McShane, Olekalns, Newman, Travaglione, Organisational Behaviour, 5e 1-4 Employee motivation • Internal forces within a person that affect voluntary behaviour: – direction: where to steer effort? – intensity: amount of effort – persistence: continuing effort S M
McShane, Olekalns, Newman, Travaglione, Organisational Behaviour, 5e 1-5 Employee ability • Natural aptitudes (talents) and learned capabilities (physical and mental skills and knowledge)required to successfully complete a task • Competencies: personal characteristics that lead to superior performance S M
McShane, Olekalns, Newman, Travaglione, Organisational Behaviour, 5e 1-6 Role perceptions • How clearly people understand their job duties: – understanding specific duties and consequences – understanding relative importance of tasks and performance – understanding preferred behaviours to accomplish tasks S • Leads to accurate and M efficient work; motivation; A BAR and coordination R
McShane, Olekalns, Newman, Travaglione, Organisational Behaviour, 5e 1-7 Situational factors • Conditions beyond the employee’s immediate control that constrain or facilitate behaviour and performance: – time – budget – work facilities (tools, machines) S M – situation (e.g. hazards) A BAR
McShane, Olekalns, Newman, Travaglione, Organisational Behaviour, 5e 1-10 Task performance • Goal-directed behaviours under the individual’s control that support organisational objectives: • proficiency • adaptability • productivity
McShane, Olekalns, Newman, Travaglione, Organisational Behaviour, 5e 1-11 Organisational citizenship behaviours (OCBs) Various forms of cooperation and helpfulness to others that support the organisation’s social and psychological context: • individual • organisational Required or discretionary behaviours: • impact on organisational effectiveness • can lead to work and family conflict • lower career success
McShane, Olekalns, Newman, Travaglione, Organisational Behaviour, 5e 1-12 Counterproductive work behaviours • Dysfunctional activities • Voluntary behaviours that have the potential to directly or indirectly harm the organisation, e.g. harassing co- workers: • create conflict • affect work quality • undermine organisational effectiveness
McShane, Olekalns, Newman, Travaglione, Organisational Behaviour, 5e 1-13 Joining and staying with the organisation • Hiring and retaining talent • Employee retention is essential for all the other performance-related behaviours to occur • High turnover = high cost = loss of intellectual capital
McShane, Olekalns, Newman, Travaglione, Organisational Behaviour, 5e 1-14 Maintaining work attendance • Work attendance is related to job satisfaction and motivation. • Absenteeism is related to dissatisfaction, organisational policy, norms and the person’s values and personality. • Presenteeism is related to organisational norms, attending scheduled work when one’s capacity to perform is significantly diminished by illness and other factors.
McShane, Olekalns, Newman, Travaglione, Organisational Behaviour, 5e 1-16 Personality
• Predictor of most forms of behaviour
• Relatively enduring pattern of thoughts, emotions and behaviours that characterise a person, along with the psychological processes behind those characteristics
McShane, Olekalns, Newman, Travaglione, Organisational Behaviour, 5e 1-18 Personality: nature versus nurture • Personality = hereditary + life experiences • Nature refers to our genetic or hereditary origins • Nurture: our socialisation, life experiences and other forms of interaction with the environment • Over time we form a clearer and more rigid self-concept as we get older: ‘Who we are’
McShane, Olekalns, Newman, Travaglione, Organisational Behaviour, 5e 1-20 FFM personality dimensions • The five dimensions are associated with types of behaviour. • They are good at predicting workplace behaviours and outcomes: – performance – motivation – organisational citizenship
McShane, Olekalns, Newman, Travaglione, Organisational Behaviour, 5e 1-22 Myers-Briggs Type Indicator (MBTI) • Sensing versus intuition: – collecting information via senses versus through intuition, inspiration or subjective sources • Thinking versus feeling: – processing and evaluating information – using rational logic versus personal values • Extroversion versus introversion: – similar to five-factor dimension • Judging versus perceiving: – orienting self to the outer world – order and structure or flexibility and spontaneity
McShane, Olekalns, Newman, Travaglione, Organisational Behaviour, 5e 1-23 Organisational use • MBTI widely used for team building and career development • Five-factor model—used to assess job applicants • Facebook, blogs and public sources widely used
McShane, Olekalns, Newman, Travaglione, Organisational Behaviour, 5e 1-25 Values in the workplace • Stable, evaluative beliefs that guide our preferences in a variety of situations • Define right or wrong (what we ‘ought to do’) • Value system: hierarchy of values • Stable and long-lasting, exist in: – individuals’ ‘personal values’ – teams’, departments’ ‘shared values’ – corporate culture’s ‘organisational values’ • A moral compass that directs motivation, decisions, actions Continued
McShane, Olekalns, Newman, Travaglione, Organisational Behaviour, 5e 1-26 Values in the workplace (cont.) Values Personality • ‘Ought to do’ • ‘Tend to do’ • Influenced by • Innate socialisation
McShane, Olekalns, Newman, Travaglione, Organisational Behaviour, 5e 1-28 Schwartz’s values circumplex (cont.) • Openness to change: motivation to pursue innovative ways • Conservation: motivation to preserve the status quo • Self-enhancement: motivated by self-interest • Self-transcendence: motivation to promote welfare of others and nature
McShane, Olekalns, Newman, Travaglione, Organisational Behaviour, 5e 1-30 Ethical values and behaviour • Ethics refers to the study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad. • Honesty or ethics is the most important characteristic that employees look for in a leader.
McShane, Olekalns, Newman, Travaglione, Organisational Behaviour, 5e 1-34 Values across cultures • Values and expectations differ across the world. • GLOBE study: – relationship between culture and leader effectiveness – ‘culture clusters’
McShane, Olekalns, Newman, Travaglione, Organisational Behaviour, 5e 1-36 Summary • Individual behaviour is influenced by motivation, ability, role perceptions and situational factors (MARS). • There are five main types of workplace behaviour: task performance, organisational citizenship, counterproductive work behaviours, joining and staying with the organisation, and maintaining work attendance. • Personality, resilience, values and ethics contribute to all of the above. Continued