PSYCHOSOCIAL SYSTEM

INDIVIDUAL BEHAVIOR
AND MOTIVATION
 INDIVIDUAL BEHAVIOR
• Four factors that affect individual behavior in
organizations:
• Drive Behavior
• Motivation
• Ability
• Provide opportunities and constraints
• Role perceptions
• Situational Contingencies
MODEL OF INDIVIDUAL BEHAVIOR

Role
Perceptions

Motivation
Individual
Behavior and
Performance
Ability
Situational
Contingencies
 MOTIVATION

Work Motivation: stimulation of behavior required to

achieve and maintain business goals

Motivation can be described as the internal force that

impacts the direction, intensity, and endurance of a
person’s voluntary choice of behavior. It consists of-

 Direction – focused by goals.

 Intensity – bulk of effort allocated.
 Persistence – amount of time taken for the effort
to be exerted.
 FEATURES OF MOTIVATION
Motivation is an internal feeling, that is, it defines the
psychological state of person. It is a continuous process and we
should make sure that it is not disturbed. A person should be
encouraged completely.

Motivation consists of three interacting and dependent

elements –
→ Needs – the requirements or deficiency which is created
whenever there is physiological imbalance.
→ Drives – the various camps or events organized o motivate the
employees and give them new opportunities.
→ Incentives – Employees need to be rewarded for their nice
work in order to keep them encouraged.
 IMPORTANCE OF MOTIVATION
We need to motivate employees because of the
following reasons –
→ Motivated employee are more quality oriented
→ Highly motivated employees are more productive as
compared to other employees
→ It helps in achieving three behavior dimension of
human resource namely:

Candidates must be attracted not to join but also

remain in the firm.
Employees must perform task in a dependable manner
Employees should be creative, spontaneous and
innovative at work
 MASLOW’S HIERARCHY OF
NEEDS THEORY
This theory was produced
in order to answer the
question “What motivates
an individual.” Every
second need comes to
force when the first need is
satisfied completely.
Maslow explained the
hierarchy of nee ds by
grouping them into two:
deficiency needs and
growth needs.
♦ Physiological Needs – every individual needs to tale care of the basic requirements
required to sustain. These requirements include food to eat, clothing to wear and
shelter to live in. these necessities are relatively independent of each other but are
finite.
♦ Safety Needs – everybody wants to stay in a protected environment with minimal
danger so that they can have a peaceful life. Safety needs basically includes
protection from physiological danger like accident and having economic security like
bank accounts, health insurance.
♦ Social Needs – we have all heard that man is a social animal, we want to be there with
those people where we are loved and we are accepted as we are; nobody wants to
be judged. This is a common requirement every human desires.
♦ Esteem – it means the typical human desire to be accepted and valued by others.
People often involve in a profession or hobby to gain recognition, earn fame and
respect. According to Maslow, the needs of humans have strict guidelines – the
hierarchies rather than being sharply separated, are interrelated. This means that
esteem and the consequent levels are not strictly separated but are closely related.
♦ Self- Actualization – means realizing one’s full potential. Maslow describes this as a
desire to complete everything that one can, to become the most that one can be.
 BENEFITS OF HIGHLY
MOTIVATED STAFF
Employees are likely to:

 Have fewer absences from work

 Deliver higher levels of performance
 Work harder when workplace demands are high
 Be loyal to their organization, resulting in a reduction
in staff turnover
 Deliver higher levels of customer service, resulting in
greater customer retention
 MOTIVATIONAL DRIVERS
Achievement – Getting a sense of doing a job well
and being recognized for it.
Power – Having some control over one’s own actions,
and perhaps the action and outputs of others.
Influence such as this can be formal, as a recognized
supervisor or manager, or informal, being known as
the company expert on a particular software
package or having the keys to the stationery
cupboard.
Affiliation – Feeling part of a team and having some
social connection to colleagues. Social clubs, sporting
teams and company dinners are common ways to
generate this sense of belonging in a workplace.
 HOW TO MOTIVATE EMPLOYEES

Ask employees what they want

Focus on job enrichment
Provide opportunities for advancement
If you can’t give your staff promotions, think about
horizontal moves
Respect your employees and get to known them well
Recognize employees’ efforts and achievements and
reward performance.
Create opportunities for social interaction
 ABILITY
• Natural Aptitudes
• based on talents, size, capabilities
• cannot be learned, or acquired
• Learned Capabilities
• can be taught and learned
• physical and mental skills
• Competency vs Person Job Fit
• Generic competencies not specific task abilities
 ROLES
• Role Perceptions - beliefs about what behaviors are
appropriate or necessary in a particular situation,
including job tasks, relative importance, and preferred
behaviors to accomplish those tasks
• Role Problems
• Role Overload
• Role Conflict
• Role Ambiguity
 SITUATIONAL CONTINGENCIES
• Environmental Factors outside of employee control that constrain or
facilitate their behavior and/or performance

• time, people, resources, working conditions, customers

 TYPES OF WORK-RELATED
BEHAVIORS
• Joining the organization
• Remaining with the organization
• Maintaining work attendance
• Performing required job duties
• In-role performance
• Organizational citizenship behavior
• Extra-role performance
 JOINING ORGANIZATIONS
• Applying, Interviewing, Hiring, Socialization into the organization

• Often driven by external factors:

• money, prestige of organization, etc.

