MGMT1001 Chapter Notes - Chapter 4: Organizational Behavior, Iceberg, Absenteeism
Organisational Behaviour
1. The concept of organisation as an iceberg → understanding the importance of
organisational behaviour
Organisational behaviour: the actions of people at work.
Like an iceberg, organisation has a small visible dimension and a much larger hidden
portion.
Organisational behaviour provide managers insights into these important, but hidden
aspects of the organisations.
2. Focus and Goals of OB
Focus: individual behaviour (perceptions, attitudes, personality, learning, motivation),
group behaviour (norms, roles, team building, leadership and conflict), and
organisational aspects.
Goals: explain, predict, and influence (employees’) behaviour
3. 6 Important Employee Behaviours
• Employee productivity: a performance measure of both efficiency and
effectiveness → managers want to know what factors will influence employee
effectiveness and efficiency
• Absenteeism: the failure to report to work → in Australia the average number
of days absent is 8.9 days per employee per annum.
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• Turnover; voluntary and involuntary permanent withdrawal from an
organisation→ it can be a problem because of increased recruiting, selection,
training costs and work disruptions. Managers want to minimise this as much
as possible especially among high-performing employees and those difficult to
replace.
• Organisational citizenship behaviour: discretionary behaviour that is not part
of an employee’s formal job requirements, but that nevertheless promotes the
effective functioning of the organisation. Examples: volunteer work
• Job satisfaction: an employee’s general attitude towards his or her job→
satisfied employees are more likely to show up for work and to stay with an
organisation
• Workplace misbehaviour: any form of intentional behaviour that has negative
consequences for the organisation or individuals within the organisation
4. 3 Components of Attitudes
a. Cognitive component: beliefs, opinions, knowledge, and information held by a
person
b. Affective component: emotional or feeling part
c. Behavioural component: an intention to behave in a certain way towards someone
or something
Managers are interested in job related attitudes: job satisfaction, job involvement,
organisational commitment and employee engagement.
5. 4 Job Related Attitudes
a. Job satisfaction: an employee’s general attitude towards his or her job→ satisfied
employees are more likely to show up for work and to stay with an organisation
b. Job involvement: the degree to which an employee identifies his or her job,
actively participates in it, and consider his or her job performance to be important
to self-worth
c. Organisational commitment: the degree to which an employee identifies with a
particular organisation and its goals, and wishes to maintain membership in the
organisation
d. Employee engagement: employees being connected to, satisfied with and
enthusiastic about their jobs
6. The impact of job satisfaction has on employee behaviour
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Document Summary
Organisational behaviour: the concept of organisation as an iceberg understanding the importance of organisational behaviour. Organisational behaviour: the actions of people at work. Like an iceberg, organisation has a small visible dimension and a much larger hidden portion. Organisational behaviour provide managers insights into these important, but hidden aspects of the organisations: focus and goals of ob. Focus: individual behaviour (perceptions, attitudes, personality, learning, motivation), group behaviour (norms, roles, team building, leadership and conflict), and organisational aspects. Managers with high self-monitoring tend to be more mobile in their careers. People with high self-monitoring engage in impression management: risk taking high risk taking managers tend to make decisions more quickly than the low risk taking manager. Decision accuracy is the same for the 2 groups. High risk-taking employees is good for a specific type of job (good for sales and bad for accounting jobs: other: proactive personality, resilience, impact of emotions and emotion intelligence on behaviour.
