Module 4 Notes
Module 4 Notes
Behavioural Dynamics
Motivation
• Motivation represents the forces within a person that affects his or her
direction, intensity and persistence of voluntary behavior
Ability
• Aptitudes − natural talent that helps people learn more efficiently and
perform effectively.
• Person-job fit − there are three ways to match people with jobs
Role Perceptions
• Role perceptions are the extent to which people understand the job duties
(roles) assigned to them or expected of them. These perceptions are critical
because they guide the employee’s direction of effort and improve
coordination with co-workers, suppliers, and other stakeholders.
Situational Factors
1. Leadership behavior
Some team members who are excellent at creative thinking can develop solutions
to seemingly impossible problems. These individuals like to be innovative. To
manage a creative thinker, provide them with a structured workplace and explain
your expectations of their tasks. You can balance their workload with both routine
and innovative tasks to maximize their output and keep them stimulated.
3. Isolating behavior
Some team members may be isolationists who prefer working alone and can excel
at independent project management. As a manager, you can encourage an isolating
team member to try new things and complete deliverables with the involvement of
other team members. Make sure you also give them work tasks they can perform
independently.
4. People-pleasing behavior
People pleasers avoid conflict in the workplace and focus on building relationships
with others. They want everyone to like them and be positive at all times. They
often volunteer to take on additional work tasks. As a manager, you can
acknowledge their accomplishments. Help them by making sure they learn to focus
on their high-priority tasks before taking on additional responsibilities.
5. Playful behavior
Some team members may be playful at work and focus on having fun. The
playfulness of these individuals can motivate their team members to enjoy work
more and perform better. One way to manage playful team members is by ensuring
that the team takes part in team-building and other playful activities to build team
cohesion.
6. Introvert behavior
An introverted team member is quiet and enjoys working alone. They perform well
when provided with a detailed list of tasks to complete. To manage introverted
individuals, you can encourage them to work with team members and provide
detailed instructions for work they have to complete. Also, it's a good idea to give
them tasks they can perform independently as they typically need time to work on
their own.
7. Analytical behavior
The analytical team member loves analyzing situations and challenges. Analytical
individuals prefer working on predictable projects. They enjoy finding the
obstacles and possible complications more than figuring out how to overcome
them. To manage an analytical team member, you can encourage them to be more
open to creative thinking and finding solutions for the problems they identify.
A referent leader is a natural leader in the workplace, a team member who people
admire for their capabilities, confidence and charisma. Other team members often
follow them with no resistance, which can help them improve a team's
effectiveness in the workplace. They work well within a team and organization but
need new challenges to use their excellent leadership skills.
9. Aggressive behavior
Personality in Organisation
The five factors of this model or fives traits of the personality are:
O- Openness
C - Conscientiousness
E - Extraversion
A - Agreeableness
N - Neuroticism
1. Openness
2. Conscientiousness
3. Extraversion
4. Agreeableness
Agreeableness talks about how a person interacts with others. Those with high
agreeableness are usually friendly, helpful, and good at getting along with people.
They tend to trust others easily and are forgiving. Whereas, those with low
agreeableness might be more skeptical and can sometimes be demanding or
critical. They might not be as concerned about how others feel and may not offer
help as readily. This trait is about behaviours like trust, kindness, and helping
others. It is not about actively seeking out relationships like extraversion, but rather
about how someone treats and relates to others.
Professional values encompass the traits that many employees look for in their
employees. Your professional values are the character traits you adopt and
demonstrate in the workplace that showcase how successful you are. Additionally,
these professional values often include the soft skills and behaviors that are
necessary for advancing in your career. For instance, your ability to adapt your
communication style between different groups or teams demonstrates a flexible
and adaptable personality, which can have a positive impact on how others view
you in the workplace.
Types of value
1. Instrumental Values
Instrumental values, often referred to as instrument values, are the means through
which we achieve our desired ends or goals. They are the preferred modes of
behavior or qualities that are valued primarily for their utility in helping us
accomplish more significant objectives. These values are not necessarily prized for
their inherent worth but for their effectiveness in enabling us to achieve something
else that we consider important.
3. Cultural Values
Cultural values are the core principles and standards shared by members of a
specific cultural group, which guide behaviors, decisions, and interactions both
within the group and with outsiders. These values are deeply ingrained in the social
fabric of the community and are taught from generation to generation, shaping the
collective identity and norms of the society.
• Tradition
• Collectivism
• Religious Faith
• Humility
• Patriotism.