• Has changed with technology

 SOCIALIZATION INTO THE
ORGANIZATION
• Learning the history of the organization
• Examining and understanding the structure of the organization
• Learning the culture and atmosphere
 REMAINING WITH THE
ORGANIZATION
• Difficult to keep employees with low unemployment rates
• Job Satisfaction
• Satisfaction does not motivate but...
• Job Dissatisfaction cause someone to leave
• Things like money become less motivating and become areas of possible
dissatisfaction
 REMAINING CONT...
• Organizational Commitment - the drive to remain with an organization
• Three aspects
• Affective - liking your organization
• Normative - feeling an obligation toward an organization
• Continuance - remaining with an organization for lack of another option
 IN-ROLE PERFORMANCE
• Task performance - goal-directed activities that are under the individual’s
control
• Physical and mental behaviors
• Most can be measured and controlled
• This is what we get paid for
 EXTRA-ROLE BEHAVIOR
• Deviant Behavior - behaviors detrimental to the
organization, the individual, and others
• Organizational Citizenship - behavior above and
beyond in-role requirements that in the aggregate
promote individual, organizational, and stakeholder
performance
• Influenced by many factors including:
• individual beliefs, fairness perceptions, group
characteristics, management behaviors
 BEHAVIOR MODIFICATION
• We “operate” on the environment
• alter behavior to maximize positive and minimize
adverse consequences.

• Operant versus respondent behaviors

• Law of effect
• likelihood that an operant behavior will be repeated
depends on its consequences
 A-B-CS OF OB MODIFICATION
Antecedents Behavior Consequences

What happens What person What happens

before behavior says or does After behavior

Example
Employee Employee
Attendance
attends receives
bonus system
scheduled attendance
is announced
work bonus
 LEARNING THROUGH FEEDBACK
• Any information about consequences of our
behavior
• Clarifies role perceptions
• Corrective feedback improves ability
• Positive feedback motivates future behavior
 MULTI-SOURCE (360 DEGREE)
FEEDBACK
Supervisor
Project
Customer
leader

Co-worker
Evaluated Co-worker
Employee

Subordinate Subordinate
Subordinate
 GIVING FEEDBACK EFFECTIVELY
Specific

Relevant Effective Frequent

Feedback

Credible Timely
 REWARDING PERFORMANCE

Financial rewards

Remuneration : money paid for services or work done.

Factors: Employee-driven (product market) competition,
Employee-driven(labour-market) competition, Deciding
what to pay, Market pay surveys and Developing a job
structure

Option for Pay structure : Job-based pay structure, Person-

based pay structure and Performance-based pay structure
Remuneration and Fringe Benefits

Fringe Benefits – is a payment to an employee, but in a different

form from salary and wages

For Example, a fringe benefit may be provided when an employer:

 Allows an employee to use a work car for private purposes

 Give an employee a cheap loan
 Pays an employee’s gym membership
 Provides entertainment by way of free tickets to concerts
 Reimburses an expense incurred by an employee, such as school
fees
 Gives benefits under a salary sacrifice arrangement with an
employee
Non-financial rewards and recognition – non financial rewards may
include recognition, higher status, positive feedback, more responsibility
and greater participation.
Recognition is an important non-financial reward is particularly valued
by some employees. Having efforts noticed and valued can be a great
motivator and encourage employees to stay with an employer.

Other rewards – shouldn’t be seen as a substitute for good pay scheme.

They can, however, motivate employees and encourage them to stay with
your organization.
Other types of rewards include:
 Extra leave
 Christmas and birthday gifts
 Work-life balance such as flexible working hours
 Subsidized staff canteens and free tea/coffee
 Cinema tickets, subsidized gym or sporting facilities membership
 Training addressing personal development rather than simply the
skills needed for the job
 Gifts for work well done
 Subsidized goods or services in relation to suppliers or business
networks

These benefits are valued by employees because they:

 Enhance the quality of working life
 Reward their efforts and make them feel valued
 Add value to the employment contract
Organization and Management
 GROUP DYNAMICS

• Group dynamics refers to the attitudinal and behavioural

characteristics of a group.

• The social process by which people interact in a group

environment.

• Group dynamics concern how groups formed, their

structure and process, and how they function.
 IMPORTANCE OF GROUPS
IN ORGANIZATION
• Outperform individuals when the tasks involved require a variety of skills, experience, and
decision making.

• Groups are often more flexible and can quickly assemble, achieve goals, and disband or
move on to another set of objectives.

• Groups have many motivational aspects.

• Group members are more likely to participate in decision-making and problem-solving

activities leading to empowerment and increased productivity.

• Groups complete most of the work in an organization.

 GROUP DEVELOPMENT

WHY?

