Individual behaviour


IndIvIdual behaviour
PrePared By:
Kind Kishor

Individual Behaviour KIND@KISHOR 2
 Concept
 Determinants
 Needs
 Motives
 Goals
 Values
 Beliefs
 Attitudes
 Perception
 Personality
 Motivation

 Individual behaviors are shaped by many factors lie age, gender,
marital status, biographical characteristics etc.
 This also refers to the combination of responses to internal and
external stimuli.

 Needs
 Motives
 Goals
 Values
 Beliefs
 Attitudes
 Perception
 Personality
 Motivation

 Anything an individual requires or wants.
 Basic human requirements.
 Serves as a stimulus for action.
 Are of two types:
 Primary Needs: They are basic things that an individual
requires to sustain life like food, water, shelter, etc.
 Secondary Needs: They are requirements learned from the
environment and culture like need for affiliation, power,
achievement.

 A motive is an impulse that causes a person to act.
 Indicate an inner state which direct a person towards the
satisfaction of needs.
 Are derived from needs.
 Provides the reason for choosing one course of behavior from
among several choices.
 Can be of two types:
 Primary Motives: are unlearned motives, physiological based, and
internally generated. For example: hunger, thirst, sleep etc.
 Secondary Motives: are learned motives, psychological based, and
externally generated. For example: affiliation, status, power etc.

 Are end results to be achieved.
 Guide actions and provide unified direction to efforts.
 Motivate employees for better performance and also provides a
basis for control.
 Nature of goals:
 Multiple
 Conflicting
 Future-Oriented
 Succession
 Displacement

 Represent basic convictions of an individual as to what is right,
good or desirable.
 Imply enduring conviction and carry moral flavor.
 Most values are acquired from culture, parents, teachers, friends
reference groups and media.
 Are stable and long lasting.
 Serve as criterion for judging human actions.
 Values influence individual behaviour in organizations.

Importance of values:
 The foundation for understanding of attitudes.
 Influence perception of individuals.
 Influence motivation of an individual.
 Influence decision making and solution to many problems.
 Values influence attitude and behavior.
characteristics of values:
 Provide standards of competence and morality.
 Are fewer in number than attitudes.
 Are relatively permanent and resistance to change.
 Are most central to the core of the person.

 Are descriptive thoughts that an individual holds about
something.
 They can be based on knowledge, opinion and faith.
 They are acquired from parents, teachers, peer and reference
group members.
 Development of beliefs is based on:
 Cultural environment
 Functional factors

 Provide continuity to the personality of an individual.
 All attitudes incorporate beliefs.
 Assign meaning to day-to-day perceptions and activities of an
individual.
 Exert vital impact on motivation of an individual.

 Are evaluative statements or judgments concerning objects,
ideas, people or events.
 Are a person’s learned predisposition to respond towards
objects, ideas, people or events
 They reflect how an individual feels about and is disposed
towards something.
 Are acquires from parents, teachers, peer and reference group
members.
 Personal experiences, education, media and environmental
factors mold attitudes.

 They tend to persist unless something is
done to change them.
 They are less stable than beliefs.
 They can fall anywhere along a
continuum from very favorable to very
unfavorable.
 They are directed toward some objects,
events, ideas, or people about which a
person has feelings and beliefs.

i. Affective component: this involves a
person’s feelings / emotions about the
attitude object. For example: “I am scared
of spiders”.
ii. Behavioral (or cognitive) component: the
way the attitude we have influences how
we act or behave. For example: “I will
avoid spiders and scream if I see one”.
iii. Cognitive component: this involves a
person’s belief / knowledge about an
attitude object. For example: “I believe
spiders are dangerous”.

Job-related attitudes can be of three types:

a) Job Satisfaction: A collection of positive and or negative
feelings that an individual holds toward his or her job.
b) Job Involvement: Identifying with the job, actively
participating in it, and considering performance important to
self-worth.
c) Organizational Commitment: Identifying with a particular
organization and its goals, and wishing to maintain
membership in the organization.

 It is the process by which individuals organise and interpret
their sensory impressions in order to give meaning to their
environment.
 It is the organization, identification, and interpretation of
sensory information in order to represent and understand the
environment from which the information is received.

1. Environmental Stimuli:
2. Selection:
3. Organization:
4. Interpretation:

 Fundamental attribution error: This is the tendency to
underestimate the influence of external factors and
overestimate the internal ones.
 Self serving bias: Tendency of people to attribute success
to internal factors and failure to external factors.
 Selective perception: When we see a person, object, or
event some things stand out.
 Halo effect: Previous success creates a halo and we feel
that he will be successful again.

 Contrast effects: Individuals do not evaluate a person in
isolation.
 Projection: The attribution to another person or object the
feelings, thoughts, or attitudes present in oneself.
 Stereotyping: It is judging someone on the basis of our
perception of the group to which he or she belongs to.
 Primacy effect: The tendency to form lasting opinions about an
individual based on initial perceptions and needs no elaboration.
 Recency effect: It demonstrates that we also usually remember
the information at the end of a learning experience.

 Social perception is a term that defines an individual’s ability to
create an impression or judgment of other individuals or social
groups.
 This is formed through observation and understanding existing
information about an individual and drawing out conclusions
from the information.
 It is related to the social cognitions of attention, or
concentration on specifics of the environment, and attribution,
or explaining behavior.

 Distinctiveness: It refers to whether an individual displays
different behaviours in different situations.
 Consensus: It occurs if everyone, who is faced with a similar
situation, responds in the same way.
 Consistency: It refers to the pattern that is reflected regularly in
a person’s actions.

 A set of qualities that make a person (or thing) distinct from
another.
 It is the unique combination of patterns that influence behavior,
thought, motivation, and emotion in a human being.

