decisions
about the patterns, such as a detective or inspector.
Inductive reasoning is present when an individual can identify a logical sequence in a problem in order to
help find a solution. An employee who needs to make decisions about the future based on historical
information will need the ability of inductive reasoning.
Deductive reasoning is the ability to use logic and assess the implications of the argument. When making
choices between two different possible solutions to a problem, a manager would need to call upon their
deductive reasoning skills.
Spatial Visualization is when someone can imagine how an object would look if its position in space was
changed. An employee who needs to make decisions about office setup or interior design would need to
have a high level of spatial visualization ability.

15. Organizational Behavior
Memory is the ability to retain and recall past experiences. Individuals who need to act quickly in a
situation, such as a paramedic or nurse, would need a significant degree of memory ability.
Physical Ability:
It is related to performance of physical tasks.
Physical abilities are needed when performance requires physical activity to complete a task. There are
three main categories
of physical ability –
1. Strength
2. flexibility
3. other.





Knowing that people are different is not enough for organizations to operate effectively with differences.
Managers must work to develop strategies, to develop ways, to utilize differences, to achieve work
outcomes. Managers start by attracting, selecting, developing, and retaining employees who can operate
and excel in a workplace with diverse individuals, viewpoints, and ideas. Gaining a diverse workforce
through the selection process and developing that workforce through organizational training and
development programs will help to provide for an environment that fosters creativity and effectiveness by
tapping into the potential of all employees.
More and more organizations are requiring employees to work in groups. Diversity can aid in group
effectiveness and it can diminish it. Organizations must provide the tools to leverage the differences to
obtain superior performance.
Effective workforce programs that encourage diversity contain three components. First, they teach
managers about the laws they need to follow and equal employment opportunity requirements. Second,
they help managers and employees to see that a diverse workforce is better able to serve diverse markets.
Third, they take into account personal differences and approach the differences as strengths that can be
utilized to enhance performance.
Diversity management: The process and programs by which managers make everyone more aware of and
sensitive to the needs and differences of others.
OR

16. Organizational Behavior
Diversity Management is the application of the organization’s understanding of diversity. It is the way that
organizations recognize and utilize the differences that will allow them to create a culture that capitalizes
on their workforce diversity to be a leader in the marketplace.
Attracting, Selecting, Developing, and Retaining Diverse Employees
Diversity in groups: When people work in groups, they need to establish a common way of looking at and
accomplishing the major tasks, and they need to communicate with one another often.
If they feel less sense of membership and cohesion in their groups, all group attributes are likely to suffer.
Racial diversity in management groups may increase organizational performance in the right conditions.
Expatriate Adjustment
Effective Diversity Programs
Equal Employment Opportunity
Diverse Workforce
Personal Development Practices
Unfair to discretionary actions
Chapter 3
Attitudes

Attitudes are evaluative statements—either favorable or unfavorable—about objects, people, or events.
OR
Simply it reflects how we feel about something:
 Expressing attitude “I like my job”.
 It means I am expressing my attitude about work.
It describes an individual’s feelings, thoughts and act toward some object in the environment.
i.e. Smoking is unhealthy, feels disgusted when people smoke around her, and avoids being in situations
where people smoke.

17. Organizational Behavior
The three components of attitudes are:
1. Cognitive component
2. Affective component
3. Behavioral component.
1. Cognitive Component: This component includes the opinion or the beliefs an individual has about a
certain person, object, or situation.
If someone has treated, you unfairly:
 You quickly think and feel something
 Or you feel and thinking to respond
E.g. My pay is low.
My supervisor gave a promotion to a coworker who deserved it less than I did. My supervisor is unfair.
2. Affective Component: The emotional or feeling segment of an attitude.
This component refers to the person's feelings that result from his or her beliefs about a person,
object or situation.
E.g. I am angry over how little I am paid.
I dislike my supervisor.
3. Behavioral Component: An intention to behave in a certain way toward someone or something.
This component refers to the individual's behavior that occurs as a result of his or her feeling about
the focal person, object or situation. An individual may complain, request a transfer, or be less
productive because he or she feels dissatisfied with work.
E.g. I am going to look for another job that pays better.
I’m looking for other work; I’ve complained about my supervisor to anyone who would listen.

