MID 3(A) ORGANIZATIONAL BEHAVIOUR

UNIT I
Introduction and Individual Behaviour - Organisational Behaviour –
concepts – determinants - challenges and opportunities of OB.
Contributing disciplines of OB. Organisational Behaviour – Models –
Personality - Type A and B - Big Five personality types Factors
influencing personality - Values and Attitudes Concept – types –
Terminal value – Instrumental Value – Components – job related attitudes
– Learning – Concept –Learning theories – reinforcement – Perception –
Emotions - Concept Perceptual process - Importance - Factors
influencing –perception- Emotional Intelligence.
ORGANIZATIONAL BEHAVIOUR: CONCEPT
“Organizational behavior is directly concerned with the understanding,
prediction, and control of human behavior in organizations.” Fred
Luthans.
Keith Davis said that, “Organizational Behavior is the study and
application of knowledge about how people act within organization.”
Organizational Behavior (OB) is influenced by a variety of factors that
can be grouped into individual, group, and organizational levels. Here’s
a breakdown of the key determinants:
DETERMINANTS OF OB
1. Individual factors
 Personality Traits: Traits like openness, conscientiousness,
extraversion, agreeableness, and emotional stability can influence
how individuals behave and interact in the workplace.
 Perceptions and Attitudes: How individuals perceive their work
environment and their attitudes toward their job and colleagues
can affect their behavior.
 Motivation: Different motivational theories (e.g., Maslow's
hierarchy of needs, Herzberg's two factor theory) explain how
various needs and goals influence behavior.
 Skills and Abilities: An individual’s competence in performing job
related tasks impacts their performance and behavior.
 Values and Belief: Personal values and beliefs shape how
individuals approach their work and interact with others.

2. Group Factors
Group Dynamics: The ways in which people interact within a group,
including roles, norms, and cohesion, influence behavior.
  Leadership: Leadership style and effectiveness play a significant
role in shaping group behavior and organizational culture.
 Communication Patterns: Effective communication within a
group can enhance performance and reduce conflicts.
 Teamwork and Collaboration: The ability of a group to work
together harmoniously impacts overall organizational
effectiveness.
3. Organizational Factors
Organizational Culture: Shared values, beliefs, and norms within an
organization influence employees' behaviors and attitudes.
 Structure and Design: The way an organization is structured
(e.g., hierarchy, division of labor) affects how work is performed
and how employees interact.
 Policies and Procedures: Organizational rules and policies guide
behavior and ensure consistency in how tasks are performed.
 Reward Systems: How rewards and recognition are administered
can motivate employees and influence their behavior.
 Work Environment: Physical conditions and the overall work
atmosphere can impact employee satisfaction and productivity.
4. External Factors
 Economic Conditions: Economic factors can influence
organizational behavior through changes in job security, salaries,
and market conditions.
 Social and Cultural Influences: Societal norms and cultural
expectations can shape behaviors and attitudes in the workplace.
 Legal and Ethical Standards: Legal requirements and ethical
considerations affect organizational policies and employee
conduct.

CHALLENGES AND OPPORTUNITIES OF OB.

Organizational Behavior (OB) presents both challenges and
opportunities for organizations striving to improve performance and
employee satisfaction. Here’s a closer look at both:
1. Managing Diversity:
Challenge: Navigating and integrating diverse backgrounds,
perspectives, and cultures can lead to conflicts and misunderstandings.
Opportunity: Leveraging diversity can foster innovation, creativity,
and a more inclusive work environment.
2. Employee Motivation:
Challenge: Motivating employees, especially in a dynamic work
environment with varying needs and expectations, can be complex.
 Opportunity: Understanding different motivational drivers allows for
the development of tailored incentive programs and better alignment
with individual goals.
3. Change Management:
Challenge: Implementing organizational change can be met with
resistance and uncertainty.
Opportunity: Effective change management practices can lead to
smoother transitions, increased adaptability, and the ability to seize new
opportunities.
4. Conflict Resolution:
Challenge: Conflicts between employees or teams can disrupt
productivity and morale.
Opportunity: Properly managed conflicts can lead to improved
communication and stronger team dynamics.
5. Work Life Balance:
Challenge: Balancing employees' work demands with their personal
lives can be difficult, especially in high pressure environments.
Opportunity: Promoting work life balance can enhance employee well
being, reduce burnout, and increase job satisfaction.
6. Leadership Development:
Challenge: Developing effective leaders who can inspire and guide
their teams is a continual challenge.
Opportunity: Investing in leadership development can result in more
effective management, improved team performance, and a stronger
organizational culture.
7. Employee Engagement:
Challenge : Keeping employees engaged and committed to their
work can be difficult, especially in repetitive or monotonous roles.
Opportunity : High levels of engagement lead to greater
productivity, lower turnover, and a more positive work environment.

CONTRIBUTING DISCIPLINES OF OB.

Organizational behavior is a multidisciplinary subject because it has
borrowed concepts and theories from other fields like Psychology,
Sociology, Political science, Anthropology, Economics, Technology,
Environmental science, and science. Organizational behavior is
basically an applied behavioral science.
Psychology:
 The term 'psychology' originates from the Greek language
'Psyche' meaning 'soul' or 'heart' and Organizational behavior is
a scientific field that explores human behavior mainly
concerned with the psychology of the individuals.
  Industrial psychology can be defined as “Industrial Psychology is
a scientific study of employees, workplaces, organizations and
Organizational behavior. Industrial psychology is also known as
work psychology, Organizational psychology.
 Industrial psychology helps in improving the workplaces,
satisfaction and motivation levels of the employees, and helping
the overall productivity of the organization.”

