Human Behavior in Organization

HUMAN BEHAVIOR IN
THE ORGANIZATION
Professor: Reynald M. Antaso

BSBA 21
Saturday (10:30-2:30)
Room 215/211
This course explores the individual,
group, and organizational factors that
influence behavior in the workplace.
Students will examine theories and
concepts from psychology, sociology,
and management to understand how
organizations function and how to
effectively manage people within them.
COURSE REQUIREMENTS:
• Attendance
• Topical Report
• Individual and Team Projects
• Examinations
GRADING SYSTEM:
Performance and Attendance – 20%
Quizzes and Outputs – 40%
Examinations – 40%
QUIZ ALERT!!!
ARE YOU HAPPY?
HAPPINESS QUIZ
1. Do you wake up looking forward to a new day?
a. always b. sometimes c. rarely
2. Do you enjoy your study/life?
a. Not much b. a bit c. very much
3. Do you have many friends?
a. Yes b. quite a few c. no
4. Are you stable in a relationship?
a. No b. yes c. not at the
moment
5. Does the state of the world concern you?
a. Sometimes b. no c. yes
6. Do you feel confident about your future?
a. No b. yes c. fairly
7. Do you worry about political issues?
a. Fairly b. yes c. never
8. Are you financially secure?
a. Fairly b. yes c. no
9. Do you have other interests apart from your course?
a. Many b. some c. few
10. Do you bear troubles cheerfully?
a. No b. unsure c. yes
11. Do you suffer from fits of anxiety?
a. Sometimes b. often c.
rarely
12. Do you have a religious faith in any sort?
a. Yes b. unsure c. no
13. Do you feel the world is a safe place to bring children
into?
a. No b. yes c. unsure
14. Do you feel lonely?
a. Often b. sometimes c. seldom
15. Do you like to change lives with someone else?
a. Certainly b. perhaps c. no
16. Is your family life happy?
a. Usually b. seldom c. sometimes
17. Do you worry old age?
a. Often b. sometimes c. seldom
18. Could you be poor but happy?
a. Unsure b. no c. yes
19. Do you enjoy making plans in the future?
a. Often b. seldom c. sometimes
20. Do you bounce back from misfortune?
a. Easily b. reasonably well c. with difficulty
21. Do you regard yourself as a happy person?
a. Usually b. seldom c. sometimes
22. Would you like to change your something in your life?
a. Yes b. perhaps c. no
23. Do you have any regrets about the way your life has gone?
a. Some b. few c. many
24. Do you sleep well?
a. Usually b. sometimes c. seldom
25. Do you generally enjoy good health?
a. No b. in between c. yes
WHAT IS BEHAVIOR?
Refers to the physical actions of a person

that can be seen or heard.
Empathy
Empathy is the human capacity to understand
and share the feelings of another individual,
mirroring their emotions as if we were
experiencing them firsthand.
Symbolic Thinking
Symbolic thinking represents the unique human
ability to use symbols or images to depict
something else. This ability persists in the
present day where humans employ symbolism
in sophisticated forms of writing, illustrations,
and virtual imagery.
Altruism
Altruism, the selfless act of placing the needs
or wellbeing of others above one’s own, is a
third uniquely human behavior.
Creative Expression
Among the array of human behaviors, creative
expression stands out as a remarkable trait. The
ability to conceive and bring forth novel ideas
or objects not only for functional purposes, but
also purely aesthetic or expressive ones, is a
remarkable human specialty.
Conceptualizing Time
The human behavior of conceptualizing time in
abstract terms is significant. Humans are
capable of discerning the past, present, and
future, a trait unique to our species, to the best
of our knowledge. This ability to reflect upon
the past and project into the future, along with
understanding the abstract concept of ‘time,’
informs human decision-making processes.
Vocal Language
Vocal language, the systematic and generative
capability of assigning specific complex
meanings to particular sounds, forming full
sentences, distinguishes humans from other
species. Speech is the primary mode for
transmitting information across generations
and facilitating cooperation among human
groups.
What makes us unique?
• PERSONAL QUALITIES
• Personality
• Intelligence
• Moral values
• Mental health
• GROUP IDENTITIES
• Race
• Culture
• Gender
Factors that influence
Individual Behavior:
Biographical Characteristics
Abilities
Personality
Emotional Intelligence
1. Biographical Characteristics
These variables are more manageable when it
comes to finding and analyzing variables that
have an impact on turnover, satisfaction, etc.
• Age- older workers are less likely to resign
• Gender - women have higher rates of absence
• Marital Status – Married employees have fewer
absences, less turnover, & more satisfied.
• Tenure- negatively related to turnover, positively
related to satisfaction
2. Abilities
• Intellectual Abilities
That required to do mental activities.
Found to be strong predictors of future job
performance.
• Physical Abilities
That required to do tasks demanding stamina,
dexterity, strength, and similar characteristics.
Ability-Job Fit
• The Ability - Job Fit
Employee performance is enhanced when there is
a high ability - job fit. We need to keep this in
mind as an individual trying to make a job
decision.
What predictions can we make if the fit is poor?
If employees lack the required abilities?
If employees abilities far exceed the
requirements of the job?
3. Personality
•The sum total of ways in which an
individual reacts to and interacts with
others
•Measurable traits that a person exhibits.
•An enduring combination of motives,
emotions, values, interests, attitudes
and competencies.
Determinants of Personality
•Heredity/ Physiological Determinants
•physical differences, IQ, potential,
temperament
•Environment
•culture, norms of family, friends & social
groups, other influences
•Situation
•in class vs. at a party
PERSONALITY TEST
4. Emotional Intelligence
It is the ability to manage both your
own emotions and understand the
emotions of people around you. There
are 5 key elements to EI:
Self-awareness, self-regulation,
motivation, empathy, and social skills.
Five Dimensions of EQ
• Self-awareness –
The ability to recognize what you are feeling, to
understand your habitual emotional responses to
events and to recognize how your emotions affect
your behavior and performance. When you are
self-aware, you see yourself as others see you,
and have a good sense of your own abilities and
current limitations
• Self-management –
The ability to stay focused and think clearly even
when experiencing powerful emotions. Being able
to manage your own emotional state is essential
for taking responsibility for your actions, and can
save you from hasty decisions that you later
regret.
• Motivating oneself
The ability to use your deepest emotions to move
and guide you towards your goals. This ability
enables you to take the initiative and to persevere
in the face of obstacles and setbacks
• Empathy
The ability to sense, understand and respond to
what other people are feeling. Self-awareness is
essential to having empathy with others. If you
are not aware of your own emotions, you will not
be able to read the emotions of others.
• Social Skill
The ability to manage, influence and inspire
emotions in others. Being able to handle
emotions in relationships and being able to
influence and inspire others are essential
foundation skills for successful teamwork and
leadership.
EMOTIONAL INTELLIGENCE TEST
“Organizations have been described as clockworks,
but they often seem like snake pits.”
- (Schwartz, 1987).
Organization is a consciously
coordinated social unit, composed of
2 or more people that functions on a
relatively continuous basis to achieve
a common goal or set of goals.
Organizations are groups of people