This is the feeling of uncomfortable tension which comes from holding two conflicting thoughts in the
mind at the same time.
OR
Any incompatibility between two or more attitudes or between behavior and attitudes
OR
people want their beliefs to be consistent with one another and want their behaviours to be consistent
with their beliefs. When people become aware of inconsistency among their beliefs or between their
attitudes and their behaviour, they experience "cognitive dissonance", an unpleasant state of arousal that

18. Organizational Behavior
motivates them to re-establish consistency by changing one of their attitudes or by changing their
behaviours.
He or she then attempts to reduce the dissonance by changing either the attitude or the behaviour.
For example, let’s say that you agreed to accept a foreign posting, even though it didn’t interest you,
because you believed it might be necessary for promotion into senior management. However, you later
learn that many people become senior managers in the firm without spending any time on foreign
assignment. In this situation, you will likely experience cognitive dissonance because of the inconsistency
between your beliefs and feelings (dislike foreign assignments) and behavior (accepted a foreign posting).
Behavior is usually more difficult to change than beliefs and feelings. This is particularly true when the
dissonant behavior has been observed by others,
In the foreign assignment example, you experience cognitive dissonance because others know that you
accepted the assignment, it was accepted voluntarily (e.g., you weren’t threatened with dismissal if you
refused the assignment), and working overseas can’t be undone (although you might be able to change
your mind beforehand.
you might convince yourself that the foreign posting is not so bad after all because it will develop your
management skills. Alternatively, you might downplay the features that previously made the foreign
posting less desirable. Over time, a somewhat negative attitude toward foreign assignments becomes a
more favorable one.
Thus, people usually change their beliefs and feelings to reduce the inconsistency.
Festinger argues that any form of inconsistency is uncomfortable and that individuals will attempt to
reduce the dissonance and hence, the discomfort. Therefore, individuals will seek a stable state where
there is a minimum of dissonance.

Positive or negative evaluation that employees hold about different aspects of work environment.
Much of the research has looked at three job attitudes:
1) Job satisfaction
2) Job involvement
3) Organizational commitment.
Job satisfaction: A positive feeling about one’s job resulting from an evaluation of its characteristics.
 Positive emotional state resulting from one’s job experience. [Job Satisfaction]
 Positive Feelings: Support colleagues, Accept challenging tasks, Complete work timely etc..
 Negative emotional state: [Job Dissatisfaction]
o Negative Feelings: Do not support colleagues, not doing assigned work or procrastinate
etc..
Job Involvement

19. Organizational Behavior
How much active we are.
The degree to which people identifies with a job, actively participate in it, and consider performance
important to self-worth.
o How engaged a person is with doing their job and the level of enthusiasm they have for
doing it.
Employees with a high level of job involvement strongly identify with and really care about the kind of
work they do. High levels of job involvement have been found to be related to fewer absences and lower
resignation rates.
For Example: In a restaurant, a waiter bringing your meal, it is cold, and they don’t really care.
psychological empowerment: Employees’ belief in the degree to which they affect their work
environment, their competence, the meaningfulness of their job, and their perceived autonomy in their
work.
Research in Singapore found that good leaders empower their employees by fostering their self-
perception of competence— through involving them in decisions, making them feel their work is
important, and giving them discretion to “do their own thing”.
Organizational Commitment: Organizational commitment is the degree to which an employee identifies
with a particular organization and its goals, and wishes to maintain membership in the organization. High
organizational commitment means identifying with one's employing organization.

