NATURE OF PEOPLE

PA 251: Human
Behavior in the
Organization
ORGANIZATIONAL BEHAVIOR
starts with a set of fundamental
concepts revolving around the nature
of people and organization. These
concepts are the enduring principles
that form a strong foundation of
organizational behavior.
 BASIC CONCEPTS
INDIVIDUAL
DIFFERENCES

VALUE OF A PERCEPTION
PERSON

BASIC
CONCEPTS

DESIRE FOR A WHOLE

INVOLVEMENT PERSON

MOTIVATED
BEHAVIOR
 Individual Differences
The way in which factors such as
skills, ability, personalities, perceptions,
attitudes, values, and ethics differ from
one individual to another.
The belief that each and every
person is difference from all
others is called as
Law of Individual Difference
 As per Law of Individual
Differences
 Individual differences have a direct
effect on behavior. Behavior is a
function of person interacting with the
environment: B = f (P x E). Behavior is,
therefore, determined by the effects of
the individual and the environment on
each other .
 People who perceive things differently
behave differently
 People with different attitudes respond
differently to directives
As per Law of Individual
Differences
• People with different personalities
interact differently with bosses,
coworkers, subordinates, and
customers
• Some people embrace change and
others are fearful of it
• Some employees will be productive
only if they are closely supervised,
while others will be productive if they
are not
• Some workers learn new tasks more
effectively than others
 Conclusion:
 So every one should not be judge, treated equally and
everyone can not be motivated by using single strategy,
it should be treated differently.
 Individual Differences requires the manager’s approach
to employees be individual not statistical.
 Law of Individual Differences helps to understand
people and get work done from them.
 PERCEPTION
How does PERCEPTION relate to
ORGANIZATIONAL BEHAVIOR?
What is Perception?
- Is the process where an
individual detects and
interprets environmental
stimuli.
- The ability to see, hear and
become aware of something
through the senses.
- A mental impression
What is Organizational Behavior?
- Study of the complex nature of
human beings in organizations by
identifying the causes and effects
each individual’s behavior.

Our behavior as individuals is the

result of our personality, values,
preferences and the current
situation. We interpret our
environment, formulate responses
and act accordingly, Higgins, E. &
Bargh, J.A., (1987).
 VISUAL PERCEPTION
 To most people, the one on the left appears bigger. This
is because it is surrounded by smaller circles. The
contrast between the focal object and the objects
surrounding it may make an object bigger or smaller to
our eye.
 The same is true with behavior in organizations. You may
have realized that the fact that our visual perception is
faulty may make witness testimony faulty and biased.
Kellman, P.J. & Shipley, T.F., (1999)
 Example: In a viral video in social media, a crowd is
shown walking and crossing the street. Then you see a
man helping an elderly lady carry her groceries and cross
to the other side. Is the man special compared to the
other people?
 SELF-PERCEPTION
 As human beings, we are prone to errors and
biases when perceiving ourselves. Moreover,
the types of biases people have depend on
their personality, John, O.P. & Robins, R.W.,
(1994)
 Three types of Self-Perception are: Self-
Enhancement bias, Self-Effacement bias and
the False Consensus Error.
1. SELF-ENHANCEMENT BIAS

Is very common for

narcissists. This is a type of
self-perception where one
person overestimates his
performance and capabilities
2. SELF-EFFACEMENT BIAS

Is the tendency for people

to underestimate their
performance, undervalue
capabilities and see events
in a way that puts them in a
more negative light.
3. FALSE CONSENSUS – is the tendency for people
to overestimate how similar he/she is to other
people, assuming that whatever quirks and
peculiarities they possess are shared by a large
number of people.

Ex.: People who take office supplies home,

tell white lies to their bosses and colleagues and
believe that these behaviors are more common
than they really are.
 SOCIAL PERCEPTION
How we perceive other
people in our environment is
also shaped by our values,
emotions, feelings and
personality. Moreover, how
we perceive others will shape
our behavior, which in turn
will shape the behavior of the
person we are interacting
with.
1. STEREOTYPES – are generalizations based on
group characteristics.
 -are natural tendencies of people to categorize
the information around them to make sense of
their environment.
 Stereotyping exists because of a process called
selective perception (paying selective attention
to parts of the environment while ignoring other
parts)
2. FIRST IMPRESSIONS
 is the event when one person first encounters
another person, object or phenomena and
forms a mental image of that subject.
 The first impressions we form about people
tend to have a lasting impact. In fact, first
impressions, once formed, are surprisingly
resilient to contrary information.
A Whole Person
A Whole Person
• As we all know that a person’s skill or brain cannot be
employed we have to employed a whole person.

Hugot: Sana sa susunod na magmamahal sakin

Di lang yung pagiging TALL and Dark ko lang ang tangapin

Sana pati ung pagiging NEVERMIND ko din.

Note: We employ the whole person not just their brains

or skills.
• Skill does not exist apart from background or
knowledge. People function as total human beings.

Hugot:
Mahalin nyo ang bebe nyo di dahil sa may talent sya sa
pagdala
Kundi kung pano nya dalhin ang sarili nya
Pati ikaw at sa mabobou nyong pang pamilya.

Note: Skill comes from background and knowledge.

 • Our personal life cannot be totally separated
from our work life, just like emotional conditions
are not separable from physical conditions.

Sample:
Hugot:
A women who attend the office at 9:00 AM is
always anxious for her children’s school time (if her Sana tayo din.
kids can participate in the school or not).
Parang battery ng Iphone
As a result, its impact falls on her concentration
that means her working life.
Yung tipong lagi tayong
For this reason, we cannot separate it. So manager CONNECTED but cannot
should treat an employee as a whole person.
be SEPERATED.