who work interdependently toward
some purpose.
You work at a paper supply company that employs 50 people. A
coworker, Karen, is not your favorite person to work with. She is
often late to work, can be unprofessional with coworkers, and
isn’t someone you can routinely count on to go above and beyond
her job duties. Last week you even noticed that her breath
smelled like alcohol when you spoke to her about some last-
minute orders that needed to be filled. But, you don’t like to rock
the boat and you don’t like to be disloyal to your coworkers, so
you didn’t say anything. However, David Chan just approached
you and asked whether you smelled alcohol on Karen’s breath last
Thursday. You are surprised and ask him why. David mentions that
he heard some gossip and wants to confirm if it is true or not.
What will you do?

Chris Hoffman graduated from college and
was excited to begin her new job as a sales
representative with IBM. The first few
months at work were extremely hectic for
her. She attended numerous formal
training sessions, learned about the wide
array of products she was to sell, and tried
hard to understand the complex and fluid
nature of her new employer.
Returning to her home late one night, she was too
confused to fall asleep immediately. Many
questions raced through her mind, based on her
observations at work in recent weeks: “Why are
some of my colleagues more successful than
others? How can we act as a team? How will I
ever learn to handle the stress of meeting my
sales quotas? Why doesn’t my colleague Carrie
cooperate with me when I ask her for assistance?
Why does my manager ask me for suggestions,
and then go ahead without using my input?
• Human behavior in organizations is
sometimes unpredictable. Behavior of
colleagues, manager, and customers arises
from their deep-seated needs, lifetime
experiences, and personal value systems;
• Human behavior in an organization can be
partially understood by studying and
applying the frameworks of behavioral
science, management, and other
disciplines.
Organizations exist to achieve goals,
‘someone’ has to define those goals and the
means for achieving them; MANAGEMENT is
that someone.
A manager must know how to

control the behavior of its
subordinates. He must know how his
subordinates behave in some
manners.
Among the resources in the organization,
human is the most difficult to control.
Unlike other resources, the people have
their minds and feelings which make them
hard to control. It is important that you
know how to socialize to the people inside
the organization through doing ethical
practices or the good conducts required to
avoid conflicts.
The study and application of knowledge about
how people – as individuals and as a groups
– act within the organizations.
Organizational behavior studies the influence

that individuals, groups, and structure have on
behavior within organizations. Its chief goal is
to apply that knowledge toward improving an
organization’s effectiveness
Contributing Disciplines to the
Organizational Behavior Field
•Psychology – to measure, explain,
and sometimes change the behavior
of humans and other animals.
•Social Psychology – a branch of
psychology blends concepts from
both psychology and sociology to
focus on people’s influence on one
another.
•Sociology – studies people in relation
to their social environment or
culture.
•Anthropology – study of societies to
learn about human beings and their
activities.
• The first objective is to describe,
systematically, how people behave under a
variety of conditions. Achieving this goal allows
managers to communicate about human
behavior at work using a common language.
• Positive Social Behavior:
• Caring: desire to help people
• Charming: pleasant, delightful
• Considerate: thinking of others
• Enthusiastic: has strong feelings; ardent
• Faithful: being loyal
• Funny: causing people to laugh
• Kind: thoughtful, caring
• Pleasant: polite
• Polite: exhibiting good manners
• Sincere: being totally honest
• Thoughtful: thinking things over
• Negative Social Behavior:
• Aggressive: verbally or physically threatening
• Bossy: always telling people what to do
• Deceitful: doing or saying anything to get people to do
what you want or to get what you want
• Domineering: constantly trying to control others
• Inconsiderate: not caring about others or their feelings
• Manipulative: always trying to influences other people
• Moody: being unpredictable; changing moods often
• Rude: treating people badly; breaking social rules
• Spiteful: seeking revenge; hurting others because you
didn’t get what you want
• Thoughtless: not thinking about the effects of your actions
or words
Describe your Secret
Classmate
• A second goal is to understand why people
behave as they do. Managers would be highly
frustrated if they could only talk about
behaviors of their employees, but not
understand the reasons behind those actions.
Therefore, inquisitive managers learn to probe
for underlying explanations.
Imagine yourself in this situation: A
friend asks you to a party. You learn
that all the girls in your group were
invited — except for Paula. How do
you think Paula will feel if she finds
out?
Paula asks: "Are you going to

