ORGANIZATIONAL BEHAVIOUR

(20BM105)
UNIT-II

PERSONALITY

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WHAT IS PERSONALITY?

Personality
The sum total of ways in which an individual reacts and interacts with others.

Personality Traits
Personality
Enduring characteristics that describe an
individual’s behavior. Determinants
• Heredity
• Environment
• Situation

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Personality and it’s Influence on OB 3
Dr. Bohra Nitin Kumar

THE MYERS-BRIGGS TYPE INDICATOR

Myers-Briggs Type Indicator (MBTI)

A personality test that taps four characteristics and classifies people into 1 of 16
personality types.

Personality Types
• Extroverted vs. Introverted (E or I)
• Sensing vs. Intuitive (S or N)
• Thinking vs. Feeling (T or F)
• Judging vs. Perceiving (J or P)

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THE MYERS-BRIGGS TYPE INDICATOR

Myers-Briggs
Sixteen Primary
Traits

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THE BIG FIVE MODEL OF PERSONALITY DIMENSIONS

Extroversion
Sociable, gregarious, and assertive
Agreeableness
This dimension refers to an individual’s propensity to defer to others
Good-natured, cooperative, and trusting.
Conscientiousness
The conscientiousness dimension is a measure of
Reliability, Responsible, dependable, persistent, and
organized.
Emotional Stability taps a person’s ability to withstand stress
Calm, self-confident, secure (positive) versus nervous, depressed, and
insecure (negative).
Openness to Experience range of interests and fascination with novelty
Imaginativeness, artistic, sensitivity, and intellectualism.
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MODEL OF HOW BIG FIVE TRAITS INFLUENCE OB CRITERIA

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MAJOR PERSONALITY ATTRIBUTES INFLUENCING OB

 Narcissism
 Locus of control
 Machiavellianism
 Self-esteem
 Self-monitoring
 Risk taking
 Type A personality

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PERSONALITY ATTRIBUTES
CORE SELF-EVALUATION
People who have positive core self-evaluations like themselves and see themselves as
effective, capable, and in control of their environment. Those with negative core self-
evaluations tend to dislike themselves, question their capabilities, and view themselves
as powerless over their environment.

NARCISSISM
Narcissists often want to gain the admiration of others and receive affirmation of their
superiority, they tend to “talk down” to those who threaten them, treating others as if
they were inferior. Narcissists also tend to be selfish and exploitive and believe others
exist for their benefit. Their bosses rate them as less effective at their jobs than others,
particularly when it comes to helping people.

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PERSONALITY

Locus of Control
The degree to which people believe they
are masters of their own fate.

Internals
Individuals who believe that they control what
happens to them.

Externals
Individuals who believe that what happens to
them is controlled by outside forces such as
luck or chance.

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IMPORTANCE TO OB
Machiavellianism (Mach)
Degree to which an individual is pragmatic, maintains emotional distance, and
believes that ends can justify means.
High Machs manipulate more, win more, are persuaded less, and persuade
others more. They like their jobs less, are more stressed by their work, and
engage in more deviant work behaviors.

Conditions Favoring High Machs

• Direct interaction
• Minimal rules and regulations
• Emotions distract for others

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PERSONALITY

Self-Esteem and Self-Monitoring

Self-Esteem (SE)
Individuals’ degree of liking or disliking themselves.

Self-Monitoring
A personality trait that measures an individuals ability
to adjust his or her behavior to external, situational
factors.

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PERSONALITY: RISK TAKING
High Risk-taking Managers
 Make quicker decisions
 Use less information to make decisions
 Operate in smaller and more entrepreneurial organizations

Low Risk-taking Managers

 Are slower to make decisions
 Require more information before making decisions
 Exist in larger organizations with stable environments

Risk Propensity
 Aligning managers’ risk-taking propensity to job requirements should be beneficial to
organizations.
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PERSONALITY TYPES
Type A’s
1. are always moving, walking, and eating rapidly;
2. feel impatient with the rate at which most events take place;
3. strive to think or do two or more things at once;
4. cannot cope with leisure time;
5. are obsessed with numbers, measuring their success in terms of how many or how much of
everything they acquire.

