Textbook Notes (363,062)
Canada (158,169)
MHR 405 (330)
Chapter 2

Chapter 2 Notes.docx

4 Pages
Unlock Document

Ryerson University
Human Resources
MHR 405
Gordon Wang

Chapter 2 Individual Behaviour Personality and Values MARSMotivation Ability Role Perception Situational FactorsIf any of them are low in a given situation the employee would not perform the task as well Motivation the forces within a person that affect hisher direction intensity and persistence of voluntary behaviour o Car Analogydirectionsteering wheel intensityhow much you put down on the pedal persistencehow long you drive towards your destinationAbility the natural aptitudes and learned capabilities required to successfully complete a task o Competenciescharacteristics of a person that result in superior performanceRole Perception the extent to which people understand the job duties roles assigned to or expected of them oDetermines direction of effort and coordination with coworkers o Understand the priority of their tasks o Preferred behaviours or proceduresSituational Factors o Consumer preferences economic conditiono Beyond the employees and organizations control o Clarity and consistency of cues provided by the environment to employees regarding their role obligations and opportunitiesTask performance goaldirected behaviours under the individuals control that support organizational objectives Organizational Citizenship Behaviours OCBvarious forms of cooperation and helpfulness to others that support the organizations social and psychological context going the extra mile beyond the required job dutiesCounterproductive work behaviours CWB voluntary behaviours that have the potential to directly or indirectly harm the organization Companies succeed by hiring people with talent or potential and ensuring these employees stay with the company o High costs of replacing people o Loss of intellectual capital o High turnoverlower productivity poorer customer service Maintaining Work AttendenceEmployees blame the situation for their absenteeismEmployees who experience job dissatisfactionor workrelated stress are more likely to be absent or late for workAbsenteeism is higher in teams with strong absence normsPresenteeism attending work when ones capacity to work is significantly diminished by illness fatigue personal problems or other factorsWorse than absenteeism because it could worsen their own condition and increase health risk of coworkers
More Less

Related notes for MHR 405

Log In


Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.