Regan's party?" What will be your
response?
• Predicting future employee behavior is
another goal of organizational behavior.
Ideally, managers would have the capacity to
predict which employees might be dedicated
and productive or which ones might be absent,
tardy, or disruptive on a certain day (so that
managers could take preventive actions).
SCENARIO:
In homeroom at 8 a.m., your friend is
smiling, friendly, and full of energy. Later
that afternoon, he looks upset, almost like
he might cry. What explanation is your
best guess for what might have happened
between these two times?
• The final goal of organizational behavior is to
control, at least partially, and develop some
human activity at work. Since managers are
held responsible for performance outcomes,
they are vitally interested in being able to
make an impact on employee behavior, skill
development, team effort, and productivity.
Fundamental Concepts of
Organizational Behavior
- The Nature of People
- The Nature of Organization
The Nature of People
• Individual Differences
A person is a distinct individual. He is unique
and different from others. From the day of
birth, each person is unique (the impact of
nature), and individual experiences after birth
tend to make people even more different (the
influence of nurture). Individual differences
mean that management can motivate
employees best by treating them differently.
Select one of your classmates. Identify the
qualities that make that person substantially
different from you. In what ways are you
basically similar? Which dominates, the
differences or the similarities?
Perception
• Perception
People look at the world and see things
differently. Even when presented with the same
object, two people may view it in two different
ways. Their view of their objective environment
is filtered by perception, which is the unique
way in which each person sees, organizes, and
interprets things.
Employees see their work worlds differently for
a variety of reasons. They may differ in their
personalities, needs, demographic factors, and
past experiences, or they may find themselves
in different physical settings, time periods, or
social surroundings. Whatever the reasons, they
tend to act on the basis of their perceptions.
A whole person
• A Whole Person
Organizations may wish they could employ only
a person’s skill or brain, they actually employ a
whole person rather than certain characteristics.
Skill does not exist apart from background or

knowledge. Home life is not totally separable
from work life, and emotional conditions are not
separate from physical conditions. People
function as total human beings.
• Motivated Behavior
These may relate to a person’s needs or the
consequences that result from acts. In the case
of needs, people are motivated not by what we
think they ought to have but by what they
themselves want. This fact leaves management
with two basic ways to motivate people. It can
show them how certain actions will increase
their need fulfillment, or it can threaten
decreased need fulfillment if they follow an
undesirable course of action.
• Desire for Involvement
Many employees today are actively seeking
opportunities at work to become involved in
relevant decisions, thereby contributing their
talents and ideas to the organization’s success.
They hunger for the chance to share what they
know and to learn from the experience.
• Value of the Person
People deserve to be treated differently from other
factors of production (land, capital, technology)
because they are of a higher order in the universe.
Because of this distinction, they want to be treated
with caring, respect, and dignity; increasingly, they
demand such treatment from their employers.
They refuse to accept the old idea that they are
simply economic tools. They want to be valued for
their skills and abilities and to be provided with
opportunities to develop themselves.
The Nature of Organization
There are three key concepts
about the nature of the
organization. They are:
• Social system
• Mutual system
• Ethics
Social system
•is a complex set of human relationships
interacting in many and different ways.
Human behavior is influenced by their
group as well as by their individual
drives. All parts of the system are
interdependent, and each part is
subject to influence by any other part.
Everything is related to everything else.
Mutual Interest.
•Organizations exist for a social and
humanistic purpose. Organizations need
people, and people need organizations. They
are formed and maintained on the basis of
some mutuality of interest among their
participants. Managers need employees to
help them reach organizational objectives;
people need organizations to help them
reach individual objectives.
Ethics
•is the use of moral principles and values to
affect the behavior of individuals and
organizations with regard to choices
between what is right and wrong. In order
to attract and retain valuable employees in
an era in which good workers are
constantly recruited away, organizations
must treat employees in an ethical fashion.
Ethical Dilemma
You work at a paper supply company that
employs 50 people. A coworker, Karen, is not
your favorite person to work with. She is often
late to work, can be unprofessional with
coworkers, and isn’t someone you can routinely
count on to go above and beyond her job
duties. Last week you even noticed that her
breath smelled like alcohol when you spoke to
her about some last-minute orders that needed
to be filled.
But, you don’t like to rock the boat and you
don’t like to be disloyal to your coworkers, so
you didn’t say anything. However, David Chan
just approached you and asked whether you
smelled alcohol on Karen’s breath last
Thursday. You are surprised and ask him why.
David mentions that he heard some gossip
and wants to confirm if it is true or not.
WHAT WILL YOU DO?

Challenges and Opportunities
for Organizational Behavior
• Responding to economic pressures
Recession, lay-offs, job losses, accept pay cuts.
Effective managers emphasize different skills
depending on the economic situation. During
‘good’ times, managers focus on rewarding,
satisfying, and retaining employees. During
‘bad’ economic times, managers need skills that
help them address stress, decision making, and
coping.
• Responding to globalization
As foreign assignments increase, you will need
to be able to manage a workforce that is
different than what you may be used to and
may bring different needs, aspirations, and
attitudes to the workplace.
• Working w/ people from different culture- You will
also have individuals coming to work in your own
country that come from different cultures, and you
will need to find ways to accommodate their needs
and help them assimilate to your workplace
culture.
• Improving customer service
Most workers in developed nations will work in
service-oriented jobs. It is critical to
organizational success that workers improve
their customer service and people skills.
• Improving people skills
People Skills – learn ways to design motivating
jobs, techniques for improving your listening
skills, and how to create more effective teams.
• Enhancing employee well-being at work
Employee want jobs that give them flexibility
in their work schedule so they can better
manage work-life conflicts. Attaining a balance
between personal life and work is a Primary
Career Goal: they want a “LIFE” as well as a
“JOB”. Organizations that don’t help their
people achieve work-life balance will find it
increasingly difficult to attract and retain the
most capable and motivated employees.
•Creating a positive work environment-
Positive organizational behavior is a
growing interest in organizational
behavior. It promotes the idea of
exploiting employee strengths rather than
focusing on employee limitations or
weaknesses.
•Improving ethical behavior
Managers facing ethical dilemmas or
ethical choices are required to identify
right and wrong conduct. This can be
difficult in a global economy where
different cultures approach decisions from
different perspectives. Encourage
employees to behave with integrity.
Provide strong leadership that influence
employee decisions to behave ethically
Case Study 1: Communication Breakdown
ABC Company is a medium-sized marketing firm
with several departments. Recently, there has
been a significant increase in communication
breakdowns between the departments, leading
to missed deadlines, misunderstandings, and
decreased morale among employees. The
problem has become so severe that it is
affecting the company's overall performance
and client satisfaction.
Key Issues:
1. Lack of clear communication channels
between departments.
2. Misinterpretation of messages leading to
conflicts and confusion.
3. Inefficient coordination and collaboration
among teams.
4. Negative impact on employee morale and
job satisfaction.
Questions for Analysis:
1. What are the potential causes of the
communication breakdowns within ABC Company?
2. How might the lack of effective communication
channels impact organizational performance and
employee engagement?
3. What strategies can the company implement to
improve communication and collaboration among
departments?
4. How can organizational leaders address the
underlying issues contributing to the breakdown in
communication?
Case Study 2: Leadership Style and Employee
Motivation
XYZ Corporation is a manufacturing company that has
recently undergone a change in leadership. The new
CEO, Mr. Smith, has a reputation for being
authoritative and directive in his leadership approach.
Since his appointment, there has been a noticeable
decrease in employee motivation and job satisfaction
across various departments. Many employees feel
disengaged and demotivated, leading to decreased
productivity and quality of work.
Key Issues:
1. Leadership style mismatch with employee

