Upload
ariel-morton
View
216
Download
0
Embed Size (px)
Citation preview
1 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
IndividualIndividualBehavior andBehavior and
ResultsResults
RoleRolePerceptionsPerceptions
SituationalSituationalFactorsFactors
MotivationMotivation
AbilityAbility
ValuesValues
PersonalityPersonality
PerceptionsPerceptions
EmotionsEmotions
AttitudesAttitudes
StressStress
MARS Model of Individual BehaviorMARS Model of Individual BehaviorMARS Model of Individual BehaviorMARS Model of Individual Behavior
2 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
MM
AA
RR
SS
BARBAR
Employee MotivationEmployee MotivationEmployee MotivationEmployee Motivation
Internal forces that affect a person’s voluntary choice of behavior direction intensity persistence
3 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
MM
AA
RR
SS
BARBAR
Employee AbilityEmployee AbilityEmployee AbilityEmployee 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
4 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
MM
AA
RR
SS
BARBAR
Employee Role PerceptionsEmployee Role PerceptionsEmployee Role PerceptionsEmployee 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
5 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
MM
AA
RR
SS
BARBAR
Situational FactorsSituational FactorsSituational FactorsSituational Factors
Environmental conditions beyond the individual’s short-term control that constrain or facilitate behavior time people budget work facilities
6 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
Types ofTypes ofWork-RelatedWork-Related
BehaviorBehavior
TaskTaskPerformancePerformance
OrganizationalOrganizationalCitizenshipCitizenship
Counter-Counter-ProductiveProductiveBehaviorsBehaviors
MaintainingMaintainingWorkWork
AttendanceAttendance
Joining/StayingJoining/Stayingwith the with the
OrganizationOrganization
Types of Behavior in OrganizationsTypes of Behavior in OrganizationsTypes of Behavior in OrganizationsTypes of Behavior in Organizations
7 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
Values in the WorkplaceValues in the WorkplaceValues in the WorkplaceValues in the Workplace
Stable, evaluative beliefs that guide our preferences
Define right or wrong, good or bad
Value system -- hierarchy of values
Values are important because: Ethical values Guide employee behavior Globalization raises awareness of values differences Influence perceptions, decisions, behavior
8 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
Schwartz’s Values ModelSchwartz’s Values ModelSchwartz’s Values ModelSchwartz’s Values Model
Conservation
Self-enhancement
Self-transcendence
Openness to Change
9 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
Values CongruenceValues CongruenceValues CongruenceValues 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”
10 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
Hyundai Crosses Cultures in AlabamaHyundai Crosses Cultures in AlabamaHyundai Crosses Cultures in AlabamaHyundai 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
11 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
Individualism- CollectivismIndividualism- CollectivismIndividualism- CollectivismIndividualism- Collectivism
PeruPeru
ChileChile
ItalyItalyPortugalPortugal
TurkeyTurkey
U.S.A.U.S.A.
JapanJapan
EgyptEgypt
KoreaKoreaFranceFrance
ChinaChina
ZimbabweZimbabwe
MexicoMexicoHongHongKongKong
TaiwanTaiwan
Col
lect
ivis
mHigh
Low
Individualism HighLow
12 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
Power DistancePower DistancePower DistancePower Distance
The degree that people accept an unequal distribution of power in society
JapanJapan
NetherlandNetherlandss
U.S.A.U.S.A.
RussiaRussia
High Power DistanceChinaChina
Low Power Distance
13 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
Uncertainty AvoidanceUncertainty AvoidanceUncertainty AvoidanceUncertainty Avoidance
High U. A.
Low U. A.
JapanJapanFrancFranc
ee
U.S.A.U.S.A.
The degree that people tolerate ambiguity (low) or feel threatened by ambiguity and uncertainty (high uncertainty avoidance).
ChinaChina
SingaporeSingapore
14 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
Achievement-NurturingAchievement-NurturingAchievement-NurturingAchievement-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
15 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
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 OrientationLong/Short-Term OrientationLong/Short-Term OrientationLong/Short-Term Orientation
U.S.A.U.S.A.
16 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
UtilitarianismUtilitarianism
Individual Individual RightsRights
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 PrinciplesFour Ethical PrinciplesFour Ethical PrinciplesFour Ethical Principles
17 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
Influences on Ethical ConductInfluences on Ethical ConductInfluences on Ethical ConductInfluences 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
18 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
Supporting Ethical BehaviorSupporting Ethical BehaviorSupporting Ethical BehaviorSupporting 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
19 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
Defining PersonalityDefining PersonalityDefining PersonalityDefining Personality
Relatively stable pattern of
behaviors and consistent internal
states that explain a person's
behavioral tendencies
20 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
Big Five Personality DimensionsBig Five Personality DimensionsBig Five Personality DimensionsBig Five Personality Dimensions
Outgoing, talkative
Sensitive, flexible
Careful, dependable
Courteous, caring
Anxious, hostile
ExtroversionExtroversion
Openness to ExperienceOpenness to Experience
ConscientiousnessConscientiousness
AgreeablenessAgreeableness
NeuroticismNeuroticism
21 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
Myers-Briggs Type IndicatorMyers-Briggs Type IndicatorMyers-Briggs Type IndicatorMyers-Briggs Type Indicator
ExtroversionExtroversion IntroversionIntroversionvs.
SensingSensing IntuitionIntuitionvs.
ThinkingThinking FeelingFeelingvs.
JudgingJudging PerceivingPerceivingvs.
22 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
Locus of Control and Self-MonitoringLocus of Control and Self-MonitoringLocus of Control and Self-MonitoringLocus of Control and Self-Monitoring
Locus of control Internals believe in their effort and ability Externals believe events are mainly due to
external causes
Self-monitoring personality Sensitivity to situational cues, and ability to adapt
your behavior to that situation
23 © 2005 The McGraw-Hill Companies, Inc. All rights reserved. McShane/Von Glinow OB 3e
Holland’s Occupational Choice TheoryHolland’s Occupational Choice TheoryHolland’s Occupational Choice TheoryHolland’s Occupational Choice Theory
Career success depends on fit between the person and work environment
Holland identifies six “themes” Represent work environment and personality traits/interests
A person aligned mainly with one theme is highly differentiated
A person has high consistency when preferences relate to adjacent themes