HUMAN RESOURCE DEVELOPMENT SS SS AND_ORGANTSATIONAL, BEHAVIOUR Organizational Behaviour 2 Personality And Attitudes 6 Perception 18 Motivation 29 Group Behaviour 41 Communication 49 Leadership 58 Organizational Politics 76 Conflict Management 81 Organizational Design 92 NOTE: MAKAUT course structure and syllabus of 6” semester has been changed from 2021 HUMAN RESOURCE DEVELOPMENT AND ORGANISATIONAL BEHAVIOUR has been introduced as a new subject in present curriculum. The syllabus of this subject 'S almost same as Organizational Behaviour [HU 801 & 801A]. Taking special care Of this matter we are providing the relevant MAKAUT university solutions of Organizational Behaviour [HU 801 & 801A\, so that students oan get an idea about “nlversity questions patterns.POPULAR PUBLICATIONS ORGANIZATIONAL BEHAVIOUR 14 are social inventions for accomplishing goals through group efforts”, . DWBUT 2014) a)Management —_b) Organization c) Leadership ) Behaviour Answer: (b) 2. A study of human behavior in organizational setting is [WBUT 2014) a) Individual behavior b) Group behavior ¢) Organizational behavior d) None of these Answer: (c) 3. Organizational behavior is IWBUT 2014) a) An interdisciplinary approach b) A humanistic approach ¢) Total system approach d) All of these Answer: (2) 4. Organizatinal behavior is not alan [WBUT 2014] a) A separate field of study b) Applied science c) Normative science d) Pessimistic approach Answer: (c) 5. . is a relatively permanent change in behavior that occurs as a result of experience [WBUT 2014] a) Behaviour modification b) Learning c) Motivation d) Skills Answer: (b) 6. Behaviour, power and conflict are central area of study for [WBUT 2014) a) Sociologist b) Anthropologist ¢) Social psychologist 4) Operation analysis Answer: (a) 7. Forces affecting OB are [weuT 2017] a) people b) environment ¢) technology d) all of these Answer: (d) 8. Which of the following is/are considered advantage(s) for organizations that have a successful diversity program in place? (weuT 201 a) Increased worker productivity b) Decreased worker turnover of a ¢) Ability to make better organizational decisions due to the involvement more diversified work force offering different Perspectives d) none of these Answer: (c) HOB-2which of the following forms Is the basis for the autocratic model of OB? 9.) Authority b) Power {WBUT 2017, 2016] ¢} obedience €) Dopendonco on bose Answer: (a) 40. The subjects contributing to OB is/are (WBUT 2019] a) Sociology b) Social Psychology c) Peychology 6) all of theso Answer: (4) 4.What Is the organization effectiveness? (WBUT 2017) Answer: © Organisational effectiveness may be described in terms of its ability to adapt and cope within the changes that are taking place everyday in social, organisational, environmental, technological and other aspects of modern culture. © These changes will invariably create new challenges as well as opportunities for the organisational managers, so as to manage the organisation in an effective way. © Inother words, organisational effectiveness is the extent to which an organisational effectiveness is the extent to which an organisation given certain resources and means achieves its objectives without placing undue strain on its members, and effectiveness could be defined as the degree to which organisation realises its goals. © Organisational effectiveness is not one dimensional concept, it is a matte: of degree. Effectiveness is label to which an organisation has to perform according to its capacities, potentials and goals. * Lastly, effectiveness of an organisation can be seen in terns of survival of the organisation, Pieter the term organisational behaviour. [MODEL QUESTION) * In simple Sense, organizational Behaviour is concemed with the systematic study of the actions and attitude that people at work exhibit within organizational setting. nizational Behaviour is concemed with understanding the thoughts, values, Emotions, feelings attitudes and other personal characteristics of the people at work in &0 organization, dines Oreanizational behaviour may be defined as a special field of study which is rectly concemed with understanding, production and control of human behaviour in n Organisational setting. % Why the Aatstementcouree? Is Incorporated In the syllabus of me cgchnotogy Br ry qeestizationa behaviour isa special field of study concemed with understanding, Tibing, prediction and control of human behaviour in an organizational setting. HOB-3 .POPULAR PUBLICATIONS Thus, the study of human and worker behaviour is understood by the Study of organizational behaviour. Organizational behaviour helps to unearth all the aspect of human behaviour/action in an organization, covering the effects of organization on human beings as well as the effects of organizational people on the organizations. Accordingly, the Practicing managers, by the knowledge drawn from organizational - behaviour, can take appropriate measures for channelizing the behaviours of organizational People towards organizational goals. OB helps to study all factors that go into the personality of human beings- his Needs, emotions, feelings, attitudes, ability to relate thoughts and feelings. OB, through its various disciplines or fields of study, can significantly equip a practicing manager towards understanding and motivating employees in organizations. ‘An in-depth study of organizational behaviour helps managers/management to profitably employ the knowledge secured from this study in organizing and managing. A study of OB offers a good insight on human behaviour and action. A study of OB can offer a lot to practicing managers in order to improve the accomplishment of organizational objectives. Lastly, OB is very useful to a student of behaviour, as it is related to the study of what people do when he is in an organizational setting. The reason for studying OB is that the student is inclined to make his/her career in management and wants to know what people do, when people do, what motivates or demotivates that people and thus understanding, predicting the behaviour of those people, the student. in his/her management career can apply the knowledge secured from OB in a meaningful way to make an organization more effective. . 1. Write short notes on the following: a) Historical background of OB [wBuT 2019] b) Dependent variables in the OB model [MODEL QUESTION] Answer: : a) Historical background of OB: Historically, the field of OB has developed from the studies conducted by behavioural scientists such as industrial psychologists, psychologists sociologists. The focus of these studies lies in the understanding, predicting and controlling human behavior in the organisations. The levels at which these studies have been carried out relate to individuals, the small group, the inter-group and the total organisation as a socio-economic-technical system. HOB-4‘The discipline of OB is based on an empirical studies of human behavior at work oe eter hand b On the other juman relations, is the study of behavi in . working to develop human motivation towards attaining ocpmatina! il . The study of OB can trace its roots back to Max Weber and earlier organizational studies. It is generally considered tohave begun as an academic discipline with the advent of scientific management in the 1890's, with Taylorism representing the peak of the movement. b) The dependent variables: lent variable refers to a response that is affected by an independent variable. The primary dependent variables in OB model are productivity, absenteeism, turnover and job satisfaction. 1. Productivity: > An organisation may be said to be productive when it achieves its goals and towards that end transforms its inputs to outputs at the lowest cost possible. So, productivity implies a concern for both effectiveness and efficiency. 2. Absenteeism: > Itis very difficult for any organisation to operate smoothly and attain its objectives if organisation people fail to report to their jobs/tasks. As a result, workflow is disrupted causing drastic reduction in output, and lastly the complete shutdown of the production process. — Levels of absenteeism beyond the normal range in any organisation have a direct impact on the concerned organisation's effectiveness and efficiency. 3. Turnover: > Tumover refers to the voluntary and involuntary permanent withdrawal of personnel from the organisation. a When employee turnover is excessive, it can be a disruptive factor hindering the organisation’s effectiveness. 4. Job satisfaction: , “> Job satisfaction refers to the satisfaction which one individual gets from his work or by performing it. oe ; and well established attitudes which > In other words, a feeling of fulfillment or strong & worker/employee gets by performing a particul Satisfaction. . > it Satisfaction is highly related to work related behaviour and it can be expressed one’s feelings towards one’s job. on ~ The terms job satisfaction and ‘attitudes’ are used interchangeably, but the positive Altitudes towards the job indicate job-satisfaction, while the negative attitudes towards a job indicate job-dissatisfactions. jar job/task can be referred to as job HOB-5POPULAR PUBLICATIONS PERSONALITY AND ATTITUDES 1. Which of the following is an experimental force that shapes personality? DWBUT 2014) a) Gender b) Height c) Experience 4) Brain size Answer: (d) 2. According to Sigmund Freud's Pshchoanalytical theory, ethical or moral part of Personality with perfection at its goal is called [WBUT 2016) a)ld b) Ego c) Super Ego ) Supreme Ego Answer: (c) 3. The immaturity to maturity continuum of personality development was proposed by [WBUT 2015) a) Chris Argyris b) Max Weber ¢) Sigmund Freud d) Vilfredo Pareto Answer: (a) 4. The personality type of people who believe that they are the masters of their destiny is (WBUT 2016] a) bureaucratic personality b) internal locus of control ¢) external locus of control d) sensation-feeling style Answer: (b) 5. All of the following are methods that managers can utilize to promote employee job satisfaction except which one? [WBUT 2017] a) Conduct an attitude survey b) Recognize and reward good performance ¢) Learn the specific facets of the job that may bring about worker dissatisfaction 4) Assume high performers are well satisfied in thelr job. Answer: (a) 6. People who have internal locus of control [WBUT 2018] a) have higher job satisfaction b) believe in luck c) have higher absenteeism d) are less involved in their jobs Answer: (a) 7. The type of personality of the individuals who work under prossure for higher achievement is known as [WBUT 200 ) Type A b) Type B c) Type C d) none of th Answer: (a) HOB-64. Define extraversion and Introversion. [weur 2014} Extraversion; : ‘ Extraversion is a personality dimension describing someone who is. sociable, talkative, assertive and open to establish new relationships. e Extraverts are gregarious and sociable individuals. « Extraverts are more suitable for assignments that require considerable interaction with others. ‘Research findings show that managerial positions are dominated by extraverts. Introversion: ° Persons with imovert personalities ae basically shy, qui, prefer to be alone and retiring, ¢ Such persons are intellectuals, introspective and emotionally unexpressive and value oriented. © Introverts are more inclined at tasks with analytical skills and they work best alone in a quiet environment without external influences or imteruption. 