OR
The degree to which an employee identifies with a particular organization and its goals and wishes 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 or attachment.13 Even if employees are not currently
happy with their work, they are willing to make sacrifices for the organization if they are committed
enough.
a positive feeling about a job.
The term "job satisfaction" refers to an individual's general attitude toward his or her job.
A person with a high level of job satisfaction holds positive attitudes toward the job.
A person who is dissatisfied with his or her job holds negative attitudes about the job.
Job requires:
 Interacting with co-workers and bosses
 Following organizational rules and policies

20. Organizational Behavior
 Determining the power structure.
 Meeting performance standards
 Living with less than ideal working conditions, and the like.
 Adopting to new technology.

• How to measure?
– Single global rating (one question/one answer) - Best
– Summation score (many questions/one average) - OK

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.”




Summation of Job Facets Method:
1. First Identify the Key Elements of Job:
 Nature of the Work [Technical, Non-Technical]
 Supervision
 Present Pay
 Promotion Opportunities
 Physical Environment
 Relationship with co-workers, boss and others.
2. Employees are asked about the feeling about each element.

21. Organizational Behavior
3. At the sum the responses of all facets to determine the job satisfaction.















What causes Job
Satisfaction
Job Condition
Inside
Training
Variety
Independence &
Control
Outside
Feedback
Support
Personality
Core Self
Evaluation
Pay
Corporate Social
Responsibilty (CSR)

22. Organizational Behavior
Interesting jobs that provide:
 Training
 Variety
 Interdependence
 Feedback
 Social Support
 Workplace conditions
 Interaction with co-workers outside the workplace
Personality
Personality also plays an important role regarding the job satisfaction of employee. People who have
positive core self-evaluations (CSEs) are more satisfied with their jobs than people with negative CSEs.
Core Self-Evaluation (CSE): Believing in one’s inner worth and basic competence.
High Core Self Evaluation:
 Confident in their abilities
 Satisfy with their job performance
High Core Self Evaluation is positively correlated to Job Satisfaction
Low Core Self Evaluation:
 Lacks confidence
 View things negatively
 Dissatisfied with their job
Pay
• Pay influences job satisfaction only to a point.
• Level of pay in poor countries are the major contributor in Job satisfaction and overall happiness.
corporate social responsibility (CSR):
An organization’s self-regulated actions to benefit society or the environment beyond what is required by
law.
CSR is good for the planet and good for people. Employees whose personal values fit with the
organization’s CSR mission are often more satisfied. In fact, of 59 large and small organizations recently
surveyed, 86 percent reported they have happier employees as a result of their CSR programs.

• Job Performance
Job Performance includes

23. Organizational Behavior
 Task Performance
 Contextual Performance
 Adaptive Performance
– Satisfied workers are more productive AND more productive workers are more satisfied!
– The causality may run both ways.
• Organizational Citizenship Behaviors
– Satisfaction influences OCB through perceptions of fairness.
• Customer Satisfaction
– Satisfied frontline employees increase customer satisfaction and loyalty.
• Absenteeism
– Satisfied employees are moderately less likely to miss work.



What happens when employees dislike their jobs?
The responses are as follows:
IMPACT OF DISSATISFACTION:
Constructive Behaviors:
1. Voice
2. Loyalty
Destructive Behaviors:
1. The Exit
2. Neglect

1. Exit.

24. Organizational Behavior
The exit response directs behavior toward leaving the organization, including
looking for a new position or resigning.
2. Voice
The voice response includes actively and constructively attempting to improve
conditions, including suggesting improvements, discussing problems with superiors,
and undertaking union activity.
3. Loyalty
Passively but optimistically waiting for conditions to improve:
 Including speaking up for the organization in the face of external criticism
 Trusting organization and its management to “do the right things”.
 “Day will come when my organization value employees”.


4. Neglect
The neglect response includes chronic absenteeism or lateness, reduced effort, and
an increased error rate.

Independence
Pay
Motivation
Social Context
Job Security
Chapter 4
Emotions and Moods

25. Organizational Behavior
Affect covers broad range of feelings including both emotions and moods.
Emotions are short lived-feelings often caused by specific events.
Emotions are experiences. They represent changes in our physiological state (e.g.,
blood pressure, heart rate), psychological state (e.g., ability to think clearly), and
behavior (e.g., facial expression).
Emotions put us in a state of readiness. When we get worried, for example, our
heart rate and blood pressure increase to make our body better prepared to
engage in fight or flight. Strong emotions also trigger our conscious awareness of a
threat or opportunity in the external environment.