Note: Persons personal life and work life are always

connected.
Ergonomics
• is about designing for people.
• Defined as the science of fitting a workplace to the user’s
needs, ergonomics aims to increase efficiency and
performance, reduce discomfort and productivity in work.

Hugot: Sana pag inaplay ko kay Krass ang

Ergonomics ito ay mag WORK. Heheh
Malay mo mag WORK. Wahahah

• Note: Ergonomics is the science of fitting workplace

conditions and job demands to the capabilities of the
working population
 DESIRE FOR INVOLVEMENT
• Employees are actively
seeking opportunities at
work to become involved in
relevant decisions, thereby
contributing their talents
and ideas to the
organization’s success
 DESIRE FOR INVOLVEMENT
• Desire for involvement
can be achieved through
employee empowerment
(McGraw-Hill, 2002)
This concept is more of an ethical philosophy than a scientific
conclusion.

 Employees want to be valued and appreciated for their skills

and abilities followed by opportunities which help them
develop themselves.

 It confirms that people are to be treated differently from other

factors of production (Land, Capital, and Technology).
This concept is more of an ethical philosophy than a scientific
conclusion.

 Every person has certain value/respect. You have to treat a

person with respect and dignity. Unless the response will be
negative. You have to respect EMPLOYEES who directly and
indirectly contributing to the development of the company.
HOW TO TREAT PEOPLE WITH RESPECT AND
DIGNITY?

 Payment of fair wages, provision of good working environment and

job security, creation of facilities for training, encouraging
employees’ participation in decision-making etc.

◦ In a workplace, where the management treats labor as a

commodity that can be purchased for a price, human
relationships are bound to be poor.
HOW TO TREAT PEOPLE WITH RESPECT AND DIGNITY?

 People in the workplace cannot be handled in the manner machines are

handled. The employee should not do his work mechanically. The manager,
should, therefore, empower the employee by giving him all that is
reasonably essential for the effective performance of his tasks.

◦ Empowerment gives the employee a sense of belonging and he is able to

do his work with involvement.
 Motivation is defined as the process that
initiates, guides and maintains goal-oriented
behavior. It has to do why behavior get
started, energized, directed, stopped and
what kind of subjective reaction is present in
the person when all this is going on.
Example:
 Causes you to act, whether it is getting a
glass of water to reduce thirst on reading a
book to gain knowledge.
 The desire to earn money is a motivation that
evokes an individual to work hard towards its
goals and objectives.
 Work motivation refers to how much a person
tried to work hard and work well. “The term
motivation refers to factors that activate, direct
and sustain goal directed behavior and explain
what we can do. We don’t actually observe a
motive, rather, we infer that one exists based
on the behavior we observe” (Nevid, 2013)
1. Activation – involves the direction to initiate a
behavior such as enrolling in a psychology class.

2. Persistence is the continued effort towards a goal

even though obstacles may exist.
Example: taking an MPA units in order to earn a
degree although it requires significant investment of the
time, energy and resources.
3. Intensity – can be seen in the concentration and vigor
that goes into pursuing a goal and endurance to keep
going in spite of difficulties.

Example: one student might coast by without

much effort, while another student will study regularly,
participate in discussions and take advantage of
research opportunities outside of class. The first
student lacks intensity while the second pursues his
education goals with greater intensity.
INTRINSIC MOTIVATION VERSUS EXTRINSIC MOTIVATION

Intrinsic motivation Extrinsic motivation

causes people to do refers to behaviour that
something because is driven by external
they find spontaneous rewards such as
satisfaction from the trophies, money, fame,
activity itself and from grades and praise that
the end goal directly occur apart from the
satisfied by it – it is a nature of work.
need in its own right.
INTRINSIC MOTIVATION VERSUS EXTRINSIC MOTIVATION

Intrinsic motivation Extrinsic motivation

-people sees it as opportunity for new -work is only a means
learning, making important contributions,
enjoying responsibility and autonomy and that is necessary to be
being creative. done in order to obtain
-intrinsically motivated behaviours are
those that are performed out of interest
the rewards associated
and require no “ reward” other than with job- which may be
spontaneous experience of interest and
enjoyment (Deci, 1975)
money or something else.
-Intrinsic motivation (prototype of self-
determination) entails curiosity,
spontaneity and interest.
What are the things that actually motivate us to
act?

Psychologist have proposed different theories to

explain motivation.
1. Instincts: this theory suggests that behaviors are
motivated by instincts, which are fixed and inborn
patterns of behavior.

2. Drives and Needs. This theory suggests that people

have basic biological drives and behaviors are
motivated by the need to fulfil these drives such as
eating, drinking and sleeping are biological needs.

3. Arousal Levels. This theory suggests that people

aredriven to perform actions in order to maintain
an optimum level of psysiological arousal.
How the arousal theory of motivation works?

a) One of the key assumptions of the arousal

theory is that we are motivated to pursue
actions that help us maintain an ideal balance.
b) When someone overly aroused, we seek
soothing activities that help calm and relax us.
c) It’s all about striking the right balance, but that
balance is unique to each individual.
 REPORTERS
AKMAD, Baisheigrid
AMOROSO, Val
APOSTOL, Howell Ian Seth
APSAY, Ivy
ARINDAENG, Naya
ASIM, Ana Leah
ATENTIDO, Jane Audrey
BULACLAC, Gierwyne