expectations and needs.
2. Decreased employee motivation and job
satisfaction.
3. Negative impact on organizational performance
and employee morale.
4. Lack of alignment between leadership goals and
employee objectives.
Questions for Analysis:
1. How might Mr. Smith's authoritative leadership
style be contributing to the decline in employee
motivation and job satisfaction?
2. What are the potential consequences of low
employee morale on organizational performance?
3. What leadership approaches or styles could Mr.
Smith consider adopting to improve employee
engagement and motivation?
4. How can XYZ Corporation create a more supportive
and empowering work environment to enhance
employee satisfaction and productivity?
Job satisfaction is an important
concern for both employer and
employee. This is because of the
benefits it brings to both. Values
generally influence attitudes and
behavior. In turn attitudes form
the basis for determining how
satisfied people are with their jobs
Values are individual beliefs that
motivate people to act one way or
another. They serve as a guide for
human behavior. Generally, people are
predisposed to adopt the values that
they are raised with. People also tend
to believe that those values are
“right” because they are the values of
their particular culture.
Filipino Value
•Utang na Loob (Debt of Gratitude): In
organizations, this value often translates
into loyalty and a sense of obligation
towards colleagues and superiors who
have provided support or guidance.
Employees may feel a strong
commitment to reciprocate favors and
support, fostering a culture of mutual
assistance and collaboration.
Filipino Organizational Values
•Pakikisama (Getting Along): Within the
workplace, pakikisama promotes
teamwork, cooperation, and the building
of strong interpersonal relationships.
Employees prioritize maintaining
harmonious interactions and avoiding
conflicts to promote a positive work
environment conducive to productivity
and camaraderie.
•Hiya (Sense of Shame): Hiya influences
behaviors within organizations by
encouraging employees to uphold
professional standards and ethics. It
promotes accountability and integrity, as
individuals strive to avoid actions that
may bring shame or embarrassment to
themselves or their colleagues.
•Bayanihan (Community Spirit):
Organizations in the Philippines often foster
a sense of community and solidarity among
employees. This may involve collective
efforts to achieve organizational goals,
support colleagues during challenging
times, and participate in corporate social
responsibility initiatives that benefit the
broader community.
•Galang (Respect): Respect is a
cornerstone of organizational culture in
the Philippines. Employees demonstrate
respect towards their superiors,
colleagues, and subordinates through
courteous communication, listening
attentively, and acknowledging each
other's perspectives and contributions.
•"Palakasan" (Patronage): This negative
value involves favoritism and nepotism,
where individuals may receive
preferential treatment based on personal
connections rather than merit. In
organizations, this can lead to unfair
hiring practices, promotion bias, and a
lack of equal opportunities for all
employees.
•"Balat Sibuyas" (Thin-skinned): Filipinos
may sometimes be overly sensitive to
criticism or feedback, leading to
defensiveness and an aversion to
constructive criticism. This can hinder
open communication and constructive
dialogue within teams, making it
challenging to address issues and
improve performance.
•"Mañana Habit" (Procrastination): Some
individuals may exhibit a tendency to
procrastinate or delay tasks, leading to
inefficiencies and missed deadlines within
the organization. This can result in
reduced productivity, lower quality of
work, and increased stress for team
members.
•"Crab Mentality": Crab mentality refers to
the tendency of individuals to pull down or
undermine those who are perceived to be
more successful or achieving greater
success. In organizations, this negative
behavior can manifest as gossip,
backstabbing, and sabotage, creating a toxic
work environment characterized by distrust
and competition instead of collaboration.
•"Bahala Na" (Laissez-faire attitude): This
attitude reflects a passive or fatalistic
approach to work, where individuals may
adopt a "whatever will be, will be" mindset
instead of taking proactive steps to address
challenges or improve outcomes. In
organizations, this can lead to complacency,
lack of initiative, and a failure to take
ownership of tasks and responsibilities.
•"Shortcuts and 'Palusot'" (Excuses):
Some individuals may resort to taking
shortcuts or making excuses to avoid
accountability or responsibility for their
actions. This can undermine trust and
credibility within the organization, as well
as erode the integrity of processes and
outcomes.
REFLECT:
1. What are my core values?
2. How do my values align with my career aspirations?
3. What motivates me in my career pursuits?
4. How do I envision my ideal work environment?
5. Am I open to growth and learning?
6. Are you willing to step out of your comfort zone,
take on new challenges, and continuously improve
your skills and knowledge? Reflect on how your
attitude towards growth and learning influences
your career aspirations.
Individual versus Organizational Values
Organizations have values that may or may
not be compatible with the values of the
individual workers. There is value
incongruence if the individual's value is not
in agreement with the organization's value.
Such incongruence, conflicts may arise. For
instance, a person who values honesty will
