In our workplace or organization we work and we have different individual characteristics being shown, applied and experience and

these are Values, Personality, perceptions, emotions and attitudes then plus the stress. In our MARS model we have these four variables; Motivation, Ability, Role Perceptions and the situational factors which are critical influences on an individuals voluntary behavior and performance. If any one of them is low in a given situation then the employee would perform the task poorly. (For example, motivated salespeople with clear role perceptions and sufficient resources (situational factors) will not perform their jobs as well if they lack sales skills and related knowledge (ability).) MOTIVATION these are internal forces that affect a persons voluntary choice of behavior. 1. Directions - these are the path along which people engage their effort. Motivation is goal oriented, not random. Ex. 2. Intensity is the amount of effort allocated to the goal. How much people put themselves to complete a task. 3. Persistence is the continuing the effort for a certain period of time. Employees sustain their effort until they reach their goal or give up beforehand.
For example, two employees might be motivated to finish their project a few hours early (direction), but only one of them puts forth enough effort (intensity) to achieve this goal.

These 3 are cognitive (process of obtaining knowledge through thought, experience or sense) and emotional condition that directly cause us to move.

ABILITY 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 our ability to acquire skills is affected by these aptitudes. example, finger dexterity is an aptitude by
which individuals learn more quickly and potentially achieve higher performance at picking up and handling small objects with their fingers. Employees with high finger dexterity are not necessarily better than others at first; rather, their learning tends to be faster and performance potential tends to be higher.

Learned capabilities are the skills and knowledge that 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. Competencies are characteristics of a person that result in superior performance. Many experts describe these characteristics as personal traits (i.e., knowledge, skills, aptitudes, personality, self-concept, values). Others suggest that competencies represent actions produced by a persons traits, such as serving customers, coping with heavy workloads, and providing creative ideas. In testing the ability of an employee the hr or head does Person-Job Matching Strategies - Select applicants who already demonstrate the required competencies. For example, companies ask applicants to perform work samples, provide references

for checking their past performance, and complete various selection tests. develop required skills and knowledge. Research indicates that training has a strong influence on individual performance and organizational effectiveness. redesign the job so that employees are given tasks only within their current learned capabilities. For example, a complex task might be simplifiedsome aspects of the work are transferred to others so that a new employee performs only tasks that he or she is currently able to perform. As the employee becomes more competent at these tasks, other tasks are added back into the job. Role Perceptions The extent to which people understand the job duties (roles) assigned to or expected of them. Situational Factors Employees behavior and performance also depend on how much the situation supports or interferes with their task goals. Situational factors include conditions beyond the employees immediate control that constrain or facilitate behavior and performance.Ex

Personality is the relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics.

Example of personality Adventurous

Affable Conscientious Cultured Dependable Discreet Fair Fearless Observant Impartial Independent Optimistic Intelligent Keen Gragarious Persistent Capable Charming

Precise Confident Dutiful Encouraging Reliable Exuberant Helpful Humble Suave Imaginative Meticulous Obedient Trusting Valiant
Nature versus Nurture Nature refers to our genetic or hereditary originsthe genes that we inherit from our parents. refers to our genetic or hereditary origins the genes that we inherit from our parents. Ex. Minnesota studies twins had similar behaviour patterns Although personality is heavily influenced by heredity, it is also affected to some degree by nurture the persons socialization, life experiences, and other forms of interaction with the environment. 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 The main explanation of why personality becomes more stable over time is that people form clearer and more rigid self-concepts as they get older.
The Big Five framework of personality traits from Costa & McCrae, 1992 has emerged as a robust model for understanding the relationship between personality and various academic behaviors. The factors of the Big Five and their constituent traits can be summarized as:
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Openness to experience (inventive/curious vs. consistent/cautious). Appreciation for art, emotion, adventure, unusual ideas, curiosity, and variety of experience. Openness reflects the degree of intellectual curiosity, creativity and a preference for novelty and variety. Some disagreement remains

about how to interpret the openness factor, which is sometimes called "intellect" rather than openness to experience. Conscientiousness (efficient/organized vs. easy-going/careless). A tendency to show selfdiscipline, act dutifully, and aim for achievement; planned rather than spontaneous behavior; organized, and dependable. Extraversion (outgoing/energetic vs. solitary/reserved). Energy, positive emotions, surgency, assertiveness, sociability and the tendency to seek stimulation in the company of others, and talkativeness. Agreeableness (friendly/compassionate vs. cold/unkind). A tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others. Neuroticism (sensitive/nervous vs. secure/confident). The tendency to experience unpleasant emotions easily, such as anger, anxiety, depression, or vulnerability. Neuroticism also refers to the degree of emotional stability and impulse control, and is sometimes referred by its low pole "emotional stability".

