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Chapter 2: INDIVIDUAL
BEHAVIOR,
PERSONALITY AND
VALUES
MARS Model of
Individual
Behavior and
Performance
What is MARS Model of Individual
Behavior and Performance?
M RA S
MARS is the acronym for:
• MOTIVATION,
• ABILITY,
• ROLE PERCEPTIONS and
• SITUATIONAL FACTORS
•These four factors directly
influence voluntary individual
behavior and performance.
1. EMPLOYEE MOTIVATION
• Motivation- the forces within a person that affect his or her direction,
intensity, and persisten...
2. ABILITY
• Ability- includes both the natural aptitudes and learned
capabilities required to successfully complete a tas...
• Person-Job Matching Strategies
1. To matcha person’s competencieswiththe job’stask requirementsis to select applicantswh...
3. ROLE PERCEPTIONS
• The extent to which people understand the job duties (roles)
assigned to or expected of them.
• Three components of role
perception concept
1. Employees have accurate role perceptions when they
understand the specifi...
4. Situational Factors
• Situational Factors- this include conditions
beyond the employee’s immediate control that
constra...
Human Behavior in Organization, MARS Model
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Human Behavior in Organization, MARS Model

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Chapter 2: Individual Behavior, Personality and Values-- Topic 1, MARS MODEL of Individual Behavior and Performance

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Human Behavior in Organization, MARS Model

  1. 1. Chapter 2: INDIVIDUAL BEHAVIOR, PERSONALITY AND VALUES
  2. 2. MARS Model of Individual Behavior and Performance
  3. 3. What is MARS Model of Individual Behavior and Performance? M RA S
  4. 4. MARS is the acronym for: • MOTIVATION, • ABILITY, • ROLE PERCEPTIONS and • SITUATIONAL FACTORS
  5. 5. •These four factors directly influence voluntary individual behavior and performance.
  6. 6. 1. EMPLOYEE MOTIVATION • Motivation- the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior. • Intensity- is the amount of effort allocated to the goal. It is all bout how much people push themselves to complete a task. • Persistence- is the continuing effort for a certain amount of time.
  7. 7. 2. ABILITY • Ability- includes both the natural aptitudes and learned capabilities required to successfully complete a task. • Aptitudes- are the natural talents that help employees learn specific tasks more quickly and perform them better. • Learned capabilities- are the skills and knowledge that you currently possess. • Competencies- are skills, knowledge, aptitudes, and other personal characteristics that lead to superior performance.
  8. 8. • Person-Job Matching Strategies 1. To matcha person’s competencieswiththe job’stask requirementsis to select applicantswho alreadydemonstratethe required competencies. 2. To provide training so that employees developrequiredskills and knowledge. 3. To redesignthe job so that employees are given tasksonlywithin their current learned capabilities.
  9. 9. 3. ROLE PERCEPTIONS • The extent to which people understand the job duties (roles) assigned to or expected of them.
  10. 10. • Three components of role perception concept 1. Employees have accurate role perceptions when they understand the specific tasks assigned to them, that is when they know the specific duties or consequences for which they are accountable. 2. People have accurate role perceptions when they understand the priority of their various tasks and performance expectations. 3. Understanding the preferred behaviors or procedures for accomplishing the assigned tasks.
  11. 11. 4. Situational Factors • Situational Factors- this include conditions beyond the employee’s immediate control that constrain or facilitate behavior and performance. • Some situational characteristics—such as consumer preferences and economic conditions—originate from the external environment and, consequently, are beyond the employee’s and organization control. • However, other situational factors—such as time, people, budget, and physical work facilities—are controlled by people within the organization.

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