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