This document discusses individual behavior and values in the workplace. It covers several topics: 1) Factors that influence employee engagement like motivation, ability, role perception, and situational factors. High engagement depends on commitment, resources, and communication from managers. 2) Motivation theories like Maslow's hierarchy, Herzberg's theory, and Expectancy theory. Motivation and ability are key drivers of individual performance. 3) How employees perceive their roles and responsibilities. Role clarity impacts quality and productivity. 4) Types of individual workplace behaviors like task performance, attendance, organizational citizenship, and counterproductive behaviors. 5) The influence of individual values on decisions and actions at work. Values

1. Individual Behavior Values and PersonalityIndividual Behavior Values and Personality
• Employees Engagement – Extent of commitment to work
Depends on employees ability & resources availability
• Directly proportion to Productivity & inversely to turnover
How to achieve this (one way) – As practiced by many
Mangers to communicate to employees as role model
Managers meets personally with employees frequently
Top Mgmt is to teach company’s vision of customer serv.
Giving opportunities to employees to socialize after work

2. Individual Behavior Values and PersonalityIndividual Behavior Values and Personality
Employees Engagement - includes drivers of individual
behavior that results in efficient performance results
Concluding definition:
“Employees emotional & cognitive (rational) motivation,
ability to perform jobs, understanding of org. vision & their
role in vision & belief that they have been given resources
to do the jobs” – To achieve this is Managers responsibility
Four Drivers of individual behavior and results directly
proportional to employees performance:
Motivation
Ability
Role Perception
Situational Factors

3. Individual Behavior Values and PersonalityIndividual Behavior Values and Personality
Motivation
Ability
Role
Perceptions
Behavior &
Results
Situational
factors
Individual
Characteristics
Values
Personality
Perceptions
Emotions &
Attitudes
Stress
MARS Model of Individual Behavior

4. Individual Behavior Values and PersonalityIndividual Behavior Values and Personality
Motivation PPsychological processes that arouse & ensures goal-directed behavior
Or
The Forces within a person that affect his or her direction, intensity and
persistence of voluntary behavior
Does high motivation mean better job performance?
Is money the only motivator?

5. Individual Behavior Values and PersonalityIndividual Behavior Values and Personality
Theories of Motivation
Content Theories
– Identify internal factors
influencing motivation
• Maslow’s Need Hierarchy
• Alderfer’s ERG
• McClelland’s Need
• Herzberg’s Motivator-Hygiene
Process Theories
– Identify the process by which internal factors and cognitions influence
motivation
• Adam’s Equity
• Vroom’s Expectancy
• Goal Setting Theory

6. Individual Behavior Values and PersonalityIndividual Behavior Values and Personality
AbilityAbility –– Both Natural aptitudes & learned capabilities required toBoth Natural aptitudes & learned capabilities required to
successfully complete a tasksuccessfully complete a task
AptitudesAptitudes –– Natural talents enables speedy leaning & better performanceNatural talents enables speedy leaning & better performance
Learned capabilities – Skills and Knowledge that one actually acquiresLearned capabilities – Skills and Knowledge that one actually acquires
Employee Competencies -Employee Competencies - Skills, Knowledge, Aptitudes, Values,Skills, Knowledge, Aptitudes, Values,
Drives & other personal characteristics leading to superiorDrives & other personal characteristics leading to superior
performanceperformance
Difficult task for Managers is to find right person for the jobDifficult task for Managers is to find right person for the job
Person – Job Matching :Person – Job Matching :
Three Approaches used in Industry;Three Approaches used in Industry;
Selecting competent person for jobSelecting competent person for job
Training employees to develop required skillsTraining employees to develop required skills
Redesigning jobs at company e.g PTCL exampleRedesigning jobs at company e.g PTCL example

7. Individual Behavior Values and PersonalityIndividual Behavior Values and Personality
Role Perception–Three ways how employees perceive jobs
Understanding assigned task–Consequences of Accountable
Understanding relative importance of quality and quantity
Using most preferred method of doing work - Alternatives
E.G , Good Service provisioning by Warid “We Care” moto by
employees
Situational Factor - Conditions Beyond employees control that
constraint or facilitate their behavior & performance – A challenge
for Managers

