Individual Organizational Behavior Research Articles

Islamic locus of control concept and its implications on individual behavior in organizations

Islamic locus of control concept and its implications on individual behavior in organizations

Perilaku Individu Dalam Organisasi

Behavior includes various human activities, such as walking, talking, crying, laughing, working, studying, writing, reading, etc. Behavior can also be interpreted as a person's reaction or response to external stimuli, including those originating from the organizational environment. Organizations need to deeply understand the characteristics, attitudes and behavior of each individual. It is important to remember that humans are basically unequal due to differences in biological background, education, and various other factors that shape individual characteristics. This diversity of individuals is an important aspect that should not be overlooked. This article examines individual behavior in organizations with a variety of approaches to understanding human nature, including cognitive, complacency, confirmation, and psychoanalytic approaches.

The Effects of Cyberloafing on Organizational Commitment: The Role of Emotional Exhaustion and Job Overload

Technological developments and the increasing use of smartphones have significantly changed individual behavior in organizations. This era has created cyberloafing behavior at work. This study explores the antecedents and determinants of cyberloafing behavior by examining the role of emotional exhaustion and job overload and their effect on organizational commitment. The respondents of this study were 300 star-rated hotel employees in the Province of Special Region of Yogyakarta selected by purposive sampling. The data collected by distributing questionnaires were then processed using the Structural Equation Modelling method using Smart PLS. The results showed that emotional exhaustion increased employee cyberloafing behavior, while job overload decreased cyberloafing behavior. Cyberloafing was also found to hurt organizational commitment. Finally, cyberloafing was proven to mediate the effect of emotional exhaustion and job overload on organizational commitment. In conclusion, these findings suggest that creating a healthy and attractive work environment balanced with the right allocation of tasks will likely lead to reduced cyberloafing.

“MENJALIN UKHUWAH MENUMBUHKAN GHIRAH” KEPADA GURU YAYASAN NABEEHA ULYA DESA BLABAK KECAMATAN KANDAT KABUPATEN KEDIRI

Teachers "digugu and imitated" wherever they are are personal figures with noble character and it must be realized by the actors as the main figures in the school environment. This main role is often not realized by teachers either as professionals or as part of an organization. Based on these preliminary observations, a training with the theme "Establishing Ukhuwah Fostering Ghirah" to the teachers of the Nabeeha Ulya Foundation, with the aim of fostering empathy and loyalty to the institutions where they serve both the MI Al Ikhlash work unit and Khodijah PAUD. The stages carried out in this activity began from the initial survey of two institutions under the Nabeeha Ulya Foundation, identification of various problems in the organization, training with resource persons, simulations, assistance and evaluation. The results of this training have an impact on increasing understanding of individual behavior in organizations and openness to convey understanding of the vision and mission of each institution.

A COMPARATIVE ASSESSMENT OF SAFETY CLIMATE AMONG PETROLEUM COMPANIES

Introduction: Occupational health and safety is an important component of national development. Occupational health and safety is relevant to all branches of industry, business and commerce including traditional industries, information technology companies. Safety climate can be regarded as the surface features or indicator of safety culture emerged from workforce’s attitudes and perceptions. Organizational climate is conceived to be a critical determinant of individual behavior in organizations. Aim of work: The current study was designed to perform a multi-level comparative analysis on employee’s perception for safety climate dimensions in petroleum and petrochemical of three industrial sectors; multinational, investment and public, in Egypt. Materials and methods: Data were collected utilizing a modified-NOSACQ-50 questionnaire for the seven safety domains including 66 questions, constructing safety climate dimensions which are; management commitment, safety training, workers’ involvement, safety communication and feedback, safety rules and procedures, and safety promotion policies, as well as self-reported safety behavior of employees. The questionnaire was distributed to 6 petroleum companies (two companies of each sector) targeting all employees. Results: Analysis of data revealed significant differences in employee’s perception on safety management practices among the three petroleum sectors especially in worker involvement domain and safety rules and procedures applied in those companies. Conclusion: Workers’ involvement was the main extracted factor for proper safety climate establishment within an organization and should be taken into consideration for decision making in safety matters. The research provides useful information for project managers and safety practitioners who desire to improve safety performance within an organization.

