Describe The Four Factors That Directly Influence Individual

Describe The Four Factors That Directly Influence Individual Behavior and Performance

According to McShane and Von Glinow (2013), four key factors directly influence individual behavior and performance within organizations: individual differences, perceptions, attitudes, and motivation. These factors shape how employees behave, interact, and perform tasks effectively in the workplace. Understanding these factors is essential for managers seeking to enhance organizational productivity and employee well-being.

Individual differences refer to the unique characteristics that each person brings to the workplace, including abilities, personality traits, and experiences. For instance, a sales team member with high extraversion may excel in client interactions. Perceptions involve the way individuals interpret their environment, which influences their reactions and decisions. An employee who perceives recognition as fair is more likely to be motivated and committed. Attitudes encompass employees’ beliefs and feelings about their work, supervisors, or the organization. A positive attitude toward teamwork can foster collaborative efforts, whereas a negative attitude can hinder group dynamics. Lastly, motivation relates to the internal and external drivers that energize and direct behavior toward achieving goals. For example, an employee driven by intrinsic motivation may find personal fulfillment in overcoming challenges, leading to increased performance.

Scenario for Two Factors

Consider a customer service representative who possesses high self-efficacy (a facet of individual differences). This confidence in their abilities encourages them to handle difficult customer interactions with calmness and persistence, leading to improved performance and customer satisfaction. In contrast, perception influences how this employee interprets feedback from supervisors. If they perceive constructive criticism as overly harsh, they may feel demotivated and disengage, negatively impacting their performance. Addressing perceptions and fostering positive attitudes through training and supportive communication can help employees interpret feedback more constructively, thereby enhancing motivation and overall job effectiveness.

Summarize the Five Types of Individual Behavior in Organizations

McShane and Von Glinow (2013) identify five distinct types of individual behavior in organizations: task performance, organizational citizenship behavior (OCB), counterproductive work behavior (CWB), joining and staying, and maintaining the job. Each type reflects different ways employees contribute or detract from organizational goals. Task performance involves the core duties and responsibilities that directly contribute to organizational success, such as an accountant completing financial reports. OCB refers to voluntary behaviors that promote organizational effectiveness beyond formal job requirements, like helping a new employee acclimate. CWB includes behaviors that harm the organization, such as theft or workplace harassment. Joining and staying pertains to employees’ decisions to become part of or remain within an organization, influenced by job satisfaction and commitment. Maintaining the job involves efforts to sustain or improve job performance and adapt to changing conditions.

Scenario for One Behavior Type

For example, organizational citizenship behavior (OCB) can be illustrated by an employee who volunteers to lead a team project without additional compensation. Their willingness to go beyond assigned duties fosters a collaborative environment, enhances team cohesion, and supports organizational objectives. Such discretionary efforts can positively influence overall team performance and morale, ultimately benefiting the organization as a whole.

Understanding Moral Intensity, Ethical Sensitivity, and Situational Influence to Support Ethical Behavior

Understanding moral intensity, ethical sensitivity, and situational influence plays a crucial role in fostering ethical behavior both individually and within organizations. Moral intensity refers to the degree to which an issue has ethical significance, influencing whether individuals perceive a situation as morally relevant. Ethical sensitivity involves the ability to recognize ethical dilemmas, while situational influence pertains to external factors affecting decision-making, such as organizational culture or peer pressure (McShane & Von Glinow, 2013).

High moral intensity and ethical sensitivity equip employees to identify ethically questionable situations and respond appropriately, promoting a culture of integrity. For instance, an employee who recognizes that falsifying reports would harm the organization's reputation is more likely to refrain from misconduct. Situational influences can either support or hinder ethical decision-making; a corrupt organizational environment may encourage unethical behavior, whereas a culture emphasizing ethical standards and accountability fosters compliance and honesty. A scenario illustrating these components is a manager aware of a breach of confidentiality who decides to report the issue despite peer pressure to conceal it. Their recognition of the ethical severity (moral intensity), awareness of the dilemma (ethical sensitivity), and understanding of organizational values (situational influence) collectively support ethical behavior.

By cultivating ethical sensitivity through training, emphasizing high moral intensity issues, and shaping organizational culture, organizations can enhance ethical conduct and decision-making at all levels. Promoting transparency and accountability further solidifies these values, reducing misconduct and reinforcing a reputation for integrity.

References

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