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Discussion Outline
Individual Performance
Factors
Individual Attributes
Work Effort
Organizational Support
Discussion Outline
Individual Performance
Factors
Individual Attributes
Work Effort
Organizational Support
Performance equation
Capacity
Willingness Opportunity
To perform
INDIVIDUAL ATTRIBUTES
Physical Abilities
Cardiovascular Endurance:
ability to sustain physical activity
that results in increased hearts
rates for a long period
Personality Characteristic
Understanding personality
contributes to an understanding of
organizational behavior by adding a
consideration of what individuals
are like to that of what can do
and what they will do
Conscientiousness: dependable,
organized, persevering, thorough,
achievement oriented
FROM IMMATURITY
TO MATURITY
passivity
activity
dependence
independence
limited behavior
diverse behavior
shallow interests
deep interests
short-time perspective
subordinate position
long-time
perspective
little self-awareness
superordinate
position
much self-awareness
WORK EFFORT
SelfActualization
Esteem
Affiliation
Security
Physiological
Motivating Factors
Hygiene Factors
Responsibility
Company Policy
Recognition
Salary
Achievement
Supervision
Growth
Social Interaction
Challenge
Working Condition
Extrinsic motivation
Equity Theory
Equity theory is based on the phenomenon of social
comparison and posits that as people gauge the fairness
of their work outcomes compared to others
Felt negative inequity exists when individuals feel that
they have received relatively less than others have in
proportion to work inputs
Felt positive inequity exists when individuals feel that
they have received relatively more than others have
Equity Theory
(continued)
when either positive or negative inequity exists, the individual
will likely engage one or more of the following behaviors:
change work inputs (e.g. reduce performance efforts)
change the outcomes (rewards) received (e.g. ask for raise)
leave the situation (quit)
change the comparison points (e.q. compare self to a different coworker)
physiologically distort the comparison (e.g. rationalize that the inequity
is only temporary and will be resolved in the future)
take actions to change the inputs or outputs of the comparison person
(e.g. get a coworker to accept more work)
Expectancy Theory
The expectancy theory argues that work motivation is
determined by individual beliefs regarding effortperformance relationships and the desirability's of various
work outcomes that are associated with different
performance levels.
The theory based on the logic people will do what they can
do when they want to.
For example: if I want to a promotion and see high
performance can lead to that promotion and if I work hard I
can achieve high performance, I will be motivated to work
hard
Expectancy Theory
Motivation equation: M = E x I x V
Expectancy -- the probability assigned by an individual that work effort
will be followed by a given level of achieved task performance. Low
expectancy means that a person feel that he cant achieve the
necessary performance level.
Instrumentality -- the probability assigned by the individual that a
given level of achieved task performance will lead to various work
outcomes. Low instrumentality means that the person is not confident
a high level of task performance will result in a high merit pay raise
Valence -- the value attached by the individual to various work
outcomes. Low valence means the person places little values on a
merit pays increase
People exert
work effort
Expectancy
Task
performance
Instrumentalilty
Work-related
outcomes
Valence
Extrinsic
rewards
Indv. Attr
Motivation
Work
effort
Org.
support
Equity
comparison
Performance
Intrinsic
rewards
Satisfaction
Motivating Factors
Hygiene Factors
Responsibility
Recognition
Achievement
Growth
Challenge
Company Policy
Salary
Supervision
Social Interaction
Working Condition
Organizational Support
Situational constraints exist in organization include:
An inadequate organizational support lead to
low performance
Several situational constraints are considered
as inadequate support:
lack of time
inadequate budgets
inadequate tools, equipment, supplies
unclear instructions, job-related
information
unfair levels of expected performance
lack of job related authority
inflexibility of procedures
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