foundations of individual behavior final

8/8/2019 Foundations of Individual Behavior Final

1/26

FOUNDATION OF INDIVIDUAL

BEHAVIOR

Understanding Self


2/26


3/26

Age

Impact on:

Performance

Turnover Absenteeism

Productivity

Satisfaction


4/26

Sex/ Gender

Problem-solving ability

Analytical skill

Competitive drive

Motivation

Leadership

Sociability & Learning ability not gender

dependant; turnover& absenteeism due to familyresponsibilities e.g. Shahnaz Hussain

Lady takes time off to attend to domestic needs


5/26

Education

Level & type of education affects individual

behavior with increased expectations about

positive outcomes/satisfying job,higher income

level & different outcomes/disillusionment .Type

of education general(arts,humanities,social

sciences) & specialised-narrow &focussed(engineering,medicine,computer

science)


6/26

Abilities

Refers to an individuals capacity to performvarious tasks in a job.

Made up of 2 sets of skills:

1]Intellectual abilities-needed to perform mentalactivities. IQ tests as in admission tests,numberaptitude, verbal comprehension,perceptualspeed

2]Physical abilities-in ones stamina,manualdexterity..Management to identify theabilities(out of 9 basic abilities)(High score onone?) if these are major inputs needed for a task.


7/26

Ability-Job Fit

Hiring procedures-focus on general

abilities/abilities for job requirement, ignoring

fit between the two.Technology

changes,measurement of skills, assessing

attitudes & personality is difficult. Employees

abilities should neither exceed nor fall short.

Job satisfaction to be considered.


8/26

Marital status & no of dependants

Marital status:Influence on absenteeism,

turnover & satisfaction.Imposes

responsibility,need for a steady job,steady

income.

No of dependants: Related to absence, esp.

women.


9/26

Others

Background experience: esp for creative

individuals.e.g. Thomas Edison influenced by

mother;Pierre & Marie Curie, great scientists,

raised a daughter, Irene,who won a nobel

prize in Chemistry.

Personal Traits: linked to creativity in

individuals such as openness,high level of

energy,self confidence,etc.


10/26

Cognitive Abilities

An individuals power to think intelligently,&

to analyse situations& data effectively.

Intelligence a precondition for creativity; Ability to think both convergently(perceiving

similarities between situations & events) and

divergently.Firms look out for this trait for

creativity & innovation.


11/26

Environmental Factors

Include such variables as economic, social,political.

ECONOMIC factors:

Employment level-job opportunities/job security/behof Prof & Exec,worker & cartpuller

Wage rates-satisfy basic needs, measure ofachievement,status symbol, level of job satisfaction

Economic outlook-industry employment affected byeconomic cycles,public sector employees insulated

from economy; motivation changes with job security Technological change-changes job opportunities,esp

lower leveljobs through automation, computerisation,robotics, maybe reduced skills required, job satisfactn?


12/26


Cultural environment

Forces affecting societys basic values ,perceptions, work ethics, preferences,behaviors. This shapes their basic beliefs,values & behavior.Culture varies from countryto country, within a country. Workethics,achievement needs,effort-rewardexpectations & values are cultural factors,affecting behavior.


13/26


Work Ethics tinged with morals,implying hard

work & commitment.Strong work ethics

ensures motivated employees.

Achievement one with high need to achieve

tends to have a high degree of responsibility,

uses personal performance feedback

Political Factors- stability of government,

political ideology of the government


14/26

Organisational Systems & Resources

OB is also influenced by

physical facilities- ventilation, lighting, secretarialsupport, dcor

organisation structure & design-different departmentsreporting relationships,lines of communication

leadership- & supervision to provide advice tocoaching to ind members

& reward systems.

Organisations establish reward systems to compensate.


15/26

Types of Work related Behavior-

Behavior in organisations

Joining the organisation-Excitement

&anxiety-new assignment & expectations to

fulfill

Remaining with the organisation- Attract

talent & retain competent employees

Dissatisfied employee tends to withdraw &

shows less productivity; satisfied employeeshows better productivity


16/26


Behavior in organisations..contd Maintaining work attendance-Expected to

report for work, absenteeism is caused due to

various reasons health, family

responsibilities,job dissatisfaction, lack of

motivation

Performing required tasks- Hired to perform

tasks(goal directed activities under theindividuals control)above min standards.Need

to harness their abilities & put to

organisational effectiveness


17/26


Behavior in organisations..contd Exhibiting organisational citizenship-

organisational effectiveness depends onmore

than just satisfactory performanceRelies also

on organisational citizenshipbehaviors which

extend beyond job related tasks.Include

tleratingambiguities,accepting occasional

impositions,sharing resources,co-operatingwith fellow employees.


18/26

How do employees becopme good

organisation citizens Firms can develop citizen trust by ensuring

fairness of the companys treatment of

employees; by correcting the equity felt by an

employee,

The other is the degree to which employees

hold strong ethical values,& a sense of social

responsibility An employee with socialconsciousness will reach out to others to help

out; does well for the firm to hire someone

with this value.


19/26


Behavior in organisations..contd Psychological factors

Are the individuals mental characteristics&

attributes that affect behaviorThough notobservable, have a considerable role in

affecting behaviorProminentpsychological

factors are personality,perception, attitudes,

values & learning.


20/26

Models of individual behavior

Theory X and Theory Y Model

Economic & self actualizing Model

Behavioristic & Humanistic model

Rational & emotional Model


21/26

Theory X and Theory Y Model

Assumption- theory X

Individual is lazy, non-creative,in need of

constant prodding Assumption- theory Y

Individual has tremendous potential, which

effective management may channelisetowards organisational goals


22/26


Economic modelof the human being

conceptualises the individual as totally

economic in orientation

Concept derived from scientific management

philosophy of late 1880s

Scientific management concerned for

standardising jobs,specialising work

functions,providing economic incentives for

standard/better performance.


23/26


Self actualizing Model- Individual is motivated

to grow, mature & achieve/become all he is

capable of. Model underlines that individual

cannot be adequately described by

physiological & economic considerations

alone.People strive for goals like self

fulfillment & self actualisation.Adherentscrave for personal growth,job competence

&self-actualisation. Firm should provide

proper conditions.


24/26

Behavioristic & Humanistic model

Scholars believe that individuals can be

described only in terms of behavior.these

theorists interested only inobservable

behavioras contrasted with thoughts or

feelings.Beh model scholars believe that beh is

environmentally determined. In the

humanistic model,ind is more philosophicalthan scientific.Humanists believe the ind is

capable of conscious reasoning & contol of

their destiny


25/26

Rational & emotional Model

Rational model- individual is highly rational

like a computer..collect all relavant

information,analyse the data & then arrive at

a solution. They are deliberate, serious &

computational.Emotional model-human

beings guided by emotions.Freudians perceive

human beings as irrational, because ofconstant conflicts among Id/birth,Ego/reality

and super-ego/values of society- levels of

consciousness


26/26

Thank You!

foundations of individual behavior final

Documents