Theories of Group Development

• Classic Theory
• Social Exchange Theory
• Social Identity Theory
 THEORIES OF GROUP DEVELOPMENT

CLASSIC THEORY
• Developed by George Homans

• Suggests that groups develop based on

activities, interactions, and feelings.

• The theory means that when individuals

share common activities, they will have
more interaction and will develop attitudes
(positive or negative) toward each other.
 THEORIES OF GROUP DEVELOPMENT

SOCIAL EXCHANGE THEORY

• Individuals form relationships based on the implied
expectation of mutually beneficial exchanges
based on trust and felt obligation towards each
other.

• Thus, an insight that in relationships exchange of

thoughts and ideas is positive and essential if
individuals are to be attracted to and affiliate with a
group.
 THEORIES OF GROUP DEVELOPMENT

SOCIAL IDENTITY THEORY

• This theory suggests that individuals get a sense of
identity and self-esteem based upon their
membership in outstanding groups.

• Nature of the group may be demographically

based, culturally based, or organizationally based.

• The central hypothesis of this theory is that members

of the in-group will seek to find negative aspects of
an out-group, thus enhancing self image.
 TYPES OF GROUPS

FORMAL GROUPS
• Established by an organization to achieve organizational goals.

Command groups. Are specified by the organizational chart.

Task groups. Consist of people who work together to achieve a

common task.

Functional groups. Created by the organization to accomplish specific

goals within an unspecified time frame.
 TYPES OF GROUPS

INFORMAL GROUPS
• They are created for purposes other than the accomplishment of
organizational goals and do not have a specified time frame.

Types of Informal Groups

Interest group
Friendship group
Reference group
 INFORMAL GROUPS

INTEREST GROUPS

• Members of interest groups may not be part of the same

organizational department but they are bound together by
some other common interest.

• The goals and objectives of group interests are specific to

each group and may not be related to organizational goals
and objectives.
 INFORMAL GROUPS

FRIENDSHIP GROUPS
• Are formed by members who enjoy similar social
activities, political beliefs, religious values, or other
common bonds.

• Members enjoy each other's company and often

meet after work to participate in these activities.
 INFORMAL GROUPS

REFERENCE GROUP
• A type of group that people use to evaluate themselves.

• According to Cherrington, the main purposes of reference groups are

social validation and social comparison.

• By comparing themselves with other members, individuals are able to

assess whether their behavior is acceptable and whether their
attitudes and values are right or wrong.
 GROUP STRUCTURE

• Group structure is a pattern of relationships among

members that hold the group together and help it achieve
assigned goals.

• Structure can be described in terms of:

Group Size
Group Roles
Group Norms
Group Cohesiveness.
 GROUP STRUCTURE

GROUP SIZE
• Group size can vary from 2 people to a very large number of people.

• Small groups of two to ten are thought to be more effective because each
member has ample opportunity to participate and become actively
involved in the group.

• Evidence supports the notion that as the size of the group increases,
satisfaction increase up to a certain point.

• It is increasingly difficult for members of large groups to identify with one

another and experience cohesion.
 GROUP STRUCTURE

GROUP ROLES
• In formal groups, roles are usually predetermined and
assigned to members.
• Each role will have specific responsibilities and duties.
• There are emergent roles also that develop naturally to
meet the needs of the groups.
• These emergent roles will often replace the assigned roles as
individuals begin to express themselves and become more
assertive.
 GROUP STRUCTURE: ROLES

THE MAIN TYPES OF ROLES

• Work role
• Maintenance role
• Blocking roles
 THE MAIN TYPES OF ROLES

WORK ROLES
• Work roles are task-oriented activities that involve
accomplishing the group's goals.

1. The initiator
2. The informer
3. Clarifier
4. Summarizers
5. Reality testers
 THE MAIN TYPES OF ROLES

MAINTENANCE ROLE

• Social-emotional activities that help members maintain their

involvement in the group and raise their personal commitment to
the group.

1. Harmonizer
2. Gatekeepers
3. Consensus tester
4. Encouragers
5. Compromiser
 THE MAIN TYPES OF ROLES

BLOCKING ROLES

• are activities that disrupt the group.

1. The dominator role

2. Comedians
3. Avoidance behaviour
 GROUP STRUCTURE

GROUP NORMS

• Norms are acceptable standards of

behavior within a group that are
shared by the members of the
group.

• Norms define the boundaries of

acceptable and unacceptable
behavior.
 GROUP STRUCTURE

GROUP COHESIVENESS

• Group Cohesion - interpersonal attraction binding

group members together

• Cohesiveness refers to the bonding of group

members and their desire to remain part of the
group.
 GROUP STRUCTURE

ADVANTAGES
GROUP COHESIVENESS
• Lower tension & anxiety
• Demonstrate better member satisfaction,
commitment, & communication
• Worker satisfaction
Low turnover and absenteeism
Higher productivity
Enables groups to exercise effective
control over the members.
 GROUP STRUCTURE

GROUP COHESIVENESS

DISADVANTAGES

• Highly cohesive groups may be detrimental to

organizational performance if their goals are misaligned
with organizational goals.

• Highly cohesive groups may also be more vulnerable to

groupthink.