Type B’s
1. never suffer from a sense of time urgency with its accompanying impatience;
2. feel no need to display or discuss either their achievements or accomplishments;
3. play for fun and relaxation, rather than to exhibit their superiority at any cost;
4. can relax without guilt.

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Personality and it’s Influence on OB 14
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PERSONALITY TYPES

Proactive Personality
Identifies opportunities, shows initiative, takes
action, and perseveres until meaningful change
occurs.
Creates positive change in the environment,
regardless or even in spite of constraints or
obstacles.

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LET US TAKE AN ONLINE PERSONALITY TEST

https://www.16personalities.com/free-personality-test

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PERSONALITY – JOB FIT

Personality-Job Fit Theory (Holland)

Identifies six personality types and proposes
that the fit between personality type and Personality Types
occupational environment determines • Realistic
satisfaction and turnover.
• Investigative
• Social
• Conventional
• Enterprising
• Artistic

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PERSONALITY – JOB FIT

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Organizational Behaviour, Principles & Challenges 18
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PERSON–ORGANIZATION FIT

The person–organization fit essentially argues that people are attracted to and
selected by organizations that match their values, and they leave organizations
that are not compatible with their personalities. Using the Big Five terminology, for
instance, we could expect that people high on extraversion fit well with aggressive
and team-oriented cultures, that people high on agreeableness match up better
with a supportive organizational climate than one focused on aggressiveness, and
that people high on openness to experience fit better in organizations that
emphasize innovation rather than standardization.

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Personality and it’s Influence on OB 19
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MAKING THE RIGHT CHOICE!

A manager, Kokila, is in the process of deciding which of two persons she will appoint
as a task force leader. The task is to develop a new approach to marketing an already
established product. She has observed Akhil, who is quiet and reserved and interacts
relatively little with his work peers. He is very bright, a hard worker, and very reliable in
doing detailed, structured work. He has never been observed to express either positive
or negative emotions.
The other candidate, Urmi, is talkative and outgoing. She interacts easily with others
and has a warm, outgoing style. She is sometimes careless about details and is easily
bored with repetitive, routine work. However, she enjoys solving new problems and
makes good decisions in ambiguous situations. Her peers can tell what Urmi is feeling
because she is quite expressive, but she has never let her emotions get out of control
at work when under stress. The more difficult the problem, the more she enjoys it.

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MAKING THE RIGHT CHOICE!
You are correct if you predict that Kokila decides to appoint Urmi. She fits the team
leader role better than Akhil. Her confidence, efficiency, energy, warmth, and originality
led to her being appointed as the team leader. Kokila used the Big Five personality
factors to observe and organize relevant aspects of Akhil’s and Urmi’s behaviour.

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PERSONALITY

Source: Singh, Kavita. "Organizational Behaviour Text and Cases." (2020).

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CONVERSION TO CASE STUDY

List down conflicts, if any, that you were

involved in with your colleague or a
classmate. How much did the difference
in personality account for this problem?
Discuss how you approached the
problem and solved it. Present your
report in the form of a case study.
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ATTITUDE

Topics to be covered in this modules

 Concept of attitudes
 Components of attitude
 Attitude formation
 Relation between attitude and behavior

Expected outcome:
 One should be able to understand concept of attitude and its components.
 Interpret the effects of employee attitude on OB

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Attitude Formation and Relationship with Behavior 24
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CONCEPT OF ATTITUDE
 Attitudes are likes and dislikes.

 Evaluative statements or judgments concerning objects, people, or events.

 Attitude is the persistent tendency to feel or behave in a favorable or unfavorable

way towards some object , person or idea

 Belief + Value  Attitude  Behaviour

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Attitude Formation and Relationship with Behavior 25
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CONCEPT OF ATTITUDE

Consider the following example of a person experiencing work-family conflict:

 “My job is interfering with my family life.” (Belief)

 “I dislike anything that hurts my family.” (Value)

 “I dislike my job.” (Attitude)

 “I’ll search for another job.” (Behaviour)

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Attitude Formation and Relationship with Behavior 26
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COMPONENTS OF ATTITUDE

Attitudes Cognitive component

The opinion or belief segment of
Evaluative statements
an attitude.
or judgments
concerning objects,
Affective Component
people, or events.
The emotional or feeling segment
of an attitude.