Psychology

Economics Sociology

Anthropology Science

Organizational
Behaviour

Political
Medicine
science

Engineering Technology

Sociology:
 According to Dictionary of the social sciences, sociology is “the
study of society, patterns of social relationships, social
interaction, and culture that surrounds everyday life.” From the
definition it is very much clear that sociology also has a major
impact on the study of Organizational behavior.
 Max Weber defines sociology as, “a science which attempts the
interpretive understanding of social action in order thereby to
arrive at a causal explanation of its course and effects.”
Anthropology:
 According to Britannica, “the science of humanity, which studies
human beings in aspects ranging from the biology and
evolutionary history of Homo sapiens to the features of society
and culture that decisively distinguish humans from other animal
species.”
 Therefore, Anthropology deals with the relationships between
people and their environment and anthropology contributes to
understanding the cultural impact on Organizational behaviour,
the impact of value structures, expectations, emotions, unity and
interaction.
Political Science
 Political science has some fascinating implications in researching
Organizational behavior as it helps in understanding how and why
people gain control, political actions, decision making, conflict,
interest group activity and creation of coalitions. And the same is
also true of major areas of Organizational behaviour.
 It has been stated many times that political parties and
government are actively active in many of the activities of the
ORGANIZATION.
Economics
 Lionel Robbins stated the term economics as, “the science which
studies human behaviour as a relationship between ends and
scares means which have alternative uses.”
 Economics tackles the problem of fear resources and limitless
uses or restricted resources and infinite desires. In addition to
this, we studied the growth, distribution, and consumption of
goods and services in economics.
 And studying different economic subfields helps to illustrate the
Organizational actions in a very useful way such as understanding
the dynamics of the labor market, efficiency, human resource
planning and forecasting, and cost benefit analysis.
Science:
Scientific approaches are the foundation of organization's actions.
Organizational behavior is based on the systematized analysis of
data, actions, their relationships and predictions. New research
methods help to learn modern analytical tools and techniques and to
apply them.
Technology:
 Technological progress often impacts employee behaviour.
Because we live in an era of information technology in which
technology plays a very important role.
 To understand the Organizational actions, the study of
technological development becomes important because people
are affected by technological growth. Technology influences
consumer behaviour, manufacturing practices, and storage and
distribution activities. To match the pace people need to be
educated and/or technically qualified about technological
development.
Engineering:
Engineering too plays significant role in the study of Organizational
behavior. Certain topics are very common in both engineering as well
as Organizational behavior.
Medicine:
 Medicine has a link to researching human behavior in the
workplace, as stress has become a very common issue in
organizations as well as in people employed in organizations.
 To control the causes and consequences of stress, since it is
important for the well being of both the individual and the
organizations. Medicine helps with treating emotional disorders as
well as emotional related problems.
MODELS OF OB
Each model of OB reflects different assumptions about employee
behavior and management practices, ranging from control and directive
to collaborative and participative approaches.
1. Autocratic
2. Custodial
3. Supportive
4. Collegial.

Autocratic Model
 In the autocratic model there is managerial orientation toward
power. Managers see power as the only way to get the job done,
and employees are forced to obey orders which lead to high
boss dependence.
  The model is largely based on the “Theory of X assumptions of
McGregor is where the human beings are taken inherently
distasteful to work and try to avoid responsibility”.
 In this model employees are closely and strictly supervised in
order to attain desired performance. Employees are supposed to
obey the order of the managers and there is no place for
employee's suggestion in this model which sometimes result in
minimal performance.
Custodial Model
 Under this model, the key goal relating to management is to use
money or resources to support workers.
 Employee works towards security attainment and in return
organization uses the organization's economic resources to
benefit the organization's employees which lead to high employee
dependence on organization.
 Employees in this model feel satisfied when working and their
performance level is a little higher than the autocratic
Organizational model but overall performance is not that
good.
 This model is similar to the more satisfying and dissatisfying
Herzberg theory.
Supportive Model
 In this supportive model mangers are very supportive towards
employees. Here Managerial leadership is the key criterion of
Organizational behavior, rather than using money or influence
or authority.
 The main goal is to assist employees in achieving results with the
aid of employee involvement and participation in managerial
decision making process.
Collegial Model
 This model is an extension of the positive model. Within this
model all actors work for a common target.
 Collegial meaning implies a community of shared intentioned
individuals. Therefore, in collegial model, suggests the concept of
a partnership in which a high degree of understanding is
established between the two in order to accomplish common
objectives.
  This model requires less guidance and control from the side of
management. And the organization's environment is so favorable
that Regulation is essentially carried out by team members by self
discipline.
 Collegial model is more useful where there is flexibility in
behaviour, an intellectual environment and considerable freedom
of employment.
These OB models are based on the individual characteristics
and how they could perform better. One model cannot be adapted
in all situations and at all stages and managers cannot assume
that a particular model is best suited for all purposes and all
situations.

