Human Resource Development and
Organizational Behaviour
A Beginner-Friendly Guide with Detailed Explanations
Created on June 04, 2025
OB
Groups Motivation Conflict
Contents
1 Unit 1: Organizational Behaviour (OB) 3
1.1 Definition of Organizational Behaviour . . . . . . . . . . . . . . . . . . 3
1.2 Importance of OB . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
1.3 Historical Background of OB . . . . . . . . . . . . . . . . . . . . . . . . 3
1.4 Fundamental Concepts of OB . . . . . . . . . . . . . . . . . . . . . . . . 3
1.5 Challenges and Opportunities for OB . . . . . . . . . . . . . . . . . . . 4
1.6 Personality and Attitudes . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.6.1 Meaning of Personality . . . . . . . . . . . . . . . . . . . . . . . 4
1.6.2 Personality Determinants and Traits . . . . . . . . . . . . . . . 4
1.6.3 Development of Personality . . . . . . . . . . . . . . . . . . . . . 4
1.6.4 Types of Attitudes . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.6.5 Job Satisfaction . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
2 Unit 2: Perception and Motivation 5
2.1 Perception: Definition, Nature, and Importance . . . . . . . . . . . . 5
2.2 Factors Influencing Perception . . . . . . . . . . . . . . . . . . . . . . . 5
2.3 Link between Perception and Decision Making . . . . . . . . . . . . . 5
2.4 Motivation: Definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
2.5 Theories of Motivation . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
2.5.1 Maslow’s Hierarchy of Needs . . . . . . . . . . . . . . . . . . . . 6
2.5.2 McGregor’s Theory X and Theory Y . . . . . . . . . . . . . . . . 6
2.5.3 Herzberg’s Motivation-Hygiene Theory . . . . . . . . . . . . . . 6
2.5.4 Alderfer’s ERG Theory . . . . . . . . . . . . . . . . . . . . . . . . 6
2.5.5 McClelland’s Theory of Needs . . . . . . . . . . . . . . . . . . . 7
2.5.6 Vroom’s Expectancy Theory . . . . . . . . . . . . . . . . . . . . 7
3 Unit 3: Group Behaviour 7
3.1 Characteristics of Groups . . . . . . . . . . . . . . . . . . . . . . . . . . 7
3.2 Types of Groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
3.3 Stages of Group Development . . . . . . . . . . . . . . . . . . . . . . . . 7
3.4 Group Decision Making . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.5 Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.5.1 Communication Process . . . . . . . . . . . . . . . . . . . . . . . 8
3.5.2 Direction of Communication . . . . . . . . . . . . . . . . . . . . 8
3.5.3 Barriers to Effective Communication . . . . . . . . . . . . . . . 8
3.6 Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.6.1 Definition and Importance . . . . . . . . . . . . . . . . . . . . . 8
3.6.2 Theories of Leadership . . . . . . . . . . . . . . . . . . . . . . . . 8
3.6.3 Styles of Leadership . . . . . . . . . . . . . . . . . . . . . . . . . 8
4 Unit 4: Organizational Politics and Design 9
4.1 Organizational Politics . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
4.1.1 Definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
4.1.2 Factors Contributing to Political Behavior . . . . . . . . . . . . 9
4.2 Conflict Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
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4.2.1 Modern View of Conflict . . . . . . . . . . . . . . . . . . . . . . . 9
4.2.2 Conflict Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
4.2.3 Negotiation: Bargaining Strategies . . . . . . . . . . . . . . . . 9
4.2.4 Negotiation Process . . . . . . . . . . . . . . . . . . . . . . . . . . 10
4.3 Organizational Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
4.3.1 Various Organizational Structures . . . . . . . . . . . . . . . . . 10
4.3.2 Effects on Human Behaviour . . . . . . . . . . . . . . . . . . . . 10
4.4 Concepts of Organizational Climate and Culture . . . . . . . . . . . . 10
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1 Unit 1: Organizational Behaviour (OB)
1.1 Definition of Organizational Behaviour
Organizational Behaviour (OB) is the study of how people behave within orga-
nizations. It looks at how individuals, groups, and structures impact the way an
organization works. Think of OB as a way to understand why people act the way
they do at work!
• Key Focus: OB focuses on improving productivity, job satisfaction, and
overall workplace environment.
• Example: If employees are unhappy, OB helps figure out why and how to
make things better.
