PowerPointPresentationbyCharlieCookCopyright?2005PrenticeHall,Inc.

Allrightsreserved.LEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.Attitudes 態(tài)度Personality 人格Perception 知覺(jué)Learning 學(xué)習(xí)2Copyright?2005PrenticeHall,Inc.Allrightsreserved.*UnderstandingIndividualBehavior

理解個(gè)體行為OrganizationalBehavior(OB)組織行為學(xué)Theactionsofpeopleatwork人們?cè)诠ぷ髦械幕顒?dòng)DualFocusofOB組織行為學(xué)關(guān)注兩大領(lǐng)域Individualbehavior個(gè)體行為Attitudes,personality,perception,learning,andmotivation態(tài)度、人格、認(rèn)知、學(xué)習(xí)、激勵(lì)Groupbehavior群體行為Norms,roles,teambuilding,leadership,andconflict群體規(guī)范、角色、團(tuán)隊(duì)建設(shè)、領(lǐng)導(dǎo)和沖突GoalsofOB組織行為學(xué)的目標(biāo)Toexplain,predictandinfluencebehavior.解釋、預(yù)測(cè)和影響行為3Copyright?2005PrenticeHall,Inc.Allrightsreserved.*Exhibit14.1TheOrganizationasanIceberg

組織是一個(gè)冰山4Copyright?2005PrenticeHall,Inc.Allrightsreserved.*PsychologicalFactorsAffectingEmployeeBehavior影響員工行為的心理因素Attitudes 態(tài)度Personality

人格Perception

知覺(jué)Learning

學(xué)習(xí)EmployeeProductivity 員工生產(chǎn)率Absenteeism

曠職率Turnover

流動(dòng)率OrganizationalCitizenship

組織公民行為JobSatisfaction

工作滿意度5Copyright?2005PrenticeHall,Inc.Allrightsreserved.*PsychologicalFactorsAttitudes態(tài)度Evaluativestatements—eitherfavorableorunfavorable—concerningobjects,people,orevents.對(duì)物體、任務(wù)和事件的評(píng)價(jià)性陳述，可以贊同也可以反對(duì)ComponentsOfAnAttitude態(tài)度的成份Cognitivecomponent（認(rèn)知成份）:thebeliefs,opinions,knowledge,orinformationheldbyaperson.由個(gè)人的信念、意見(jiàn)、知識(shí)或個(gè)人所擁有的信息所構(gòu)成Affectivecomponent（情感成份）:theemotionalorfeelingpartofanattitude.態(tài)度中的情緒與感覺(jué)部分

Behavioralcomponent（行為成份）:theintentiontobehaveinacertainway.對(duì)某人或某事表現(xiàn)出特定行為的意圖

6Copyright?2005PrenticeHall,Inc.Allrightsreserved.*工作滿意度員工對(duì)自己工作的總體態(tài)度工作滿意度受到員工的薪資水平以及工作型態(tài)所影響

工作滿意度與生產(chǎn)率就個(gè)別員工而言，生產(chǎn)率可能會(huì)創(chuàng)造員工滿意度就組織而言，擁有越多對(duì)工作感到滿意的員工，組織的生產(chǎn)率越高員工滿意度與曠職率當(dāng)員工對(duì)工作越滿意，其曠職率會(huì)比較低員工滿意度與流動(dòng)率當(dāng)員工對(duì)工作越滿意，流動(dòng)率越低；當(dāng)員工對(duì)工作越不滿意，流動(dòng)性越高流動(dòng)率會(huì)被員工績(jī)效所影響對(duì)績(jī)效優(yōu)異的員工而言，工作滿意度對(duì)流動(dòng)率的影響較低，組織會(huì)盡其所能留住績(jī)效優(yōu)異的員工員工滿意度與客戶滿意度JobSatisfaction工作滿意度7Copyright?2005PrenticeHall,Inc.Allrightsreserved.*JobInvolvementandOrganizationalCommitment工作參與和組織承諾JobInvolvement

工作參與指員工認(rèn)同自己的工作、積極從事工作，并且認(rèn)為工作表現(xiàn)足以彰顯個(gè)人價(jià)值的程度。高度工作參與的員工，強(qiáng)烈認(rèn)同并且關(guān)心自己所從事的工作員工的工作參與程度愈高，曠職率及離職率愈低OrganizationalCommitment

