POSITIVE Chapter 5

ORGANIZATIONAL BEHAVIOR
ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018)
SHAMJHANA PUBLICATION, KATHMANDU
  The study and application of positive-
oriented human resource strengths
Positive and psychological capacities that can
Organizational be measured, developed, and
Behavior- effectively managed for performance
Concept improvement in today’s workplace is
positive organizational behavior.
(Luthans ,2011)

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

  Emerging issue of organizational behavior
 More comprehensive in terms of cognitive
Positive theoretical framework of understanding
Organizational organizational behavior
Behavior-  Presents the effective application of
Concept organizational behavior
 through positive psychology and
 psychological resource capacities

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

  Psychological resource capacities that best meet the
inclusion criteria for positive organizational behavior
Positive  Self-efficacy,
Organizational  Hope,
Behavior-  Optimism, and 
Concept  Resiliency 

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

 Positive psychological capacities can
together have presented in -
Positive  optimism,
Organizational  hope,
Behavior-  subjective well-being,
Concept
 resiliency,
 emotional intelligence and
 self-efficacy/confidence.

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

 Optimism refers to the hopefulness and
OPTIMISM confidence about the future or the
success of something.

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

 Optimism is an attributional style that
explains positive events in terms of personal,
permanent, and pervasive causes and
negative events in terms of external,
temporary, and situation-specific ones.-
Seligman (1998)
OPTIMISM
Optimism is not simply cold cognition, and if
we forget the emotional flavor that pervades
optimism, we can make little sense of the
fact that optimism is both motivated and
motivating. - Christopher Peterson
ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU
 Two distinct dimensions of optimism
 human nature [part of human nature,
derivative of the conflict between instincts and
socialization, selected for in the course of
DIMENSION evolution, that is developing along with our
cognitive]
OF OPTIMISM
 individual difference [characteristic people
possess to varying degrees, individuals vary in
the degree of their optimism]

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

 Optimism acts positively in
OPTIMISM IN workplace as well as
THE
WORKPLACE Optimism can lead to
meaningless or dysfunctional
outcomes

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

 Perfection of optimism in
OPTIMISM IN workplace
THE Shortcoming of optimism in
WORKPLACE workplace
Application of optimism in
workplace

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

 Perfection of optimism in workplace
 Linkage -level of optimism of employees and
their work performance
OPTIMISM IN  Workplace optimism leads to curiosity to solve
the problem, rather still ideal and complaining
THE
 Lead to high morale, motivation, and
WORKPLACE satisfaction, persistence high level of
aspiration, in employees.
 Can prevent depression, increase work
performance, strengthen social relationship,
and resilient in setbacks in workplace.

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

 Shortcoming of optimism in workplace
 Optimism can lead to meaningless or
OPTIMISM IN dysfunctional outcomes
THE  Lead to –
WORKPLACE  meaningless
 searches unrealistic goals
 a false optimism

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

 Application of optimism in workplace
 Raise the aspirations of people to achieve their individual
best
 Customer-service representatives -more likely to connect
with the customer, positive outcome to the interaction. 
OPTIMISM IN  Line staff -positive when the inevitable changes occur in
THE policies and procedures
WORKPLACE  Salespeople -make more sales
 Can be applied to improve the performance of the
employees
 Enhance employee performance, job satisfaction and work
happiness
 Wide application of optimism in human resource
management activities
ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU
 Hope is one of the important and
central component in positive
organizational behavior
HOPE Willpower and way-power both,
i.e., goal oriented and planning to
meet this goal

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

  Hope is related to profitability, retention of
employees, employee satisfaction and
commitment
 Hope is a state of mind in which a sense of goal
and how to achieve the goal
HOPE
Hope is a positive motivational state that is
based on an interactively derived sense of
successful (a) agency (goal-oriented energy)
and (b) pathways (planning to meet goals).
-Snyder et. al. (1991)
ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU
 Hope may relate in directly -human
resource management
employee selection
employee performance
HOPE
goal achievement
satisfaction
training and development
retention in an organization