find it hard to work in an organization where
graft and corruption is a common practice.
Attitude is a predisposition or a tendency
to respond positively or negatively
towards a certain idea, object, person, or
situation. Attitude influences an
individual's choice of action, and
responses to challenges, incentives, and
rewards (together called stimuli).
3 components or structure of attitudes:
Affective, Behavioral and Cognitive or also
known as the ABC Model of Attitude
•Cognitive component of an attitude
refers to the opinion or belief segment of
an attitude;
•Affective component of an attitude refers
to the emotional or feeling segment; and
•Behavioral component of an attitude
refers to the intention to behave in a
certain way toward someone or
something.
Positive Work Attitudes
•Job Satisfaction: Employees experience a
sense of contentment and fulfillment in
their work, finding meaning and
enjoyment in their tasks and
responsibilities. Positive job satisfaction
leads to higher levels of engagement,
commitment, and loyalty to the
organization.
Positive Work Attitudes
•Organizational Commitment: Employees
demonstrate a strong attachment and
loyalty to the organization, aligning with
its goals, values, and mission. They are
willing to invest their time and effort to
contribute to the success of the
organization, resulting in increased
productivity and performance.
Negative Work Attitudes
•Job Dissatisfaction: Employees
experience feelings of discontent and
unhappiness in their work. They may
perceive their job as monotonous,
unfulfilling, or lacking in opportunities for
growth and advancement. Job
dissatisfaction can lead to decreased
motivation, productivity, and morale.
•Low Organizational Commitment:
Employees exhibit low levels of
attachment and loyalty to the organization.
They may feel disconnected from the
organization's goals and values, leading to
a lack of motivation to contribute to its
success. Low organizational commitment
increases the likelihood of turnover and
absenteeism.
•Demotivation: Employees lack
enthusiasm and drive towards their work,
feeling unmotivated to perform their
tasks. They may perceive their efforts as
futile or insignificant, resulting in
decreased productivity and performance.
Demotivated employees may also exhibit
negative behaviors such as
procrastination and absenteeism.
JOB SATISFACTION
The attitude people have about their jobs
is called job satisfaction. In a strict sense,
however, job satisfaction refers to the
positive feeling about one's job resulting
from an evaluation of its characteristics.
When the feeling about one's job is not
positive, the appropriate term is job
dissatisfaction.
When people are satisfied with their jobs, the
following benefits become possible:
• high productivity
• stronger tendency to achieve customer loyalty
• loyalty to the company
• low absenteeism and turnover
• less job stress and burnout
• better safety performance
• better life satisfaction
When people are satisfied with their jobs, the
following benefits become possible:
• high productivity
• stronger tendency to achieve customer loyalty
• loyalty to the company
• low absenteeism and turnover
• less job stress and burnout
• better safety performance
• better life satisfaction
Factors Associated with Job
Satisfaction
1. Salary- adequacy of salary and
perceived equity compared with
others;
2. Work itself - the extent to which job
tasks are considered interesting and
provide opportunities for learning
and accepting responsibility;
3. Promotion opportunity - chances for
further advancement;
4. Quality of supervision - the
technical competence and the
interpersonal skills of one's
immediate superior;
5. Relationship with co-workers - the
extent to which coworkers are
friendly, competent, and
supportive;
6. Working conditions - the extent to
which the physical work environment is
comfortable and supportive of
productivity; and
7. Job security - the beliefs that one's
position is relatively secure and
continued employment with the
organization is a reasonable
expectation.
CASE STUDY ANALYSIS
Scenario 1: Negative Attitude
John is a customer service representative at a
telecommunications company. He frequently
complains about his job, coworkers, and
customers, both in person and on social media.
His negative attitude affects team morale and
customer satisfaction scores. Despite receiving
warnings from his supervisor, John continues to
exhibit a pessimistic attitude and lacks
motivation in his work.
CASE STUDY ANALYSIS
Discussion Points:
1. How does John's negative attitude impact his job
satisfaction and the satisfaction of others around
him?
2. What are the potential consequences of John's
behavior for the company?
3. What strategies could John's supervisor implement
to address his attitude and improve job satisfaction
among the team?
4. How might John benefit from adjusting his attitude
and mindset towards his work?
CASE STUDY ANALYSIS
Discussion Points:
1. How does John's negative attitude impact his job
satisfaction and the satisfaction of others around
him?
2. What are the potential consequences of John's
behavior for the company?
3. What strategies could John's supervisor implement
to address his attitude and improve job satisfaction
among the team?
4. How might John benefit from adjusting his attitude
and mindset towards his work?
MOODS and EMOTIONS
Emotion
From the Latin verb “movare” means to move or
be upset or agitated. Defined by Smith (1973)
referring to variations in level of arousal, affective
state or mood, expressive movements and
attitudes.
As the brain releases neurotransmitters like

