MARS Model: Ability
Aptitudes and learned capabilities required to successfully complete a task
Person-job matching
Selecting
Developing
Redesigning
MARS Model: Role Perceptions
Understand the job duties expected of us
Role perceptions are clearer when we understand:
Our tasks or accountable consequences
Task and performance priorities
Preferred behaviors and procedures
Benefits of clear role perceptions
More proficient job perfo
MARS Model: Situational Factors
Conditions beyond person's short-term control that constrain or facilitate behavior
Constraints - time, budget, facilities, etc.
Cues - e.g. signs warning of nearby hazards
Individual Behavior: Task performance
Voluntary goal-directed behaviors
Support firm's objectives
Three types of performance
Proficient
Adaptive
Proactive
Individual Behavior: Organizational citizenship
Cooperation with or helpfulness to others, supporting work context
Directed toward individuals and organization
Not necessarily discretionary (i.e. may be job requirement)
Individual Behavior: Counterproductive work behaviors
Voluntary behaviors that may harm the organization
Individual Behavior: Joining and staying with the organization
Human capital is the main source of competitive advantage. Keeping employees normally is better than letting people go because of the knowledge those people take with them
Maintaining work attendance
Absences due mainly to situation and motivation
Presenteeism - attending scheduled work during significantly reduced capacity (illness etc.)
Personality in Organizations
Personality: relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics
Personality traits
Clusters of internally-caused behavior tendencies
Situation su
Nature Versus Nurture of Personality
Influenced by nature
Heredity explains about 50 percent of behavioral tendencies
Influenced by nurture
Socialization, learning
Personality stabilizes in young adulthood
Self-concept gets clearer, more stable with age usually by 30
Executive function regul
Five-Factor Personality Model (CANOE)
Five-Factor Personality and Individual Behavior
Jungian Personality Theory
Swiss psychiatrist Carl Jung
Model includes preferences for perceiving the environment and obtaining and processing information
Myers-Briggs Type Indicator (MBTI)
Measures Jungian types
Most widely used personality test in business
Good for self-awareness
Jungian and Myers-Briggs Types
Values in the Workplace
Stable, evaluative beliefs that guide our preferences
Define right and wrong, good and bad: what we "ought" to do
Direct our motivation, potentially decisions and behavior
Value system: hierarchy of values
Compared with personality, values are:
Evaluative
Schwartz's Values Model Chart
Schwartz's Values Model
57 values clustered into 10 categories, further clustered into four quadrants
Openness to change
-Motivated to pursue innovative ways
Conservation
-Motivated to preserve the status quo
Self-enhancement
-Motivated by self-interest
Self-transcendence
-Motiv
Personal Values and Behavior
How personal values influence decisions and behavior:
1. Affect the relative attractiveness of choices
2. Frame perceptions
3. Act consistently with self-concept and public image
Why personal values fail to influence decisions and behavior:
-Situation�int
Values Congruence
Similarity of a person's values hierarchy to another source
Importance of values congruence
-Team values congruence�higher team cohesion and performance
-Person-organization values congruence�higher job satisfaction, loyalty, and organizational citizenshi
Ethical Values and Behavior
Ethics: study of moral principles and values, whether actions are right or wrong, outcomes are good or bad
Three ethical principles
-Utilitarianism - greatest good for the greatest number
-Individual rights - everyone has same natural rights
-Distributive
Influences on Ethical Conduct: Moral intensity
Degree an issue demands application of ethical principles (routine tasks don't require demand because it has been evaluated once and not again)
Influences on Ethical Conduct: Moral sensitivity
-Person's ability to detect the presence and importance of moral issue
-Higher moral sensitivity due to:
-Expertise
-Previous dilemma experience
-Empathy
-Ethical self-concept
-Mindfulness
Influences on Ethical Conduct: Situational influences
External forces to act contrary to moral principles and values
Supporting Ethical Behavior
Corporate code of ethics
Educate and test employee's ethical knowledge
Systems for communicating and investigating wrongdoing
Ethical culture and ethical leadership
Individualism
The degree to which people value personal freedom, self-sufficiency, control over their lives, and being appreciated for unique qualities
Collectivism
The degree to which people value their group membership and harmonious relationships within the group
Power Distance
High power distance
-Value obedience to authority
-Accept superiors' commands
-Prefer formal rules and authority to resolve conflicts
Low power distance
-Expect relatively equal power sharing
-View relationship with boss as interdependence, not dependence
Uncertainty Avoidance
High uncertainty avoidance
-Feel threatened by ambiguity and uncertainty
-Value structured situations and direct communication
Low uncertainty avoidance
-Tolerate ambiguity and uncertainty
Achievement-Nurturing
High achievement orientation
-Assertiveness
-Competitiveness
-Materialism
High nurturing orientation
-Value relationships
-Focus on human interaction
Cultural Diversity Within the United States
Deep-level diversity across ethnic and regional groups
Ethnic values diversity
-E.g., individualism highest among African Americans; lowest among Asian Americans
Personal values and traits vary across US regions
-E.g., collectivism highest in southern sta
MARS Model of Individual Behavior
MARS Model: Motivation
Internal forces that affect a person's voluntary choice of behavior
Direction
Intensity
Persistence