Personality traits, individual behaviour and performance Individual characteristics MARS model Personality Values Self-concept Perceptions Emotions and attitudes Stress Motivation Ability Role perceptions Situational factors Behaviour and results · Task performance · Organisational citizenship · Counterproductive work behaviours · Joining/staying with the organisation · Maintaining attendance Mars Model of Individual behaviour M - motivations A - ability R - role perceptions S - situational factors Motivation The forces that affect direction, intensity and persistence of voluntary behaviour Direction - the path people steer their effort - people choose where to put their effort - goal direction Intensity - the amount of effort allocated to that goal - how much people push themselves towards a task. You may have a goal, but how much effort do you put into it to achieve it Persistence - continuing the effort for a certain amount of time. You either continue to reach goal or give up beforehand. Combined - putting in effort toward a goal, how much effort and for how long you do it. Ability Natural aptitudes (natural talents) and learned capabilities to successfully complete a task Matching ability to job requirements 1. Select people with required competencies 2. Train people with skills for job 3. Redesign job to suit skills - keep task simple and adjust as they get better 4. Job crafting - allowing people to find compatibility with job and skill - let them decide what works best for them.
Role Perceptions How people clearly understand the job duties assigned to them 1. Clear role perceptions - they understand the specific duties or consequences for which they are accountable 2. When people understand the priority of various tasks and performance expectations - classic example, prioritising quantity vs quality, how many customers to serve over how well you serve them 3. Understanding the preferred behaviours or procedures for accomplishing tasks - there may be more the one way to do task, employee know best way to do it. Situational Factors Conditions beyond the persons immediate control that constrain or facilitate the behaviour or performance - Poor performance can be due to lack of time, budget, physical work facilities - Behaviour may change with safer workplace Types of Individual behaviour Task performance Goal directed behaviours under persons control that support organisational objectives 1. How proficient the employee is at the task - how good I can do it 2. How adaptable the employee is to the task - how I can change to suit the job 3. How proactive the employee is - how I can anticipate changes and initiate different ways to do the job Organisational Citizenship Behaviour The cooperation and helpfulness to others that support the organisation - Assisting others with work problems - Adjusting work schedules - Supporting company image - Taking steps to avoid potential problems Engaging in more OCB have higher task performance because they receive more support from team members Counterproductive work behaviours CWB are voluntary behaviours that can harm or organisation Harassment, unnecessary conflict, deviating form