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

  Important in the understanding of subjective well-being
or happiness of employees in an organization
HAPPINESS  It is individual’s experience of emotional reactions and
mental judgments
OR
SUBJECTIVE
 Subjective well-being (SWB) is defined as ‘a person’s
WELL-BEING cognitive and affective evaluations of his or her life’ -
(SWB) OR Diener, Lucas, & Oshi (2002)
HAPPINESS
 The various evaluations, positive and negative, that people
make of their lives, and the affective reactions of people to
their experiences’ is subjective well-being - OECD (2013)

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

  Cognitive (knowledge) and Affective
HAPPINESS
(emotional) elements of subjective well-
OR being.
SUBJECTIVE
 Cognitive element - individuals thinking
WELL-BEING
about their life satisfaction in their specific
(SWB) OR work, relationship or whole life.
HAPPINESS
 Affective element -individual’s emotions,
moods and feelings

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

  Well-being has been derived from two
general perspectives:
HAPPINESS  Hedonic approach, -focuses on
OR happiness and defines well-being in terms
SUBJECTIVE of pleasure attainment and pain
WELL-BEING avoidance
(SWB) OR
HAPPINESS  Eudaimonic approach, which focuses on
meaning and self-realization and defines
well-being in terms of the degree to
which a person is fully functioning.

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

 HAPPINESS
OR
SUBJECTIVE
WELL-BEING
(SWB) OR
HAPPINESS

The dynamic model of well-being

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

 Resiliency is the capacity of
withstand potential adversity,
RESILIENCY
risk, systemic disruptions by
adapting, recovery, or resistance

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

  Psychological resilience is defined by flexibility
in response to changing situational demands,
and the ability to bounce back from negative
emotional experiences
- Block and Block (1980)
RESILIENCY  Developable capacity to rebound or bounce
back from adversity, conflict, and failure or
even positive events, progress, and increased
responsibility
- Luthans (2011)

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

 Ability to
cope with
Helping stress in a
others healthy Ability to be
(requires manner self-aware of
empathy and and modify
compassion) emotional
reactions

Identity as Effective
a survivor problem
(vs. victim) solving skills

RESILIENCY Resilience

Spirituality Seeking help

Belief in
Social one's own
support and capacity to
connections cope (internal
with others locus of
Optimism control)
and confidence

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

  Emotional intelligence is the ability to identify and
manage one’s own emotions and the emotions of
others.
 Emotional intelligence consist of two dimensions
 (i) emotion and
EMOTIONAL  (ii) intelligence
INTELLIGENC Emotion is an acute disturbance of the individual as a whole,
E psychological in origin, involving behavior, conscious experience
and visceral functioning.
– P.T. young
Emotion is any experience of strong feeling, usually accompanied by
bodily change in circulation, breathing, sweating, etc. and often
accompanied by tense and impulsive actions. The opposite of
emotion is calm – relaxation.
– Miller and Buckhout
ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU
  Interpersonal behavior
ROLE OF  Decision making
EMOTION  Productivity
 General influences

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

 Positive Human Emotions Negative Human Emotions
Glad, Happy, Delighted, Joyful, Elated  Concerned, Worry, Anxious, Stressed 
Thrilled, Exhilarated  Overwhelmed, Exasperated 
Hopeful, Expectant, Relieved, Satisfied  Tired, Burdened, Weary, Exhausted 
Assured, Ascertained Drained
Able, Capable, Confident, Strong, Courageous, Jumpy, Intimidated, Apprehensive, Hostile 
Powerful  Destructive 

Adequate, Good, Great,   Uncomfortable, Annoyed, Frustrated 

Excellent, Sublime  Angry, In rage 
Comfortable, Relaxed, Pleasant, Peaceful  Indifferent, Ignored, Contempt, Rude 
Pleasure  Obnoxious 
TYPES OF Eager, Surprised, Excited, Lively  Sad, Depressed, Grief, Agony, Misery 

EMOTIONS Stable, Positive, Superior, Magnificent, Glorious

Enthusiastic
Cautious, Doubtful, Hesitant 
Wary, Suspicious 
Interested, Fascinated, Awe, Inspired  Nervous, Scared, Fear, Shocked, Panic 
Love, Compassion, Sympathy, Empathy  Dissatisfied, Upset, Disappointed, Crushed 
Other Positive Emotions Other Negative Emotions
Beautiful, Charmed, Cheerful  Confused, Disgusted, Embarrassment, Envy 

