INDIVIDUAL

PERSONA
BEHAVIOR
VALUES
LITY
Ronald P. Gervacio
 INDIVIDUAL BEHAVIOR &
• For years PERFORMANCE
now, experts have investigated the direct
predictors of individual behavior and performance.
• One of the earliest formulas was Performance = Person x
Situation (where person includes individual characteristics
and situation represents external influences on the
individual's behavior)
• Another is Performance = Ability × Motivation, also known
as the skill-and-will model. It elaborates two specific
characteristics within the person that influence individual
performance - ability and motivation.
• Ability, motivation, and situation are by far the most
commonly mentioned direct predictors of individual
behavior and performance, but in the 1960s researchers
have identified a fourth key factor - role perceptions.
 MARS
TheMODEL
four variables -
motivation, ability, role
perceptions, and situational
forces are represented in the
MARS Model.
 MARS
• All four factors are critical
MODEL
influencers on an individual's
voluntary behavior and
performance; if any one of them
is low on a given situation the
employee would perform the
task poorly.
• Motivation, ability, and role
perceptions are clustered
together because they are
located within the person.
• Situational factors are external
to the individual but still affect
his or her behavior and
performance.
EMPLOYEE
• Motivation represents forces within a person that
MOTIVATION
affect his or her direction, intensity, and persistence
that affect his or her voluntary behavior.
• Direction refers to the path along which people
steer their effort; they have a sense of what they
are trying to achieve and at what level of quality,
quantity, and so forth. In other words, motivation is
gool directed, and not random.
• Intensity is the amount of effort allocated to the
goal. Intensity is all about how much people push
themselves to complete a task.
• Persistence is continuing the effort for a certain
amount of time, employees sustain their effort until
they reach their goal or give up beforehand. •
Motivation is a force within individuals; it is not their
ABILITIES
• Ability includes both the natural aptitudes and
the learned capabilities required to successfully
complete a task.
• Aptitudes are the natural talents that help
employees learn specific tasks more quickly
and perform them better. There are many
physical and mental aptitudes and they affect
our ability to acquire skills.
• Learned capabilities are the skills and
knowledge you currently possess. These
capabilities include the physical and mental
skills and knowledge you have acquired.
Learned capabilities tend to wane over time
when not in use.
ABILITIES
• Competencies are closely related to aptitudes
and learned capabilities.
• Competencies are a person's characteristics
that result in superior performance. These
characteristics include knowledge, skills,
aptitudes, and behaviors. Some studies have
attempted to identify a list of core
competencies for performance in all jobs.
• The challenge is to match a person's
competencies with the job's competency
requirements. A good person-job match not
only produces higher performance; it also
tends to increase the employee's well-being.
ROLE
• Motivation and ability are important influences
PERCEPTIONS
on individual
employees
behavior
also
and
require
performance,
accurate
but
role
perceptions to perform their jobs well.
• Role perceptions refer to how clearly people
understand the job duties assigned to them or
expected of them.
• These perceptions are critical because they
guide the employee's direction of effort and
improve coordination with coworkers,
suppliers, and other stakeholders.
• Employees with clearer role perceptions also
tend to have higher motivation.
ROLE
• Role clarity exist in three forms:
PERCEPTIONS
• First, employees have clear role perceptions
when they understand the specific tasks
assigned to them, when they know the
specific duties and consequences for which
they are accountable.
• Second is how well employees understand
the priority of their various tasks and
performance expectations.
• Third is understanding the preferred
behaviors or procedures for accomplishing
the assigned tasks.
SITUATIONAL
• Employees' behavior and performance
FACTORS
also depend on the situation.
• Conditions that are beyond the
employee's immediate control that
constrain or facilitate behavior and
performance. Example - lack time,
budget, physical work facilities, and
other situational conditions.
 TYPES OF
INDIVIDUAL
BEHAVIOR
TASK
PERFORMANCE
• Task performance refers to goal
directed behaviors under the
individual's control that support
organizational objectives.
• Task performance behaviors transform
raw materials into goods and services
or support and maintain these technical
activities.
• Tasks involve working with data, people,
or things, working alone, or with people;
and degrees of influencing others.
ORGANIZATIONAL
CITIZENSHIP
• Organizational Citizenship Behaviors (OCBs) - various
forms of cooperation and helpfulness to others that
support the organization's social and psychological
context.
• In other words, companies excel when employees go
the "extra mile" beyond the required duties.
• Examples - assisting coworkers with their work
problems, adjusting your work schedule to
accommodate coworkers, showing genuine courtesy
towards coworkers, and sharing your work resources
with coworkers, cooperation and helpfulness toward
the organization such as supporting the company's
public image, taking discretionary action to help the
organization avoid potential problems offering ideas
beyond those required for your own job, attending
volunteer functions, and keeping up with new
COUNTERPRODUCTIVE WORK
BEHAVIORS
• Counterproductive Work Behaviors (CWBs) are
voluntary behaviors that have the potential to
directly or indirectly harm the organization.
• Examples - harassing coworkers, creating
unnecessary conflict, deviating from preferred
work methods, being untruthful, stealing,
sabotaging work, avoiding work obligation
(tardiness) and wasting resources
JOINING AND STAYING WITH THE
ORGANIZATION
• Hiring and retaining talent is a critical requirement in
the organization's survival and success.
• Even when companies are able to hire qualified staff
in the face of shortages, they need to ensure that
these employees stay with the company.
• Companies with high turnover suffer because of the
high cost of replacing people who leave. More
important, much of an organization's intellectual
capital is the knowledge carried around in employees'
heads.
• When people leave, some of this vital knowledge is
lost often resulting in lower productivity, poorer
customer service, and so forth.
• Some employers attract job applicants and minimize
turnover by nurturing an enjoyable work environment
MAINTAINING WORK ATTENDANCE
• Along with attracting and retaining employees,
organizations need everyone to show up for work
at scheduled times.
• Most employees blame the situation for their
absenteeism, such as the bad weather, transit
strike, and family demands. However, some
people still show up for work because they have
a strong motivation to be there, whereas others
take sick leave when they are not genuinely
unwell.
• Employees who experience job dissatisfaction or
work-related stress are more likely to be absent
or late for work because taking time off is a way
of temporarily withdrawing from stressful or
dissatisfying conditions
MAINTAINING WORK ATTENDANCE
• Absenteeism is also higher in organizations with
generous sick leaves because this benefit
minimizes the financial loss of taking time away
from work.
• Another factor in absenteeism is the person's
values and personality.
• Studies report absenteeism is higher in teams
with strong absence norms, meaning that team
members tolerate and even expect workers to
take time off.
PRESENTEEISM
• Along with attending work when expected,
maintaining work attendance includes staying away
from scheduled work when attendance would be
dysfunctional for the individual and organization.
• Presenteeism - attending work when one's capacity
to work is significantly diminished by illness, fatigue,
personal problems, or other factors.
• Presenteeism may be more serious than being
absent when capable of working. Employees who
attend work when they are unwell or unfit may
worsen their own condition and increase coworker's
health risk. These employees are also less
productive and may reduce coworker's productivity.
• Presenteeism is more common among employees
with low job security, who lack sick leave pay or
similar buffers, and whose absence would
THANKS
LISTENIN
FOR
G!