Lecture 2 (1).pdf

INDIVIDUAL BEHAVIOR, PERSONALITY, AND VALUES MARS Model of Individual Behavior and Performance Motivation Employee motivation represents the forces within a person that affect his or her direction, intensity, and persistence o...

INDIVIDUAL BEHAVIOR, PERSONALITY, AND VALUES MARS Model of Individual Behavior and Performance Motivation Employee motivation represents the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior. The forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior. 2 MARS Model of Individual Behavior and Performance Ability Employee abilities also make a difference in behavior and task performance. Ability includes both the natural aptitudes and the learned capabilities required to successfully complete a task. 3 MARS Model of Individual Behavior and Role Perceptions Performance Motivation and ability are important influences on individual behavior and performance, but employees also require accurate role perceptions to perform their jobs well. Role perceptions are the extent to which people understand the job duties (roles) assigned to them or expected of them. 4 MARS Model of Individual Behavior and Performance Situational Factors Employees’ behavior and performance also depend on how much the situation supports or interferes with their task goals. Situational factors include conditions beyond the employee’s immediate control that constrain or facilitate behavior and performance. 5 6  Most Stable Individual Characteristics 1. Personality 2. Self-Concept 3. Values 7 1 Personality in Organizations Personality is the relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics. Personality Determinants: Nature versus Nurture Nature- refers to our genetic or hereditary origins— the genes that we inherit from our parents. Nurture- the person’s socialization, life experiences, and other forms of interaction with the environment. 8  Five-Factor Model of Personality Conscientiousness-characterizes people who are careful, dependable, and self-disciplined. Agreeableness- his dimension includes the traits of being courteous, good-natured, empathic, and caring. Neuroticism- characterizes people with high levels of anxiety, hostility, depression, and self-consciousness. In contrast, people with low neuroticism (high emotional stability) are poised, secure, and calm. 9  Five-Factor Model of Personality Openness to experience- this dimension is the most complex and has the least agreement among scholars. It generally refers to the extent to which people are imaginative, creative, curious, and aesthetically sensitive. Extroversion- characterizes people who are outgoing, talkative, sociable, and assertive. The opposite is introversion, which characterizes those who are quiet, shy, and cautious 10 11  2 Self-Concept: The “I” in Organizational Behavior Self-concept refers to an individual’s self-beliefs and self-evaluations. It is the “Who am I?” and “How do I feel about myself?” that people ask themselves and that guide their decisions and actions. Self Enhancement- a key ingredient in self-concept is the desire to feel valued. People are inherently motivated to promote and protect a self-view of being competent, attractive, lucky, ethical, and important. 12 Self-verification- stabilizes an individual’s self concept, which, in turn, provides an important anchor that guides his or her thoughts and actions. Self-verification differs from self-enhancement because people usually prefer feedback that is consistent with their self- concept even when that feedback is unflattering. Self-evaluation- mostly defined by three concepts: self-esteem, self- efficacy, and locus of control. Self-esteem- the extent to which people like, respect, and are satisfied with themselves – represents a global self-evaluation. 13 Self-efficacy- A person’s belief that he or she has the ability, motivation, correct role perceptions, and favorable situation to complete a task successfully Those with high self-efficacy have a “can do” attitude. Locus of control- A person’s general belief about the amount of control he or she has over personal life events. 14 The Social Self- a person’s self-concept can be organized into two fairly distinct categories: personal identity characteristics and social identity characteristics. Social Identity Theory- A theory that explains self-concept in terms of the person’s unique characteristics (personal identity) and membership in various social groups (social identity). 15 16  3 Values in the Workplace -Values are stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations. They are perceptions about what is good or bad, right or wrong. - Values tell us what we “ought” to do. They serve as a moral compass that directs our motivation and, potentially, our decisions and actions. - Values are related to self concept because they partly define who we are as individuals and as members of groups with similar values. 17 Value system- people arrange values into a hierarchy of preferences. Personal values- values exist only within individuals. Shared values- groups of people might hold the same or similar values, so we tend to ascribe these to the team, department, organization, profession, or entire society. Organizational values- the values shared by people throughout an organization. Cultural values- the values shared across a society. 18 Values and Individual Behavior Habitual behavior tends to be consistent with our values, but our everyday conscious decisions and actions apply our values much less consistently. The main reason for the “disconnect” between personal values and individual behavior is that values are abstract concepts that sound good in theory but are less easily followed in practice. 19  Values Congruence Value congruence- refers to how similar a person’s value hierarchy is to the value hierarchy of the organization, a co-worker, or another source of comparison. “The most difficult but rewarding accomplishment in any career is ‘living true’ to your values and finding companies where you can contribute at the highest level while being your authentic self.” 20 Values Across Cultures Individualism Collectivism a cross-cultural a cross-cultural value describing value describing the degree to the degree to which people in a which people in a culture emphasize culture emphasize independence duty to groups to and personal which people uniqueness. belong and to group harmony. 23 Power Culture A cross-cultural value describing the degree to which people in a culture accept unequal distribution of power in a society. 24 Uncertainty Avoidance A cross-cultural value describing the degree to which people in a culture tolerate ambiguity (low uncertainty avoidance) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance). 25 Achievement-nurturing orientation A cross-cultural value describing the degree to which people in a culture emphasize competitive versus cooperative relations with other people. 26 Ethical Values and Behavior Utilitarianism. This principle advises us to seek the greatest good for the greatest number of people. In other words, we should choose the option that provides the highest degree of satisfaction to those affected. Individual rights. This principle reflects the belief that everyone has entitlements that let her or him act in a certain way. Some of the most widely cited rights are freedom of movement, physical security, freedom of speech, fair trial, and freedom from torture. Distributive justice. This principle suggests that people who are similar to each other should receive similar benefits and burdens; those who are dissimilar should receive different benefits and burdens in proportion to their dissimilarity 28  “ Moral In tensity, Ethical Sensitivity, and Situational Influences 29  The degree to which an issue MORAL demands the application of INTENSITY ethical principles. 30  A personal characteristic that enables people to recognize ETHICAL the presence of an ethical issue SENSITIVY and determine its relative importance. 31  Factor explaining why good people engage in unethical SITUATIONAL decisions and behavior is the INFLUENCES situation in which the conduct occurs. 32