1. Heredity Factors: It is the generic background inherited from
parents. Biological, physiological and inherent psychological
make-up influence an individual’s gender, physical status,
facial attractiveness, temperament, muscle composition,
reflexes, and energy level.
2. Environmental Factors: It is the source of early conditioning.
An individual’s full potential is determined by how well he
adjusts to environmental demands.
3. Situation Factors: Individual’s interactions with situation
moderate the effect of heredity and environment on
personality. Different situational contexts change the
individual’s personality.

 Locus of control
 Machiavellianism
 Self-Esteem (SE)
 Self-monitoring
 Risk taking
 Type A and Type B Personality

 The degree to which people believe they are master of
their won fate.
 There two types of locus of control:
a. Internal: Individuals who believe that they control what
happens to them.
b. Externals: Individuals who believe that what happens to
them is controlled by outside forces such as luck or
chance.

 This traits aims to gain power and control over others.
 It is the degree to which an individual is pragmatic,
maintains emotional distance, and believes that ends can
justify means.


Self-Esteem (SE):
 Individuals’ degree of liking or disliking themselves.
 It is the way one feels about oneself
 High self-esteem individuals take risks. They have high job satisfaction
through higher performance.
 Low self-esteem individuals are concerned with pleasing other people.
They look for security.
Self-monitoring:
 A personality trait that measures an individuals ability to adjust his or her
behavior to external, situational factors.
 High self-monitoring individuals are adaptable in adjusting their behavior
to external factors. They can behave differently in different situations.
 Low self-monitoring individuals are high in behavioral consistency. They
find it difficult to work in changing environment.


Risk-taking
Low risk-taking Managers:
 Are slower to make decisions.
 Require more information before making decisions
 Exist in larger organizations with stable environments
High risk-taking Managers:
 Make quicker decisions.
 Use less information to make decisions.
 Operate in smaller and more entrepreneurial organizations.

Type B’s
 Never suffer from a sense of time urgency with its accompanying impatience;
 Feel no need to display or discuss either their achievements or
accomplishments;
 Play for fun and relaxation, rather than to exhibit their superiority at any cost;
 Can relax without guilt.
Type A’s
 Are always moving, walking, and eating rapidly;
 Feel impatient with the rate at which most events take place;
 strive to think or do two or more things at once;
 Cannot cope with leisure time;
 Are obsessed with numbers, measuring their success in terms of how many or
how much of everything they acquire.
Personality tyPe

Personality-Job Fit Theory:
 Developed by John Holland.
 There are differences in personality among individuals.
 There are different types of jobs.
 Congruence of personality type with job makes employees more
satisfied and less likely to resign from the job.
 There should be a fit between personality and job.

 Motivation is a term that refers to a process that elicits, controls,
and sustains certain behaviors.
 It is a group phenomenon which affects the nature of an
individual's behavior.
 It is the crucial element in setting and attaining goals.

 Motivation is an internal feeling.
 It influences human behavior.
 It can be both positive and negative.
 It is a complex process.
 It relates to attainment of satisfaction.
 It is a continuous process.

1. Unsatisfied Needs: they cause tension within the individual.
2. Tension: it can be physical, psychological or sociological
caused by unsatisfied needs.
3. Action: alternatives are searched and choice is made.
4. Accomplishment of Goal: it is by satisfaction of needs. It can
be through reward or punishment.
5. Feedback: it indicates how well the goal is accomplished.

The motivation techniques and programs prompt employees to
action. The major motivation techniques are:
 Management by objectives (MBO):
 Employee involvement programs
 Reward System
 Job redesign

 Technique for self control of performance.
 Superior and subordinates collaborate in goal-setting for
performance. Goals are specific, measurable and challenging.
 Commitment of employees is secured for performance goals.
 Performance evaluation is done periodically with focus on
results.
 Feedback is provided to employees about performance results for
self-control purposes.
 Rewards are linked to goal achievement.
 MOB secures employee commitment to goals for specific time
period.

 Involvement is physical and mental participation.
 It provides the feeling of belonging, recognition, acceptance,
accomplishment, and responsibility.
 It fulfills the social and esteem needs of employees.
 Employee involvement programs are:
 Delegation: it involves transfer of authority.
 Participative Management: involves employees in decision making.
 Suggestion scheme.
 Joint consultation
 Representation in board of directors
 Co-ownership
 Quality circle
 Work Teams: group that work as unit to achieve a common purpose.

 Mechanisms by which employee’s performance is defined
evaluated and rewarded.
 Mainly rewards are money related.
 Variable pay programs: based on performance results
 Piecework, Commission, Bonus, and Gain-sharing
 Skill-based pay plan: used for team reward.
 Core skills, and
 Special skills
 Flexible benefits programs: payments in addition to pay
 Pay for time not worked
 Protection programs
 Executive benefits

 It is the change in the way the work is structured.
 It involves changes in :
 The content of job i.e. specific task, and
 The methods of doing the job.
 Jobs are redesigned in terms of following dimensions:
 Skill variety
 Task identity and task significance
 Autonomy
 Feedback
 Four-day week
 Flextime work
 Job sharing

 Dr. Govinda Ram Agrawal, “Organizational Relations in
Nepal”, M.K. publishers and distributors.
 http://www.slideshare.net/kunjikili45/attitude-organisational-
behaviour on Jan 31, 2015
 http://www.slideshare.net/ashutosh002/individual-dimesnsions-
of-organizational-behavior on Jan 31, 2015.
 http://www.slideshare.net/sandhyaanil/ob-individual-
behaviour?related=1 on Jan 31, 2015.


Thank you
The house is open for queries.

Individual behaviour

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