Images of person-organization fit: elements affecting employee organizational behavior

The purpose of the paper is to build upon the existing literature a new approach to personorganization fit, in particular, employees’ perception of the P-O fit, taking into consideration two main criteria: 1) the level of formalization as a company’s characteristics and 2) an employee’s certainty orientation as a person’s characteristics. The congruence between the situational factor (level of formalization) and personal traits (certainty orientation) influence individual organizational behavior. A two-dimension model illustrated by a four-element matrix is created by the author to present the concept and describe employees’ organizational behaviors. There are four images of P-O fit developed in the paper: 1) a kayak on a stormy ocean 2) ferries on a lake, 3) a cruise ship in a pond and 4) yacht on friendly seas.

Emotional stability: A new construct and its implications for individual behavior in organizations

Despite being generally well studied, emotional stability (ES) has not yet been widely accepted as a satisfactory and solidly valid theoretical construct. Without a clearly defined and validated construct, it is difficult to infer what ES means for the behavior and decisions of individuals as well as the performance of groups and organizations. Based on self-organization theory, this study infers a two dimensional construct for ES (threshold and recovery) under the framework of dynamic change and complexity. Two studies were conducted in China to develop and examine the construct of ES in an organizational context. The psychometric examination indicated that the newly developed construct of ES has discriminant and convergent validity with respect to different though related constructs such as the Big Five personality model and emotional intelligence (EI). It also demonstrates incremental validity in predicting group leadership, job satisfaction, job self-efficacy, and commitment. The findings also demonstrate that ES moderates the relationship between individual commitment and group relationship conflict. The results indicate that self-ratings effectively reflect the theoretical construct, whereas peer ratings and supervisor ratings create different biases. Additional theory, empirical, and methodological contributions are also discussed.

Toward a Sociogenomic Model of Leadership: A Theoretical Overview

In this article, we address biological models of individual organizational behavior, giving special attention to biological models of leadership. We believe that current approaches to biology in the organizational sciences assume that biological systems are simultaneously causal and essentially static. In contrast, we present a sociogenomic approach to leadership research. Sociogenomics is an interactionist approach, but its great strength derives from its power to explain how genes and environment operate, and so how they interact. The key insight is that both genes and the environment operate by modifying gene expression. This leads to a conception of genetic and environmental effects in leadership that is fundamentally dynamic, rather than the comparatively static interpretations of classical biometric approaches. We briefly review the behavioral genetics research within the leadership field, and then we interpret results of the behavioral genetics studies from the standpoint of sociogenomics. We then contrast these interpretations with existing approaches to genetics in leadership research. Finally, we outline some broad avenues of research that the sociogenomic approach indicates may be fruitful for a greater understanding of the biological substrates of leadership, the nature of leadership constructs, and the design of leadership interventions. We emphasize the utility of the sociogenomic perspective for leadership as a meta-theoretic framework, even for researchers who do not take an explicitly biological approach.

Attachment at (not to) work: Applying attachment theory to explain individual behavior in organizations.

In this article, we report the results of 2 studies that were conducted to investigate whether adult attachment theory explains employee behavior at work. In the first study, we examined the structure of a measure of adult attachment and its relations with measures of trait affectivity and the Big Five. In the second study, we examined the relations between dimensions of attachment and emotion regulation behaviors, turnover intentions, and supervisory reports of counterproductive work behavior and organizational citizenship behavior. Results showed that anxiety and avoidance represent 2 higher order dimensions of attachment that predicted these criteria (except for counterproductive work behavior) after controlling for individual difference variables and organizational commitment. The implications of these results for the study of attachment at work are discussed.

Internal Effects of Stakeholder Management Devices

Stakeholder management devices (SMDs) are the mechanisms through which organizations respond to stakeholder concerns. Given that SMDs serve as organizational control systems for employees and managers, this research investigates the internal rather than the external effects of a firm's SMDs. Unlike most previous research, I examined the effects of these formal structures, processes, and procedures in the aggregate, rather than focusing attention on a single type of device. The study investigates the effects of a firm's stakeholder management devices, in the aggregate, on three factors that influence individual behavior in organizations: expectations, attitudes, and perceived organizational climates. Respondents were managers in 112 for-profit businesses located throughout the United States. Results suggest that a firm's stakeholder management devices affect the perceived moral climates in the firm, and affect managers' expectations about the consequences of good corporate social performance, but do not affect organization members' attitudes about corporate social responsibility.

