1. BUSN 221 Chapter 3 Jeff Parsons Individual Differences and Work Behaviour

2. Organizational Behaviour Definition “The study of human behaviour, attitudes, and performance within an organizational setting.” (pg. 9)

3. Why Individual Differences are Important to the Manager

4. Attraction-Selection-AttritionASA Cycle People are attracted to career and/or organization Based on abilities, interest, personality Organizations select employees based on the needs of the organization Attrition Employee decides they no longer want to be a part of the organization Organization decides employee is not working out or not needed and terminates

5. Attraction-Selection-AttritionASA Cycle

6. Workplace Behaviour Extraordinarily difficult to predict Dependent on numerous factors

8. Creativity

10. Individual Differences Demographics Heredity Factors Age, race, gender Genetics Environment Cultural Rural or urban Economic status Family Relationship

11. Abilities and Skills Ability “…talent to perform a mental or physical task.” Generally stable over time Skill “…learned talent acquired to perform a task.” New ones can be acquired through training Increase over time (hopefully!)

12. Types of Abilities Mental Intelligence Emotional Intelligence (EI) Awareness of feelings Handling of relationships with others Tacit Knowledge Work-related, practical knowledge or know-how Acquired through experience, observation

14. Creativity

16. Attitudes affect workplace behaviour are learned define one’s predispostions are the emotional basis of interpersonal relationships and identification with others are closely linked to personality can change

17. Three Components of Attitudes Cognition Based on thought process, rationality, logic Perceptions, opinions, beliefs Affect Emotional component of attitude Feeling a particular way about a person, group or situation Behaviour Tendency to act in a particular way toward someone or something

18. Job Satisfaction and Employee Performance Causes Job Performance “The satisfied worker is more productive.” 1. Job Satisfaction Causes Job Satisfaction “The more productive worker is satisfied.” 2. Job Performance Perceived Equity Job Satisfaction Rewards 3. Job Performance

19. Personality Definition “…a relatively stable set of feelings and behaviours that have been significantly formed by genetic and environmental factors.” (pg. 42)

20. Big 5 Personality Dimensions

21. Big 5 Personality Dimensions Extroversion Outgoing, sociable, gregarious, talkative Emotional Stability Positive emotional states – secure, calm, relaxed Agreeableness “gets along with others” Courteous, tolerant, forgiving

22. Big 5 Personality Dimensions Conscientiousness Dependable, organized, thorough, responsible Openness to Experience Risk-taking, curious, creative