Behavioral Component
An intention to behave in a certain
way toward someone or something.

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Attitude Formation and Relationship with Behavior 27
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COMPONENTS OF ATTITUDE

Source: Robbins and Judge "Organizational Behavior

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ATTITUDE FORMATION

Psychologic
al Factors

Other
Family
Factors

ATTITUDE

Social
Peer Groups
Factors

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THEORIES OF ATTITUDE FORMATION

Balance
Theory

Congruity
Congnitive Theory
Consistency
Theory Structural
THEORIES Theory
OF Functional
ATTITUDE Theory Cognitive
FORMATION Dissonance
Social Theory
Judgement
Theory

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TYPES OF ATTITUDE IN OB

Job Satisfaction
A collection of positive and/or negative feelings that an individual holds
toward his or her job.

Job Involvement
Identifying with the job, actively participating in it, and considering
performance important to self-worth.

Organizational Commitment
Identifying with a particular organization and its goals, and wishing to
maintain membership in the organization.

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Attitude Formation and Relationship with Behavior 31
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AN APPLICATION: ATTITUDE SURVEYS

Attitude Surveys
Eliciting responses from employees through questionnaires about how they feel about
their jobs, work groups, supervisors, and the organization.

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Attitude Formation and Relationship with Behavior 32
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ATTITUDES AND WORKFORCE DIVERSITY

Training activities that can reshape employee attitudes concerning diversity:

• Participating in diversity training that provides for self-evaluation and group
discussions.
• Volunteer work in community and social serve centers with individuals of diverse
backgrounds.

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Attitude Formation and Relationship with Behavior 33
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JOB SATISFACTION

• Measuring Job Satisfaction

• Single global rating
• Summation score
• How Satisfied Are People in Their Jobs?
• Job satisfaction declined to 50.4% in 2002
• Decline attributed to:
• Pressures to increase productivity and meet tighter deadlines
• Less control over work

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THE EFFECT OF JOB SATISFACTION ON EMPLOYEE PERFORMANCE

• Satisfaction and Productivity

• Satisfied workers aren’t necessarily more productive.
• Worker productivity is higher in organizations with more satisfied workers.

• Satisfaction and Absenteeism

• Satisfied employees have fewer avoidable absences.

• Satisfaction and Turnover

• Satisfied employees are less likely to quit.
• Organizations take actions to retain high performers and to weed out lower
performers.

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Attitude Formation and Relationship with Behavior 35
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HOW EMPLOYEES CAN EXPRESS DISSATISFACTION

Exit Voice
Behavior directed toward leaving Active and constructive attempts to
the organization. improve conditions.

Loyalty Neglect
Passively waiting for conditions Allowing conditions to worsen.
to improve.

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Attitude Formation and Relationship with Behavior 36
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JOB SATISFACTION AND OCB

Satisfaction and Organizational Citizenship Behavior (OCB)

• Satisfied employees who feel fairly treated by and are trusting of the organization
are more willing to engage in behaviors that go beyond the normal expectations
of their job.

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Attitude Formation and Relationship with Behavior 37
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BARRIERS TO CHANGING ATTITUDE

 Prior commitment
 Insufficient information
 Lack of alternative
 Mistrust
 Unequal status in outcomes
 Absence of institutional support

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Attitude Formation and Relationship with Behavior 38
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 PERCEPTION

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WHAT IS PERCEPTION?

Perception •People’s behavior is

A process by which based on their
individuals organize and perception of what
interpret their sensory reality is, not on reality
impressions in order to
itself.
give meaning to their
environment. •The world as it is
perceived is the world
that is behaviorally
important.

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Perception, Process of Perception and Decision Making 40
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WHY SHOULD MANAGERS STUDY PERCEPTION?
Sometimes decisions are based on logical analysis of data, but often it has been found that
they are based on common sense and observation.
Some of these assumptions are:
• The larger the size of organization, more is the alienation amongst the employees.
• People by nature do not want to work, they have to be either controlled or motivated to work;
• Productivity of an organization results from the satisfaction level of its employees.
• Effective leaders are firm but fair;
• The success of an organization is estimated by its size.