Just a Mirage: The Search for Dispositional Effects in Organizational Research

There has been renewed interest in dispositional explanations of individual behavior in organizations. We argue that this new stream of dispositional research is flawed both conceptually and methodologically, and we suggest several theoretical and empirical improvements. We conclude by discussing the costs of a dispositional perspective for both organizations and organizational participants.

The Psychological Development of Adults: Implications for Public Administration

Public administration, both as a field of theory and an arena of practice, has long borrowed from other professional fields and academic disciplines. Political science, economics, sociology and systems analysis, to name a few, have contributed greatly to an understanding of administrative phenomena. Only limited attention, however, has been devoted to the contributions of the field of psychology, especially as it relates to individual behavior in organizations. The preference of most public administration scholars has been to study the rational, empirical, and nomothetic aspects of administrative life rather than the ideographic and unrational (or irrational). Over the time that public administration has developed as a field of study, most of its paradigms have been rational and positivistic-from scientific management at the turn of the century, to the economy and efficiency movement of the 1920s, to the science of administration in the 1930s, to the behaviorism and systems analysis of the 1950s and 1960s, to the political economy and public choice orientation of the 1970s. Rationality and management theory have gone hand in hand, with little recognition of the role of the irrational or unconscious in the individual and in organization life. Two major exceptions to this trend have appeared, providing grist for the mill of those interested in the psychological aspects of administration. One was the Hawthorne studies and related research in the late 1920s and 1930s which uncovered the influence of morale and emotional factors in work groups and the importance of informal organization. The other was the popularity in the 1960s and early 1970s of a new public administration, concerned in part with the roles of individuals and groups in organizational dynamics and influenced by the humanistic psychology of Abraham Maslow and Carl Rogers. This movement, and the allied focus on Organization Development, however, have been concerned more with group interaction and with healthy and self-actualized organizations rather than with the individual psyche. Some 30 years ago, Dwight Waldo, in reviewing the contributions of various social science disciplines to public administration, noted with prescience:

ORGANIZATIONAL FRUSTRATION: A MODEL AND REVIEW OF THE LITERATURE

A model that describes the effects of frustration on individual behavior in organizations is presented. Included is a discussion of the definitional problems with the frustration construct as well as a brief overview of laboratory research. This research is used to develop a model of organizational frustration and its behavioral effects, including increased and decreased job performance, organizational aggression (e.g., sabotage, strikes, work slowdowns, and stealing), absenteeism and turnover. Supporting evidence is supplied by the few studies which have investigated frustration in field and simulated organizational settings. Finally, frustration is shown to provide an alternative explanation to the effects of job dissatisfaction, inequity and participation in organizational change.

Structural Determinants of Individual Behavior in Organizations

A new way of looking at organizational structure and its effects on the attitudes and behavior of those within the organization is presented.' Measures are generated which reflect an individual's position in the structure in terms of variables that are applicable to all groups and organizations. These include status, influence, and the direct and indirect linkages between persons in a network of interactions. Empirical results are presented which show that these measures are significantly related among themselves, to characteristics of interpersonal relationships, and to measures of attitudes and job behavior. The theoretical and practical implications of these data are discussed.

BEHAVIORAL SCIENCE AND MANAGEMENT: WHY THE TROUBLED MARRIAGE?

The article provides viewpoints from different members of a committee on behavioral science and management. Chairman Ross A. Webber of the University of Pennsylvania discusses the differences between theoretical study of management concepts and their application in the business world. William Fox of the University of Florida states that managers and behavioral scientists need to work together because their fields can be interrelated. Raymond E. Miles from the University of California gives four reasons why behavioral science and management are divided, including because psychologists focus on individual behavior in organizations and not on structure and technology, and because sociologists focus on the group and ignore the personal impact of managers.