2 Discuss how an understanding of atfitudes is useful for the study of organizational behavior. [WBUT 2016] © Anin depth study of ‘attitudes’ is highly useful as well as beneficial for a person who is directly concemed with dealing human behavior and action in any organizational Settings. © The benefits derived out of the study of ‘attitudes’ may be in different ways, which are as follows: > The study of attitudes is important since it is assumed that there is a relationship between attitade and behavior. Attitude may only be one of the factors influencing behavior — there could be other factors, besides attitude which may be more powerful in influencing human behavior. ~> Understanding of attitudes are significant for the organizational managers because of their direct impact om the employee behavior, atitudinal influencing, On perception, job-satisfaction, job-involvement, organizational commitment, lower rates of tumover and absenteeism. > ‘Attitude’ is a special field of study concerned with understanding, describing, Prediction and control of human behavior in an organizational seting, > The practicing messengers by the knowledge drawn from studying attitudes can take appropriate measures for channelizing the behavior of organizational people towards organizational goals. c * Explain the characterfsties and components of etitude, IWBUT 2017] HOB?POPULAR PUBLICATIONS Answer: Characteristics of attitude | ° By the term ‘attitude’ we frequently use to describe people and explaining their behaviour. . . © In simple sense, attitudes reflect how one feels about something which may be concerned with people, objects or events. © Altitudes are evaluate statements. These statements may be favorable op unfavorable covering people, objects or events. . * In another way, attitude refers to a persistent tendency to feel and behave in a particular way toward some object, people or events. Components of attitudes Attitudes consist of three basic components. These are: i) Emotional component ii) Informational component and iii) Behavioural component i) Emotional Component: The emotional components of attitudes involve the person’s feelings or affect-positive, neutral, or Negative etc., about an object. ii) The informational component: The informational component of attitudes consists of the information and beliefs the individual has about an object. ili) The behavioural component: The behavioural component of attitudes consists of a Person's tendencies to behave in a particular way toward an object. 4. Define the relationship of Personality with OB. [MODEL QUESTION] Answer: Personality factors are highly important in organisational setting © As the organisational behaviour is a special field of study concerned with organisational environment, so, understanding personalities of the organisational People is of utmost importance, because Personality affects human behaviour as well each subordinate is unique and as a resul stimuli, like pay hikes or reprimands, * Organisational managers are extremely interested in the overall aspects of personality that induces people at work to behave in a manner required by social or biological pressures. * Organisational managers can profitably utilize the knowledge drawn from understanding personality of the Organisational people ‘in the areas of employee motivation and selection of individual, etc, © The concept of personality is needed for understanding human characteristics in general, apart from understanding Personality in the context of organisational setting. HOB-8AND ORGANISATIONAL BEHAVIOI tionship of job satisfaction with 5, Show the relati employee performance, employee tumov" ind absenteeism. [MODEL QUESTION) Answer: < ‘ Relationship of job Satisfaction and Employee Performance There is a long standing controversy as to the relationship between job satisfaction and employee performance. e Research findings show that there is no strong linkage between job satisfaction and employee performance productivity. The study reveled that satisfied employees will not necessarily be the highest performers There arc many variable factors like ‘rewards’ (intrinsic and extrinsic) for which employees may be satisfied and which may result in greater performance. In conclusion, it could be said that organizations with more satisfied people tended to be more effective than organizations with less satisfied people. Relationship of job satisfaction and Employee turnover Research findings show that there is a moderate relationship between job satisfaction and employee turmover. © It is true that job satisfaction helps to keep employee turmover low, similarly considerable job dissatisfaction leads to high employee turnover. . © But, there are other factors like labour market conditions, opportunities for alternative job, commitment to the organisation and length of service in the organisation, etc, stand as constrains on the decision to leave one’s current. job. Relationship of job satisfaction and Absenteeism © Research findings show that when job satisfaction is corsiderab\y high, absenteeism tends to be low, and on the contrary, when jab satisfaction is low, absenteeism tends to be high. © tis true that job satisfaction directly leads to attendance, but with presence of certain factors, Again, dissatisfied employees are more likely to absence from work. © Itis evident that high job satisfaction will not necessarily result in low absenteeism, but low job satisfaction is likely to generate high absenteeism. 6. What are the different ways of employee's expression of their dissatisfaction in an organisation? ren amployen's exrross [MODEL QUESTION] Answer; * There is no doubt as to the saying that 4 employee”. Job satistaction refers tothe satisfaction which ove individua/employee gets from his Work or by performing it. The terms “job satisfaction’ and atitudes ae usd interchangeably, but the positive attitudes towards the job indicate job satisfaction, While the negative attitudes, towards a job indicate job-dissatisfaction. happy employee is a productive HOB-9POPULAR PUBLICATIONS Job — dissatisfaction give birth to i) Employee unrest ii) high-rate of absenteeism iii) reflection of tardiness iv) high employees tum over v) employees to be complaining, vi) be insubordinate vii) stealing organizational property, and viii) shirking of work responsibilities, etc. Ways to Expressing employees dissatisfaction 1, Exit/Leaving the organization > The behaviour of the employees are directed towards leaving the organization and searching for new assignments. 2. Voice > The behaviour of the employees are directed towards raising problems and discussing with their superiors for improving conditions related to work and others, and also show interest in union activities. 3. Loyalty > Showing passive loyalty to the organization in the hope of work-conditions be improved, and amidst external criticism the employees trust the management and the organization to do the right things. 4. Neglect > The behaviour of the employees are directed towards passively allowing conditions to worsen by chronic absenteeism, reduced effort, chronic lateness and increased error rate, etc. Responses to job dissatisfaction are shown in a diagram: HOB-10a8 ype Questions 4. Define personality. Discuss the Big Five Model of personality in detail. [WBUT 2015) ‘Answer? 1" Part: . Personality may be referred to a general sum of traits, intemal and external, and behaviours that characterize and determine his unique patterns of adjustment in his relationships with others and his environment and which make the individual different from others. 2" Part: ‘BIG FIVE’ Personality Dimensions e — Five personality traits have recently emerged from research. The five traits along with their characteristics are stated as follows: Traits/Dimension > Characteristics of person 1.Extroversion Assertive, talkative, and Sociable. 2.Agrecablenes Cooperative, Good-natured and Trusting. 3.Conscientiousness + Persistent, dependable, achievement oriented and responsible. 4.Emotional Stability + Insecure, tense and nervous. | 5. 1€SS to fience 2 Sensitive, intelli Explanations of the personality dimensions of the ‘BIG FIVE’ personality traits Extroversion © The personality dimension extroversion describes or characterizes someone who is talkative, sociable and assertive, and open to establish new relationships. Agreeableness © The personality dimension, agreeableness describes or characterizes someone who is good-natured, able to get along with people, cooperative and trustworthy. Conscientiousness | © The personality dimension conscientiousness describes or characterizes someone who is systematic, careful, responsible, dependable, self-disciplined, persistent and achievement oriented. Emotional Stability . © The personality dimension emotional stability describes or charecterizes someone Open? is calm, enthusiastic, able to cope with stress and secure. Penness to Experience . * The personality dimension openness to experience describes or characterizes someone who is sensitive, imaginative, innovative ard intellectual. 