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Conceptual framework for Behavior & performance

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Conceptual framework for Behavior & performance

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Conceptual framework for Behavior & performance

  1. 1. CONCEPTUAL FRAMEWORKS FOR BEHAVIOR AND PERFORMANCE
  2. 2. MANAGING PEOPLE INVOLVES TWO THINGS: 1. UNDERSTANDING, PREDICTING AND CONTROLLING BEHAVIOUR 2. DEVELOPING AND IMPLEMENTING SYSTEMS AND CONDITIONS FOR PEOPLE TO PERFORM.
  3. 3. PERFORMANCE & BEHAVIOR CASUAL RELATIONSHIP BETWEEN PERFORMANCE & BEHAVIOR CAUSE: BEHAVIOR INDEPENDENT EFFECT: PERFORMANCE DEPENDENT PERFORMANCE IS A FUNCTION OF BEHAVIOR
  4. 4. WORK BEHAVIOR • WHAT A PERSON DOES IN RELATION TO A GIVEN SITUATION OR TASK. • AN ACTION THAT CAN BE OBSERVED AND MEASURED IN SOME WAY. • AN OBSERVABLE RESPONSE TO A WORK- RELATED SITUATION • MEASURABLE IN SOME WAY (E.G. FREQUENCY OR COMPLETENESS).
  5. 5. MEASUREMENT OF WORK BEHAVIOR • CRITICAL FOR EVALUATING • DESIRABILITY OR ACCEPTABILITY • BASIS FOR INFLUENCING BEHAVIORS • REINFORCEMENT OF THE DESIRABLE OR ACCEPTABLE BEHAVIORS AT THE WORK PLACE FOR CONTINUATION. • MINIMIZATION OR TERMINATION OF THE UNDESIRABLE OR UNACCEPTABLE BEHAVIORS
  6. 6. LEVELS OF BEHAVIOR IN ORGANIZATION THE THREE LEVELS OF ANALYSIS IN OB: a. INDIVIDUAL LEVEL (MICRO LEVEL) b. GROUP LEVEL (MEZZO LEVEL) c. ORGANIZATION SYSTEM LEVEL (MACRO LEVEL) THE THREE BASIC LEVELS ARE ANALOGOUS TO BUILDING BLOCKS; EACH LEVEL IS CONSTRUCTED UPON THE PREVIOUS
  7. 7. IMPORTANCE OF MANAGING BEHAVIOUR • CAUSAL RELATIONSHIP BETWEEN BEHAVIOURS AND ORGANISATIONAL PERFORMANCE AND EFFECTIVENESS. • UNDERSTANDING AND MANAGING BEHAVIOUR ESSENTIAL FOR EFFECTIVE MANAGEMENT OF THE ORGANISATION. • JOB SATISFACTION, ORGANISATIONAL COMMITMENT AND LOYALTY, ORGANISATIONAL CITIZENSHIP, TURNOVER. • PERFORMANCE, PRODUCTIVITY, EFFICIENCY,
  8. 8. THEORETICAL FRAMEWORKS 1. TRAIT APPROACH: A PERSON’S TRAITS OR ATTRIBUTES DETERMINE BEHAVIOUR 2. PSYCHOANALYTICAL APPROACH: UNCONSCIOUS PROCESSES CONTROL BEHAVIOUR 3. COGNITIVE FRAMEWORK: A PERSON’S INTERNAL PROCESSES DETERMINE BEHAVIOUR 4. BEHAVIOURISTIC FRAMEWORK: ENVIRONMENTAL FORCES DETERMINE A PERSON’S BEHAVIOUR 5. SOCIAL COGNITIVE FRAMEWORK: A PERSON’S BEHAVIOUR IS DETERMINED BY INTERACTIONS BETWEEN INTERNAL AND ENVIRONMENTAL FACTORS
  9. 9. MODEL FOR BEHAVIOUR MANAGEMENT INTEGRATIVE SOCIAL COGNITIVE APPROACH • THE COGNITIVE APPROACH IS HELPFUL TO UNDERSTAND HUMAN BEHAVIOUR • THE BEHAVIOURISTIC IS HELPFUL TO PREDICT AND CONTROL HUMAN BEHAVIOUR • THE SOCIAL COGNITIVE APPROACH IS HELPFUL TO UNDERSTAND, PREDICT AND CONTROL HUMAN BEHAVIOUR THE MODEL THUS FULFILS THE OBJECTIVES OF OB
  10. 10. DETERMINANTS OF WORK BEHAVIOR BEHAVIOR (B) AND ITS INTENSITY IS DETERMINED BY A NUMBER OF PERSONAL (P) AND ENVIRONMENTAL (E) FACTORS B = F (P, E)
  11. 11. DETERMINANTS OF WORK BEHAVIOR Person’s beliefs about the consequences of the performing behavior Subjective norms: Beliefs about whether other people would wish the person to perform behavior Person’s attitude towards behavior Behavioral Intentions related to work performance Motivation of the person Environmental factors Ability of the person Behavior related to work performance
  12. 12. DETERMINANTS OF WORK BEHAVIOR SUBJECTIVE FORCES THAT CREATE BEHAVIORAL INTENTION • BELIEFS • SUBJECTIVE NORMS (BELIEFS OF OTHERS) • ATTITUDES ENABLING FORCES THAT TRANSLATE THE BEHAVIORAL INTENTION INTO AN ACTUAL BEHAVIOR • ABILITY • MOTIVATION • WORK ENVIRONMENT

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