human behavior

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Organizational behavior is the “the study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself.” “Organizational behavior is directly concerned with the understanding, prediction, and control of human behavior in organizations.” — Fred Luthans Discuss the two (2) quotes above in terms of the causes and behavior and their effects on the organizational managerial staff and the employees? How can managers “control” human behavior in the workforce? Instructions Your answer is a 1-2 page reaction/research paper which must be double spaced, APA 6th edition, research from 2-3 journal articles. Due February 26th by 11:59pm EST Submit to the designated submission area Attached Files File Week 4 – What Is Human Behavior.pdf (238.838 KB) Causes of Human Behavior in Organizations. Human behavior is the potential and expressed capacity (mentally, physically, and socially) of human individuals or groups to respond to internal and external stimuli throughout their life. While specific traits of one’s personality, temperament, and genetics may be more consistent, other behaviors will change as one moves along different stages of their life, i.e. from birth through adolescence, adulthood, and, for example, parenthood and retirement. Individual behavior can be defined as a mix of responses to external and internal stimuli. It is the way a person reacts in different situations and the way someone expresses different emotions like anger, happiness, love, etc. Causes of Individual Behavior Certain individual characteristics are responsible for the way a person behaves in daily life situations as well as reacts to any emergency situations. These characteristics are categorized as − Inherited characteristics Learned characteristics Inherited Characteristics The features individuals acquire from their parents or from our forefathers are the inherited characteristics. In other words, the gifted features an individual possesses by birth is considered as inherited characteristics. Following features are considered as inherited characteristics − Color of a person’s eye Religion/Race of a person Shape of the nose Shape of earlobes Learned Characteristics Nobody learns everything by birth. First our school is our home, then our society followed by our educational institutions. The characteristics an individual acquires by observing, practicing and learning from others and the surroundings is known as learned characteristics. It consists of the following features − Perception − Result of different senses like feeling, hearing etc. Values − Influences perception of a situation, decision making process. Personality − Patterns of thinking, feeling, understanding and behaving. Attitude − Positive or negative attitude like expressing one’s thought. In causes of human behavior, we recognize that “the goals of organizational behavior are to explain, predict, and influence behavior. Managers need to be able to explain why employees engage in some behaviors rather than others, predict how employees will respond to various actions and decisions, and influence how employees behave.” There is a vast array of different types of practices that leaders and managers use to influence their employees toward achieving the organization’s goals. More recently, they use a variety of practices to help employees to achieve their own goals, as well. Thus, it can be a challenge to efficiently categorize and explain the practices in a manner that is comprehensive and yet well organized. CASE STUDY- DISSATISFACTION AND THE LINK TO CAUSES OF HUMAN BEHAVIOR Research has shown that the cause of human behavior can be linked to dissatisfaction which is linked to such key organizational variables as voluntary turnover, absenteeism, and poor performance, although, these relationships are not strong. This is in large part due to the fact that many factors are responsible for these behaviors. However, when it comes to the more highly controllable, voluntary behavior, organizational citizenship, the connection to dissatisfaction is much stronger Organizations are highly concerned about these behaviors as they are very costly. The expenses involved in selecting and training employees to replace those who have resigned can be considerable. Even unscheduled absences can be expensive. Although voluntary turnover is permanent, whereas absenteeism is a short-term reaction, both are effective ways of withdrawing from dissatisfying jobs. Research has shown that the more dissatisfied people are with their jobs, the more likely they are to be absent and to resign. However, we also know that these relationships are not especially strong. In other words, job satisfaction is only modestly correlated with voluntary turnover and absenteeism. The reason for this is simple: Job dissatisfaction is likely to be only one of many factors responsible for someone’s decision to resiagngn or to stay off the job. Video https://youtu.be/pPejqzyK1cY