dopamine and oxytocin, these activates your
emotions neurologically
The Basic Emotions Anger
•Fear
•Sadness
•Happiness
•Disgust
•Surprise
Are feelings and emotions the
same?
According to him, Dr. Antonio R. Damasio
(2005) Neurologist, feeling arises from the
brain as it interprets an emotion, which is
usually caused by physical sensations
experienced by the body as a reaction to a
certain external stimulus (event). An
example of this would be the emotion of
being afraid, which produces a feeling of
fear
The Basic Moods:
Positive affect: a mood dimension
consisting of positive emotions such as
excitement, enthusiasm, and
cheerfulness at the high end (high
positive affect) and boredom,
sluggishness, and tiredness at the low
end (low positive affect)
The Basic Moods:
Negative affect: a mood dimension
consisting of nervousness, stress, and
anxiety at the high end (high negative
affect) and relaxation, tranquility and
serenity at the low end (low negative
affect)
The Function of Emotions and Moods
Emotions and Rationality
Emotions are critical to rational thought: they
help us understand the world around us
Emotions and Ethics
New research suggests that ethical behavior
may be based to some degree on emotions
and feelings
Sources of Emotions and Moods
Personality - Some people experience
certain moods and emotions more
frequently than others.
Time of day- People vary in their moods
by time of day. People tend to be in
their best mood on the weekend.
Weather- No impact according to research
Stress- Increased stress worsens moods
Social Activities- Physical (hiking), informal (night party), and
epicurean activities (eat out with friends) increase positive
mood
Sleep- Lack of sleep increases negative emotions and impairs
decision making
Exercise - Mildly enhances positive mood
Age- Older people experience negative emotions less frequently
Gender - Women show greater emotional expression,
experience emotions more intensely, and display more frequent
expressions of emotions. Could be due to socialization
Felt vs. Displayed Emotions
Felt Emotions: The individual’s actual emotions.
Displayed Emotions: The learned emotions that
the organization requires workers to show and
considers appropriate in a given job
• Surface Acting - hiding one’s true emotions.
Deals with displayed emotions.
• Deep Acting- trying to change one’s feelings
based on display rules. Deals with felt emotions.
Applications of Emotions and Moods
Selection – Employers should consider EI a factor
in hiring for jobs that demand a high degree of
social interaction.
Decision Making – Positive emotions can increase
problem-solving skills and help us understand and
analyze new information
Creativity – Positive moods and feedback may
increase creativity
Motivation – Promoting positive moods may give
a more motivated workforce.
Leadership – Emotions help convey messages
more effectively
Negotiation – Emotions may impair negotiator
performance
Customer Service – Customers “catch” emotions
from employees, called emotional contagion
Job Attitudes – Emotions at work get carried
home but rarely carry over to the next day
Deviant Workplace Behaviors – Those who feel
negative emotions are more likely to engage in
deviant behavior at work
Safety and Injury at Work – Bad moods can
contribute to injuries on the job
How Managers can influence Moods?
• Managers can use humor and give their
employees small tokens of appreciation for work
well done.
• When leaders are in good moods, group
members are more positive, and as a result they
cooperate too.
• Selecting positive team members can have a
contagion effect as positive moods transmit from
team member to team member.
CASE STUDY
Sarah has been increasingly stressed at
work due to tight deadlines and a heavy
workload. She finds herself becoming
easily irritable and snapping at her
colleagues, which is affecting team’s
morale. Despite recognizing her
behavior, she struggles to manage her
emotions effectively.
CASE STUDY
1. How do you think Sarah’s stress is impacting her work
performance and relationships with colleagues?
2. What strategies could Sarah implement to better cope
with her stress and regulate her emotions in the
workplace?
3. How might Sarah’s behavior be affecting the overall team
productivity?
4. As a colleague or manager, what steps would you take to
support Sarah and address the situation effectively?
5. Reflecting on your own experiences, how do you typically
respond to stress in the workplace, and what techniques
have you found helpful in managing your emotions?
Motivation and
Organizational
Behavior
Sense of familialism (pagkakamag-anak) –
a central feature in Filipino culture that is
reflected in the different interactions that
they engage in. The family interest is
foremost in making decisions on the type of
work that one engages in. The benefits of
the financial rewards are contextualized in
terms of how these will improve the
conditions of the family and contribute to
their social mobility.
The tenacity to improve one’s self and
their condition in society reflects the
Filipino’s pagsusumikap – One is expected
to work hard to improve their life. The “be
perceived” otherwise is a stigma and is
avoided in Filipino society. This desire to
further one’s self (kaunlaran) applies even
if it means leaving the country to seek this
advancement.
EARLY THEORIES OF
MOTIVATION
Maslow’s Hierarchy of Needs Theory
Developed by Abraham Maslow in the
1950s. His theory states that with every
individual there is a hierarchy of five needs.
As each need is met or satisfied the next
need becomes dominant. His theory posits
that individuals are stuck in their existing
need level until it is satisfied and then they
can move on to the next level.
EARLY THEORIES OF
MOTIVATION
1. Physiological needs – these are the
basic needs for sustaining life such as
food, water, air, shelter and sleep.
Employees may be motivated by fair wages
to meet their basic needs such as food and
shelter.
EARLY THEORIES OF
MOTIVATION
2. Security or safety needs – these are
needs to be free of any physical danger,
threat and deprivation and of the fear of
losing a job or shelter.
Providing a safe working environment,
including health insurance and job security,
can motivate employees to feel secure in their
roles.
EARLY THEORIES OF
MOTIVATION
3. Affiliation or acceptance needs – people
are social beings; and therefore, they
need to belong and to be accepted by
others.
Organizing team-building activities and
fostering a sense of community within the
workplace can fulfill employees' need for
social belonging.
EARLY THEORIES OF
MOTIVATION
4. Esteem needs – this type of need
produces satisfaction such as power,
prestige, status, self-confidence and self-
worth.
Recognizing employees' achievements
through awards, promotions, or public praise
can satisfy their need for recognition and
respect.
EARLY THEORIES OF
MOTIVATION
5. Need for self-actualization – this is a desire
and aspiration of an individual to become
what one is capable of becoming – to
maximize one’s potential and to accomplish
something that is worthy recognition.
Offering opportunities for personal and
professional development, such as training