These assumptions may be based on distorted perception and, therefore, decisions based on
these may be ineffective. It becomes important for managers to improve their perceptual
accuracy so that they become conscious of how perceptions are formed and do not suffer on
account of perceptual distortions.
Managers must think before making judgements rather than jumping to conclusions.
The understanding of perceptual processes can be critical in this process.
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Perception, Process of Perception and Decision Making 41
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PROCESS OF PERCEPTION

Environmental
Stimuli

Feeling Hearing Seeing Smelling Tasting

Detect & Selecting

Organizing &
Interpreting

Responding &
Deciding

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PROCESS OF PERCEPTION: PERCEPTUAL SELECTION

Perceptual Selection
The phone is ringing, your television is blaring, a dog is barking outside, your PC is
making a strange noise, and you smell coffee brewing. Which of these stimuli will
you ignore? Which will you pay attention to?

Perceptual selection is the process by which people filter out most stimuli so that
they can deal with the most important ones. Perceptual selection depends on
several factors, some of which are in the external environment and some of which
are internal to the perceiver
(Kinchla 1991).

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Perception, Process of Perception and Decision Making 43
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PROCESS OF PERCEPTION: PERCEPTUAL SELECTION

External perception factors are characteristics that influence whether the stimuli will be
noticed.
Size: The larger the size of an external factor, the more likely it is to be perceived.
Examples: Tall person, large size of advertisement hoarding

Intensity: The more intense an external factor, the more likely it is to be perceived
Example :bright lights, loud noises, etc.

Contrast: External factors that stand out against the background or that are not what
people expect are the most likely to be perceived.
Example :this text written in red color and different font style
Motion: Movement or an illusion of movement also tends to receive more attention.
Example :video games, billboards with rotating bars

Repetition: A repeated factor is more likely to be perceived than a single factor.

Example : repeated advertisements
Novelty and Familiarity: Either a familiar or a novel factor in the environment can attract
attention, depending on circumstances.
Example : elephant on a street, you perceiving the face of your closed friend in a group walking towards you
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Perception, Process of Perception and Decision Making 44
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PROCESS OF PERCEPTION: PERCEPTUAL SELECTION
Internal Factors
Internal perception factors are aspects of the perceiver that infl uence perceptual
selection.
Personality: In part, perceptions shape personality; in turn, personality affects what and
how people perceive.
Example :An individual who is high on authoritarianism would like to control his
subordinates and seek compliance from them and generally perceive them as being
incompetent. However, a person who is low on authoritarianism will perceive his
subordinates as being efficient and, therefore, may rely on delegation and
empowerment.
Learning: Another internal factor affecting perceptual selection is learning, which can
lead to the development of perceptual sets. A perceptual set is an expectation of a
perception based on past experience with the same or similar stimuli.

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Perception, Process of Perception and Decision Making 45
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PROCESS OF PERCEPTION: PERCEPTUAL SELECTION

For example, imagine an architect, an interior decorator, and a real estate appraiser—
all employed by a design and engineering firm approaching a tall office building in
Mumbai. These three individuals may notice distinctly different things about the
building.
The architect may first notice the architectural style and the construction materials
used in the building.
The interior decorator may quickly perceive the décor of the building.
The appraiser may focus on the general condition of the building and of the surrounding
area, and factors that would influence the building’s price and saleability.
Each person pays attention to a different aspect of the same general stimulus because
of the individual’s training and work experience.

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Perception, Process of Perception and Decision Making 46
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PROCESS OF PERCEPTION: PERCEPTUAL SELECTION

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PROCESS OF PERCEPTION: PERCEPTUAL SELECTION

Motivation:
Motivation also plays an important role in determining what a person perceives. A
person’s most urgent needs and desires at any particular time can influence
perception.
Most people would have had the following frustrating experience. While taking a
shower, you faintly hear what sounds like the telephone ringing.
Do you get out of the shower, dripping wet to answer it? Or do you conclude that it is
only your imagination?
Your behaviour in this situation may depend upon factors other than the shrillness of
the ringing. If you are expecting an important call, you are likely to scurry out of the
shower. If you are not expecting a call, you are more likely to attribute the ringing
sound to other noises in the shower.
Your decision, then, has been influenced by your expectations.

