Foundations Of Individual Behavior

Foundations Of Individual Behavior

MARS Model of Individual Behavior Role Perceptions

Values Personality

Motivation

Individual Behavior and Results

Perceptions Emotions Attitudes Stress

Ability Situational Factors

Employee Motivation Internal forces that affect a person’s voluntary choice

of behavior   

direction intensity persistence

M

R BAR

A

S

Employee Ability Natural aptitudes and learned capabilities

required to successfully complete a task  

competencies − personal characteristics that lead to superior performance person − job matching select qualified people develop employee abilities through training redesign job to fit person's existing abilities

M

R BAR

A

S

Employee Role Perceptions Beliefs about what behavior is required to achieve

the desired results:   

understanding what tasks to perform understanding relative importance of tasks understanding preferred behaviors to accomplish tasks

M

R BAR

A

S

Situational Factors Environmental conditions beyond the individual’s

short-term control that constrain or facilitate behavior    

time people budget work facilities M

R BAR

A

S

Types of Behavior in Organizations Task Performance Maintaining Work Attendance

Types of Work-Related Behavior

Joining/Staying with the Organization

Organizational Citizenship

CounterProductive Behaviors

Schwartz’s Values Model Self-transcendence

Openness to Change

Conservation

Self-enhancement

Values Congruence  Values congruence -- where two or more entities have

similar value systems  Consequences of incongruence   

Incompatible decisions Lower satisfaction and commitment Increased stress and turnover

 Benefits of incongruence   

Better decision making Enhanced problem definition Prevents “corporate cults”

Hyundai Crosses Cultures in Alabama

© AP Photo/Yonhap

 When Korean automobile giant Hyundai Motor

Company recently opened its manufacturing plant in Montgomery, Alabama, local residents and Hyundai executives alike paid close attention to differences in Korean and American cultural values.

Individualism- Collectivism High

Peru Italy Portugal Zimbabwe

Collectivism

Taiwan

Hong Kong

China Mexico

Turkey Chile

Korea France

U.S.A. Japan

Egypt Low Low

Individualism

High

Power Distance High Power Distance

China Russia

The degree that people accept an unequal distribution of power in society

Japan

U.S.A. Netherland s Low Power Distance

Uncertainty Avoidance High U. A.

Japan France

China U.S.A.

Singapore Low U. A.

The degree that people tolerate ambiguity (low) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance).

Achievement-Nurturing Achievement

Japan U.S.A.

China

Sweden Nurturing

The degree that people value assertiveness, competitiveness, and materialism (achievement) versus relationships and well-being of others (nurturing)

Long/Short-Term Orientation Long-Term Orientation

China Japan

Netherlands

U.S.A. Russia Short-Term Orientation

The degree that people value thrift, savings, and persistence (long-term) versus past and present issues, respect for tradition and fulfilling social obligations (short-term).

Four Ethical Principles Utilitarianism

Individual Rights

Distributive Justice

Care

Greatest good for the greatest number of people Fundamental entitlements in society People who are similar should receive similar benefits Favor those with whom we have special relationships

Influences on Ethical Conduct Moral intensity 

degree that issue demands ethical principles

Ethical sensitivity 

ability to recognize the presence and determine the relative importance of an ethical issue

Situational influences 

competitive pressures and other conditions affect ethical behavior

Supporting Ethical Behavior  Ethical code of conduct  

Establishes standards of behavior Problem: Limited effect alone on ethical behavior

 Ethics training  

Awareness and clarification of ethics code Practice resolving ethical dilemmas

 Ethics officers 

Educate and counsel; hear about wrongdoing

 Ethical leadership 

Demonstrate integrity and role model ethical conduct