Professional Documents
Culture Documents
Motivation
Individual behavior and results
Personality
Perceptions Emotions Attitudes Stress Role perceptions Ability
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Employee Motivation
persistence
M
A R
2-3
BAR
Employee Ability
Natural aptitudes and learned capabilities required to successfully complete a task Competencies personal characteristics that lead to superior performance Person job matching
selecting developing
S
redesigning
A
R
BAR
2-4
Role Perceptions
understanding preferred
M
A BAR
R
2-5
Situational Factors
Environmental conditions beyond the individuals short-term control that constrain or facilitate behavior
time
people
budget work facilities
M
A R
2-6
S
BAR
Defining Personality
Relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics
External traits observable behaviors
Internal states thoughts, values, etc inferred from
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Influenced by Nature
Heredity explains about 50 percent of behavioural
tendencies and 30 percent of temperament Minnesota studies twins had similar behaviour patterns
Influenced by Nurture
Socialization, life experiences, learning also affect
personality Personality isnt stable at birth Stabilizes throughout adolescence Executive function steers using our self-concept as a guide
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Agreeableness
Neuroticism Openness to Experience Extroversion
Outgoing, talkative
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Extroversion
Linked to sales and mgt performance Related to social interaction and persuasion
Agreeableness
Effective in jobs requiring cooperation and helpfulness
Openness to experience
Linked to higher creativity and adaptability to change
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Identifies preferences for perceiving the environment and obtaining/processing information Commonly measured by Myers-Briggs Type Indicator (MBTI)
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Self-Concept Defined
An individuals self-beliefs and self-evaluations Who am I? and How do I feel about myself? Guides individual decisions and behavior
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Three Cs of Self-Concept
Complexity
People have multiple self-concepts
Consistency
Improved wellbeing when multiple self-concepts
Clarity
Clearly and confidently described, internally
consistent, and stable across time. Self-concept clarity requires self-concept consistency
2-14
Self-enhancement
Promoting and protecting our positive self-view
Self-verification
Affirming our existing self-concept (good and bad
elements)
Self-evaluation
Evaluating ourselves through self-esteem, self-
Social self
Defining ourselves in terms of group membership
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Self-Concept: Self-Enhancement
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Self-Concept: Self-Verification
Motivation to verify/maintain our existing selfconcept Stabilizes our self-concept People prefer feedback consistent with their self-concept Self-verification outcomes:
We ignore or reject info inconsistent with self-
Self-Concept: Self-Evaluation
persistent/logical
Self-efficacy
Belief in ones ability, motivation, role perceptions, and
Locus of control
General belief about personal control over life events Higher self-evaluation with internal locus of control
2-18
Social identity -- defining ourselves in terms of groups to which we belong or have an emotional attachment We identify with groups that have high status -- aids self-enhancement
Contrasting Groups IBM Employee Employees at other firms
Live in U.S.A.
Stable, evaluative beliefs that guide our preferences Define right or wrong, good or bad Value system -- hierarchy of values
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Openness to change motivation to pursue innovative ways Conservation -- motivation to preserve the status quo
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Habitual behavior usually consistent with values, but conscious behavior less so because values are abstract constructs Decisions and behavior are linked to values when:
Mindful of our values Have logical reasons to apply values in that
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Values Congruence
Where two or more entities have similar value systems Problems with incongruence
Incompatible decisions
Lower satisfaction/loyalty
Higher stress and turnover
Benefits of incongruence
Better decision making (diverse perspectives)
Avoids corporate cults
2-24
Degree that people value duty to their group (collectivism) versus independence and person uniqueness (individualism) Previously considered opposites, but unrelated -- i.e. possible to value high individualism and high collectivism
2-25
Individualism
High Individualism
U.S. Italy India Denmark
The degree to which people value personal freedom, self-sufficiency, control over themselves, being appreciated for unique qualities
Taiwan
Low Individualism
2-26
Collectivism
High Collectivism
Italy Taiwan
The degree to which people value their group membership and harmonious relationships within the group
Low Collectivism
2-27
Power Distance
High Power Distance
Malaysia Venezuela
Japan
commands from superiors Prefer formal rules and authority to resolve conflicts
U.S.
Denmark Israel
Uncertainty Avoidance
High U. A.
Greece Japan Italy
U.S.
uncertainty
Singapore
Low U. A.
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Achievement-Nurturing
Achievement
Japan
Nurturing
2-30
Utilitarianism
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Moral intensity
degree that issue demands ethical principles
Ethical sensitivity
ability to recognize the presence and determine the
Situational influences
competitive pressures and other conditions affect
ethical behavior
2-32
Ethical code of conduct Ethics training Ethics hotlines Ethical leadership and culture
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