1、Module B,This multimedia product and its contents are protected under copyright law. The following are prohibited by law: any public performance or display, including transmission of any image over a network; preparation of any derivative work, including the extraction, in whole or in part, of any i

2、mages; any rental, lease, or lending of the program.,Social Psychology Goes to Work: Applying Social Psychology to Work Settings and Entrepreneurship,Copyright 2006, Allyn and Bacon,Copyright 2006, Allyn and Bacon,Social Psychology Goes to Work,Work-Related Attitudes: The Nature and Effects of Job S

3、atisfaction Organizational Citizenship Behavior: Prosocial Behavior at Work Leadership: Influence in Group Settings The Social Psychology of Entrepreneurship,Copyright 2006, Allyn and Bacon,Social Psychology Goes to Work,Industrial-Organizational Psychologistsspecialize in studying all forms of beha

4、vior and cognition in work settings,Copyright 2006, Allyn and Bacon,Work-Related Attitudes,Job satisfactionattitudes individuals hold concerning their jobs The causes of job satisfaction Organizational factors Being the only member of their ethnicity in the workplace is a concern for ethnic minority

5、 workers. Personal factors The influence of genetic factors on personality Result is that job satisfaction is very stable over time and jobs.,Copyright 2006, Allyn and Bacon,Work-Related Attitudes,Copyright 2006, Allyn and Bacon,Work-Related Attitudes,The effects of job satisfaction Job satisfaction

6、 is only weakly correlated to job performance. Many jobs do not allow for variations in performance. Many other factors influence job performance. Job satisfaction may be a result of good job performance rather than a cause of it.,Copyright 2006, Allyn and Bacon,Organizational Citizenship Behavior,O

7、rganizational Citizenship Behavior (OCB)people helping each other at work that is not a required part of their jobs It is performed voluntarily without external rewards. Five categories of OCB Altruism (helping others perform their jobs) Conscientiousness (doing more than is required) Civic virtue (

8、showing concern for the organization) Sportsmanship (displaying tolerance) Courtesy (preventing interpersonal conflicts),Copyright 2006, Allyn and Bacon,Organizational Citizenship Behavior,What factors are related to helping at work? Belief that one is being treated fairly according to the principle

9、s of distributive, procedural, and interactional justice (trust in ones boss and the organization) Also influences how much employees are willing to help customers, as well as coworkers Reciprocity (trading favors) The outcome may depend on if one is giving or receiving a favor. Employees perception

10、s regarding the breadth of their jobs Strong organizational commitment (attitudes toward the organization),Copyright 2006, Allyn and Bacon,Attitudes and Helping at Work,What are your thoughts? Have you been an employee in a work environment in which job satisfaction was low? If so, what factors were

11、 responsible for creating the low levels of job satisfaction? Did you or your coworkers engage in any behaviors indicative of feeling dissatisfied with your jobs? If so, what were these behaviors? What are ways that employers can increase the amount of organizational citizenship behavior shown by th

12、eir employees?,Copyright 2006, Allyn and Bacon,Leadership,Leadershipthe process though which one member of a group (its leader) influences other group members toward attainment of shared group goals,Copyright 2006, Allyn and Bacon,Leadership,Why do some people become leaders? Great Person Theory of

13、Leadershipleaders possess certain traits that set them apart from other persons and that are possessed by all leaders no matter where or when they live Recent research shows that leaders do differ from others. Leaders tend to possess the following traits: Drive, self-confidence, creativity, leadersh

14、ip motivation, and a high level of flexibility Regarding the “Big Five” dimensions of personality, leaders tend to be high in extraversion, openness to experience, and agreeableness.,Copyright 2006, Allyn and Bacon,Leadership,What do leaders do? Initiating Structure (production orientation)a key dim

15、ension of leader behavior in which leaders are primarily concerned with getting the job done Consideration (person orientation)a key dimension of leader behavior in which leaders focus on establishing good relations with their subordinates and on being liked by them Leaders who are high on both dime

16、nsions may be superior leaders. Other dimensions of leader behavior Autocratic (makes all decisions) versus participative dimension Directive (micro-manage) versus permissive dimension The best style of behavior depends on the situation,Copyright 2006, Allyn and Bacon,Leadership,Copyright 2006, Ally

17、n and Bacon,Leadership,Transformational Leadersleaders who, because of several characteristics, exert profound effects on their followers Viewed as being charismatic, which is a result of demonstrating: Idealized influence, inspirational motivation, intellectual stimulation, and individualized consi

18、deration Also show high levels of self-confidence, excellent communication skills, an exciting personal style, and are skilled at impression management These leaders wield great influence over many people. Followers become more dependent on these leaders while at the same time they feel more empowered because of them.,Copyright 2006, Allyn and Bacon,Leadership,Transactional Leadersleaders who direct their groups by rewarding them for desired behavior, by taking action to correct mistakes or departures from existing rules, and who generally strengthen existing structures and s