PERSONALITY: MEANING AND DEFINITION

Personality is a term derived from the Latin word 'persona' which
means mask or dress up. This is a mix of certain characteristics or
qualities which define the character of a person.
Definition
According to G W Allport, “Personality is the dynamic organization
within the individual of those psychophysical systems that determines
his unique adjustment to his environment.”
According to R. B. Cattell, “Personality is that which permits a
prediction of what a person will do in a given situation.”
According to Hogan, “Personality refers to the relatively stable
pattern of behaviors and consistent internal states that explain a
person’s behavioral tendencies.”
THE BIG FIVE PERSONALITY MODEL
 The big five model of personality or popularly known as the ‘Big
Five’ is a part of ‘Trait theories of Personality’. Earlier trait
theories illustrated variety of possible traits.
 The big five personality model describes the essential traits that
are the fundamentals of personality of a person. Curiously, all five
personality variables indicate a variation between two extremes,
i.e. high or low. The five factors of this model or fives traits of the
personality are:
1. Agreeableness
2. Extraversion
3. Conscientiousness
4. Neuroticism
5. Openness to experiences
A brief description of the above five factors are as follows:
1. Agreeableness: It applies to one person's willingness to get
along with others. The trait is characterized by confidence,
collaboration, compassion and empathy. Those who are highly
agreeable value harmony more than just having a say or a way.
They're cooperative, and trust other people. People who concentrate
more on their own needs than on acceptability needs of those who are
weak.
2.Extroversion: It represents the degree of comfort a person has with
relationships. Extroverts are sociable, talkative, assertive and open to
new relations. Introverts are less sociable, less talkative, less assertive,
and more reticent about beginning new relationships.
3. Conscientiousness: This trait refers to the number of targets a
person is focusing on. At one point, a person of high conscience
focuses on very few goals. Such individuals are believed to appear to
be well organized, cautious, responsible, self disciplined, and
centered. A person with low conscientiousness tends to be less
concentrated, and at one time may seek to accomplish several goals.
4. Neuroticism or Emotional stability: This personality trait
centers on the ability of an individual to cope with stress. Emotionally
stable individuals tend to be calm, enthusiastic and secure. The
emotionally unstable person, on the contrary, appears to be anxious
and deprived with insecurities.
5. Openness to Experiences: Creativity and innovation intrigue
especially transparent humans. They 're willing to listen to new ideas in
 reaction to new knowledge, and change their own ideas, beliefs and
attitudes. At the other hand, those with low levels of transparency
tend to be less inclined towards new ideas and less likely to change
their minds, respectively. These do seem to be less adventurous and
have less and fewer focused interests.
The “Big Five” framework is considered valuable for managers as study
of these personality dimensions give them with the power to predict
the behavior of individuals in certain situations.
However, there are many demographic, cultural, and environmental
factors that influence the Big Five traits. These factors should be taken
into consideration while taking decisions based on The Big Five
Personality dimensions.
FACTORS INFLUENCING PERSONALITY
1. Genetic Factors
Heredity : Genetic inheritance plays a significant role in
determining basic personality traits. Studies suggest that traits such as
temperament and predispositions can be influenced by genetics.
Biological Dispositions : Factors like brain structure and
neurochemical levels can influence personality traits, such as
emotional stability and extroversion.
2. Environmental Factors
Family Environment : The family dynamic, including parenting
style, family values, and sibling relationships, significantly impacts
personality development. Early experiences with caregivers can shape
core personality traits.
Culture and Society : Cultural norms and societal expectations
affect personality traits and behaviors. Different cultures emphasize
varying values and behaviors, influencing personality development.
Peer Influences : Peer relationships and social interactions
during childhood and adolescence can shape personality, affecting
traits like social confidence and assertiveness.
3. Life Experiences
Education and Learning : Educational experiences and
intellectual development contribute to personality traits such as
openness to experience and curiosity.
Significant Life Events : Major life events, such as trauma,
success, or failure, can lead to changes in personality traits. For
instance, overcoming adversity can enhance resilience and
 adaptability.
Career Experiences : Professional experiences and career
choices can influence traits such as ambition, leadership style, and
work ethic.
4. Psychological Factors
Self Concept and Self Esteem : An individual’s self
perception and self esteem can impact their behavior and personality.
High self esteem often correlates with confidence, while low self
esteem may lead to more introverted behaviors.
Cognitive Patterns : Thought processes, including attitudes,
beliefs, and values, shape how individuals interpret experiences and
influence their personality traits.
5. Biological and Physical Factors
Health and Physical Well being : Physical health and chronic
illnesses can affect mood and behavior, influencing aspects of
personality like resilience and optimism.
Neurobiological Factors : Brain chemistry and
neurotransmitter levels can impact emotional regulation and
personality traits such as emotional stability and extraversion.
6. Socialization Processes
Social Learning : Observational learning and imitation of role
models or significant figures in one’s life can shape personality traits.
Social learning theories suggest that people develop personality
characteristics by mimicking behaviors they observe.
Social Roles : The roles individuals play in their social contexts
(e.g., parent, friend, professional) influence their personality traits and
behaviors.
TYPE A AND TYPE B PERSONALITY
The Type A and Type B personality types are concepts
introduced by cardiologists Meyer Friedman and Ray Rosenman in the
1950s. These types were originally used to explore their potential link
to coronary heart disease, but they also offer insights into behavioral
patterns and stress responses. Here’s an overview of each type:
Type A-Personality
 Characteristics:
 Competitive : Type A individuals are highly competitive and
strive to achieve goals. They often have a strong desire to
 outperform others.
 Time Urgency : They tend to have a sense of urgency and
often feel pressured by time, leading to a fast paced approach
to tasks.
 High Stress : Type A personalities are more likely to
experience stress and frustration, which can sometimes lead to
aggression or hostility.
 Goal Oriented : They are focused on success and
achievement, often setting high standards for themselves and
others.
 Impatience : Type A individuals may exhibit impatience and
intolerance for delays or inefficiencies.
 Hard Driving : They are characterized by a constant drive to
accomplish more, often leading to workaholic tendencies.
 Potential Benefits:
 High Achievement : Their ambition and drive can lead to
significant career and personal achievements.
 Leadership Skills : Type A individuals often take on leadership
roles due to their assertiveness and decisiveness.
 Potential Downsides:
 Stress Related Health Issues : The high levels of stress
associated with Type A personalities can contribute to health
problems, such as cardiovascular disease.
 Interpersonal Conflicts : Their competitive nature and
impatience can sometimes lead to conflicts with others.