Contented, Determined, Energetic  Greed, Guilt, Harassed, Humiliation 

Glamorous, Graceful, Grateful  Jealousy, Manipulated, Pressured, Regret 
Humorous, Playfulness, Pride  Remorse, Revenge, Shame, Wasteful 

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

 Aggregate or global capacity of the individual to
act purposefully, to think rationally, and to deal
effectively with his environment.
MEANING OF - David Wechsler (1958)
INTELLIGENC
E Mental activity directed toward purposive
adaptation to, selection and shaping of, real-
world environments relevant to one's life.
- Sternberg (1985)

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

 Intelligence involving three different factors
 Analytical intelligence: This component refers
to problem-solving abilities.
MEANING OF  Creative intelligence: This aspect of
INTELLIGENC intelligence involves the capacity to deal with
E new situations using past experiences and
current skills.
 Practical intelligence: This element refers to
the ability to adapt to a changing
environment.

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

  Emotional intelligence is the subset of social
intelligence that involves the ability to monitor one’s
own and others’ feelings and emotions, to
discriminate among them, and to use this information
to guide one’s thinking and actions.
MEANING OF - Salovery and Mayer (1997)
EMOTIONAL
INTELLIGENC
 Emotional intelligence refers to an assortment of non-
E cognitive skills, capabilities, and competencies that
influence a person’s ability to succeed in coping with
environmental demands and pressures.
- Robbins, Judge and Vohra (2013)

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

 Person’s ability to -
MEANING OF (i) perceived emotions in the self and
EMOTIONAL
others
INTELLIGENC
E (ii)understand the meaning of these
emotions, and
(iii)regulate one’s emotions

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

 recognize and understand ones moods,
Self- emotions and drives, as well as their effect on
awareness others.

control or redirect disruptive impulses and

Self- moods.
DIMENSIONS regulation propensity to suspend judgement
OF
EMOTIONAL propensity to pursue goals with energy and
Motivation persistence.
INTELLIGENC
E understand the emotional makeup of other
Empathy people.

managing relationships and building networks

Social skill find common ground and build rapport
ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU
EMOTIONAL  to human interactions
INTELLIGENC  to leadership
E IN THE  to personal well-being of employee
WORK PLACE  to improve performance
-  to improved customer service
APPLICATION  to negotiation

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

  Belief of an individual of being capable
of performing a task
 Degree of confidence of a person in
doing a task
Self-Efficacy –  Ability estimated by self, in performing a
Meaning specific task in a given situation
Bandura (1986), self-efficacy refers to the
personal beliefs or to an individual's
confidence in his or her own ability to
perform effectively specified tasks.

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

  Cognitive Processes [purposively organized in
PROCESS thoughts and shown in course of action]
AND IMPACT  Motivational Processes [cognitive
OF SELF- motivators; it propels the self- regulation of
EFFICACY motivation]
 Affective Processes [people's beliefs in their
--PROCESS coping capabilities affect how much stress
and depression they experience in
threatening or difficult situations]
 Selection Processes [activities and to select
the environment]
ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU
  how people develop self-efficacy in themselves

SOURCES OF
SELF-
EFFICACY

ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU

  SELECTION OF HUMAN RESOURCES
 hiring process for a new employee or promotion of
someone
 identification of the level and degree of self-efficacy
 TRAINING AND DEVELOPMENT
IMPLICATION  guided mastery
S FOR SELF-  cognitive mastery modeling
EFFICACY IN  development of self-regulatory competencies
THE  ADDED APPLICATIONS
WORKPLACE  stress management
 self-managed teams to develop group-efficacy
 designing work
 setting goals
 leadership efficacy and facilitates productivity in the
workforce
ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018) SHAMJHANA PUBLICATION, KATHMANDU
Thank you
ORGANIZATIONAL BEHAVIOR 1st ed. (© Biswakarma, 2018)
SHAMJHANA PUBLICATION, KATHMANDU