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Perception, Process of Perception and Decision Making 49
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PERCEPTUAL ORGANIZATION
Perceptual organization is the process by which people group environmental
stimuli into recognizable patterns. In the perceptual process, following selection,
organization takes over.
The stimuli selected for attention now appear as a whole.

For example, most people have a mental picture of an object with the following
properties: wood, four legs, a seat, a back, and armrests. This is our image of a
chair. When people see an object that has all these properties, they recognize it as
a chair. They have organized the incoming information into a meaningful whole.

There are certain factors, such as “perceptual groupings”, which are helpful in
understanding perceptual organization. Perceptual grouping is the tendency to
group together individual stimuli into a meaningful pattern by means of processes
like continuity, closure, proximity, and similarity.

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PERCEPTUAL ORGANIZATION
Continuity
It is the tendency to perceive objects as continuous patterns. Continuity is a useful
organizing principle, but it may also have negative aspects.
For example, the tendency to perceive continuous patterns may result in an inability to
perceive uniqueness and to detect change.
In economic or business forecasting, a common continuity error is to assume that the
future will be a simple continuation of current events and trends.
Closure
It is the tendency to complete an object and perceive it as a constant, overall form. In
other words, it is the ability to perceive a whole object, even though only part of the
object is evident. People can organize their perception in terms of the closure principle
while dealing with ideas and information.
For example, managers facing complex decisions may be able to develop a fairly
accurate understanding of the issues even though their information isn’t complete.
Based on their experience and imagination, “they fill in missing pieces” needed in
order to make a decision.
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PERCEPTUAL ORGANIZATION
Proximity
The proximity principle states that a group of objects may be perceived as related
because of their nearness to each other. Employees often perceive other employees
working together in a department as a team or unit because of their physical proximity.
Suppose that four people on the third floor of a large office building quit their jobs.
Even if they did so for completely unrelated reasons, the human resource department
may perceive the resignation as a problem on the third floor and examine the morale,
pay, and working conditions there in an attempt to determine what is wrong.
Similarity
The similarity principle states that the more alike objects (or ideas) are, the greater is
the tendency to perceive them as a common group. Similarity is very important in
most team sports—thus the use of different colours of uniforms by the opposing
teams.
Many organizations, especially those in buildings with open floor-plans, colour-code
the partitions and other accessories of each department to visually define separate
functions and responsibilities.
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PERCEPTUAL INTERPRETATION
Perceptual interpretations are very important in organizational behaviour. Any kind of
misinterpretation of characteristics, abilities, or behaviour of an employee during a
performance appraisal review could result in an inaccurate assessment of the
employee’s current and future contribution to the firm.
Example of inaccurate interpretation comes from employment interviews. Many people
have long been concerned about the judgemental and perceptual errors that
interviewers could make while basing employment decisions on information gathered
in face-to-face interviews.
The following types of interview errors are the most common:
Judgemental Errors
These are certain mistakes that we commit as a result of being judgemental.
Judgemental errors arise as a result of many actions on the part of the person
perceiving the situation.