組織承諾是指員工認(rèn)同特定組織及其目標(biāo)，并且希望持續(xù)成為組織內(nèi)一份子的程度能降低曠職率及離職率隨著今日轉(zhuǎn)換工作的情形增加，以此作為探討員工與企業(yè)附著關(guān)系的變量可能顯得不合時(shí)宜8Copyright?2005PrenticeHall,Inc.Allrightsreserved.*AttitudeSurveysAttitudeSurveys態(tài)度調(diào)查Ainstrument/documentthatpresentsemployeeswithasetofstatementsorquestionselicitinghowtheyfeelabouttheirjobs,workgroups,supervisors,ortheirorganization.給員工一系列的陳述或問(wèn)題，用于了解他們對(duì)自己的工作、工作小組、上級(jí)主管或組織的感覺(jué)。Providemanagementwithfeedbackonemployeeperceptionsoftheorganizationandtheirjobs.讓管理層了解員工對(duì)組織和工作的看法9Copyright?2005PrenticeHall,Inc.Allrightsreserved.*Exhibit.2SampleAttitudeSurveySource:

BasedonT.Lammers,“TheEssentialEmployeeSurvey,”Inc.,December1992,pp.159–61.10Copyright?2005PrenticeHall,Inc.Allrightsreserved.*AttitudesandConsistency態(tài)度與一致性Peopleseekconsistencyintwoways人們會(huì)透過(guò)兩種方法尋求一致性：Consistencyamongtheirattitudes.在態(tài)度間尋求一致性Consistencybetweentheirattitudesandbehaviors.在態(tài)度和行為間追求一致性Ifaninconsistencyarises,individuals若出現(xiàn)不一致，人們會(huì)：

Altertheirattitudes改變他們的態(tài)度

orAltertheirbehavior改變他們的行為

orDeveloparationalizationfortheinconsistency對(duì)不一致的現(xiàn)象提出合理的解釋11Copyright?2005PrenticeHall,Inc.Allrightsreserved.*CognitiveDissonanceTheoryCognitiveDissonance認(rèn)知失調(diào)Anyincompatibilityorinconsistencybetweenattitudesorbetweenbehaviorandattitudes.個(gè)人對(duì)事情的認(rèn)知或態(tài)度與行為間出現(xiàn)矛盾或不一致Anyformofinconsistencyisuncomfortableandindividualswilltrytoreducethedissonance.任何形式的不一致都會(huì)使人感到不舒服，因此個(gè)人會(huì)試著降低不協(xié)調(diào)的認(rèn)知發(fā)生Theintensityofthedesiretoreducethedissonanceisinfluencedby減低失調(diào)想法的強(qiáng)度受以下因素所影響：Theimportanceofthefactorscreatingthedissonance.引起失調(diào)的原因是否重要Thedegreetowhichanindividualbelievesthatthefactorscausingthedissonancearecontrollable.當(dāng)事人認(rèn)為引發(fā)失調(diào)的因素是否能控制Rewardsavailabletocompensateforthedissonance.因失調(diào)而獲得報(bào)酬的補(bǔ)償12Copyright?2005PrenticeHall,Inc.Allrightsreserved.*TheImportanceofAttitudesImplicationforManagersAttitudeswarnofpotentialbehavioralproblems態(tài)度會(huì)為潛在的行為問(wèn)題發(fā)出警訊：Managersshoulddothingsthatgeneratethepositiveattitudesthatreduceabsenteeismandturnover.管理者應(yīng)該要關(guān)心員工的態(tài)度，來(lái)降低曠職率及離職率Attitudesinfluencebehaviorsofemployees態(tài)度會(huì)影響員工的行為：Managersshouldfocusonhelpingemployeesbecomemoreproductivetoincreasejobsatisfaction.管理者應(yīng)關(guān)注在協(xié)助提升員工生產(chǎn)率以增加工作滿意度13Copyright?2005PrenticeHall,Inc.Allrightsreserved.*Personality人格Personality人格Theuniquecombinationofpsychologicalcharacteristics(measurabletraits)thataffecthowapersonreactsandinteractswithothers.每個(gè)人的人格特質(zhì)都是某些獨(dú)特心理特征的組合，會(huì)影響一個(gè)人的反應(yīng)及其與他人的互動(dòng)14Copyright?2005PrenticeHall,Inc.Allrightsreserved.*ClassifyingPersonalityTraitsMyersBriggsTypeIndicator(MBTI)Ageneralpersonalityassessmenttoolthatmeasuresthepersonalityofanindividualusingfourcategories:Socialinteraction:ExtrovertorIntrovert