”OB is like a map that helps us navigate the human side of work.”
1.2 Importance of OB
OB is important because it helps organizations run smoothly. Here’s why:
• Improves communication between employees.
• Increases employee motivation and productivity.
• Reduces conflicts and builds better teams.
1.3 Historical Background of OB
OB has evolved over time:
• Early 1900s: Focus was on productivity (e.g., Taylor’s Scientific Manage-
ment).
• 1930s: The Hawthorne Studies showed that social factors (like attention
from managers) affect worker performance.
• Today: OB includes psychology, sociology, and management theories.
1.4 Fundamental Concepts of OB
OB is built on a few key ideas:
• Individual Differences: Everyone is unique in their skills, personality, and
behavior.
• A Whole Person: Employees bring their emotions, values, and personal
lives to work.
• Human Dignity: People should be treated with respect at work.
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1.5 Challenges and Opportunities for OB
• Challenges:
– Managing diversity in the workplace.
– Adapting to remote work and technology.
• Opportunities:
– Using data to understand employee behavior.
– Creating flexible work environments.
1.6 Personality and Attitudes
1.6.1 Meaning of Personality
Personality is the unique mix of traits that make you, YOU! It includes how you
think, feel, and behave.
• Example: Some people are shy, while others are outgoing. This affects how
they work in teams.
1.6.2 Personality Determinants and Traits
Personality is shaped by:
• Genetics: Traits you inherit from your parents.
• Environment: Your upbringing, culture, and experiences.
• Traits: The Big Five traits are Openness, Conscientiousness, Extraversion,
Agreeableness, and Neuroticism (OCEAN).
Example: A conscientious person is organized and reliable—perfect for a
project manager role!
1.6.3 Development of Personality
Personality develops through:
• Childhood experiences.
• Education and learning.
• Social interactions over time.
1.6.4 Types of Attitudes
Attitudes are how you feel about something. In OB, we focus on three types:
• Job Satisfaction: How much you like your job.
• Job Involvement: How much you care about your work.
• Organizational Commitment: How loyal you are to your company.
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1.6.5 Job Satisfaction
Job satisfaction means being happy with your job. It’s influenced by:
• Pay and benefits.
• Work-life balance.
• Relationships with coworkers.
2 Unit 2: Perception and Motivation
2.1 Perception: Definition, Nature, and Importance
Perception is how you see and interpret the world around you. In OB, it’s about
how employees view their work environment.
• Nature: Perception is subjective—twop eoplecanseethesamethingdif f erently.Importance :
Itaf f ectshowemployeesmakedecisionsandinteractwithothers.
Event Perception Behavior
2.2 Factors Influencing Perception
Perception is influenced by:
• The Perceiver: Your personality, experiences, and biases.
• The Target: The person or thing you’re perceiving.
• The Situation: The context, like time or place.
2.3 Link between Perception and Decision Making
Perception shapes how we make decisions:
• If you perceive a coworker as lazy, you might not trust them with important
tasks.
• Good perception leads to better, fairer decisions.
2.4 Motivation: Definition
Motivation is the inner drive that pushes you to achieve your goals. In OB, it’s
about what makes employees work harder.
• Example: A bonus might motivate you to finish a project faster.
2.5 Theories of Motivation
Here are some key theories that explain motivation:
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2.5.1 Maslow’s Hierarchy of Needs
Maslow said people have five levels of needs, from basic to advanced:
1. Physiological: Food, water, air.
2. Safety: Security, stability.
3. Social: Love, belonging.
4. Esteem: Respect, recognition.
5. Self-Actualization: Reaching your full potential.
Self-Actualization
Esteem
Social
Safety
Physiological
2.5.2 McGregor’s Theory X and Theory Y
McGregor proposed two views of employees:
• Theory X: Employees are lazy and need to be controlled.
• Theory Y: Employees are self-motivated and creative.
2.5.3 Herzberg’s Motivation-Hygiene Theory
Herzberg said there are two types of factors:
• Hygiene Factors: Salary, working conditions—if poor, they cause dissatis-
faction.
• Motivators: Achievement, recognition—these lead to satisfaction.
2.5.4 Alderfer’s ERG Theory
Alderfer simplified Maslow’s theory into three needs:
• Existence: Basic needs like food and safety.
• Relatedness: Social connections.
• Growth: Personal development.
