UNIT 2

1.Explain the role of personality and attitude in organization?

Personality and attitude play crucial roles in shaping an organization's dynamics, influencing
everything from individual performance to team collaboration and overall culture. Here’s a
breakdown of their impact:

1. Personality in Organizations

Personality refers to an individual's characteristic patterns of thinking, feeling, and behaving.

In organizations, personality traits affect:

Work Performance: Traits like conscientiousness, openness to experience, and emotional

stability are linked to higher job effectiveness.

Interpersonal Relationships: Agreeable employees often foster positive workplace

interactions, reducing conflicts and enhancing teamwork.

Leadership & Decision-Making: Extroverted and confident individuals tend to take initiative
and excel in leadership roles, while analytical and methodical personalities contribute to
strategic decision-making.

Job Fit & Satisfaction: Employees with personality traits aligned with their job roles and
organizational culture experience greater job satisfaction and productivity.

2. Attitude in Organizations

Attitude reflects an individual's predisposition towards particular ideas, situations, or people,

influencing how they engage with their work and colleagues. Key aspects include:

-Job Commitment & Motivation: A positive attitude drives employee engagement,

persistence in overcoming challenges, and willingness to contribute beyond job descriptions.

Workplace Culture: Employees with optimistic attitudes can shape an organization’s culture
by fostering enthusiasm, collaboration, and a solution-oriented mindset.

Adaptability & Growth: A proactive, adaptable attitude allows individuals to embrace

change, learn new skills, and drive innovation.

Conflict Resolution: Attitudes toward teamwork and problem-solving affect how effectively
conflicts are managed—negative attitudes can fuel disagreements, while constructive
perspectives support resolution.
2. Briefly Explain Johari Window?

The Johari Window is a psychological tool used to improve self-awareness, communication,

and interpersonal relationships. It was developed by Joseph Luft and Harrington Ingham in
1955 and is commonly used in organizational behavior and personal development.

Four Quadrants of the Johari Window

The model consists of four areas, representing different aspects of self-awareness:

1. Open Area (Known to Self & Others)

- Information, attitudes, skills, and behaviors that both you and others are aware of.

- Example: Your strengths that colleagues recognize.

2. Hidden Area (Known to Self, Not Known to Others)

- Personal information you choose not to reveal to others.

- Example: Private thoughts, fears, or past experiences.

3. Blind Area (Not Known to Self, Known to Others)

- Aspects of yourself that others see but you're unaware of.

- Example: Unconscious habits or personality traits noticed by peers.

4. Unknown Area (Not Known to Self & Others)

- Traits, behaviors, or potential that **neither you nor others** recognize.

- Example: Hidden talents or untapped abilities.

Purpose

- Improves team communication by fostering open dialogue.

- Helps in leadership development, self-improvement, and trust-building.

- Used in feedback sessions to reduce the Blind Area and enhance self-awareness.
3.What are the levels of Employee Commitment?

Employee commitment refers to the psychological attachment and loyalty an employee has
toward their organization. It plays a crucial role in job performance, retention, and
organizational success.

There are three primary levels or types of employee commitment, based on Meyer and
Allen’s Three-Component Model:

1. Affective Commitment (Emotional Attachment)

• Definition: The employee's emotional connection to, identification with, and

involvement in the organization.

• Key Traits:

o Employees stay because they want to.

o They feel aligned with the organization’s goals and values.

o Often highly engaged and motivated.

• Example: An employee loves the company culture and feels proud to be part of the
team.

2. Continuance Commitment (Cost-Based Attachment)

• Definition: The employee’s calculation of the costs of leaving the organization.

• Key Traits:

o Employees stay because they need to.

o Influenced by financial reasons, lack of alternatives, or benefits.

o May stay even if they are not satisfied.

• Example: An employee stays because leaving would mean losing their pension or job
security

3. Normative Commitment (Obligation-Based Attachment)

• Definition: The employee’s sense of duty or moral obligation to stay with the
organization.

• Key Traits:

o Employees stay because they feel they ought to.

o Often shaped by personal values or loyalty to mentors or the organization.

 • Example: An employee feels they should remain with the company that invested in
their education or training.

4.Explain Motivation Process in Management and organization behaviour?

The motivation process in management and organizational behavior refers to the steps that
drive individuals to take action to achieve goals. It plays a crucial role in influencing
employee performance, productivity, and workplace engagement.