(EorI)社交傾向：外向型或者內(nèi)向型Preferenceforgatheringdata:SensingorIntuitive(SorN)資料收集：領(lǐng)悟型或直覺(jué)型Preferencefordecisionmaking:FeelingorThinking(ForT)決策偏好：情感型或思維型Styleofdecisionmaking:PerceptiveorJudgmental(PorJ)決策風(fēng)格：感知型或判斷型15Copyright?2005PrenticeHall,Inc.Allrightsreserved.*TheBigFiveModel大五人格模型Extraversion外傾性Sociable,talkative,andassertive個(gè)人社交、健談與決斷力

Agreeableness隨和性Good-natured,cooperative,andtrusting

脾氣好、合群，以及可信任

Conscientiousness責(zé)任意識(shí)Responsible,dependable,persistent,andachievementoriented有責(zé)任感、可靠性、毅力及成就導(dǎo)向EmotionalStability情緒穩(wěn)定性Calm,enthusiastic,andsecureortense,nervous,andinsecure冷靜、熱心、安定或緊張、神經(jīng)質(zhì)、不穩(wěn)定的

OpennesstoExperience

經(jīng)驗(yàn)的開(kāi)放性Imaginative,artisticallysensitive,andintellectual想象力、藝術(shù)敏感度、智力16Copyright?2005PrenticeHall,Inc.Allrightsreserved.*OtherPersonalityInsights其它人格觀點(diǎn)LocusofControl控制點(diǎn)Externallocus外控傾向:personswhobelievethatwhathappenstothemisduetoluckorchance(theuncontrollableeffectsofoutsideforces).Internallocus內(nèi)控傾向:personswhobelievethattheycontroltheirowndestiny.Machiavellianism(Mach)馬基維利主義（權(quán)謀主義）Thedegreetowhichanindividualispragmatic,maintainsemotionaldistance,andseekstogainandmanipulatepower—”theendsjustifythemeans”.崇尚務(wù)實(shí)主義、保持情緒穩(wěn)定，并且相信結(jié)果決定手段，亦即“如果這樣行得通，就用這個(gè)做法”17Copyright?2005PrenticeHall,Inc.Allrightsreserved.*OtherPersonalityInsights(cont’d)Self-Esteem(SE)自尊Thedegreetowhichpeoplelikeordislikethemselves

人們喜歡自己或不喜歡自己的程度

HighSEs高度自尊者Believeinthemselvesandexpectsuccess.認(rèn)為自己擁有足以成功的能力Takemorerisksanduseunconventionalapproaches.在工作選擇上愿意承擔(dān)較高的風(fēng)險(xiǎn)，也較愿意選擇非一般性的工作AremoresatisfiedwiththeirjobsthanLowSEs.

更滿意自身的工作LowSEs低度自尊者

Aremoresusceptibletoexternalinfluences.受外在因素影響的程度高Dependonpositiveevaluationsfromothers.仰賴他人給予正面的價(jià)值肯定

AremorepronetoconformthanhighSEs.

更傾向?qū)で笏说恼J(rèn)可18Copyright?2005PrenticeHall,Inc.Allrightsreserved.*OtherPersonalityInsights(cont’d)Self-Monitoring自我監(jiān)控Anindividual’sabilitytoadjusthisorherbehaviortoexternal,situationalfactors.個(gè)人調(diào)整自我行為以適應(yīng)外在環(huán)境因素的能力Highself-monitors高度自我監(jiān)控者:Aresensitivetoexternalcuesandbehavedifferentlyindifferentsituations.對(duì)于外在變化極具敏感性，并且可以在不同的環(huán)境中采取不同的行為Canpresentcontradictorypublicpersonaandprivateselves.可以在公領(lǐng)域及私領(lǐng)域之間展現(xiàn)完全不同的行為L(zhǎng)owself-monitors低度自我監(jiān)控者：