Type B Personality
 Characteristics:
 Relaxed: Type B individuals are generally more relaxed and
less driven by time pressures.
 Easygoing: They tend to be more laid back and are not as
easily upset by delays or obstacles.
 Less Competitive: They are less concerned with competition
and more focused on enjoying activities and life.
 Patient : Type B personalities usually exhibit patience and
tolerance, making them easier to work with in collaborative
 settings.
 Balanced : They often have a more balanced approach to work
and leisure, valuing both equally.
 Potential Benefits:
 Lower Stress Levels : Their easygoing nature often results in
lower levels of stress and a more relaxed approach to
challenges.
 Better Relationships : Type B individuals may experience
fewer conflicts and have better interpersonal relationships due
to their patient and tolerant nature.
 Potential Downsides:
 Lower Drive : Their less competitive and less urgent approach
might lead to slower career progress or less ambition in certain
areas.
 Potential for Procrastination : The relaxed attitude can
sometimes lead to procrastination or lack of urgency in
completing tasks.

ATTITUDE: MEANING AND DEFINITION

Attitude is important variable in human behavior which helps in a
person’s personality traits i.e. optimistic or pessimistic, negative or
positive etc.
According to Michael Hogg, “An attitude is a negative or positive
evaluation of an object which influences human’s behavior towards
that object”.
Martin Fishbein defined attitude as “An attitude is a learned
predisposition to respond in a favorable or unfavorable manner
towards people, an object, an idea or a situation”.
Attitudes are complex evaluations people hold about various
aspects of life, such as people, objects, events, or issues. They can
significantly influence behavior, decision making, and social
interactions. Here’s an overview of different types of attitudes:

TYPES OF ATTITUDE

1. Positive Attitude
 Characteristics:
Optimism : A tendency to view situations in a positive light,
expecting favorable outcomes.
Enthusiasm : An energetic and enthusiastic approach to tasks
and interactions.
Constructiveness : A focus on solutions and improvements rather
than problems.

Impacts:
Enhanced Well being : Leads to better mental health and overall
well being.
Improved Relationships : Facilitates better interpersonal
relationships and teamwork.
Increased Resilience : Helps individuals cope with challenges and
setbacks more effectively.

2. Negative Attitude

Characteristics:
Pessimism : A tendency to view situations negatively and expect
unfavorable outcomes.
Cynicism : A general distrust or skepticism towards others'
motives and intentions.
Defeatism : An inclination to expect failure and to give up easily.

Impacts:
Reduced Motivation : Can lead to decreased motivation and
productivity.
Strained Relationships : Often results in conflicts and difficulties
in interpersonal relationships.
Health Issues : Associated with higher stress levels and potential
health problems.

3. Neutral Attitude
 Characteristics:
Indifference : Lack of strong feelings or opinions about a
particular subject.
Objective Perspective : Evaluating situations without bias or
emotional involvement.

Impacts:
Lack of Engagement : May result in lower levels of engagement
or interest in activities.
Flexibility : Can be beneficial in situations where impartiality is
required.

4. Ambivalent Attitude

Characteristics:
Mixed Feelings : Holding conflicting or contradictory feelings
towards an object, person, or situation.
Uncertainty : Experiencing indecision or uncertainty about one's
stance or actions.

Impacts:
Inconsistent Behavior : May lead to unpredictable or inconsistent
behavior.
Decision Making Challenges : Can complicate decision making
processes and lead to procrastination.

5. Hostile Attitude

Characteristics:
Aggressiveness : Exhibiting antagonism or hostility towards
others.
Resentment : Holding grudges or harboring ill will.
 Impacts:
Conflict : Often leads to conflicts and strained relationships.
Stress and Tension : Can create a stressful and tense
environment for both the individual and others.

6. Supportive Attitude

Characteristics:
Encouragement : Actively offering support and encouragement to
others.
Empathy : Demonstrating understanding and compassion
towards others' experiences and feelings.

Impacts:
Enhanced Collaboration : Facilitates better teamwork and
cooperative relationships.
Positive Environment : Contributes to a supportive and positive
work or social environment.

7. Defensive Attitude

Characteristics:
Protectiveness : Reacting defensively to perceived threats or
criticisms.
Guardedness : Being cautious and reserved, often due to past
experiences or insecurities.