Here's how the process unfolds:

1. Need Recognition
- A person experiences a deficiency or desire (e.g., financial security, career growth,
recognition).
- Example: An employee seeks professional development opportunities to advance their
career.
2. Goal Setting
- The individual sets a goal to satisfy the need.
- Example: Pursuing leadership training to achieve a promotion.
3. Action/Behavior Selection
- The person determines the best approach to achieving the goal.
- Example: Enrolling in management courses or taking on additional responsibilities.
4.Performance & Effort
- The individual puts in effort towards the goal.
- Example: Working hard on assigned projects, engaging in skill-building tasks.
5. Feedback & Rewards
- The person receives rewards, recognition, or feedback based on performance.
- Example: A promotion, bonus, or appreciation from leadership.
6. Satisfaction & Reinforcement
- If needs are met, motivation is reinforced, leading to continuous engagement.
- If the need isn’t met, the cycle restarts with new strategies or adjustments.

Applications in Organizational Behavior

Managers use motivation theories such as:
- Maslow’s Hierarchy of Needs – Focusing on employee needs (basic to self-actualization).
- Herzberg’s Two-Factor Theory – Differentiating between motivation (growth) and hygiene
(work conditions).
- Expectancy Theory– Aligning rewards with employee expectations and effort.

5.What are the 5 theories of Motivation?

There are several theories that explain what motivates people in the workplace, but five key
theories of motivation are widely recognized in management and organizational behavior.
Each offers a different perspective on what drives individuals to perform and succeed.
1. Maslow’s Hierarchy of Needs Theory

• Proposed by: Abraham Maslow

• Core Idea: Human needs are arranged in a hierarchy, and lower-level needs must be
satisfied before higher-level needs become motivators.

• Five Levels:

1. Physiological needs (food, water, salary)

2. Safety needs (job security, health benefits)

3. Social needs (belonging, teamwork)

4. Esteem needs (recognition, respect)

5. Self-actualization (personal growth, achieving full potential)

• Application: Managers should identify which level an employee is at and tailor

motivational strategies accordingly.

2. Herzberg’s Two-Factor Theory (Motivator-Hygiene Theory)

• Proposed by: Frederick Herzberg

• Core Idea: Job satisfaction and dissatisfaction arise from two separate sets of factors:

o Motivators (intrinsic factors): Achievement, recognition, responsibility –

these lead to satisfaction.

o Hygiene factors (extrinsic factors): Salary, work conditions, company policies

– these prevent dissatisfaction but don’t motivate by themselves.

• Application: Improve hygiene to avoid dissatisfaction and increase motivators to

boost satisfaction.

3. McClelland’s Theory of Needs

• Proposed by: David McClelland

• Core Idea: People are primarily motivated by one or more of three needs:

1. Need for Achievement (nAch): Desire to excel and succeed.

2. Need for Power (nPow): Desire to influence or control others.

3. Need for Affiliation (nAff): Desire for friendly and close relationships.

• Application: Assign tasks based on an individual’s dominant need for better

performance and satisfaction.
4. Vroom’s Expectancy Theory

• Proposed by: Victor Vroom

• Core Idea: Motivation depends on three factors:

o Expectancy: Belief that effort will lead to performance.

o Instrumentality: Belief that performance will lead to a reward.

o Valence: The value of the reward to the individual.

• Application: Ensure that employees believe their effort leads to results, and that
rewards are meaningful and fairly given.

5. Adam’s Equity Theory

• Proposed by: J. Stacy Adams

• Core Idea: Employees are motivated when they perceive fairness in their input-
output ratio compared to others.

o Inputs: Effort, skills, experience.

o Outputs: Salary, recognition, benefits.

• Application: Ensure fairness and transparency in rewards, promotions, and workload

to maintain motivation and prevent dissatisfaction.

Summary Table:

Theory Focus Key Idea

Satisfy basic needs before higher-level

Maslow’s Hierarchy Human needs in order
motivation

Herzberg’s Two- Job satisfaction vs.

Use motivators to boost satisfaction
Factor dissatisfaction

McClelland’s People are driven by achievement, power,

Learned needs
Theory or affiliation

Vroom’s Motivation = Effort → Performance →

Process-based motivation
Expectancy Reward

Adam’s Equity
Fairness and comparison Perceived fairness affects motivation
Theory
SHORT ANSWERS
1.Explain Importance of personality?

Personality is a fundamental aspect of human behavior that influences how individuals

interact with others, approach tasks, and respond to different situations.