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PERCEPTUAL INTERPRETATION: JUDGEMENTAL ERRORS

Similarity error: This is a tendency to see others having characteristics more like our own . We
are inclined to project our own emotional or motivational state on to others. Interviewers are
positively predisposed towards potential candidates who are similar to them (in terms of
background, interest, hobbies,) and negatively biased against candidates who are unlike them.
Contrast error: Interviewers have a tendency to compare potential candidates to other
candidates interviewed at the same time, rather than to some absolute standard. For example,
an average candidate may be rated too highly if several mediocre candidates preceded her and
a candidate might be scored too low if an outstanding applicant preceded her.
Overweighting of negative information: This error arises when people from different
departments, functions, or hierarchical levels fail to perceive each other in a favourable light.
Some interviewers have a tendency to overreact to negative information as though looking for
some excuse to disqualify a candidate.
First-impression error: The privacy effect may play a role in job interviews, as some
interviewers tend to form quick impressions that are resistant to change. As a result of this
error, the target person (the person being evaluated) could set out to generate favourable
impressions through a variety of tactics to create a positive image of himself.
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PERCEPTUAL ERRORS
As perceptual interpretation is influenced by characteristics of both the perceiver and
the situation, accuracy in perception can be improved when the perceiver understands
these potential biases. Unfortunately, the errors that individuals make in interpretation
are so common that they have been assigned names. Some of these perceptual errors
are listed here.
Perceptual defence: Perceptual defence is the tendency of people to protect
themselves against ideas, objects, or situations that are threatening. People see and
hear what they want to see and hear and disregard the rest. Once established, an
individual’s way of viewing the world may become highly resistant to change. People
tend to perceive things that are supportive and satisfying and ignore disturbing things.
Avoiding unpleasant stimuli often is more than escapism; it may be a sensible
defensive device. People can become psychologically deaf or blind to disturbing parts
of the environment.
For example, an employee who really enjoys his work, likes most of his colleagues,
and is satisfied with his pay might simply ignore some aspects of his work experience
that are negative (such as an irritating co-worker).
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PERCEPTUAL ERRORS
Stereotyping: Stereotyping is a tendency to assign attributes to someone solely on the
basis of the category in which the person has been placed. People generally expect
someone identified as a doctor, a president of a company, or a professor to have
certain positive attributes, even if they meet someone who does not.

A person categorized as a dropout, an ex-convict, or an alcoholic, by default, is

perceived negatively.

Even the identification of an employee based on such broad categories as Asian, older
worker, or female, which should not bring to mind any attributes beyond the obvious
physical characteristics, can lead to misperceptions. The perceiver may dwell on
certain characteristics expected of that category, and fail to recognize the
characteristics that distinguish the person in question as an individual.
Since stereotypes influence how people respond to others, managers need to
consciously avoid relying on them.
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PERCEPTUAL ERRORS
Halo effect: Evaluation of another person solely on the basis of one attribute, either
favourable or unfavourable, is called “halo effect.”
In other words, a halo blinds the perceiver to other attributes that also should be
evaluated to obtain a complete, accurate impression of the other person. Managers
have to guard against the halo effect while rating employee performance. A manager
may single out one trait and use it as a basis for judging all other performance
measures.
For example, an excellent attendance record may produce judgements
of high productivity, quality work, and industriousness—whether they are accurate
or not.
Similarly, during an interview, if the interviewer perceives a desirable trait in one of
the interviewees that is very similar to his own, he may rate this person positively
irrespective of other weaknesses in him. The reverse of this is when the deficiency
of a person is identified in the beginning. Th is is known as “horns effect.”

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PERCEPTUAL ERRORS
Projection: Projection is the tendency for people to see their own traits in other
people; that is, they project their own feelings, personality characteristics, attitudes,
or motives onto others.

This tendency may be especially strong for undesirable traits that the perceivers
possess but fail to recognize in themselves.

For example, an employee frightened by rumours of impending organizational

changes may not only judge others to be more frightened than they are but also
assess various policy decisions as more threatening than they really are.

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PERCEPTUAL ERRORS
Expectancy effects: Expectancy effect in the perceptual process is the extent to which
prior expectations bias perception of events, objects, and people.

Expectancy effects may also bias perceptions even in less ambiguous situations.
For example, your perceptions of a committee to which you have recently been
assigned may be positive if your boss tells you that the committee’s work is important
and that it will be staffed by talented people from several departments.
However, your perceptions may be negative if she tells you that the committee
exists solely for “political reasons” and contains some real dead woods from other
departments.
You might also perceive identical behaviours by other members of the committee
quite differently under each set of expectations. People often approach situations
expecting certain things to happen or other people to have certain attributes. Th ese
expectations may strongly influence their perceptions of reality.

