管理学教材罗宾斯英文原版指南14

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1. INTRODUCTION.

This chapter looks at a number of factors that influence employee behavior and what the implications are for managers.

2. WHY LOOK AT INDIVIDUAL BEHAVIOR?

Behavior is defined as the actions of people. Organizational behavior is the study of the actions of people at work. One of the challenges in OB is understanding issues that aren’t obvious because the organization is like an iceberg with its hidden aspects. (See Exhibit 14.1 on p. 370.)

A. Focus of Organizational Behavior.

Organizational behavior focuses on two major areas.

1. Individual behavior

2. Group behavior

B. The goals of OB are to explain, predict, and influence behavior.

3. ATTITUDES.

Attitudes are defined as evaluative statements concerning objects, people, or events.

A. There are three components of attitudes.

1. The cognitive component of an attitude is the beliefs, opinions, knowledge, or

information held by a person.

2. The affective component of an attitude is the emotional or feeling segment of

an attitude.

3. The behavioral component of an attitude is an intention to behave in a certain

way toward someone or something.

B. Managers are particularly interested in job-related attitudes that employees have.

Job-related attitudes include the following.

1. Job satisfaction is a person’s general attitude toward his or her job.

2. Job involvement is the degree to which an employee identifies with his or her

job, actively participates in it, and considers his or her job performance important

to his or her self-worth.

3. Organizational commitment is an employee’s o rientation toward the

organization in terms of his or her loyalty to, identification with, and involvement

in the organization.

4. A fourth job-related concept is organizational citizenship behavior,which is

the discretionary behavior that is not part of an employee’s formal job

requirements, but promotes the effective functioning of the organization.

C. Attitudes and Consistency.

Research has generally shown that people seek consistency among their attitudes and between their attitudes and their behavior.

D. Does the consistency principle mean that we can predict an individual’s behavior if we

know his or her attitude on a subject? The answer depends.

1. The theory of cognitive dissonance—any incompatibility between two or more

attitudes or between behavior and attitudes—was developed by Leon Festinger.

2. Cognitive dissonance refers to any inconsistency that an individual might

perceive between attitudes or between behavior and attitudes.

3. This dissonance or inconsistency leads to an uncomfortable state for the

individual who will try to reduce the inconsistency.

4. The desire to reduce dissonance is determined by (a) the importance of the

factors creating the dissonance, (b) the degree of influence the individual believes

he or she has over those factors, and (c) the rewards that may be involved in

dissonance.

5. Individuals reduce dissonance by changing behavior, concluding that the

dissonant behavior isn’t so impo rtant after all, or change the attitude.