Impacts:
Barrier to Communication : Can impede open and effective
communication.
Relationship Strain : May create tension or distance in
relationships.

8. Proactive Attitude
 Characteristics:
Initiative : Taking the initiative to make changes or
improvements rather than waiting for things to happen.
Responsibility : Actively seeking solutions and taking
responsibility for outcomes.

Impacts:
Effective Problem Solving : Leads to more effective problem
solving and achievement of goals.
Leadership Potential : Often associated with strong leadership
and management skills.

9. Reactive Attitude

Characteristics:
Response Oriented : Reacting to events or circumstances rather
than taking the initiative.
Adaptability : Adjusting behavior based on external factors rather
than internal drive.

Impacts:
Flexibility : Can be beneficial in dynamic or rapidly changing
environments.
Dependence on External Factors : May result in less control over
outcomes and reduced proactivity.

Understanding these types of attitudes helps individuals and

organizations better manage interactions, improve personal
development, and create more positive environments. Recognizing and
addressing attitudes can lead to more effective communication,
enhanced relationships, and overall improved well being.
COMPONENTS OF ATTITUDE
Famous psychologists, Rosenber, Eagley and Holand provided three
components of Attitude:
 Components of Attitude

Cognitive Affective Behavioral

1. Cognitive component: This component is a combination of ideas,

information, facts and knowledge about a person or an object.
2. Affective component: In this component, it is the feelings or
emotions towards an object or a person which leads to liking or
disliking, favoring or disfavoring.
3. Behavioral component: In this component, it is the behavior
towards the object or a person.
4.
TERMINAL VALUES AND INSTRUMENTAL VALUES

Terminal Values and Instrumental Values are key concepts in the

field of values theory, particularly in the work of psychologist Milton
Rokeach. These concepts help distinguish between the ultimate goals
people seek to achieve (terminal values) and the means or methods
they use to achieve these goals (instrumental values). Understanding
these types of values can provide insight into individual motivations,
decision making, and behavior.

Terminal Values

Definition:
Terminal values are the end goals or desired outcomes that individuals
aspire to achieve in their lives. They represent the ultimate objectives
or life goals that give meaning and direction to one's life.
 Characteristics:
End Goals : These are the final states of existence that people
strive to attain.
Intrinsic Value : Terminal values are valued for their own sake, not
as a means to an end.
Personal Fulfillment : They often reflect deep personal aspirations
and life purposes.

Examples:
Happiness : Seeking a state of contentment and joy.
Success : Achieving a sense of accomplishment and recognition.
Self Respect : Gaining a sense of self worth and dignity.
Peace : Attaining a state of tranquility and harmony.
Freedom : Enjoying independence and autonomy.

Instrumental Values

Definition:
Instrumental values are the means or methods individuals use to
achieve their terminal values. They represent the behaviors, traits, and
practices that are valued because they help attain the ultimate goals.

Characteristics:
Means to an End : These values are considered valuable as they
contribute to achieving terminal values.
Behavioral Focus : They often describe how individuals prefer to act
or the traits they want to develop.
Guidance for Actions : Instrumental values guide behavior and
decision making in pursuit of terminal values.

Examples:
Honesty : Valuing truthfulness and integrity as a means to build
trust and self respect.
Ambition : Demonstrating a strong drive and determination to
achieve success and personal goals.
Compassion : Showing empathy and kindness to others as a way to
foster meaningful relationships and personal fulfillment.
Responsibility : Taking ownership of one’s actions to achieve a
sense of accomplishment and reliability.
Hard Work : Valuing diligence and effort as a way to attain success
and personal growth.

Relationship Between Terminal and Instrumental Values

Interdependence : Instrumental values are instrumental (i.e., they

serve as a means) for achieving terminal values. For example,
someone who values honesty (an instrumental value) may do so
because it helps them achieve self respect and trust (terminal values).
Consistency : An individual’s instrumental values should ideally
align with their terminal values to ensure that their actions and
behaviors support their ultimate life goals.
Motivation : Understanding one’s terminal values helps clarify why
certain instrumental values are important. For instance, a person who
values family happiness (a terminal value) may prioritize spending
quality time with family (an instrumental value).

Applications in Various Contexts

Personal Development : Identifying and understanding one's

terminal and instrumental values can help in setting personal goals
and making life decisions.
Organizational Culture : Organizations can benefit from recognizing
the terminal and instrumental values of their employees to foster a
work environment that aligns with their values and goals.
Conflict Resolution : Understanding the values that drive people’s
behavior can aid in resolving conflicts and finding common ground.

Overall, distinguishing between terminal and instrumental values

provides valuable insights into how individuals prioritize their goals and
the strategies they use to achieve them.\
 JOB RELATED ATTITUDES

Job related attitudes are critical factors in determining an employee's

satisfaction, performance, and overall engagement in the workplace.
These attitudes influence how employees perceive their work
environment, their roles within the organization, and their interactions
with colleagues and management. Here’s a look at some key job related
attitudes:
1. Job Satisfaction

Definition: Job satisfaction refers to the degree to which employees feel

content with their job roles, responsibilities, and working conditions.

Key Aspects:

 Work Content: Satisfaction with the nature of the work itself and
how fulfilling it is.
 Compensation: Contentment with salary, benefits, and rewards.
 Work Environment: Satisfaction with physical working conditions
and resources.
 Career Development: Satisfaction with opportunities for growth
and advancement.