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EMOTIONAL INTELLIGENCE

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EMOTIONAL INTELLIGENCE

EMOTIONS
 Psychological, behavioural and
physiological episodes experienced
toward an object, person or event
that create a state of readiness.
 Emotions are experiences. They
represent changes in our
physiological state, psychological
state and behaviour.

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EMOTIONAL INTELLIGENCE
Emotional Intelligence: Salovey and Mayer (1990) coined the term emotional
intelligence in 1990.
Emotional intelligence is a form of social intelligence that involves the ability to monitor
one’s own and others’ feelings and emotions, to discriminate among them and to use
this information to guide one’s thinking and action.
 Emotional Intelligence (EI)
Emotional Intelligence – Self-awareness
– Self-management
An assortment of noncognitive skills, – Self-motivation
capabilities, and competencies that – Empathy
influence a person’s ability to succeed in – Social skills
coping with environmental demands and  Research Findings
pressures. – High EI scores, not high
IQ scores, characterize
high performers.

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EMOTIONAL INTELLIGENCE

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EMOTIONS- WHY EMOTIONS WERE IGNORED IN OB

 The “myth of rationality”

– Organizations are not emotion-free.
 Emotions of any kind are disruptive to organizations.
– Original OB focus was solely on the effects of strong negative emotions
that interfered with individual and organizational efficiency.

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WHAT ARE EMOTIONS?

Affect
A broad range of
emotions/feelings that
people experience.

Emotions Moods
Intense feelings that are Feelings that tend to be less
directed at someone or intense than emotions and
something. that lack a contextual
stimulus.

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EMOTION DIMENSIONS

 Biology of emotions
– Originate in brain’s limbic system
 Intensity of emotions
– Personality
– Job Requirements
 Frequency and duration of emotions
– How often emotions are exhibited
– How long emotions are displayed
 Functions of emotions
– Critical for rational thinking
– Motivate people

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EMOTION DIMENSIONS

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SOURCES OF EMOTIONS AND MOODS

 Personality
 Day and Time of the Week
 Weather
 Stress
 Social Activities
 Sleep
 Exercise
 Age
 Gender

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INFLUENCE OF DAY AND TIME ON

Negativ Moods are Highest

• At the Beginning of the
Week

Positive Moods are Highest

• At the End of the Week
• In the Middle Part of the Day

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GENDER AND EMOTIONS

 Women
– Can show greater emotional expression.
– Experience emotions more intensely.
– Display emotions more frequently.
– Are more comfortable in expressing emotions.
– Are better at reading others’ emotions.

 Men
– Believe that displaying emotions is inconsistent with the male image.
– Are innately less able to read and to identify with others’ emotions.
– Have less need to seek social approval by showing positive emotions.

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EXTERNAL CONSTRAINTS ON EMOTIONS

Organizational Cultural
Influences Influences

Individual
Emotions

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EMOTIONAL LABOR

A situation in which an employee expresses organizationally desired emotions

during interpersonal transactions.

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FELT VERSUS DISPLAYED EMOTIONS

Felt Emotions
An individual’s actual emotions.

Displayed Emotions
Emotions that are organizationally
required and considered appropriate
in a given job.

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EMOTIONAL DEMANDS OF JOBS

Note: Higher emotional labor = more highly

paid jobs (with high cognitive requirements)

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AFFECTIVE EVENTS THEORY (AET)
 Emotions are negative or positive responses to a work environment
event.
– Personality and mood determine the intensity of the emotional response.
– Emotions can influence a broad range of work performance and job
satisfaction variables.

 Implications of the theory:

– Individual response reflects emotions and mood cycles.
– Current and past emotions affect job satisfaction.
– Emotional fluctuation-s create variations in job satisfaction and
performance.
– Both negative and positive emotions can distract workers and reduce job
performance.
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AFFECTIVE EVENTS THEORY (AET)

Source: Based on N.M. Ashkanasy and C.S. Daus, “Emotion in the Workplace: The New Challenge for Managers,” Academy of Management Executive, February 2002, p. 77.