2% Define personality. Dlecuss the major determinants af personality. Why such ‘rowledge may be vest in managing ar organization? [WBUT 2017] HOB-11POPULAR PUBLICATIONS Answer: 1" part: Personality: Personality may be referred to a general sum of traits, internal and extemal, and behaviours that characterize and determine his unique pattems of adjustment in his relationships with others and his environment and which make the individual different from others. 2" part: Major Determinants of Personality The determinants of personality can be grouped into the following broad categories. 1, Biological Factors 2. Family and Social Factors 3. Environment and Cultural Factors, and 4. Situational Factors The contributing factors / major determinants of personality are discussed in a chronological order. Biological Factors Biological contribution, as determinants of personality, can be categorized into three major areas — (a) heredity, (b) brain and (c) physical stature of a person. a) Heredity: ° Heredity refers to the transmission of the qualities from ancestor to descendent. Each parent, at conception, normally contributes 23 chromosomes containing thousands of genes which act as the transmitter of traits in certain combinations, As a result, all the children of the same parents do not posses identical genetic make-ups. b) Brain: © Brain, as a biological factor, is supposed to play an important role in determining Personality. The structure of brain determines personality, though the evidence is much less conclusive. ©) Physical Stature: © Asa biological factor, in determining personality formation, the physical feature! Stature play an important role. An individual's physical stature like height (tall or short), weight, facial features, colour, large or small feet, long or short nose etc., which is biologically determined, is proved to be having a tremendous effect on his personality, as the physical attributes are largely attributed to heredity. Family and Social Factors Family Factors * The development of an individual proceeds under the direct influence of the immediate family, particularly in the early stages. It is a fact that the nature Ke influence of the family depends upon certain factors like, economic level of HOB-12family size, birth order, religion, geographic situation and i tevel etc. All these have a bearing on the development. pee tana «For instance, an individual who is brought up in a very poor family might have different attitude and experience towards life than an individual brought up in a rich family. The overall home environment created by the parents have also a bearing and. impact to the development of personality. The parents play a vital role in the identification process which is important to an individual in the stages of his/her early development. e A child in the family, generally, tries to behave like his father or mother — as model. Identification can be viewed as the similarity of behaviour with same feelings and attitudes between the child and the model. Identification may be looked upon as the child’s desires and motives to be the same as that of model; further, identification can be viewed as the process through which the child, in practice takes on the attributes of the model. Social Factors ‘e In addition to family members, there are other dominant factors that exercise their due role in developing one’s personality. The dominant factors or influences are — friends, playmates, peer at work, associates and the group to which the individual belongs and it is commonly called Socialisation process. © Socialisation process initially starts with contact between mother and her new infant, and other members of the family and subsequently the social groups (friends, playmates, peer at work, associates, the groups to which he/she belongs) influence the socialization process. © An individual's personality is highly reflected by the behaviours of the social groups, both within work place as well as outside. Environmental and Cultural Factors © Personality development owes much to environmental as well as social factors. ¥ Environment includes elements like culture which influences norms, values, beliefs, attitudes, pattems of behaviour, perceptions and a code of conduct, which also influences the behaviour of individuals in a given society. x ‘These influencing elements are passed along from one generation to the next in a consistence way. Y The person and his culture are inseparable and interwoven with each other. As a result, it is very difficult to distinguish the individuals from his cultural backup. Thus, on the basis of environmental and cutual upbringing, the values, belief, Perceptions and attitudes ete., of individual will differ Situational Factors An individuals personality, though generally stable ond consistent, yt it can chanige in different situations. HOB-13ICATIONS ° Thus, a situation €xerts an important press on the individual and because of changeq situation, his personality composition changes. : For example, a person with a shy and timid personality may spontaneously perform heroic actions so as to save other people’s life without caring for his own safety. 3" part: Personality factors are hi . hly important and useful in organisational setting As the organisational behaviour is a special field of study concemed with understanding, describing, prediction and central of human behaviour in an organisational environment, so, understanding personalities of the organisational People is of utmost importance, because personality affects human behaviour as well as perception and attitudes. ¢ A manager must understand that all subordinates around him are not alike and that each subordinate is unique and as a result, may or may not respond to the same stimuli, like pay hikes or reprimands. © Organisational managers are extremely interested in the overall aspects of personality that induces people at work to behave in a manner required by social or biological pressures. © Organisational managers can profitably utilize the knowledge drawn from understanding personality of the organisational people in the areas of employee motivation and selection of individual, etc. © The concept of personality is needed for understanding human characteristics in general, apart from understanding personality in the context of organisational setting. 3. a) What do you mean by job satisfaction? [WBUT 2018] b) What are the cai of job satisfaction? ¢) How job satisfaction is measured? Answer: a) Job satisfaction Job satisfaction refers to the satisfaction which one individual gets from his work oF by performing it. . © In other words, a feeling of fulfillment or strong and well established attitudes which a worker/employee gets by performing a particular job/task can be referred to as jo! satisfaction. d e Job satisfaction is highly related to work related behaviour and it can be express’ as- one’s feelings towards one’s job. itive © The terms job satisfaction and ‘attitudes’ are used interchangeably, but the Po ties attitudes towards the job indicate job-satisfaction, while the negative atti towards a job indicate job-dissatisfactions, HOB-14{AN RESOURCE DI )PMENT AND ORGANISATIONAL BEHAVI py The Causes/Indicators of job Satisfaction « Pridein the work-group Intrinsic job satisfaction — * qvalvement with the organization, and Job status, financial and non-financial satisfaction Fy Measurement of job satisfaction: Employees’ job satisfaction plays a vital role in the schievernent of any business or organization. If the employees are satisfied and happy their management and workplace environment, the employees’ commitment towards the organization will increase and they will put their best efforts’ in their work. 3 simple and efficient ways to measure employees satisfactions ~ 1. Employee suggestion box: Often employees are scared of telling exactly what they think, One of the simplest way of getting employee's opinions are suggestion box, which will give the employees a sense ‘of what could be lacking at the workplace. 2, Employee performance review: Management could find out from employees what it is that they want to get out of their job, what their dream job is and what goals they hope to achieve. Management is to conduct a one-on-one review with the employees as management need to focus on individuals and their specific needs. could set up employee satisfaction 3. Anonymous employee surveys: Management ‘0 that employees do not survey questions for their employees and making it anonymous s feel they are being targeted all the time. Employee satisfaction surveys are the most e concems of the employee and gives employee: apprehensive if they have something to communicate or talk about. Just to be sure to measure employee satisfaction weekly or monthly, employee satisfaction surveys are the fast way to get feedback to measure employee job ficient ways to hear out the opinions and 3 a voice where some may feel Satisfaction. ste short rites on the following: 2} itravert & Estrovert personally IWBUT 2016] 2} Big Five Model of Personalty (WBUT 2017] €) Job rein, Cyparsonalty novel QUESTION at ides Development of personality [MODEL QUESTION] er: 4) Refer t0 Question No. 1 of Short Answer Type Questions. b) ) Refer to Question No. 1(2" Part) of Long Answer Type Questions. . HOB-15UBLICATIONS :) Trait theory of personality: , © Personality traits may be referred to as the enduring characteristics that describe an individual's behavior. Traits are psychological entities. e In other words, a trait may be characterized by any distinguishable, relatively enduring way in which one individual differs from another. © Again, traits are common to many individuals and also vary in large degree between individuals. Defining Personality Traits r © Defining personality traits is a very difficult proposition, because