8. Individual Behavior Values and PersonalityIndividual Behavior Values and Personality
Types of Individual Behavior in Organizations
Types of
Work-Related
Behavior
Task
Performance
Maintaining
Work
Attendance
Joining/Staying
With the
Organization
Counter
Productive
Work
Behavior
Organizational
Citizenship

9. Individual Behavior Values and PersonalityIndividual Behavior Values and Personality
• Task Performance – Its goal directed individual controlled behavior &
aimed at org. objectives. This behavior transforms
Raw material in to goods and services.
• Employees in any job have following few performance dimensions:
- Cooperative working with clients and co-workers under stress
- Training new staff
- using man and material resources efficiently without error
• Organizational Citizen ship – Employee behaviors that extends beyond
normal job duties / Task Performance
• Kenexa said “Engaged Employees will go the extra step, or maybe
even the extra mile, to support the interest of the organization.”
• Counter Productive Work Behavior (CWBs) – Voluntary behaviors that
are potentially harmful to the organization’s effectiveness

10. Individual Behavior Values and PersonalityIndividual Behavior Values and Personality
Five categories of CWBs – Abuse of others (Insult and nasty comments),
Threats (Threatening harm), Work avoidance
(tardiness), Work sabotage (doing work
incorrectly) and Overt acts (theft)
• Joining/staying With the Organization – Attracting & retaining talented
people is challenge for
Managers
• OB experts identified low job satisfaction as main cause of turnover
- Job Satisfaction – A person’s evaluation of his or her job & work context
Appraisal of perceived job characteristics, work environment & emotional
experiences at work
- Manger’s need to review “ shock event “ like:
Boss unfair decision
Conflict with co-workers
Irritants creating strong emotions for employee turnover

11. Individual Behavior Values and PersonalityIndividual Behavior Values and Personality
Reasons for absenteeism:
• Beyond employees control, (child ill, car break down etc.)
• Less motivation
• Job dissatisfaction
• Work related stress
• Presence of absenteeism trend as team norm
Values at Work Place
• Values: Stable, long lasting beliefs about what is important in a
variety of situations, that guide our decisions and actions
• Important because values tell us what we “aught” to do & who we
are as individual and as a group member in organization
• Values are socially desirable, so people claims to believe in values
• Each person’s unique value systems based on & develops through
Socialization from parents
Religious Institutions
Friends
Personal Experience & society in which individual lives

12. Individual Behavior Values and PersonalityIndividual Behavior Values and Personality
• Group of people might hold the same or similar values these
shared values called team, department or organizational values
• At times are induced by the executives in line with goals of org.
• Values shared across society are cultural values
Two major types of corporate values:
Espoused – Values that we say we use e.g environmentalism,
creativity & politeness, its irrespective whether they really value
it
Enacted – Values that we actually relay on to guide our decisions
& actions, these values are apparent to be in use like judging an
individual by his/her behavior
Values categorized into dozens of types and these comprehensively
Short listed by Schwartz model – Defines ten broader domains of
values further divides it to two bipolar dimensions

13. Individual Behavior Values and PersonalityIndividual Behavior Values and Personality
Self-transcendence
Conservation
Openness
To change
Self-enhancement
Universalism Benevolence
Self-direction
Tradition
Conformity
Achievement
Security
Power
Stimulation
Hedonism
Schwartz’s Values Circumplex

14. Individual Behavior Values and PersonalityIndividual Behavior Values and Personality
• Openness To change – Extent to which a person is motivated to
persue
innovative ways it includes:
- Self direction – Independent thought and action
- Stimulation – Excitement and challenge
• Conservation – Extent to which a person is motivated to preserve
status quo it includes:
- Conformity – Adherence to social norms and expectations
- Security – Safety and stability
- Tradition – Moderation and preservation of status quo
• Self enhancement – How much a person is motivated by self interest it
includes:
- Values of achievement – Pursuit of personal success