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OB APPLICATIONS OF UNDERSTANDING EMOTIONS

 Emotions and Selection

– Emotions affect employee effectiveness.
 Decision Making
– Emotions are an important part of the decision-making process in
organizations.
 Creativity
– Positive mood increases creativity
 Motivation
– Emotional commitment to work and high motivation are strongly linked.
 Leadership
– Emotions are important to acceptance of messages from organizational
leaders.

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OB APPLICATIONS OF UNDERSTANDING EMOTIONS

 Interpersonal Conflict
– Conflict in the workplace and individual emotions are strongly intertwined.
 Negotiation
– Emotions can impair negotiations.
 Customer Services
– Emotions affect service quality delivered to customers which, in turn, affects
customer relationships.
 Job Attitudes
– Can carry over to home
 Deviant Workplace Behaviors
– Negative emotions lead to employee deviance (actions that violate norms and
threaten the organization).
• Productivity failures
• Property theft and destruction Political actions
• Personal aggression
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EMOTIONS AND MOODS

Sharan comes to class and sits quietly looking content and relaxed. The
teacher is guessing that Sharan is

Low on negative affect

High on positive affect
High on negative affect
Low on positive affect

Discuss with a neighbor why Sharan, who is seemingly happy but

calm, isn’t just low on positive affect.
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EMOTIONS AND MOODS

Do you think there could be emotional and mood implications

for telecommuting? If yes, how so?

Discuss with a classmate.

Hint: Consider this

woman!

Why might she NOT

always feel this way?

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EMOTIONS AND MOODS

Lucy has a high need for achievement and likes to come to work and focus
on her job only. If you were Lucy’s manager, how could you get her to feel
more emotion at work? Would you want her to? Why or why not?

Discuss with a classmate.

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LET US TAKE AN ONLINE EMOTIONAL TEST

https://www.ihhp.com/free-eq-quiz/

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 SWOT/SWOC Analysis

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WHAT IS A SWOT ANALYSIS?

• A “snapshot” of a company’s/organization’s current internal strengths &

weaknesses (management, personnel, financial marketing, manufacturing,
R&D) AND
• Assessment of future opportunities and threats relating to all the environments
external to the firm (technological, social, political/legal, economic, competitive,
natural).

How Does A SWOT Help Organizations?

SWOT analysis allows you to leverage off the internal strengths of the company
and match them to opportunities in the external environment.

Source: Strategic Marketing, 8th ed., Kerin & Peterson, 1998 and Strategic Marketing for Nonprofit Organizations, 5th ed., Kotler & Andreason, 1996.

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WHAT IS A SWOT ANALYSIS?

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SWOT ANALYSIS OF TATA MOTORS

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HIGHLIGHTS OFXILINX INC

Xilinx Inc (Xilinx) designs, develops and markets programmable devices and
technologies for the semiconductor industry. It offers programmable logic
devices (PLDs) including programmable System on Chips (SoCs) and three-
dimensional ICs (3D ICs), targeted reference designs, printed circuit boards,
software design tools, and intellectual property (IP).

The company also provides design services, customer training, field

engineering, and technical support. It serves a wide range of markets including
communications, aerospace and defense, industrial, scientific, medical, audio
and video, broadcasting, automotive, consumer, and test and measurement.

The company sells its products through its sales and marketing organizations
and distributors in North America, Europe, and the Asia Pacific. Xilinx is
headquartered in San Jose, California, the US.

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SWOT ANALYSIS OF XILINX INC

WEAKNESS
STRENGHTS
 Limited success outside core business
 Highly successful at Go To Market
 Investment in Research and
strategies
Development is below the fastest
 Highly skilled workforce
growing players in the industry
 Reliable suppliers (Raw materials)
 High attrition rate in work force
 Strong distribution network
 There are gaps in the product range
 High level of customer satisfaction
sold by the company.

OPPORTUNITIES WEAKNESS
o Rising pay level
 New environmental policies
o New environment regulations under
 Organization’s core competencies can
Paris agreement
be a success in similar other products
o Intense competition
field
o No regular supply of innovative
 Opening up of new markets because of
products
government agreement
o Changing consumer buying behavior

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SWOT ANALYSIS FOR CAREER

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SWOT ANALYSIS: FOR CAREER

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