thousands of adjectives could be used to describe personality traits. © One researcher identified sixteen personality factors which are said to be source or primary traits. The sixteen source traits are mentioned as under: 1. Reserved Vs outgoing 2. Less intelligent Vs More intelligent 3. Affected feelings Vs Emotionally stable 4, Submissive Vs Dominant 5. Serious Vs _ Happy-go-lucky 6. Expedient Vs Conscientious 7. Timid Vs _ Venturesome 8. Tough-minded Vs Sensitive 9. Trusting Vs — Suspicious 10. Practical Vs — Imaginative 11. Forthright Vs Shrewd 12, Self-assured Vs Apprehensive 13.Conservative Vs Experimenting 14. Group dependent Vs Self-dependent 15. Uncontrolled Vs — Controlled 16. Relaxed Vs Tense d) Job related attitudes: © Job-related attitudes which are mainly job satisfaction, job involvement, and organisational commitment. © Job satisfaction: job satisfaction refers to one’s feeling towards one’s job. An individual having satisfaction said to possess positive attitude towards the job. Conversely, a dissatisfied person will have negative attitude towards his or her job. Job involvement: it refers to the degree with which an individual indentifies psychologically with his or her job and perceives his or her perceived level important to self worth. High degree of job involvement results in fewer absences and lower resignation rates. © Organisational commitment: It is understood as one’s indentification with his oF her organisation and feels proud of being its employee. It implies an employee’ identification with a particular organisation and its goals. HOB-16EVE AND ORGANISATIONAL BEHA\ ) ment of personality: 4 velopment of one’s personality, done in the right manner, i i The ek fr every individu ht mame is achalenging and «tis challenging in hat demands hard, methodical abou, preven, and careful attention. ae Itis rewarding since no effort in this direction goes in vain, «Infact, every effort brings success and satisfaction proportionate to the attempt. It is every person’s duty to work towards it, since development of personality is necessary for success in any field. Development of personality implies progressive identification with higher dimensions of personality. ‘Thus, a person identified only with physical dimension withowt exercising hisIher higher mental faculties; live not far different from animals, whose pleasure and plain are restricted to the sensory system. A pleasing personality is a combination of a person's attitude behaviour and expressions. © One will never lose his/her attractiveness regardless of age when the path of one’s personality flows both one’s face and heart. © Successfil people build pleasing and magnetic personalities which is what makes them charismatic, and this helps in getting friendly cooperation from others. HOB-17POPULAR PUBLICATIONS PERCEPTION 4. Thematic Apperception Test (TAT) is designed to understand - [WBUT 2014) a) Perception of individual b) Personality of individual c) Learning of individual d) None of these Answer: (a) 2. What do we call it when we judge someone on the basis of our perception? [WBUT 2014) a) Stereotyping —_b) Categorizing c) Halo effect d) Prototyping Answer: (a) 3. Perception consists of: [WBUT 2015) a) information at the elementary sensory level b) sensory reduction of impulses in the nervous system c) the process of interpreting sensations and giving them meaning d) the processes in the brain the underlie sensation Answer: (c) 4. The first step in making a decision is [WBUT 2016] a) developing alternatives b) identifying the decision criteria ¢) defining the problem d) allocating weights to the criteria Answer: (c) 5... ... refers to the tendency of judging a person entirely on the basis of a single trait that may be favourable or unfavourable [WBUT 2016] a) stereotyping b) halo effect c) pygmallion effect d) perpetual defense Answer: (b) 6. Which of the foliowing helps in raising the individual perceptions of low level of self esteems? [WBUT 2016, 2018] a) situation b) empowerment —_c) job enrichment d) reinforcement Answer: (a) 7... is the process by which individuals select, organize and interpret stimuli into a meaningful and coherent picture of the environment in which they live. [MODEL QUESTION] a) Conception _b) Perception ¢) Cognition d) Confrontation Answer: (b) HOB-18HUMAN RESOURCE DEVELOPMENT AND ORGANISATIONAL BEHAVIOUR Halo effect caused by JODEL QUE: s a) Telephonic voice b) Projection mi QUESTION] c) Stereotyping d) None of these Answer? (d) 9. The cognitive approach to organisational behaviour emphasizes on [MODEL QUESTION] a) Stimulus b) Response c) Consequence d) Psychological process Answer: (4) 40. What Is the degree to which people believe that they are masters of their own fate called? (MODEL QUESTION] a) Self-esteem b) Locus of contro! c) Self-monitoring d) Machiavellianism Answer: (b) 44. Which of the following play(s) an important role in determining perceptual selectivity? {MODEL QUESTION] 2) Motivation —_b) Learning ) Personality d) All of these Answer: (d) 12, Which of the following provides meaning and value to stimuli objects, events, situations and people in the environment? [MODEL QUESTION] a) Perpetual selectivity b) Perpetual constancy ¢) Perpetual context d) Perpetual defence Answer: (c) 1. Explain briefly the process of perception through an input-output model. prose es percept 3 (WBUT 2014) Answer: The Perceptual Process The pereeptual process involves a series of steps consis which relate to one another. ing of several sub-processes Thesteps consisting of several sub-process are: Stimulus or situation Registration Interpretation Feedback, and Reaction Vids HOB-19POPULAR PUBLICATIONS © The first step involved in the perceptual process is the presence of stimulus or situation that confronts the human being. This confrontation may either be with the immediate sensual stimulation or the total physical and socio-cultural environment. e The second step involved in the perceptual process is the internal cognitive process of registration phenomenon which occurs because of the presence of stimulus. Here, at this step, the physiological mechanisms, both sensory and neural are affected and as a result, the physiological ability to hear and see will affect the process of perception. © The third step involved in the process of perception is the interpretation. Interpretation is the most important aspect in the process of perception. After the information has been selected and organized, the perceiver interprets the information through a subjective and judgemental process. Here, at this stage, the perceiver tries to attach meaning to the stimulus. In this stage of interpretation, the other psychological processes, like learning and motivation, etc., will affect the process of interpretation of a stimulus. © The fourth stage involved in the process of perception is another sub-process, called feedback. Feedback is required to clarify the response whether it is in the form of kinesthetic feed-back, i.e., sensory impressions from muscles, or psychological feed- back, i.e., raised eyebrow or change in voice inflection, etc. Both these feed-back may influence in the process of an individual's perception. e The fifth step involved in the process of perception is the behaviour. The behavioural termination of perception may be in the form of covert behaviour ie., moving rapidly or slowly in the work situation or convert behaviour, i.e., to make a self-evaluation. ¢ The final step involved in the process of perception is the consequence and the consequences of the behaviour make up the final step in the process of perception. e It is to be noted that the sub-processes involved in the process of perception like registration, interpretation and feedback are internal cognitive processes which are unobservable, but the behaviour and consequences indicate perception related to the behaviour. ‘Stumulus or Situation ‘An Individual External Environment =] Physical Environment ovat Environment The Perceptual Process: At A Glance 2. What is perception? Write in brief about the factors that influence perception. [WBUT 2018) HOB-20Answer: 1* part: «In simple sense, perception may be explained as the interpretation of sensory data, that is, the process of selection, organization and interpretation of sensation, so aS to provide a meaningful experience for the individual. # In other words, perception may be referred to a process which an i vidual selects, organizes and interprets his sensory data into 2 meaningful picture around his environment. «Thus, perception is primarily an individual process and as a result, what one individual perceives may be vast different from objective reality — that is, what one perceives reality to be and not necessarily as what reality is. 2™ part: Factors influencing perception or three influences on the concept of perception The factors that influence perception are summarised as under: The three influencing factors on the concept of perception are: A. The perceiver and his/her characteristics B. The perceived — its characteristics C. The situation— its characteristics A: The perceiver and his/her characteristics ¢ An individual’s perception towards a target or an event and his or her attempt to interpretation of the same is largely influenced by the personal characteristics of the individual perceiver, like needs, values, experiences, personality and attitudes, etc. © An individual’s perception is determined by his/her inner needs. The needs and motives of an individual play a vital role in perception. When an individual is not able to satisfy his/her needs, he/she remains engaged in wishful thinking which is a way to satisfy the need not in real world but in imaginary world. Perception. ofa happy individual is completely different from frustrated individual. e An individual’s values beliefs and cultural upbringing have profound influence on his/her tion about others. © Experience has a direct influence on perception. If an individual possesses a positive experience with a person, his attitude towards him is likely to be positive and conversely negative experiences tend to