Donotadjusttheirbehaviortothesituation.無(wú)法調(diào)整自己的行為

Arebehaviorallyconsistentinpublicandprivate.在公領(lǐng)域和私領(lǐng)域之間展現(xiàn)一致的行為19Copyright?2005PrenticeHall,Inc.Allrightsreserved.*OtherPersonalityInsights(cont’d)Risk-Taking風(fēng)險(xiǎn)承受Thepropensity(willingness)totakerisks.承擔(dān)風(fēng)險(xiǎn)的意愿Highrisk-takerstakelesstimeandrequirelessinformationthanlowrisk-takerswhenmakingadecision.在做決策時(shí)，高度風(fēng)險(xiǎn)承擔(dān)者比低度風(fēng)險(xiǎn)承擔(dān)者花費(fèi)較少的時(shí)間及信息來(lái)做決策Organizationaleffectivenessismaximizedwhentherisk-takingpropensityofamanagerisalignedwiththespecificdemandsofthejobassignedtothemanager.為使組織效益極大化，管理者應(yīng)該試圖滿足愿意承擔(dān)風(fēng)險(xiǎn)的員工與特定工作需求20Copyright?2005PrenticeHall,Inc.Allrightsreserved.*EmotionsandIntelligence情緒智力Emotions情緒Intensefeelings(reactions)thataredirectedatspecificobjects(someoneorsomething)情緒是受到某人或某事刺激時(shí)的立即感受Universalemotions:Anger生氣Fear恐懼Sadness悲傷Happiness快樂(lè)Disgust厭惡Surprise驚訝21Copyright?2005PrenticeHall,Inc.Allrightsreserved.*EmotionsandIntelligenceEmotionalIntelligence(EI)情緒智力Anassortmentofnoncognitiveskills,capabilities,andcompetenciesthatinfluenceaperson’sabilitytosucceedincopingwithenvironmentaldemandsandpressures.一種非認(rèn)知的技能、潛能和素質(zhì)范疇，它影響到一個(gè)人能否成功地面對(duì)環(huán)境的要求與壓力。DimensionsofEI:情緒智力的維度Self-awareness:knowingwhatyou’refeeling自我意識(shí)Self-management:managingemotionsandimpulses自我管理Self-motivation:persistingdespitesetbacksandfailures自我激勵(lì)Empathy:sensinghowothersarefeeling感同身受Socialskills:handlingtheemotionsofothers社會(huì)技能22Copyright?2005PrenticeHall,Inc.Allrightsreserved.*Exhibit14.4Holland’sTypologyofPersonalityandSampleOccupations人格類型與職業(yè)范例Realistic現(xiàn)實(shí)型傾向從事需要技巧、力量與合作的活動(dòng)Investigative研究型喜歡需要思考、組織以及理解的活動(dòng)Social社會(huì)型喜歡幫助或引導(dǎo)他人的活動(dòng)Conventional傳統(tǒng)型喜歡規(guī)范、有秩序、明確的活動(dòng)Enterprising.企業(yè)型喜歡談話式的活動(dòng)，以藉此影響他人、得到權(quán)力Artistic.藝術(shù)型喜歡可以自由表達(dá)創(chuàng)作、不受限制、沒(méi)有規(guī)范的活動(dòng)23Copyright?2005PrenticeHall,Inc.Allrightsreserved.*UnderstandingPersonalityDifferencesPersonality-JobFitTheory(Holland)人格—職業(yè)配合理論Anemployee’sjobsatisfactionandlikelihoodofturnoverdependsonthecompatibilityoftheemployee’spersonalityandoccupation.一位員工對(duì)工作的滿意度以及離職的機(jī)率，取決于性格與工作環(huán)境契合的程度Keypointsofthetheory理論重點(diǎn)：Therearedifferencesinpersonalities.每個(gè)人的性格都有先天差異Therearedifferenttypesofjobs.有各種不同類型的工作