15. Individual Behavior Values and PersonalityIndividual Behavior Values and Personality
Self – transcendence – Motivation to promote welfare of others, it
Includes:
- Values of Benevolence – Concern for other’s in one’s life
- Universalism – Concern for welfare of all people
Values and individual behavior
_ Stabilizes employees & keeps them moving collectively in same
direction
_ Beacon and core part of leadership for managers during difficulties
Disconnect exists between personal values and individual behavior
Values appear as abstract concepts, e.g benevolence not practiced
Values influences Managers decisions three conditions are met:
-Conscious Awareness about a value e.g telling employees for ben.
- Presence of logical reason for practicing value e.g Logical reason
for being benevolent

16. Individual Behavior Values and PersonalityIndividual Behavior Values and Personality
- Work environments to encourage or discourage values- consistent behavior
e.g, at times employees behaving at work place against their personal values
Values Congruence – A situation wherein two or more entities have similar
value systems e.g, An individual and organization values matches called
person-organization values congruence
Values across cultures – Meetings time targets in USA/West and Asia it is
outcome of two values:
. Individualism. Extent to which a person values independence and
personal uniqueness
– People value personal freedom, self sufficiency, control over their own
lives & appreciation of unique values that distinguish them from others

17. Individual Behavior Values and PersonalityIndividual Behavior Values and Personality
. Collectivism. Extent to which people value duty to groups to which
they belong and to group harmony.
- It lies in conservation of values (security, tradition & conformity)
- Both Appears as inversely proportion, but actually are not.
- Power Distance. Extent to which people accept unequal distribution
of power in a society or organization
OR
- Obedience to authority & comfortably receiving commands from
superiors without consultation or debate e.g, Opposite in Asia than
advanced countries
- Uncertainty Avoidance – Degree to which people tolerate ambiguity
and uncertainty

18. Individual Behavior Values and PersonalityIndividual Behavior Values and Personality
A must for a successful Manager. Achievement nurturing orientation – A
competitive versus cooperative view of relations with other people
Ethics – Study of moral principles or values that determine whether actions
are right or wrong and outcomes are good or bad
Three Ethical Principles for Managers:
- Utilitarianism – Consequential Principle, choosing option providing highest
degree of satisfaction to those affected
Problem for managers – Difficult to evaluate the benefits or costs of many
Decisions, Resolved by applying better analytical/ logical skills & experience
- Individual Rights (Legal and Human rights included) – Every one is
entitled to act in a certain way, e.g freedom of movement, physical security,
freedom of speech and fair trial

19. Individual Behavior Values and PersonalityIndividual Behavior Values and Personality
- Distributive Justice. Individuals fulfilling prerequisites have equality in
benefits and workload/burden, inequalities acceptable where it benefits
the least well off people
Personality. Relatively stable pattern of Behaviors & consistent internal
states that explains a persons’ behavioral tendencies
Why to study personality – Like ethical, cultural and personal values
individual’s personality also have stable nature and it effects employee
behavior in organization
Internal states of individual – Represents thoughts, values and genetic
Characteristics impacting their behavior

20. Individual Behavior Values and PersonalityIndividual Behavior Values and Personality
Five Personality Dimensions
Careful, dependable, Self – disciplined, low
conscientiousness results in attitudes like carelessness,
less thorough, disorganized and irresponsible
Courteous, good-natured, empathic, caring, people with
low agreeableness, tend to be uncooperative, short-
tempered and irritable
Anxious, hostile, depressed, people with low neuroticism
(high emotional stability), behaves having secure feeling
and acts calmly.
Sensitive , flexible, creative, curious. Absence of this
results more resistant to change, less open to ideas and
more fixed in their ways.
Outgoing, talkative, sociable, assertive
Conscientiousness
Agreeableness
Neuroticism
Openness to experience
Extroversion

21. Individual Behavior Values and PersonalityIndividual Behavior Values and Personality
Extroversion – A “big five” personality dimension that characterizes people
who are outgoing, talkative, social able and assertive
Introversion – A “ big five” personality dimension that characterizes people
who are quiet, shy and cautious