make him cautious. Experiences become reference points in our daily lives, © Our attitude determines how we perceive at an object or event. To a positive thinker, attitude can be a way of success. To a negative thinker, it can act as a major block. B: The Perceived © The individual's perceptions about others are largely influenced by their physical characteristics like appearance, facial expressions, gender, age, manner of © communications, personality traits and other patterns of behaviour. HOB-21POPULAR PUBLICATIONS + For example, when we see a person dressed in business suits, we assume him to be a high level executive and conversely when ordinarily dressed, we assume him to be an ordinary worker. ° One’s appearance may put the other into resistant or even a hostile attitude or induce in him a receptive mood. ® The body movement of a person, position of hands and legs and other parts of the body reveal his personality, whether he is vibrant, dynamic, nervous and confident, etc. ° Sir i arly, a smile (friendliness), a frown (discontent), raising the eyebrows (disbelief), or tightening the jaw muscles (antagonism), etc, can add to the meaning being conveyed through verbal means. C: The situation — Its characteristics e The situation has a constant influence on perception. An individual’s perception about others are influenced by the situational characteristics, like physical location, social setting and organizational setting of the situation. © For example, at a social gathering a subordinate behaves with his superior officer differently than when in the office place. Here, location of the event acting is an important factor in determining behaviour. © Again, in a social setting if you find one gentle lady, whom you respect and admire, with a person whom you most dislike, then you will create a bad image about that gentle lady in your mind. Factors influencing perception are shown at a glance: ° The perceiver — Characteristics => Needs — Values — Attitudes > experiences SS Appearance — Facial Expressions —> Manner of Communication —> Personality —> Patterns of behaviour —> Physical Location + Social Setting > Organisational Setting Overall understanding of perception, 3. What do you mean by the term ‘perception’? [MODEL QUESTION] HOB-22swer? Anse mple sense, perception may be explained asthe interpretation of sensor data, that is, the process of selection, organization and interpretation of sensation, so &s to rovide a meaningful experience for the individual. « Inother words, perception may be referred to a process which an individual selects, organizes and interprets his sensory data into @ meaningful picture around his environment. Thus, perception is primarily an individual process and as a result, what one individual perceives may be vast different from objective reality — that is, what one perceives reality to be and not necessarily as what reality is. 4, What are the managerial implications of perception? {MODEL QUESTION] Answer: ‘The organizational managers are to be aware of whether or not the organizational members share similar or least compatible perceptions. If it is observed that organizational members do not share similar perceptions, then the problems of the organizations are greater. Insuch a situation, the managers should intend to improve the behaviour of people at work which is the product of their individual or group perceptions of environmental factors, both physical environment and socio-cultural environment. © The managers should attempt to identify the areas under which employee's behaviour could be improved. This could be done by deciding the structural and technological stimuli and determining reward and punishment context of behavioural consequences. © Conflict is a part of organizational life. So, organizations are not free of conflict. Much conflict among groups take place in organizations because of the i fing of each group about the functioning and interest of other groups. In such a situations, managers are to provide an integrating and co-operative situation in the organization. © Lastly, training and development programmers in the areas of behavioural sciences, may be initiated by the organizational managers, so as to enable the organizational People to leam to perceive correctly. The managers are to design and apply appropriate training methodologies to increase the perceptual accuracy of the organizational people. 4. What is perceptual sotectivity? What factors influence perceptual selectivity? Seveeet IWBUT 2015) 1" Part: : Perceptual Selectivity © Perceptual Selection or selectivity seeks to explain hi Feo cca ofthe sony sla tbey ke muting tee ee ee _HOB-23ULAR PUBLICATIONS © Perceptual Selectivity depends on internal set factors like learning, motivation and personality. © On the other hand, intensity, size repetition and familiarity are extemal attention factors which influence the perceptual selection of individuals. 2™ Part: Factors influencing perceptual selectivity The factors both external and internal that influence perceptual selectivity are summed up as under: A: External Factors External factors such as intensity, size, contrast, repetition, motion and novelty and familiarity, etc, affect perpetual selectivity. e Intensity —» The more intense the external stimulus, the more likely it is to be perceived. — Example, bright lights, a loud noise, a strong odor, a big hoarding in the highway, etc, attract attention of a person much more than ordinary lighting and a soft sound. ° Size > The larger the size of the object, the more likely that it will be noticed and perceived > Example, a seven feet tall man will stand out in ‘a crowed and may receive more attention from the public. e° Contrast —» According to the principle of contrast if an object in some way contrasts with its background, it is more noticeable. —» Example, plant safety signs / road safety signs that have black letteri background or a white lettering on a red background are more attention-getting, Similarly, when the seven feet tall man is placed next to a four feet height man, the smaller one (four feet height man) will probably receive as much notice as the bigger one (seven feet tall man) e Repetition | —> Arepeated external stimulus is more attention-drawing that a single one. > Example, a worker in a workplace, will generally hear/receive better when work instructions for a dull task are given more than once. Motion Moving object are more likely to be percei Example, a flashing neon sign is more easil Novelty and Familiarity . Either a novel or a familiar factor can serve as an attention getter. Under this principle, new objects in a familiar setting or familiar objects in a new setting will draw attention. Example, walking of an el ing on a yellow ved than stationery objects. ly noticed than a ordinary static light. bo bucdyy? ephant along a city street is noticed very quickly by the people. — People with unusual clothing will be attention getters than a well-dressed man next to him. HOB-24DEVE! (GANISATIONAL BEHAVIOl B: Internal Factors e Learning 4 Learning plays an important role in developing perceptual set. _» Learning, being a cognitive factor, has considerable influence on perception. e Motivation + Motivation also plays an important role in influencing the process of perception. Needs play a significant role in perpetual selectivity. _ Example, a hungry man should be very sensitive to sight or smell of food than a non- hungry man. e Ambivalence _» Ambivalence or mixed feelings about a situation is also an influencing factor for perpetual selectivity. 2. What is perception? Explain the various perceptual errors. Mention the factors affecting perception. [WBUT 2019] Answer: 1" part: Refer to Question No. 2 (1 part) of Short Answer Type Questions. 2" part: ‘There are some factors which affect the correctness of perception and thus perceptual distortion or perceptual error occurs. Perceptual distortion/error is @ position where the person docs not perceive the thing, particularly person, as it may be. The factors behind such perceiving are: © Hallo-Effect: _> The halo effect, in social perception, refers to the tendency of judging an individual entirely on the basis of a single trait, like intelligence. sociability or appearance etc., which may be favourable or unfavourable. Example, in the process of selection of employees, acandidate’s physical appearance 2», may override all other characteristics while appraising the candidate’s performance. ¢ Projection: ; —> Projection refers to the tendency to attribute one’s own characteristics to other individuals. | | * > Im the case of projection about others, they project their own characteristics into others. > Example, a person who himself is not bright, energetic, enthusiastic and hardworking may ‘consider others also at that of himself. ¢ © Stereotyping: > Stereotyping, as an important the basis of one’s perception ©: area of social perception, refers to judging someone on f the group to which that person belongs. HOB-25LIC) + Instereotyping, people are categorized into groups according to several criteria like age, race, sex and occupation. It is inferred that all people within a particular group possess the same traits. > Example, common strereotyped groups include doctors, professors, engineers, artists, minorities, women, functional and staff specialists, accountants, sales executives and computer programmers, etc. 3™ part: Refer to Question No. 2 (2" part) of Short Answer Type Questions. 3. Write short notes on the following: 2) Attribution theory [WBUT 20165] b) Factors influencing perception [WBUT 2016] 2) Stereotyping & Halo effect [WBUT 2016] 4) Perceptual process [WBUT 2018] 2) Development of managerial perceptual skills [MODEL QUESTION] Answer: a) Attribution theory: —> Attribution refers to the process how people interpret; explain the cause of author’s or their own behaviour. — Attribution is a process by which individuals search for causes (attributes) in making interpretations of other individuals’ behaviour or of oneself. —> Attribution theory suggests that when individuals observe behaviour, they attempt to determine whether the behaviour is caused internally or externally. — The determination, whether intemal or external, largely depends on certain factors. These are (i) distinctiveness, (ii) Consensus and (iii) Consistency. b) Factors influencing perception are: 1. Attribution and 2. Selective perception 1. Attribution — Attribution refers to the process how people interpret; explain the cause of author’s or their own behaviour. — Attribution is a process by which individuals search for causes interpretations of other individuals’ behaviour or of oneself. 