Chapter 2 Notes: Individual Behavior, Personality, and ValuesMARS Model of Individual Behavior and PerformanceFour direct drivers that enable employees at companies to provide peak performance.•1- Employee MotivationoMotivation- the forces within a person that affect his or her direction, intensity, andpersistence of voluntary behavior▪Directionrefers to the path along which people steer their effort▪Intensityis the amount of effort allocated to the goal▪Persistencerefers to the length of time that the individual continues to exerteffort toward an objective▪EX: metaphor of driving a car: Direction = where you steer the car, intensity =how much you put your foot down on the gas pedal, and persistence = how longyou drive toward your destination•2–AbilityoAbility- the natural aptitudes and learned capabilities required to successfully completea task▪Competenciesare characteristics of a person that result in superiorperformance. Broader concept that include the main elements of aptitudes andlearned capabilities (skills and knowledge)•Aptitudesare the natural talents that help employees learn specifictasks more quickly and perform them better•Learned capabilitiesare the physical and mental skills and knowledgeyou have acquired•3–Role PerceptionsoRole perceptions- the degree to which a person understands the job duties assigned toor expected of him or heroExists in three forms:▪Employees have clear role perceptions when they understand the specific dutiesor consequences for which they are accountable Show
Organizational Behavior For most of the past century, experts have investigated the direct predictions of individual behavior and performance.
Person: individual characteristics Another
formula AMO model MARS
All factors critical influences on an individual’s voluntary behavior
and performance Employee motivation Motivation: the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior. Ability The natural aptitudes and learned capabilities required to successfully complete a task. Role perceptions The degree to which a person understands the job duties assigned to or expected of him or her. Role clarity exists in three forms:
Situational factors Individual behavior and performance depend on the situation.
Task performance The individual’s voluntary goal-directed behaviors that contribute to organizational objectives.
Organizational citizenship Organizational citizenship behaviors (OCB’s): various forms of cooperation and helpfulness to others that support the organization’s social and psychological context. Counter-productive work behaviors Voluntary behaviors that have the potential to directly or indirectly harm the organization. Joining and staying with the organization Maintaining work attendance Organizations are more effective when employees perform their jobs at scheduled times. Personality determinants: nature versus nurture Personality is shaped by both nature and nurture. Five-factor model of personality The five broad dimensions representing most personality traits:
Five-factor model and work performance Personality mainly affects behavior and performance through motivation, specifically by influencing employees’ direction and intensity of effort.
Conscientiousness traits of industriousness and dutifulness are the best predictors of proficient task performance. Jungian personality theory and the Myers-Briggs type indicator The Jungian personality theory is measured through the Myers-Briggs type indicator. How people prefer to gather information occurs through two competing orientations:
Judging information consists of two competing processes
Value system. People arrange their values into a hierarchy of preferences. In reality, values exists only within individuals, they are personal
values. Values and personality traits are related to each other, but differ in a few ways.
Types of values Schwartz’s values circumplex
Each category is a cluster of more specific values.
Values and individual behavior Personal values influence decisions and behavior in various ways.
Several factors weaken the relationship
Values congruence Values tell us what is right or wrong and what we ought to do. Organizations also benefit from some incongruence, with diverse perspectives. Three ethical principles
Moral intensity, moral sensitivity and situational influences Moral intensity The degree to which an issue demands he application of ethical principles. Moral sensitivity A person’s ability to recognize the presence of an ethical issue and determine its relative importance. Several factors are associated with a person’s moral sensitivity:
Situational factors Ethical conduct is influenced by the situation in which the conduct occurs. Supporting ethical behavior Most large and medium-sized organizations maintain or improve ethical conduct through systematic practices.
Individualism and collectivism Individualism: a cross-cultural value describing the degree to which people in a culture emphasize independence and personal uniqueness. Collectivism: a cross-cultural value describing the degree to which people in a culture empathize duty to groups to which they belong ad to group harmony. Those two are not opposites, the two are uncorrelated. Power distance A cross-cultural value describing the degree to which people in a culture accept unequal distribution of power in society. Uncertainty avoidance The degree to which people tolerate ambiguity (low uncertainty avoidance) or feel threatened by ambiguity and uncertainty. Achievement-nurturing orientation Reflects a competitive versus cooperative view of relations with other people. Caveats about cross-cultural knowledge
What are the two main influences that the situation has on individual performance and behavior?Situational factors
Individual behavior and performance depend on the situation. Two main influences: The work context constrains of facilitates behavior and performance. Situations provide cues that guide and motivate people.
What term is defined as an individual's voluntary goal directed behaviors that contribute to organizational objectives?In industrial and organizational psychology, organizational citizenship behavior (OCB) is a person's voluntary commitment within an organization or company that is not part of his or her contractual tasks.
What term is used to describe the internal forces that affect a person's direction intensity and persistence of voluntary behavior?Motivation represents the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior.
Which personality factors positively affect proficient task performance in the workplace?Conscientiousness, Extraversion, Openness to experience, Agreeableness have positive and significant impact on Job performance of employees and Neuroticism has negative and significant impact on Job performance of employees.
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