Post on 20-Jan-2015
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Foundations Of Individual Behavior
IndividualIndividualBehavior andBehavior and
ResultsResults
RoleRolePerceptionsPerceptions
SituationalSituationalFactorsFactors
MotivationMotivation
AbilityAbility
ValuesValues
PersonalityPersonality
PerceptionsPerceptions
EmotionsEmotions
AttitudesAttitudes
StressStress
MARS Model of Individual Behavior
MM
AA
RR
SS
BARBAR
Employee Motivation
Internal forces that affect a person’s voluntary choice of behavior direction intensity persistence
MM
AA
RR
SS
BARBAR
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
MM
AA
RR
SS
BARBAR
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
MM
AA
RR
SS
BARBAR
Situational Factors
Environmental conditions beyond the individual’s short-term control that constrain or facilitate behavior time people budget work facilities
Types ofTypes ofWork-RelatedWork-Related
BehaviorBehavior
TaskTaskPerformancePerformance
OrganizationOrganizationalal
CitizenshipCitizenship
Counter-Counter-ProductiveProductiveBehaviorsBehaviors
MaintainingMaintainingWorkWork
AttendanceAttendance
Joining/Joining/StayingStaying
with the with the OrganizationOrganization
Types of Behavior in Organizations
Schwartz’s Values Model
Conservation
Self-enhancement
Self-transcendence
Openness to Change
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
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.
© AP Photo/Yonhap
Individualism- Collectivism
PeruPeru
ChileChile
ItalyItalyPortugalPortugal
TurkeyTurkey
U.S.A.U.S.A.
JapanJapan
EgyptEgypt
KoreaKoreaFranceFrance
ChinaChina
ZimbabweZimbabwe
MexicoMexicoHongHongKongKong
TaiwanTaiwan
Coll
ect
ivis
mHigh
Low
Individualism HighLow
Power Distance
The degree that people accept an unequal distribution of power in society
JapanJapan
NetherlanNetherlandsds
U.S.A.U.S.A.
RussiaRussia
High Power Distance
ChinaChina
Low Power Distance
Uncertainty Avoidance
High U. A.
Low U. A.
JapaJapannFrancFrancee
U.S.A.U.S.A.
The degree that people tolerate ambiguity (low) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance).
ChinaChina
SingaporSingaporee
Achievement-Nurturing
Achievement
Nurturing
JapanJapan
U.S.A.U.S.A.
SwedenSweden
The degree that people value assertiveness, competitiveness, and materialism (achievement) versus relationships and well-being of others (nurturing)
ChinaChina
JapanJapan
NetherlandsNetherlands
RussiaRussia
Long-Term Orientation
Short-Term Orientation
ChinaChina
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).
Long/Short-Term Orientation
U.S.A.U.S.A.
UtilitarianismUtilitarianism
Individual RightsIndividual Rights
Greatest good for the greatest number of people
Fundamental entitlementsin society
Distributive Distributive JusticeJustice
People who are similar should receive similar benefits
CareCareFavor those with whom we have special relationships
Four Ethical Principles
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