Jobsatisfactionandturnoverarerelatedtothematchbetweenpersonalityandjobforanindividual.在工作環(huán)境和本身性格一致的情況下，工作滿意度和離職率有關(guān)24Copyright?2005PrenticeHall,Inc.Allrightsreserved.*Perception知覺(jué)Perception知覺(jué)Aprocessbywhichindividualsgivemeaning(reality)totheirenvironmentbyorganizingandinterpretingtheirsensoryimpressions.個(gè)體為了對(duì)自己所在的環(huán)境賦予意義而組織和解釋自己的感覺(jué)印象的過(guò)程。Factorsinfluencingperception:知覺(jué)主體——興趣、經(jīng)歷以及期待目標(biāo)——特色、對(duì)比和相似性情境——如地點(diǎn)、時(shí)間、位置，會(huì)引起對(duì)目標(biāo)物的吸引力或轉(zhuǎn)移25Copyright?2005PrenticeHall,Inc.Allrightsreserved.*Exhibit14.5PerceptionChallenges:WhatDoYouSee?26Copyright?2005PrenticeHall,Inc.Allrightsreserved.*27Copyright?2005PrenticeHall,Inc.Allrightsreserved.*HowWePerceivePeople歸因理論歸因理論(attributiontheory)說(shuō)明了我們對(duì)某一特定行為的不同解釋，會(huì)導(dǎo)致我們對(duì)該特定人物的不同判斷發(fā)自內(nèi)在的行為：是個(gè)體能主動(dòng)掌控的外在因素的行為：受外部因素的影響決定行為的因素情況特殊性：不同的情境下有不同的行為團(tuán)體共通性：在相同情境下，每個(gè)人都會(huì)有相同的反應(yīng)個(gè)體一貫性：相同行為的規(guī)律性28Copyright?2005PrenticeHall,Inc.Allrightsreserved.*Exhibit14.6AttributionTheory歸因理論29Copyright?2005PrenticeHall,Inc.Allrightsreserved.*HowWePerceivePeople(cont’d)AttributionTheory(cont’d)Fundamentalattributionerror基本歸因錯(cuò)誤Thetendencytounderestimatetheinfluenceofexternalfactorsandtooverestimatetheinfluenceofinternalorpersonalfactors.當(dāng)在判斷他人行為時(shí)，會(huì)有低估外在因素的影響，以及高估內(nèi)部或個(gè)人因素影響的現(xiàn)象Self-servingbias自我服務(wù)偏差Thetendencyofindividualstoattributetheirsuccessestointernalfactorswhileblamingpersonalfailuresonexternalfactors.個(gè)人傾向于把成功歸因于自己的能力或努力等內(nèi)部因素，卻將失敗歸因于運(yùn)氣不佳等外部因素30Copyright?2005PrenticeHall,Inc.Allrightsreserved.*ShortcutsUsedinJudgingOthersAssumedSimilarity假設(shè)相似Assumingthatothersaremorelikeusthantheyactuallyare.假設(shè)每個(gè)人都和我們一樣，而非他們實(shí)際的樣子Stereotyping刻板印象Judgingsomeoneonthebasisofourperceptionofagroupheorsheisapartof.將觀察對(duì)象列入某一特定族群，并以此來(lái)判斷其性格HaloEffect月暈效應(yīng)Formingageneralimpressionofapersononthebasisofasinglecharacteristicofthatperson判斷某人的依據(jù)是以其單一特征來(lái)評(píng)斷31Copyright?2005PrenticeHall,Inc.Allrightsreserved.*Learning學(xué)習(xí)Learning學(xué)習(xí)Anyrelativelypermanentchangeinbehaviorthatoccursasaresultofexperience.由經(jīng)驗(yàn)所導(dǎo)致較長(zhǎng)期性的行為改變Almostallcomplexbehaviorislearned.幾乎所有復(fù)雜的行為都是學(xué)習(xí)而來(lái)的Learningisacontinuous,life-longprocess.學(xué)習(xí)是持續(xù)且一輩子的過(guò)程Theprinciplesoflearningcanbeusedtoshapebehavior利用學(xué)習(xí)原理可以塑造行為Theoriesoflearning:

學(xué)習(xí)理論OperantconditioningSociallearning社會(huì)學(xué)習(xí)32Copyright?2005PrenticeHall,Inc.Allrightsreserved.*Learning(cont’d)OperantConditioning操作性條件反射

(B.F.Skinner)Thetheorythatbehaviorisafunctionofitsconsequencesandislearnedthroughexperience.操作性條件反射理論認(rèn)為結(jié)果會(huì)影響一個(gè)人的行為，而且是透過(guò)經(jīng)驗(yàn)而習(xí)得Operantbehavior:voluntaryorlearnedbehaviors操作性反射行為：行為是自發(fā)和學(xué)習(xí)而來(lái)Behaviorsarelearnedbymakingrewardscontingenttobehaviors.透過(guò)行為表現(xiàn)的獎(jiǎng)賞而習(xí)得行為Behaviorthatisrewarded(positivelyreinforced)islikelytoberepeated.正面獎(jiǎng)賞的行為是可以重復(fù)發(fā)生

Behav