programs or mentorship, can help employees
realize their full potential.
EARLY THEORIES OF
MOTIVATION
Theory X, Theory Y
Developed by Douglas McGregor in 1950.
He believed that there are two distinct
views of human beings that managers
hold.
EARLY THEORIES OF
MOTIVATION
Theory X and Theory Y
The Theory X view is basically negative and
holds that workers have little ambition,
lazy, dislike work, and avoid responsibility.
The Theory Y view is in contrast to X and
sets forth that workers tend to be self-
directed, enjoy work, and accept
responsibility.
EARLY THEORIES OF
MOTIVATION
Herzberg’s Two-Factor theory
This theory sets forth that satisfaction and
dissatisfaction are not opposites, but two
separate ideas.
•Hygiene factors – are a set of factors that
when present will help to avoid
dissatisfaction in workers; includes such
things as salary, working conditions, and
company policies.
EARLY THEORIES OF
MOTIVATION
Herzberg’s Two-Factor theory
•Motivators – another set of factors that
when present will help to cause satisfaction
in workers; includes things such as growth,
responsibility, and achievement.
The presence of hygiene factors does not
cause satisfaction; it just helps avoid
dissatisfaction.
EARLY THEORIES OF
MOTIVATION
McClelland’s need theory.
Proposed by psychologist David McClelland. This theory is
based on the idea that people are motivated in the
workplace by three main needs.
• First need is the need for achievement or the drive to
excel in relation to a set of defined standards.
• Second is the need for power, to make others behave in a
way that they would not have behaved otherwise.
• Final is the need for affiliation. Affiliation looks at the
relationship aspect and the desire for close relationships.
People will have varying levels of these needs, which
makes this theory difficult to measure.
CONTEMPORARY THEORIES OF
MOTIVATION
Self-determination theory:
People prefer to have control over their actions so
when they feel they are forced to do something they
previously enjoyed, motivation will decrease
• Cognitive evaluation theory: Proposes that the
introduction of extrinsic rewards for work (pay) that
was previously intrinsically rewarding tends to
decrease overall motivation
• Self-concordance: considers how strongly people’s
reasons for pursuing goals are consistent with their
interests and core values.
MOTIVATION
Self-efficacy theory- Developed by Albert
Bandura. This theory is based on an individual’s
belief that he or she is capable of performing a
task. This theory is a complement to the goal-
setting theory, as it incorporates goals into the
process. Higher efficacy is related to greater
confidence, greater persistence in the face of
difficulties, and responding to negative
feedback by working harder, not shutting
down.
MOTIVATION
Equity Theory- The idea is that employees
compare their ratios of outcomes to inputs
of others they see as relevant. When they
see the ratios as equal, there is a perceived
state of equity and no tension arises.
However, when they perceive the ratios to
be unequal, they may experience anger or
guilt depending on the result of the equity
analysis, and then tension can arise.
MOTIVATION
Expectancy Theory:
This theory proposes that individuals are
motivated to act in certain ways based on their
beliefs about the link between effort,
performance, and outcomes. According to this
theory, individuals are more likely to be
motivated if they believe that their efforts will
lead to successful performance, and that
successful performance will be rewarded with
outcomes they value.
Strategies for Improving
Motivation and Job
Satisfaction in the
Workplace Based on the
Key Motivation Theories
Maslow’s Hierarchy of Needs
• Physiological Needs: Ensure fair
compensation, access to nutritious meals,
and comfortable working conditions.
• Safety Needs: Implement workplace safety
protocols, provide job security, and offer
health insurance and retirement benefits.
• Social Needs: Foster a sense of belonging
through team-building activities, open
communication, and collaboration.
Maslow’s Hierarchy of Needs
•Esteem Needs: Recognize and reward
employees' contributions through
performance evaluations, promotions,
and opportunities for advancement.
•Self-Actualization Needs: Offer
opportunities for skill development,
career growth, and challenging
assignments that allow employees to
reach their full potential.
Herzberg's Two-Factor Theory:
Strategy: Focus on both hygiene factors and
motivators to enhance job satisfaction and
motivation:
• Hygiene Factors: Ensure that basic needs such as
fair compensation, safe working conditions, and
job security are met to prevent dissatisfaction.
• Motivators: Provide opportunities for employees
to take on challenging projects, receive
recognition for their achievements, and advance
in their careers based on performance.
Strategy: Adopt a Theory Y management
approach that empowers and trusts
employees to take ownership of their
work:
•Delegate decision-making authority and
responsibility to employees, allowing
them to contribute their ideas and
insights to decision-making processes.
•Provide opportunities for autonomy and
self-direction in how employees perform
their work, allowing them to choose the
best approaches to achieve their goals.
•Foster a supportive and collaborative
work environment where employees feel
valued, respected, and trusted to
contribute to organizational success.
Goal-Setting Theory:
Strategy: Set specific, challenging goals that
motivate employees to achieve their best
performance:
• Collaboratively set SMART (Specific,
Measurable, Achievable, Relevant, Time-
bound) goals with employees, ensuring
alignment with organizational objectives.
• Provide regular feedback and support to help
employees track their progress towards their
goals and make adjustments as needed.
Goal-Setting Theory:
Strategy: Adopt a Theory Y management
approach that empowers and trusts
employees to take ownership of their
work:
•Delegate decision-making authority and
responsibility to employees, allowing
them to contribute their ideas and
insights to decision-making processes.
Theory X and Theory Y:
•Provide opportunities for autonomy and
self-direction in how employees perform
their work, allowing them to choose the
best approaches to achieve their goals.
•Foster a supportive and collaborative
work environment where employees feel
valued, respected, and trusted to
contribute to organizational success.
QUIZ
1.
What is the primary focus of Maslow's
Hierarchy of Needs theory?
a) Intrinsic motivation
b) Extrinsic rewards
c) Psychological needs progression
d) Social comparison
2.
According to Herzberg's Two-Factor
Theory, what are the factors that cause
satisfaction in the workplace called?
a) Hygiene factors
b) Motivational factors
c) Extrinsic rewards
d) Social needs
3.
Which motivation theory emphasizes the
importance of three basic psychological
needs: achievement, power, and
affiliation?
a) Maslow's Hierarchy of Needs
b) Herzberg's Two-Factor Theory
c) Self-Determination Theory
d) McClelland’s Theory of Needs
4.
According to Expectancy Theory, what three
factors influence an individual's motivation