2. Selective Perception — In the case, of selective perception, individuals selectively interpret what they see on the basis of their interests, experience, attitude and background. ° Selective Perception takes place when it becomes impossible for individuals to 3 ee everything they see — only certain stimuli can be taken to be considered, © The halo effect, in social perception, refers entirely on the basis of a single trait, like i which may be favourable or unfavourable. (attributes) in making to the tendency of judging an individual intelligence, sociability or appearance etc., HOB-264, Projection _ Projection refers to the tendency to attribute one’s own characteristics to other individuals. o In the case of projection about others, they project their own characteristics into others. _» Example, a person who himself is not bright, energetic, enthusiastic and hardworking may consider others also at that of himself. 5, Stereotyping | > Stereotyping, as an important area of social perception, refers to judging someone on the basis of one’s perception of the group to which that person belongs. c) Stereotyping: > Stereotyping, as an important area of social perception, refers to judging someone on the basis of one’s perception of the group to which that person belongs. + In stereotyping, people are categorized into groups according to several criteria like age, race, sex and occupation. It is inferred that all people within a particular group possess the same traits. Hallo-Effect: > The halo effect, in social perception, refers to the tendency of judging an individual entirely on the basis of a single trait, like intelligence, sociability or appearance etc., which may be favourable or unfavourable. ~ Example, in the process of selection of employees, a candidate’s physical appearance may override all other characteristics while appraising the candidate's performance. 4) Perceptual process: Refer to Question No. I of Short Answer Type Questions. ¢) Development of managerial perceptual skills: For an organizational Manager, understanding of human perception is of utmost importance in understanding and controlling the behavior of people at workplace. So, a manager is to acquire certain skills in the perception process. These are: © Managers should possess a high level of self-awareness. © Managers should minimize the biases of personal perceptions by inviting view points of others. © Managers should be empathetic enough and should remove his/her personal impressions to understand problems as seen by other people. © Managers should have the capacity/ability to influence the perceptions of other people at the workplace for continuous accurate flow of work events and that for advantage of all concemed. © Mangers should avoid common perceptional distortions that take place in the workplace situations and should try to minimize these distortions to avoid adverse impact, HOB-27POPULAR PUBLICATIONS Mangers should avoid inappropriate attributions and search the real reasons for such happenings. . ® Managers, though Johari window should be able to understand levels of self awareness, that is, what one is conscious in one’s social interactions and what one is not. HOB-28HUMAN RESOURCE DEVELOPMENT AND ORGANISATIONAL BEHAVIOUR MOTIVATION 1, Hawthorne Studies is related to which stage of the organizational behavior evolution BUT 201 a) industrial revolution b) scientific managemtne 1 c) organizational behavior d) human relations movement Answer: (d) 2. Self-Actualisation is [wBuT 2015] a) lower order need b) higher order need c) lower order want d) higher order want Answer: (b) 3.1 (Aff) refers to [WBUT 2015] a) Need for affiliation b) Need for affection c) Need for affluence d) Need for affinity Answer: (a) 4. NAch Theory was given by [WBUT 2046, 2019] a) VROOM b) McLolland ¢) Alderfer 4) Maslow Answer: (b) 5. Force = Valence x Expectancy developed by [WBUT 2016] a) Victor Vroom —b) Herzberg c) Maslow 4) Alderfer Answer: (a) 6. In Vroom’s Expectancy theory, expectancy indicates (WBUT 2017] a) probability of achieving the outcome |b) advancement ¢) award ) accounting Answer: (a) 7. Which of the following is not a hygiene factor according to McGregor’s theory? a) Job security b) Job growth IWBUT 2017] c) Work status d) Sanitary facilities Auswer: (d) 8. ERG theory was developed by (WBUT 2017] a) Maslow b) Hertzberg 6) Alderfer 4) Robert House Answer: (c) 9. Which of these theories are also known as ‘Maslow’s Theory’? [WBUT 2018} a) Theory X & b) Expectancy Theory c) Theory of Needs d) None of these Answer: (c) HOB-29LAR LIC: 40. Which of the following plays a major role in enhancing the efficiency of human resources in an organization? [WBUT 2018) a) Increase in motivation b) Training and personal development c) Education d) All of these Answer: (d) 11, Which of the following behavioural scientists proposed the Theory X & Y of motivation? (WBUT 2018) a) Frederick Herzberg b) Douglas Mc. Gregor c) F. W. Taylor d) Victor Vroom Answer: (b) 12. ERG theory refers to [WBUT 2019) a) Enhance, Relate & Grow b) Existence, Relatedness & Growth c) Existence, Roaming & Growth d) Enhance, Retardness & Growth Answer: (b) 43. Which one of the following is an exceptional motivating factor? [WBUT 2019] a) Punishment b) Promotion ¢) Participation d) Increase in salaries Answer: (a) Short Answer estions 4. Analyse the relevance of Aldexfer's ERG theory of motivation. [WBUT 2015] Answer: Alderfer’s ERG Theory ERG Theory was developed by Clayton Alderfer. Alderfer's theory of work motivation is an extension of F. Herzberg’s motivation-Hygiene theory and of ‘Abraham Maslow’s need hierarchy. e The ERG theory stands for Existence, Relatedness, and Growth — three sets of needs which are the focal point of ERG theory. © ERG theory hypothesizes three basic groups of core needs and Alderfer developed the model of hierarchy of needs based on some empirical evidence. The Main Thrust Area of ERG Theory © Clayton Alderfer developed his model of hierarchy of needs on some empirical evidence. «The need inputs (three — needs) in the ERG model do not have any strict'lines of destination or demarcation, as in the ‘need hierarchy’ as proposed by Abraham Maslow, or in two-Fact or theory proposed by F. Herzberg. © ERG model differs from both Maslow’s and Herzberg's theories on motivation, where fulfillment of a lower level need leads to activation of a higher level need. * Alderfer suggests that there does not exist a rigid hierarchy where a lower level need must substantially gratified before one can move for the next hierarchy. HOB-30HUMAN RESOURCE DEVELOPMENT AND ORGANISATIONAL. BEHAVIOUR Asan instance, according to ERG model, an individuals cultural environment or back ground may cause the ‘relatedness needs’ or predominant over unfulfilled existence needs. . Again, according to ERG model, when a higher level need is frustrated, then the individuals desire to increase a lower level takes place. Thus, frustration of higher evel can lead to regression toa lower level need. ‘ 2, Write in brief about MeGregor's Theory X and Theory. _ [WBUT 2016, 2019] Answer: McGregor’s ‘X’ and ‘Y’ Theories In the classic book “The Human Side of the Enterprise” Douglas Murray McGregor has formulated two pairs of assumptions having two sharply opposite concepts to explain human behaviour and management style for motivation. McGregor has characterized these two ‘assumptions as Theory X and Theory Y. According to McGregor, Managerial actions of motivating organizational work force involves certain assumptions and hypotheses relating to human nature and behaviour, which may be useful for predicting human behaviour and action. Theory X Theory X is the traditional theory of human behaviour and indicates the conventional approach to managerial motivation and control. Theory Y Douglas MeGregor has propounded his theory Y with some “optimistic assumptions” ‘The optimistic assumptions of theory *Y’ conceives man himself as an ‘end’ and that the organization should provide ‘means’ to achieve ‘ends’. The Assumptions of Theory-X and Theory ¥ at A Glance (In a Short Form) ‘Theory X Theory ¥ Assumptions About People Assumptions About People > People have desire to achieve. They are not * People, by nature, are lazy. lazy. 7 They have inherent dislike of work and they] People do not inherently dislike work. For| work as little as possible. them work is natural as play. T They lack ambition, dislike responsiblity and] They are abitious, They accept responsibility prefer to be directed. and also seek responsibility. They are inherenlyselPcentered and|» They eiercse self-direction and self-control to| indifferent to organizational needs. the attainment of organizational objectives for| which they are committed. ~The bysawe weressnttoctange. |e They recognize end accept organizational They are not very bright and lack imaginatio ingenuity and cre HOB-3120) ICATIONS }. Illustrate the ERG theory of motivation. With a practical example form the world of business. [WBUT 2018] Answer: Alderfer’s ERG Theory » ERG Theory was developed by Clayton Alderfer. Alderfer’s theory of work motivation is an extension of F. Herzberg’s motivation-Hygiene theory and of Abraham Maslow’s need hierarchy. » The ERG theory stands for Existence, Relatedness, and Growth — three sets of needs which are the focal point of ERG theory. ) ERG theory hypothesizes three basic groups of core needs and Alderfer developed the model of hierarchy of needs based on some empirical evidence. The Three Basic Groups of Core Needs According to Alderfer there are three basic groups of core needs which are described as ander: 1) Existence Needs Existence needs are associated with all types of material and physiological desires of an individual that are both work and non-work related. Existence needs include pay, fringe- benefits, perquisites, and physical working conditions, etc. 2) Relatedness Needs These needs are related to need fcr satisfactory social and inter personal relationships. Such needs depend on sharing mutual understanding and interactive influence and sharing of thoughts and feelings with family members, co-workers, supervisors, friends, ete. 7 3) Growth Needs These needs are related to development of individual’s potential and desire for personal growth and competence. 