4. Social Values
Social values are the principles and standards that society collectively deems
important in social interactions. These values influence how individuals behave
within a community, how they treat each other, and what is considered acceptable
or unacceptable behavior. Social values help maintain order, foster mutual respect,
and ensure that social interactions are conducted smoothly.
• Equality
• Justice
• Community Service
• Democracy
• Human Rights.
5. Economic And Political Values- Economic Values and Political Values are
distinct yet interrelated sets of principles that govern economic and political
systems respectively. These values influence decisions, policies, and behaviors in
the realms of economy and governance.
• Economic Values
• Economic values relate to the principles and standards that govern economic
behavior and decision-making within societies. They influence how
resources are allocated, how wealth is distributed, and how economic
activities are conducted. Common economic values include:
6. Political Values
Political values are the principles that influence how a society is governed. These
values affect how power is obtained, exercised, and justified. They play a critical
role in shaping political institutions, laws, and policies. Key political values
include:
• Rule of Law: The principle that all individuals, institutions, and entities are
accountable to laws that are publicly promulgated, equally enforced, and
independently adjudicated.
• Equality: Ensuring that all citizens have equal protection under the law and
equal opportunities in political and social activities.
• Security: Prioritizing the safety of citizens and the protection of the state
from internal and external threats.
Perception
1. Sensation: Sensation is the process of using sense organs including the eyes,
ears, skin, nose, and tongue to detect and receive inputs from the environment. The
first transfer of unprocessed sensory input to the brain is what causes sensation.
4. Interpretation: After organizing the sensory data, the brain gives it meaning
through interpretation. Many things, such as prior experiences, expectations,
beliefs, and cultural background, have an impact on interpretation.
When left unchecked, employee emotions can have a serious impact on the
workplace. Make sure you understand each of these unique emotions and strive to
find the right balance of supporting and preventing them at work.
Building a culture of trust and practicing emotional intelligence skills can allow
employees to acknowledge, feel, and express more positive emotions in the
workplace. Here are some ways to manage emotions in the workplace.
Types of emotions
1. Basic Emotions: These are universal emotions that are experienced by all
humans regardless of culture.
Examples include:
Examples include:
• Love: A deep affection and care for someone, often combining happiness,
trust, and warmth.
Examples include:
Examples include:
5. Self-Conscious Emotions: Emotions that relate to our sense of self and our
consciousness of others' perceptions of us.
Examples include:
6. Social Emotions: Emotions that arise during social interactions and are crucial
for maintaining relationships.
Examples include:
"Attitudes and behaviors in the workplace" refers to the feelings, opinions, and actions that
employees exhibit within their work environment, including aspects like job satisfaction,
commitment to the organization, punctuality, collaboration, and how they interact with
colleagues, which can significantly impact productivity and overall workplace
culture; essentially, how someone feels about their job and how they act based on those feelings.
• Positive attitudes:
These include enthusiasm, willingness to help others, taking initiative, being proactive, and
maintaining a positive outlook, which can contribute to a productive and enjoyable work
environment.
• Negative attitudes:
This can manifest as cynicism, complaining, lack of motivation, gossiping, absenteeism, and not
meeting deadlines, which can negatively affect team morale and performance.
Stress management in organizational behavior refers to the strategies and techniques employed
by individuals, managers, and organizations to identify, prevent, and cope with stress in the
workplace. It involves understanding the causes and impact of stress on individuals and
organizations, implementing measures to reduce stress levels, and fostering a positive work
environment that promotes employee well-being and productivity.
• Time Management: Encouraging employees to prioritize tasks, set realistic deadlines, and
manage their time efficiently to reduce work-related stress.
• Work-Life Balance: Encouraging a healthy balance between work and personal life by
promoting flexible working hours, remote work options, and paid time off.
• Health and Wellness Initiatives: Implementing wellness programs, fitness activities, and
providing access to resources that support physical and mental health.
Motivation
Motivation can be defined as stimulating, inspiring and inducing the employees to perform to
their best capacity. Motivation is a psychological term which means it cannot be forced on
employees. It comes automatically from inside the employees as it is the willingness to do the
work.
Maslow’s hierarchy of needs includes five levels of human needs that allow an individual to feel
fulfilled. It is often applied to the workplace as a means to determine how to more effectively
motivate employees and to make sure their needs are met. Understanding this psychological
concept can help you determine whether your needs are met in your workplace and how you can
better meet the needs of your team.
1. Physiological needs
The physiological needs in this hierarchy refer to the most basic human needs. Employees need
access to vital services and opportunities while at work to feel their most basic needs are being
met. You need access to a restroom, a place to get drinking water, breaks to eat meals and
snacks, and a comfortable working environment. When applied to the workplace, one of your
physiological needs is also a steady income to support yourself and pay for somewhere to live,
food, utilities and other essential needs.