to perform a task?
a) Effort, performance, reward
b) Ability, resources, support
c) Expectancy, instrumentality, valence
d) Recognition, advancement, compensation
5.
What does Equity Theory propose regarding
motivation in the workplace?
a) Employees compare their inputs and outcomes
to those of others
b) Employees are motivated by intrinsic rewards
only
c) Employees are motivated by extrinsic rewards
only
d) Employees' motivation depends solely on job
security
6.
According to Maslow's Hierarchy of Needs,
which need must be satisfied before higher-
level needs become motivating factors?
a) Self-actualization needs
b) Esteem needs
c) Safety needs
d) Physiological needs
7.
Which motivation theory suggests that
individuals weigh the effort required to
perform a task against the perceived
outcome or reward?
a) Equity Theory
b) Expectancy Theory
c) Goal-Setting Theory
d) Self-Determination Theory
8-10.
Most people think they are “worth more”
than they are paid. Most employees seem
to feel that they exhibit better leadership
skills than other. What can you say about
this?
1.
What is the primary focus of Maslow's
Hierarchy of Needs theory?
a) Intrinsic motivation
b) Extrinsic rewards
c) Psychological needs progression
d) Social comparison
2.
According to Herzberg's Two-Factor
Theory, what are the factors that cause
satisfaction in the workplace called?
a) Hygiene factors
b) Motivational factors
c) Extrinsic rewards
d) Social needs
3.
Which motivation theory emphasizes the
importance of three basic psychological
needs: achievement, power, and
affiliation?
a) Maslow's Hierarchy of Needs
b) Herzberg's Two-Factor Theory
c) Self-Determination Theory
d) McClelland’s Theory of Needs
4.
According to Expectancy Theory, what three
factors influence an individual's motivation
to perform a task?
a) Effort, performance, reward
b) Ability, resources, support
c) Expectancy, instrumentality, valence
d) Recognition, advancement, compensation
5.
What does Equity Theory propose regarding
motivation in the workplace?
a) Employees compare their inputs and outcomes
to those of others
b) Employees are motivated by intrinsic rewards
only
c) Employees are motivated by extrinsic rewards
only
d) Employees' motivation depends solely on job
security
6.
According to Maslow's Hierarchy of Needs,
which need must be satisfied before higher-
level needs become motivating factors?
a) Self-actualization needs
b) Esteem needs
c) Safety needs
d) Physiological needs
7.
Which motivation theory suggests that
individuals weigh the effort required to
perform a task against the perceived
outcome or reward?
a) Equity Theory
b) Expectancy Theory
c) Goal-Setting Theory
d) Self-Determination Theory
GROUP ACTIVITY
Case Study 1:
ABC Manufacturing Company is struggling
with high turnover rates and low employee
morale. Despite offering competitive
salaries, many employees are leaving the
company within a short period of time. The
management team wants to address this
issue by understanding and applying
Maslow's Hierarchy of Needs theory.
Case Study 1:
1. Discuss how Maslow's Hierarchy of Needs
could help explain the challenges faced by
the company.
2. Identify which level(s) of needs from
Maslow's hierarchy are likely not being met
for the employees.
3. What strategies that the company could
implement to address the unmet needs
and improve employee motivation and
retention?
Case Study 2:
Retail Store ABC has been experiencing high
turnover rates among its sales staff. Many
employees express dissatisfaction with their
work environment, citing low morale, lack of
recognition, and limited opportunities for
advancement. Despite efforts to implement
incentive programs and performance-based
rewards, employee motivation remains low. As
a result, the store is struggling to meet sales
targets and provide quality customer service.
Case Study 2:
1. What are the main factors contributing to
low employee motivation at Retail Store
ABC?
2. How might theories of motivation, such as
Maslow's Hierarchy of Needs or Herzberg's
Two-Factor Theory, help explain the
situation?
3. What strategies could Retail Store ABC
implement to improve employee
motivation and engagement?
Case Study 3:
Manager ABC oversees a team of customer service
representatives in a call center. While Manager
ABC is highly experienced and knowledgeable,
they have a tendency to micromanage their team
and enforce strict rules and procedures. As a
result, employees feel disempowered and
demotivated, leading to high turnover rates and
low morale within the team. Manager ABC
believes that employees need to be closely
monitored and controlled to ensure productivity
and performance.
Case Study 3:
1. What are the potential consequences of
employing a Theory X leadership approach
in a modern workplace?
2. How might Manager ABC's leadership style
contribute to the organizational behavior
challenges faced by the customer service
team?
3. What strategies could Manager ABC adopt
to transition towards a Theory Y leadership
style and empower their team members?
Role Playing:
You are a manager leading a team meeting.
Several team members express concerns
about feeling overwhelmed and stressed
due to heavy workloads and tight
deadlines. They mention feeling exhausted
and burnt out, impacting their motivation
and job satisfaction.
Role Playing:
1. Assign roles such as manager,
employees.
2. Role-play a meeting where the
manager identify and addresses the
employees' needs based on Maslow's
hierarchy.
Role Playing:
You are a human resources manager at a
medium-sized software development
company. Over the past few months,
several employees have expressed
dissatisfaction with their compensation
and workload, feeling that they are not
being fairly rewarded for their
contributions compared to their
colleagues.
Role Playing:
Assign roles such as
• HR Manager (You): Responsible for managing
employee relations and addressing concerns
related to fairness and equity.
• Employee 1 (John): Feels underpaid compared
to colleagues with similar experience and
qualifications.
• Employee 2 (Emily): Feels overworked and
believes that her efforts are not adequately
recognized or rewarded.
Role Playing:
1. Role-play a scenario where the HR manager
interacts with the employees and address their
concerns using Equity Theory principles.
2. Assign roles such as
• HR Manager (You): Responsible for managing employee
relations and addressing concerns related to fairness and
equity.
• Employee 1 (John): Feels underpaid compared to
colleagues with similar experience and qualifications.
• Employee 2 (Emily): Feels overworked and believes
that her efforts are not adequately recognized or
rewarded.
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HUMAN BEHAVIOR IN

Professor: Reynald M. Antaso

ARE YOU HAPPY?

Refers to the physical actions of a person

Organizations are groups of people

What will you do?

A manager must know how to

Organizational behavior studies the influence

Paula asks: "Are you going to

Skill does not exist apart from background or

WHAT WILL YOU DO?

1. Leadership style mismatch with employee

As the brain releases neurotransmitters like

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