Moods are longer lived than emotions, generally not indicated by distinct
expressions. Often caused by some emotions that make our moods.
For example: Someone make a joke and we laugh on it then our happy mood
become developed.
Basic emotions: Anger, Enthusiasm, Envy, Fear, Frustration, Disappointment,
embarrassment, Disgust, Happiness, Hate, Hope, Jealousy, Joy, Love, Pride,
Surprise, Sadness.
One way to classify emotions is whether they are positive or negative.
Positive Emotions: Express a favorable evaluation or feeling—such as joy and
gratitude.
Negative Emotions: Express the unfavorable feeling—such as anger or guilt.

26. Organizational Behavior
When we group our emotions into positive and negative categories, they become
mood states because we are looking at them more generally instead of in isolation.
Source of Emotions and Moods
1. Personality: Emotions have trait component, most people have built-in
tendencies
to experience certain moods and emotions more frequently than others.
For Example: Harabhajan Singh and MS Dhoni.
One is easily provoked and while other is calm and relatively unemotional.
2. Day of the Week and Time of the Day:
People tend to experience different mood during week
3. Weather:
50 degree and sunny weather.
Too cold and rainy day.
Researchers Suggested that weather has little effect on moods.
4. Stress: Impending (awaiting) deadline, the loss of big sale, a reprimand from the
boss.
5. Social Activities: Do you tend to be happiest when out with friends?
Improves positive mood and have little effect on negative mood.
6. Sleep
Sleep quality does affect mood. (Less attention at work)
7. Exercise: “Sweat Therapy”
Exercise help people to enhance their positive mood.
8. Age: Do young people experience more extreme positive emotions than older
people?

27. Organizational Behavior
 One study suggests than negative emotions seem to occur less as people get
older.
 As we get older we experience wide variety of emotions.
 Stability comes with emotional exposure.
9. Gender: Many believe that women are more emotional than men?
Evidence confirms that “Women are more emotionally expressive than men”. They
display more frequent expressions of both positive or negative emotions, except
anger.

Emotional Labor: A situation in which an employee expresses organizationally desired emotions.
Regulate emotions as work demand.
Happy face while dealing with customers.
This concept emerged from service jobs:

 Airlines expect their attendants to be cheerful.
 Expect Funeral Directors to be sad.
 Doctors to be emotionally neutral.
The ability to detect and to manage emotional cues and information.
 Perceive emotions in the self and others,
 Understand the meaning of these emotions, and
 Regulate his or her own emotions
People who know their own emotions and are good at reading emotional cues— for instance, knowing
why they’re angry and how to express themselves without violating norms—are most likely to be
effective.
This program didn’t focus completely on technical skill development. Rather, participants learned how to
improve their self-awareness and interaction with other staff members. “Especially as people rise to
higher levels in organizations, their ability to do their job effectively depends on emotional intelligence
qualities more than technical qualities,”

28. Organizational Behavior
This model suggests us that how to control and behave with the particular emotions.
Firstly, we should be Conscientiousness
Secondly, to be Cognitive
Lastly, to be the emotional Stable person.

This model shows that how the person is become an emotional stable.
1. To be emotional stable we need to improve our Intrapersonal Skill
2. To be aware of our weakness and strength
3. How much social we are for bringing the Adaptability
4. Lower of management skill make them unstable during their work.
Intrapersonal
Skills
•Self Awareness
•Self
Management
Interpersonal
Skills
•Social
Awareness
•Relationship
Management
Adaptability
•Reality
•Flexibility
•Problem
Solving
Stress
Management
•Stress
Tolerance
•Impulse
Control
General Mood
•Happiness
•Optimism