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2.5.5 McClelland’s Theory of Needs
McClelland focused on three needs:
• Achievement: Desire to succeed.
• Affiliation: Desire for relationships.
• Power: Desire to control or influence others.
2.5.6 Vroom’s Expectancy Theory
Vroom said motivation depends on three factors:
• Expectancy: Belief that effort leads to performance.
• Instrumentality: Belief that performance leads to rewards.
• Valence: How much you value the reward.
”Motivation is the spark that turns goals into achievements.”
3 Unit 3: Group Behaviour
3.1 Characteristics of Groups
A group is a collection of people who work together. Characteristics include:
• Shared goals.
• Interdependence among members.
• A sense of belonging.
3.2 Types of Groups
• Formal Groups: Created by the organization (e.g., a project team).
• Informal Groups: Formed naturally (e.g., friends at work).
3.3 Stages of Group Development
Groups go through five stages (Tuckman’s Model):
1. Forming: Members get to know each other.
2. Storming: Conflicts arise as members adjust.
3. Norming: Group norms and roles are established.
4. Performing: The group works effectively.
5. Adjourning: The group disbands after completing its task.
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3.4 Group Decision Making
Groups make decisions together, which can be:
• Advantages: More ideas, diverse perspectives.
• Disadvantages: Groupthink (everyone agrees without thinking).
3.5 Communication
3.5.1 Communication Process
Communication is the process of sharing information:
• Sender → Message → Receiver → Feedback.
3.5.2 Direction of Communication
• Downward: From managers to employees.
• Upward: From employees to managers.
• Lateral: Between coworkers.
3.5.3 Barriers to Effective Communication
• Language differences.
• Noise or distractions.
• Misunderstandings or biases.
3.6 Leadership
3.6.1 Definition and Importance
Leadership is the ability to guide and inspire others. It’s important because:
• Leaders set the direction for the team.
• They motivate and support employees.
3.6.2 Theories of Leadership
• Trait Theory: Leaders have specific traits like confidence and intelligence.
• Behavioral Theory: Leadership is about actions, not traits.
• Contingency Theory: Leadership style depends on the situation.
3.6.3 Styles of Leadership
• Autocratic: Leader makes all decisions.
• Democratic: Leader involves the team in decisions.
• Laissez-Faire: Leader gives the team freedom.
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4 Unit 4: Organizational Politics and Design
4.1 Organizational Politics
4.1.1 Definition
Organizational politics is when employees use power or influence to achieve per-
sonal goals, sometimes at the expense of others.
• Example: Someone might take credit for your work to get a promotion.
4.1.2 Factors Contributing to Political Behavior
• Competition for resources.
• Ambiguity in roles or goals.
• Lack of trust in the organization.
4.2 Conflict Management
4.2.1 Modern View of Conflict
Conflict isn’t always bad—it can lead to innovation if managed well.
• Functional Conflict: Healthy debates that improve decisions.
• Dysfunctional Conflict: Harmful arguments that disrupt work.
4.2.2 Conflict Process
Conflict follows five stages:
1. Potential Opposition: Differences arise.
2. Cognition: Parties recognize the conflict.
3. Intentions: Decide how to act (compete, collaborate, etc.).
4. Behavior: Conflict becomes visible.
5. Outcomes: Resolution or escalation.
4.2.3 Negotiation: Bargaining Strategies
• Distributive Bargaining: Win-lose (e.g., negotiating a salary).
• Integrative Bargaining: Win-win (e.g., finding a solution that benefits both
parties).
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4.2.4 Negotiation Process
• Preparation: Gather information.
• Discussion: Share perspectives.
• Proposal: Suggest solutions.
• Bargaining: Reach an agreement.
4.3 Organizational Design
4.3.1 Various Organizational Structures
• Functional Structure: Organized by departments (e.g., HR, Marketing).
• Divisional Structure: Organized by products or regions.
• Matrix Structure: Combines functional and divisional.
CEO
HR Marketing
4.3.2 Effects on Human Behaviour
Structures impact behavior:
• Rigid structures may reduce creativity.
• Flexible structures encourage innovation.
4.4 Concepts of Organizational Climate and Culture
• Organizational Climate: The “feel” of the workplace (e.g., supportive or
stressful).
• Organizational Culture: Shared values and beliefs in the organization.
”A positive culture is the heartbeat of a thriving organization.”
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