Organisational behaviour Tumelo L. Matjekane 2009 The basics of organisational behaviour Values Personality and personal traits Exist in people at deeper psychological level Relatively permanent set of psychological characteristics that create, guide and monitor human behaviour Instrumental values Terminal values Achievement Social status Family safety Equality Prosperity Wisdom Friendship Freedom etc Ambition Competence Cleanliness Courage Intelligence Self-control Politeness etc Locus of control Machiavellian personality External Internal Personal achievement More comfortable with change Act quickly to cut career losses Researches prospective employer Implications of global organisation Be open-minded Don’t pre-judge others business customs as immoral Avoid rationalising questionable actions Search for legitimate ways to operate within others ethical points of view Refuse to do business when stakeholders actions violate the law Conduct business as openly and honestly as possible Search diligently for new knowledge Act quick High mach Low mach Manipulation Eg. Jeffrey Skilling, Kenneth Lay (Enron) Socially acquired needs McCLELLAND Extroversion and introversion External stimulation vs internal stimulation Need for power Need for achievement Job satisfaction Employee work attitudes Need for affiliation Facets of job satisfaction Satisfaction with work itself Satisfaction with pay Satisfaction with fellow workers Satisfaction with supervision Satisfaction with promotion Determinants Years in career Expectations Organisational determinants Ø Supervision Ø Job challenge Ø Job clarity Ø Incentives Job satisfaction and performance Consequences Improves resistance to job stress Mental and physical health Low absenteeism Low employee turnover © Tumelo L Matjekane | 2009 Extrinsic and intrinsic rewards Measurements JDI Minesota satisfaction questionnaire P