1. Personal Growth & Self-Awareness

- Understanding one’s personality helps individuals recognize their strengths, weaknesses,

and preferences.

- Example: Someone with a creative personality may excel in artistic or strategic roles.

2. Workplace Productivity & Job Fit

- Personality influences job performance, teamwork, and leadership

- Example: Conscientiousness leads to high responsibility, while openness fosters innovation.

3. Leadership & Decision-Making

- Strong leaders often have personality traits like confidence, adaptability, and emotional
intelligence.

- Example: Extroverted leaders may thrive in dynamic environments, while methodical

leaders excel in strategic roles.

4. Psychological Well-Being & Adaptability

- Personality influences how individuals handle stress, motivation, and change.

- Example: Resilient individuals bounce back from setbacks and remain motivated.

2.What is transactional Analysis?

Transactional Analysis is the study of social interactions ("transactions") between individuals.

It helps analyze how people communicate and which part of their personality is influencing
their behavior.

Three Ego States in TA:

1. Parent – Behaviors, thoughts, and feelings copied from authority figures (e.g., critical,
caring).

2. Adult – Logical, rational, and objective responses (e.g., problem-solving, analyzing).

3. Child – Emotional, instinctive, and creative responses (e.g., playful, rebellious,

fearful).
Each person switches between these states in different situations.

3.What is organizational Commitment?

Organizational Commitment refers to the emotional attachment, loyalty, and involvement an

employee has with their organization. It reflects the extent to which employees identify with
the organization’s goals and are willing to put in effort to help achieve them.

Key Aspects of Organizational Commitment:

1. Emotional Attachment: Feeling connected and proud to be part of the organization.

2. Loyalty: A desire to remain with the organization over time.

3. Willingness to Contribute: Readiness to go beyond basic job duties.

4.Define Motivation?

Motivation is the internal drive or desire that stimulates a person to take action toward
achieving a goal. It is what causes people to initiate, direct, and sustain behavior over
time.

Motivation is the reason why people do what they do—whether it's working hard learning
a skill, or striving for success.

Motivation is the force that drives individuals to act and perform in order to achieve
personal or organizational goals.

5.What is Self-Efficacy?

Self-efficacy refers to a person’s belief in their ability to successfully accomplish tasks and
achieve goals. It is the confidence an individual has in their own skills and capabilities to face
challenges, solve problems, and perform effectively in various situations.

Key Points About Self-Efficacy:

1. Confidence in Abilities: It is the belief that you can succeed in specific situations or
accomplish particular tasks.

2. Influence on Motivation: Higher self-efficacy typically leads to greater motivation,

persistence, and resilience when facing challenges.

3. Task-Specific: Unlike self-esteem, which is more general, self-efficacy relates to a

person’s belief in their ability to perform specific tasks or behaviors.
6.What is Optimism?

Optimism is a positive outlook or mindset where individuals expect good things to

happen in the future. It involves having a hopeful attitude and believing that
challenges can be overcome and that outcomes will generally be favourable.
Key Aspects of Optimism:
1. Positive Expectation: Optimists believe that things will work out in the end, even in
the face of difficulties.
2. Focus on Solutions: They tend to focus on finding solutions to problems, rather than
dwelling on setbacks.
3. Resilience: Optimism contributes to resilience, helping individuals bounce back from
failures or obstacles.

7.What is Herzberg two factor theory?

Herzberg's Two-Factor Theory (also known as the Motivator-Hygiene Theory) was

developed by Frederick Herzberg in the 1950s. It suggests that there are two types of
factors that affect employee motivation and satisfaction at work:
1. Motivators (Satisfiers)
2. Hygiene Factors (Dissatisfiers)

1. Motivators (Satisfiers):
• Definition: Factors that lead to job satisfaction and motivation. These are related to
the nature of the work itself and the way employees feel about their achievements.
• Effect: When these factors are present, employees are more likely to be motivated,
satisfied, and engaged.

2. Hygiene Factors (Dissatisfiers):

• Definition: Factors that are necessary to prevent dissatisfaction, but do not
necessarily motivate or improve job satisfaction when they are present.
• Effect: When these factors are absent or poor, employees become dissatisfied, but
improving them does not necessarily lead to motivation or satisfaction. They only
prevent dissatisfaction.

Key Idea of the Theory:

• Job satisfaction and job dissatisfaction are not two opposite ends of the same
spectrum. Instead:
o Hygiene factors prevent dissatisfaction (but do not create satisfaction).
o Motivators create job satisfaction and drive performance.