Conscientiousness . Conscientiousness characterizes people who are careful, dependable, and self-disciplined. Some scholars argue that this dimension also includes the will to achieve. People with low conscientiousness tend to be careless, less thorough, more disorganized, and irresponsible. Agreeableness . This dimension includes the traits of being courteous, goodnatured, empathic, and caring. Some scholars prefer the label friendly compliance for this dimension, with its opposite being hostile noncompliance. People with low agreeableness tend to be uncooperative, short-tempered, and irritable. Neuroticism . Neuroticism characterizes people with high levels of anxiety, hostility, depression, and self-consciousness. In contrast, people with low neuroticism (high emotional stability) are poised, secure, and calm. Openness to experience . This dimension is the most complex and has the least agreement among scholars. It generally refers to the extent to which people are imaginative, creative, curious, and aesthetically sensitive. Those who score low on this dimension tend to be more resistant to change, less open to new ideas, and more conventional and fixed in their ways. Extroversion . Extroversion characterizes people who are outgoing, talkative, sociable, and assertive. The opposite is introversion, which characterizes those who are quiet, shy, and cautious. Extroverts get their energy from the outer world (people and things around them), whereas introverts get their energy from the internal world, such as personal reflection on concepts and ideas. Introverts do not necessarily lack social skills. Rather, they are more inclined to direct their interests to ideas than to social events. Introverts feel quite comfortable being alone, whereas extroverts do not.

Jungian Personality theory Jung explained that perceiving, which involves how people prefer to gather information or perceive the world around them, occurs through two competing orientations: sensing (S) and intuition (N) sensing (S) and intuition (N). Sensing involves perceiving information directly through the five senses; it relies on an organized structure to acquire factual and preferably quantitative details. Intuition, on the other hand, relies more on insight and subjective experience to see relationships among variables. thinking tend to decide things from a more detached standpoint, measuring the decision by what seems reasonable, logical, causal, consistent and matching a given set of rules. feeling tend to come to decisions by associating or empathizing with the situation, looking at it 'from the inside' and weighing the situation to achieve, on balance, the greatest harmony, consensus and fit, considering the needs of the people involved.
perceiving and judging . People with a perceiving orientation are open, curious, and flexible; prefer to adapt spontaneously to events as they unfold; and prefer to keep their options open. Judging types prefer order and structure and want to resolve problems quickly.

Self-concept refers to an individuals self-beliefs and self-evaluations. For example, you might think of yourself as a creative employee, a health-conscious vegetarian, and an aggressive skier. A persons self-concept has higher complexity when it consists of many categories. People have high consistency when similar personality traits and values are required across all aspects of self-concept. Low consistency occurs when some aspects of self require personal characteristics that conflict with the characteristics required for other aspects of self. clarity, that is, the degree to which a persons self-conceptions are clearly and confidently described, internally consistent, and stable across time. Values are stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations. They are perceptions about what is good or bad, right or wrong. Values tell us what we ought to do. Self Enhancement people try to rate themselves to be above average then gapangakig if they hear negative feedback about themselves. Self verification people usually prefer feedback that is consistent with their self-concept even when that feedback is unflattering. Then ma confirm nla nga xa amu na Self Evaluation optimistic ang pagtan aw nla sa self ya
Self-esteem the extent to which people like, respect, and are satisfied with themselves represents a global self-evaluation. People with high self-esteem are less influenced by others, tend to persist in spite of failure, and think more rationally. Self-efficacy refers to a persons belief that he or she can successfully complete a task. Those with high selfefficacy have a can do attitude.

Locus of control, the third concept related to self-evaluation, is defined as a persons general belief about the amount of control he or she has over personal life events.

The Social Self explains self-concept in terms of the persons unique characteristics (personal identity) and membership
in various social groups (social identity).