Impact:

 Performance: Higher job satisfaction often correlates with

increased productivity and better work performance.
 Retention: Employees who are satisfied with their jobs are less
likely to leave, reducing turnover rates.
 Engagement: Job satisfaction contributes to higher levels of
employee engagement and commitment.
2. Organizational Commitment

Definition: Organizational commitment refers to the level of an

employee’s attachment and loyalty to their organization.

Key Aspects:

 Affective Commitment: Emotional attachment to the organization,

feeling a strong sense of belonging and alignment with
organizational values.
 Continuance Commitment: The perceived cost of leaving the
organization, such as loss of benefits or seniority.
  Normative Commitment: Feeling obligated to stay with the
organization due to social or moral reasons.

Impact:

 Loyalty: High organizational commitment leads to greater loyalty

and willingness to go the extra mile.
 Job Performance: Committed employees are generally more
motivated and perform better.
 Retention: Strong commitment reduces turnover and improves
employee retention.
3. Job Involvement

Definition: Job involvement is the degree to which an employee

identifies with their job and feels that their work is an integral part of
their self concept.

Key Aspects:

 Identification: How strongly employees see their job as a reflection

of their identity and self worth.
 Engagement: The extent to which employees are absorbed in their
job tasks and roles.

Impact:

 Motivation: High job involvement typically leads to greater

motivation and enthusiasm for work.
 Performance: Employees with high job involvement are often more
productive and proactive in their roles.
 Satisfaction: It contributes to overall job satisfaction and reduces
feelings of alienation or disconnection from work.
4. Work Engagement

Definition: Work engagement refers to the level of enthusiasm and

dedication an employee has towards their work.

Key Aspects:

 Vigor: High levels of energy and mental resilience while working.

 Dedication: A sense of significance, pride, and inspiration related
to one's work.
  Absorption: Being fully concentrated and deeply engrossed in work
tasks.

Impact:

 Performance: Engaged employees are more likely to deliver high

performance and exceed expectations.
 Well being: Engagement is linked to lower levels of burnout and
higher overall well being.
 Creativity: Engaged employees are more likely to contribute
innovative ideas and solutions.
5. Work Life Balance

Definition: Work life balance is the ability to effectively manage work

responsibilities while maintaining a healthy personal life.

Key Aspects:

 Time Management: Balancing time between work and personal

activities.
 Flexibility: The availability of flexible working arrangements that
accommodate personal needs.
 Stress Management: Ability to manage work related stress
without negatively impacting personal life.

Impact:

 Satisfaction: Achieving a good work life balance leads to greater

job satisfaction and personal happiness.
 Productivity: Balanced employees are often more productive and
less prone to burnout.
 Retention: Organizations that promote work life balance tend to
attract and retain top talent.
6. Perceived Organizational Support

Definition: Perceived organizational support is the degree to which

employees believe that their organization values their contributions and
cares about their well being.

Key Aspects:

 Recognition: Employees feel that their efforts and achievements

are acknowledged and valued.
  Support: Access to resources and assistance from the organization.
 Fairness: Perception of fair treatment and equitable practices
within the organization.

Impact:

 Job Satisfaction: Higher perceived organizational support

contributes to greater job satisfaction.
 Commitment: Employees are more likely to exhibit higher levels of
organizational commitment.
 Performance: Positive perceptions of organizational support can
enhance work performance and morale.

Understanding and addressing these job related attitudes can help

organizations create a more positive work environment, enhance
employee satisfaction and performance, and ultimately drive
organizational success.

LEARNING: MEANING AND DEFINITION

Meaning of Learning in OrganizationalBehavior
Learning is the process of attaining new or modified knowledge and
skills. Change in existing behavior because of new knowledge, skill or
training is known as learning. The change should be permanent means
there should be significant change in behavior before and after
acquiring some knowledge or skill and the change must be because of
certain kind of experience or training.
Definitions:
In the words of Gestalt’s,“the basis of learning is to gain knowledge
after observing the whole structure. Responding towards the entire
situation is learning.”
Kurt Lewin said that, “The learning as the direct cognitive organization
of a situation. Motivation has a significant role &place in learning.”
Woodworth said that,“The process of acquiring new knowledge and
new responses is the process of learning.”
According to G.D. Boaz(1984) “Learning is the process by which
the individuals acquires various habits, knowledge, and attitudes that
are necessary to meet the demands of life, in general.”
According to Cronbach,“Leaning is shown
 by a change in behavior as a result
of experience.”Pavlov has said, “Learning is habit formation
resulting from conditioning.”
Zalkind says, “Every aspect of human behavior is responsive to
learning experience, including knowledge, Language, skills, attitude,
values and one’s personality traits.”
According to N. L. Munn, “Learning is described as a process of
having one’s behavior modified more or less permanently, by what he
does and the consequences of his action, or by what he observes.”
According to Hilgard, “Learning is a relatively permanent change in
behavior that occurs as a result of prior experience.”
On the basis of above mentioned definitions, the following features of
learning can be concluded:
 Features or nature of Learning

It creates Change

Its repitition is a must

It is a continuous activity

It affects behavior

It is an intangible activity
PROCESS OF LEARNIG IN OB
“Learning is a process of acquiring knowledge, skills, behavior and
attitude.”Learning includes following four stages.