2. Safety
Safety is another vital need that can impact your overall satisfaction with your workplace. It is
natural to worry about your own safety and the safety of your loved ones. For example, one of
your priorities might be to provide a safe living space for your family, which is why you work
hard to provide for that need. At work, it’s also important to feel that your physical safety is
valued and prioritized. You should feel that your resources and personal property are safe and
protected. Ensuring a safe workplace may include providing ergonomic office furniture that
properly supports you and reduces the risk of injury, along with securing the building to prevent
potentially dangerous people from entering. Another aspect of safety in the workplace pertains to
feeling emotionally safe and supported. If you’re worried about losing your job due to layoffs or
budget cuts, it is more challenging to achieve motivation to move to the next level in the
hierarchy and perform at your highest level. Unsteady futures also lead to decreased morale in
the workplace.
The love and belonging level of Maslow’s hierarchy is slightly different in the workplace than it
is in other areas of your life. If you don’t feel a sense of belonging, you may not feel as engaged
at work or as motivated to succeed. It’s not always easy for individuals to establish and form
relationships at work. Companies that host social activities and offer more opportunities for
relationship-building outside the office tend to have higher rates of employee engagement than
organizations that don’t focus on these aspects of a work-life balance. When you feel like you
belong and fit in within your workplace and your team, it is easier to feel motivated to work hard
and achieve results.
4. Esteem
Esteem is the belief that you are contributing to a higher goal and that the contributions you
make are recognized. In the workplace, it is important to feel that you’re growing, advancing and
achieving results, and that those around you recognize those results. When you have confidence
in yourself and your abilities, as well as receive positive feedback and encouragement, you are
more likely to succeed. An employee’s esteem ultimately impacts their overall engagement as
well. Offering regular recognition and appreciation for the tasks employees are doing can
positively impact esteem, even when an employee is struggling. If feedback only comes in the
form of an annual review, employee esteem may suffer.
5. Self-actualization
The final level of Maslow’s Hierarchy of Needs is self-actualization, which translates to
maximizing an individual’s potential at work. A person ultimately wants to feel they are doing
the best they can in their position, which helps them feel motivated to continue on their career
path and succeed. A self-actualized employee feels empowered and trusted, which encourages
growth and engagement. One of the keys to making sure this need is met is giving employees
opportunities that allow them to succeed. Supervisors should focus on their employees’ skills and
abilities, helping them look for ways to advance their careers without pushing them into roles
that will not be good fits. To feel self-actualized, you should feel challenged at work but not
overwhelmed or overloaded.
Four-Drive Model of Employee Motivation, developed by Paul Lawrence and Nitin Nohria. This
model suggests that there are four basic human needs that influence our behavior at work: the
drive to acquire, the drive to bond, the drive to comprehend, and the drive to defend. By
understanding and addressing these drives, you can create a more engaging and satisfying work
environment for your team.
• Drive to acquire
The drive to acquire is the need to obtain material and non-material rewards, such as money,
status, recognition, and power. To satisfy this drive, you need to provide your team with fair and
transparent compensation, incentives, and feedback. You also need to challenge them with
meaningful and achievable goals, and celebrate their successes and achievements. By doing so,
you can foster a sense of achievement and pride in your team, and motivate them to pursue
higher levels of performance.
• Drive to bond
The drive to bond is the need to form positive and trusting relationships with others, and to feel a
sense of belonging and identity. To satisfy this drive, you need to create a culture of
collaboration, communication, and respect in your team. You also need to show genuine care and
empathy for your team members, and encourage them to support and appreciate each other. By
doing so, you can enhance the emotional and social well-being of your team, and motivate them
to work together and share their ideas.
• Drive to comprehend
The drive to comprehend is the need to learn new skills and knowledge, and to make sense of the
world and our role in it. To satisfy this drive, you need to provide your team with opportunities
for growth and development, such as training, coaching, mentoring, and feedback. You also need
to encourage them to explore their interests and passions, and to apply their creativity and
innovation to solve problems. By doing so, you can stimulate the intellectual and professional
growth of your team, and motivate them to expand their horizons and potential.
• Drive to defend
The drive to defend is the need to protect ourselves, our resources, and our values from threats
and challenges. To satisfy this drive, you need to establish clear and consistent expectations,
rules, and boundaries for your team. You also need to address any conflicts, issues, or concerns
that arise in your team, and ensure that they are resolved fairly and constructively. By doing so,
you can create a safe and secure work environment for your team, and motivate them to
overcome obstacles and embrace change.