4. Define Motivation. [WBUT 2019] Answer: © The word ‘motivation’ is derived from the word ‘motive’. According to Berelson and Steiner ‘motive’ is “an inner state of our mind, that energizes, activates or moves and directs or channels our behaviour towards goals”. © The motivation of a person depends on the strength of his motives. Motives are the whys of human behaviour. Motives arouse and maintain activity and determine the direction of the behaviour of an individual towards cherished goals. © Motivation is something within a human being that prompts him to action. It is goal — directed and it is itself invisible. Psychologists define motivation as that arouses human behaviour, sustains human behaviour and channels human belfaviour towards a specific course or direction. © Thus, motivati imulati i ee acre me be defined as a process of stimulating human being to action to Highlight the three groups of core needs inERG theory. [MODEL QUESTION] 10D!HUMAN RESOURCE DEVELOPMENT AND ORGANISATIONAL, BEHAVIOUR Answer: ‘Alderfer’s ERG Theory ERG Theory was developed by Clayton Alderfer. Alderfer's theory of work motivation is an extension of F. Herzberg’s motivation-Hygiene theory and of ‘Abraham Maslow’s need hierarchy. The ERG theory stands for Existence, Relatedness, and Growth — three sets of needs which are the focal point of ERG theory. ERG theory hypothesizes three basic groups of core needs and Alderfer developed the model of hierarchy of needs based on some empirical evidence. The Three Basic Groups of Core Needs According to Alderfer there are three basic groups of core needs which are described as under: 1) Existence Needs Existence needs are associated with all types ‘of material and physiological desires of an individual that are both work and non-work related. Existence needs include pay, fringe-benefits, perquisites, and physical working conditions, etc. 2) Relatedness Needs — These needs are related to need for satisfactory social and inter personal relationships. Such needs depend on sharing mutual understanding and interactive influence and sharing of thoughts and feelings with family members, co-workers, supervisors, friends, etc. 3) Growth Needs — These needs are related to development of individual’s potential and desire for personal growth and competence. 1. Discuss the comparative features of Maslow and Herzbergs Theory of motivation. Explain both the theories in detail. (WBUT 2016] OR, Compare and contrast the motivational theories of Abraham Maslow and Fredrick Herzberg. [WBUT 2018, 2019] Answer; Comparison of Herzberg and Maslow Model ‘© While comparing the Herzberg and Maslow models, it can be found that both the models aim at what motivates an individual. © Maslow explained motivation in terms of need hierarchy where he has placed five needs in a sequential order, such as physiological, safety or security, egoistic or esteem and self-actualization needs. * In the opinion of Mastow, an unsatisfied need become a motivating factor for individual and accordingly governs his behaviour to that direction. = HOB-33POPULAR PUBLICATIONS MOTIVATIONAL FACTORS (REAL MOTIVATORS) —* Achievement —+ Recognition + Advancement = Work itself —+ Possibility of growth —+ Responsibility HYGIENE OR MAINTENANCE FACTORS: —+Company policy and administration Safety or security needs —+ Technical supervision —+ Interpersonal relations with supervisors “+ Interpersonal relations with peers — Inter personal relations with subordinates — Salary pt ical needs nears + Working conditions ~ = Status HERZBERG MODEL ‘MASLOW MODEL Herzberg theory of motivation © Herzberg has propounded two-factor theory of work motivation, namely, hygiene and motivational factors. © Hygiene factors include 10 components like company policy and administration, technical. supervision, inter personal relationships with supervisors — peers — subordinates, salary, job security, personal life and status. e Again, motivational factors include six (6) components like achievement, recognition, advancement, work itself, possibility of growth and résponsibility., The hygiene/maintenance/environmental factors prevent job dissatisfaction, but they do not provide motivation to the employees. : Hygiene factors provide no motivation to the employees, but the absence of hygiene factors serve as dissatisfiers to the employees. But motivational factors have a positive influence on the efficiency and higher productivity resulting in high level of job satisfaction and morale of the employees. HOB-34[UMAN RESO! DI ND 0} TIONAL The above diagram will show that Maslow’s physiological, security, and social or Jove needs come under Herzberg’s hygiene or maintenance factors, while self- actualization needs under motivational factors, If the above diagram is seen to its precision it would be clear and vivid that some divisions of esteem need like status and others come under hygiene / maintenance factors, while advancement, recognition coming under motivational factors. Herzberg developed two-factor theory from empirical study, whereas Maslow propounded his need hierarchy theory from his clinical experience. Herzberg study was based on the professionals like engineers and accountants, whereas Maslow’s theory has got its applicability to all kinds of people. 2. Explain the Need Hierarchy theory of Maslow in detail with the help of a diagram clearly showing the different levels of it. Substantiate your answer with suitable examples for each level. {WBUT 2017] Answer: Maslow’s Theory of Need Hierarchy Maslow’s need hierarchy postulates human needs into five levels, where each level represents a group of needs. The five basic human needs are: 1. Physiological Needs 2. Safety or Security Needs 3. Social / Love Needs 4, Egoistic / Esteem Needs 5, Self-Actualization Needs {A detailed description of each level needs are given below: 1. Physiological Needs: Physiological needs are primarily the needs arising out of physical survival. These needs are the most basic, powerful and form the foundation of the hierarchy. These needs are ~ needs for food, thrust, sleep, clothing, shelter and sex etc, which arise out of physiological or biological tension. Until these basic needs or physiological drives are reasonably satisfied to the degree needed for the comfortable operation of the body, then the upper levels of needs will provide him with little motivation, Again, once these needs are reasonably met, they no longer motivate an individual, For example, a hungry person would be motivated to search for food and getting something to eat. Once, that hungry person has consumed food, then need for food would become non-existent or secondary and hence need for food would no longer be a motivator for him. 2. Safety or Security Needs: © Once the physiological needs are reasonably met, man’s safety or security needs become predominant and become motivators, These include both emotional and physical dimensions as security from loss of satisfaction of physiological need: needs for protection against danger, threat, loss of, job and property, stability and al: is, an orderly environment. Iso, HOB-35)PULAR PUBLICATIOI «Like physiological needs, once the safety or security needs are reasonably met, they would no longer be motivators for an individual. 3. Social Needs / Love Needs / Need for Belongingness: When both the physiological and safety or security needs are reasonably met, the need for belonging becomes uppermost. These needs include the need for meaningful relations with other, friendship, love, affection, respected place in the group, trust, admiration and social intercourse. 4. Egoistic / Esteem Needs: When the physiological, safety or security and need for belongingness are reasonably satisfied, egoistic or esteem needs arise. These needs are basically concerned with a feeling of self confidence and self-worth, urge for achievement, status, prestige, reputation, competence and power, respect and esteem from others. 5. Self-Actualization Needs: e The self-actualization need is the highest level of need in Maslow’s model of hierarchy. When all other needs in the hierarchy have been reasonably met, the need for self-actualization comes in the hierarchy. © These needs refer to the desire for self-development, to realize one’s own potentialities. Maslow’s Need Hierarchy Fig: An individual ascends the ladder of wants from belly to brain HOB-36HUMAN RESOURCE DEVELOPMENT AND ORGANISATIONAL BEHAVIOUR 3. How is Maslow’s theory related to ERG theory? Write down the main criticisms of Herzberg's theory. [WBUT 2017] Answer: 1" part: Relationship of Maslow’s hierarchy of needs theory and Alderfer’s ERG theory e Clayton Alderfer developed his model of hierarchy of needs on some empirical evidence. ° The need inputs (three - needs) in the ERG model do not have any strict lines of destination or demarcation, as in the ‘need hierarchy’ as proposed by Abraham Maslow, or in two-Factor theory proposed by F. Herzberg. e ERG model differs from both Maslow’s and Herzberg’s theories on motivation, where fulfillment of a lower level need leads to activation of a higher level need. e Alderfer suggests that there does not exist a rigid hierarchy where a lower level need must substantially gratified before one can move for the next hierarchy. e Asan instance, according to ERG model, an individuals cultural environment or back ground may cause the ‘relatedness needs’ or predominant over unfulfilled existence needs. © Again, according to ERG model, when a higher level need is frustrated, then the jnalividuals desire to increase a lower level takes place. Thus, frustration of higher level can lead to regression to a lower level need. 2" part: Criticism of Herzberg Theory The theory of Herzberg has been criticized on the following grounds: © Herzberg developed his theory on the basis of ‘critical incident method’ as a result his theory is ‘method bound’, whereas a number of other methods used for similar study for measuring satisfaction and dissatisfaction fail to support the validity of Herzberg’s contention. © In Herzberg’s study, professionals like engineers and accountants were interviewed who may like challenging job and responsibility (motivational factors), but the large number of workforce may be differently inclined to salary, job security, working conditions and status (Hygiene factors/Maintenance factors) © Herzberg laid too much emphasis on ‘job enrichment’. But job enrichment can not be a distinct motivational factor to the employees. Off-the job satisfaction is also very televant to the workforce. Herzberg did not attach much importance to salary, interpersonal relationships, job security, status, etc, which are generally considered to be the important contents of job satisfaction. 