Stimulus

Response

Motivation

Rewards
1. Stimulus

Everyone needs a source of motivation to perform something and

Stimulus is a motivating source or an incentive. Learners should have a
good perception of stimuli, as the learner should be supported in the
learning process. When there are no triggers there is no thought.
Stimulus can take the form of 'knowledge expansion,' 'abilities and
skills,' 'job quality improvement,' 'productivity and profitability,'
'effectiveness,' 'career development,' and 'financial and non financial
incentives.'
2. Response

In theory, reaction is the result of the learner to the stimulus. When the
result is reached, response is the first step in the process of learning.
Learner will respond positively, because only then does the learning
process take place and can he / she respond positively to certain
negative reactions only if the learner is persuaded of positive
behavioral changes.
3. Motivation

Motivation is the key catalyst to motivate individuals to learn, because

learning cannot take place without motivation. It's the enthusiasm for
learning that boosts curiosity and attitude. No one can learn without
willingness and this willingness comes from motivation because we all
know that whatever thinking and understanding capacity an one has
without motivation, nobody can learn.
4. Rewards

In learning process, rewards are incentives which learner gets. In

learning process, there should be a clear incentive scheme, and it
should be straightforward and predictive. Employees should be well
aware in advance when studying at various rates of what they can get
as return or bonuses. Rewards can come in both financial and non
financial form. For examples, praise is the incentive and salary
increment etc.
LEARNING THEORIES IN ORGANIZATIONAL BEHAVIOR
1. Classical Conditioning

2. Operant Conditioning

3. Cognitive Theory.

4. Social Learning Theory.

 Classical
Conditioning

Lerning
Operant
Conditioning Theories in OB Cognitive Theory

Social Learning
Theory
1. Classical Conditioning

Classical Conditioning: Classical conditioning theory was propounded

by Ivan Pavlov that is it is also known as Pavlovian condition theory. It
is a process in which an individual responds to some kind of stimulus
that would not normally produce a response like this. Learning is
associated with a particular thing in our environment in this leaning
process, With a prediction of what will happen next. This is the easiest
way to understand the learning process according to classical
conditioning theory, since the association of such an event with
another desired event is closely related. For example, "the normal
stimulus for a flow of saliva is the taste of food. But often the mouth
waters at the mere sight of luscious peach, on hearing it described or
even thinking about it. Therefore, one situation is substituted for
another to elicit behavior and this process is called conditioning."
In classical conditioning, According to Evan Pavlov, “a procedure is to
be followed by Pavlov to observe accurately the amount of saliva
secreted by a dog. When dog was feed with a piece of meat, the dog
exhibited a noticeable increase in salivation. When Pavlov withheld the
presentation of meat and merely rang a bell, the dog did not salivate.
Then Pavlov proceeded to link the meat and the ringing of the bell.
After repeatedly hearing the bell before getting the food, the dog
began to salivate as soon as the bell rang. After a while, the dog would
salivate merely at the sound of the bell, even if no food was offered”.
Learning is related to a conditioned stimulus according to the classical
conditioning and an unconditioned stimulus. In the above case, the
meat was an unconditional stimulus; it caused the dog to respond in a
particular way, and the reaction that occurred after the unconditional
stimulus was called the unconditional response. In this case, the bell
was a conditioned stimulus and, when the bell was combined with the
meat, it eventually created a response when presented alone. This is
called conditioned response.
2. Operant conditioning

B.F. Skinner, a Harvard Psychologist gave this theory of learning.

According to Skinner (1938), “operant conditioning is a method of
learning that occurs through rewards and punishments for behavior.
Through operant conditioning, an individual makes an association
between a particular behavior and consequence”. The learning of a
behavior is usually followed by a reward or punishment according to
this theory. Operating conditioning indicates that an individual's
behavior depends on the various types of circumstances. Usually
people used to behave in a specific way where they earn incentives
and often people used to avoid acts from which they do not get
anything. Skinner said generating satisfactory outcomes for a specific
type of action improves the action's frequency. B.F Skinner's rat
experiment offers the best example of this theory of learning in which
“Skinner trained rats to press a lever to get food, a hungry rat was
placed in a box containing a lever attached to some hidden food
content. Initially the rat ran around the box randomly and while doing
so, leads to press the lever, and the food dropped into the box. The
dropping of food reinforced the response of pressing the lever. And the
same things happen again and again and the rat learned to press the
lever for food. People usually engage in such a behavior’s if they are
positively reinforced for doing so and rewards are most effective if they
immediately follow the desired response.”
3. Cognitive Theory

Learning cognition theory states that learning relies on one's

own perceptions, experience of meanings, comprehensions, or
ideas about one's self and environment. Learners learn in this
learning process through their own successful and positive
thought processes, like a practice or using our memories.
This learning process involved physical actions or activities
solely within your own experience, intuition, and didn't include
the outside environment. That needs only cognitive energy,
which implies only an inner thought process. Cognitive
processes included the assessment, categorization and creation
of generalizations of the world. Cognitive learning theory
proposed explanation of the various learning mechanisms by
first studying the mental processes, thinking with the aid of
positive cognitive processes, learning is easier and new
information can be stored in the brain for a long time to come.
4. Social Learning Theory

The theory of social learning is also called observational

learning, in this theory one person learns by watching what
happens to others and not by being told about something or
his, her osm world. Due to this principle one can learn stuff by
looking at others Parents, teachers, peers, movie pictures,
television artists, bosses and others for example. Most concepts
about actions are learned by studying other people's activities
and studying the repercussions for them. This theory involves
four processes namely: "Attention process, Retention process,
Motor reproduction process, and Reinforcement process."
In which, attention means people know when they remember
something or its vital features and pay attention to it. In this
learner all due attention is to be paid and if the learner is not
attentive they %ill bot be able to know anything.
Retention Process
That means how well one recalls the actions after the model is
not readily available any more.
A process of motor reproduction
Upon learning, the process of motor replication is understood
by monitoring others attentively and holding the same, based
on learned behavior. This involves studying the model’s
behaviors and performing one's own actions and comparing
them against those of the model. This process then
demonstrates that the individual is able to carry out the
activities as model.
Reinforcing method
Individuals that are motivated are expected to display their
modeled actions if they are presented with good motivation or
rewards for that, and more attention is paid to, learned more,
and conducted actions that is positively improved.
Finally we can conclude that the role of consequences is the
concept of social learning. This also takes into account
observational perception and the importance of perception in
learning.

Perception

Definition:
Perception is the process by which individuals interpret and
make sense of sensory information from their environment. It
involves selecting, organizing, and interpreting stimuli to form a
meaningful understanding of the world around us.

Importance:
Decision Making : Influences how we make decisions and
solve problems based on our interpretation of information.
Interaction : Affects how we interact with others and how
we understand their behavior.
Behavior : Guides our actions and reactions in various
situations, impacting our responses and behavior.

Emotions
 Definition:
Emotions are complex psychological states that involve
physiological arousal, expressive behaviors, and conscious
experience. They are reactions to significant internal or
external events and can influence perception and decision
making.

Key Aspects:
Physiological Response : Changes in the body, such as
increased heart rate or sweating, that occur in response to
emotions.
Expressive Behavior : Visible manifestations of emotions,
like facial expressions or body language.
Cognitive Experience : The subjective experience of
emotions, including feelings and thoughts related to the
emotional state.

Perceptual Process

Definition:
The perceptual process is the sequence of steps through which
we perceive and interpret sensory information.

Steps in the Perceptual Process:

1. Selection : Choosing which stimuli to focus on from the
environment based on factors such as relevance, intensity, or
personal interests.
2. Organization : Arranging and categorizing the selected
stimuli to create a coherent understanding. This involves
grouping similar items and recognizing patterns.
3. Interpretation : Making sense of the organized information
based on past experiences, beliefs, and expectations. This step
involves attributing meaning to the stimuli.
4. Response : Reacting to the interpreted information through
thoughts, feelings, or behaviors.

Factors Influencing Perception

1. Individual Differences:
Personality : Personality traits can affect how we interpret
and react to stimuli.
Expectations : Prior beliefs and expectations can shape
perception, leading us to focus on information that confirms our
preconceptions.

2. Situational Factors:
Context : The context in which stimuli are presented can
influence perception, such as interpreting ambiguous
information differently based on surrounding cues.
Time : The timing of stimuli can impact perception, with
recent experiences or current mood affecting how we interpret
new information.

3. Cultural Influences:
Cultural Background : Cultural norms and values can
shape how individuals perceive and interpret events and
behaviors.
Social Norms : Societal expectations and shared beliefs
influence perception and interpretation of social interactions.

4. Emotional State:
Mood : Current emotional state can affect how we
perceive and interpret information, with negative moods often
leading to more critical evaluations.
 Stress : High levels of stress can distort perception,
making situations seem more challenging or threatening.

5. Physical Factors:
Sensory Abilities : Variations in sensory acuity, such as
vision or hearing, can affect how we perceive and interpret
stimuli.
Fatigue : Physical exhaustion can impair perceptual
accuracy and cognitive processing.

Emotional Intelligence (EI)

Definition:
Emotional Intelligence (EI) is the ability to recognize,
understand, manage, and use emotions effectively in oneself
and others. It involves skills related to emotional awareness,
regulation, and interpersonal relationships.

Components of Emotional Intelligence:

1. Self Awareness : Understanding one’s own emotions,
strengths, and weaknesses. This includes recognizing how
emotions impact thoughts and behavior.
2. Self Regulation : Managing one’s own emotions in a
healthy and constructive manner, including controlling
impulses and adapting to changing circumstances.
3. Motivation : Using emotional drive to pursue goals,
maintain enthusiasm, and persist in the face of challenges.
4. Empathy : Recognizing and understanding the emotions of
others, which helps in building and maintaining effective
relationships.
5. Social Skills : Managing relationships and interacting
effectively with others, including communication, conflict
resolution, and teamwork.
 Importance:
Improved Relationships : EI enhances the ability to build
and maintain positive relationships through empathy and
effective communication.
Better Decision Making : Understanding and managing
emotions contribute to more informed and balanced decision
making.
Increased Job Performance : High EI is linked to better job
performance, leadership, and team dynamics.
Stress Management : EI helps individuals manage stress
and navigate emotional challenges more effectively.

Understanding these concepts can enhance self awareness,

improve interpersonal interactions, and lead to better decision
making and problem solving. Emotional intelligence, in
particular, plays a crucial role in personal and professional
success by fostering effective communication, empathy, and
resilience.