4. What do you mean by positive and negative motivation? [WBUT 2018) Answer: ‘Negative motivation tion means the act of forcing rk by means of threats and Positive motivation To Positive motivation is the type of motivation a person feels when he/she expects a certain positive reward employets to HOB-37POPULAR PUBLICATIONS Positive motivation Negative motivation 2. In case Of positive motivation someone is | It is the negative treatment exercise on the motivated by a reward that lies in the | employees who are not performing their work immediate or distant future of the expectation | as expected of them ofthat reward motivates someone. - 3, An example of positive motivation is | Examples: Provisions relating to demotion when a father tells his son, “if your score | dismissal, transfer penalties, etc are a few high marks and grades in the current | examples of negative motivation. examination, I will give you a motor bike”. 5. Discuss, in brief, Victor H. Vroom’s Value — Expectancy Theory of motivation. [MODEL QUESTION] Answer: Victor H. Vroom’s Value — Expectancy Theory of motivation ¢ The expectancy theory was first formulated in the area of work motivation in 1964, by the renowned psychologist Victor H. Vroom. The expectancy theory is built on the premises of value, expectancy and force. e Vroom holds that people will be motivated to do things to achieve certain goals if they believe in the worth of that goal and expect that certain actions on their part will help them in achieving that goal. ‘ Vroom’s expectancy theory postulates that people’s motivation toward opting for any action will be determined by the value they attach on the outcome of their effort, multiplied by the confidence they have that their efforts will materially contribute in achieving that goal. ‘Vroom’s theory may be stated as: Motivation (Force) = Valence x Expectancy: where FORCE is the strength of a person’s motivation; VALENCE is the strength of an individual's preference for an outcome and EXPETANCY is the probability that a particular action will lead to a desired result. . ‘The three variables which are stated in the expectancy theory are explained below: 1. Instrumentality (Force) or Motivation © Instrumentality is the force or strength of a person’s motivation. It may also be referred to as the performance-reward relationship. Instrumentality deals with the potential to achieve the desired outcomes as a result of performance. Instrumentality refers to a person’s belief that his Performance will lead to a Particular desired outcome or result.. For example, it is the belief and expectation of an engineer that if he works hard improving his technical skills, he may get a Promotion. Here, working hard to improve technical skills — is the first-level outcome and to get a promotion — is the second level outcome, which is the ultimate reward. 2. Valence © Valence refers to the value a Person assigns to hi i igns to his desired : strength of an individuals preference o S desired reward or outcome, Itis the deals with the unsatisfied need of an individeal Paula outcome. Valence HOB.38HUMAN, DEVEL( IND ORGANISATIONAL BI UR For example, an individual may be motivated to his work — if he gets recognition and status only. Here pay raise will not be able to mativate him. ane Again, for another individual, pay raise may be the motivating factor. Valence is the perceptual value of the reward (not the actual value) in the mind of an individual. » Expectancy Expectancy refers to the probability that a particular action will lead to a desired outcome. For example, if a student of BBA (Hons) works hard during the semester, he will expect to perform well in the final BBA (Hons.) examination. He may or may not do well in the final examination, as there is some probability attached to this outcome, which is, doing well in the examination. © Thus, expectancy entails an evaluation of how much effort the performance will demand and the probability of achieving that performance. So, expectancy is the probability of connection between effort and performance. > For example, when a person buys a “JACK-POT LOTTERY TICKET” he buys in the hope to winning the prize. Here, buying the ticket is the expectancy. 3. Develop the need theory initiated by David C. NMtcClelland. {MODEL QUESTION] Answer: McLelland’s Need Theory: + David C, McClelland, a Harvard Psychologist, has contributed to the understanding of motivation by identifying three types of basic motivating needs. » He classified these needs as (i) need for power (n/PWR), (ii) need for affiliation (AFF), and (iii) need for Achievement (n/ACH).. Considerable research has been done by McClelland and his associates with respect to three socially-developed motives in different individuals, ie., affiliation, power and achievement. “he Three Needs \ brief description of the three needs is summarized as under: > A: Need For Power (n/PWR) © McClelland and his research team identified that people with a high need for power have a desire to affect and control the behaviour of other people, influence them and to manipulate the surroundings. © Individuals with a high need for power usually attempt to influence others directly; they seek positions of leadership or are seen as ‘dominating person’, They are good conversationalists, argumentative, forceful, demanding and ‘outspoken. © Such individuals usually show high degree of loyalty to their organization, are superior performers and posses strong sense of equity and justice and also eager to sacrifice self-interest for the cause of general and organizational interests, HOB-39JPULAR PUBLICATIONS > B: Need For Affiliation (n/AFF) ¢ Individuals with a need for affiliation usually reflect a strong desire for friendly and warm relationships with others. Such individuals desire pleasure from being loved and tend-to avoid the pain of being rejected by others. ¢ Such individuals maintain pleasant social relationships, enjoy a sense of intimacy and understanding and friendly interaction with others. © Such individuals are highly motivated and better performers, and are ready to console and help others when in any trouble. > C: Need For Achievement (n/ACH) © Individuals with a high need for achievement have a strong desire for success and have intense fear of failure. They accept, and perform well in challenging assignments which requires creativity, imagination and hard work. © Again such individuals set moderately difficult (but not impossible) goals for themselves. They want to be challenged, take calculated and a realistic approach to risk. * Individuals with a strong need for achievement prefer to analyze and assess problems and succeed in competitive situations and assume personal responsibility for actuating. © Instead of being motivated by financial incentives or simple praise, such individuals derive greater excitement and pleasure by accepting and solving a complex or complicated assignment. 5. Write short note on Maslow’s need hierarchy theory. IWBUT 2018] Answer: Refer to Question No. 2 of Long Answer Type Questions. HOB-40HUM: AN. DEVELOPMENT AND ORGANISATIONAL BEHAVIOUR GROUP BEHAVIOUR Multiple Choice Type Questions 4. Delphi technique consists of IT 2019) a) the views of government policies ™ ; b) the views of the Managing Director only ¢) views of the investors d) views of a panol of experts in response to a questionnaire given to them ‘Answer: (4) c 2. is characterised by the development of close relationship and cohesiveness within the group and in this stage members develop a strong sense bf group identity and commaraderie [MODEL QUESTION] a) Forming b) Storming ¢) Norming d) Performing ‘Answer: (c) 3. The ‘in-group’ and ‘out-group’ concepts were used in [MODEL QUESTION] a) Leader-member exchange theory b) Life-cycle model c) Leadership participation mode! 1) Path-Goal theory Answer: (a) 1. What are the five main stages of Group development? [WBUT 2014, 2018] Answer: Stages of Group development The five-stage model of group development is explained as under: 1. The Forming Stage © ‘Forming’ stage is the first stage in the group development process. Forming stage means the formation stage of the group. © Forming stage isthe stage which passes through much uncertainty. © Under this stage, the group members feel uncertainty as to the group’s objective and purposes, the structure ‘and design of the group and also as to its leadership. © Atthis stage of formation of the group, members remain concerned with exploring friendship and task structure and also determining what types of behaviour is acceptable to the group. © The forming stage gets completed when members consider themselves as a part of the group. 2, The Storming Stage j : © The second stage in the development of group is characterized by conflict among group members. HOB-41