MARS Model of Individual Behavior
Role
Perceptions
Values
Personality
Motivation
Individual
Behavior and
Results
Perceptions
Emotions
Attitudes
Ability
Situational
Factors
Stress
McShane/Von Glinow OB 3e
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© 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Employee Motivation
Internal forces that affect a person’s voluntary
choice of behavior
 direction
 intensity
 persistence
M
R
BAR
A
McShane/Von Glinow OB 3e
2
S
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Employee Ability
Natural aptitudes and learned capabilities
required to successfully complete a task
 competencies  personal characteristics that lead

to superior performance
person  job matching
• select qualified people
• develop employee
abilities through training
• redesign job to fit
person's existing abilities
M
R
BAR
A
McShane/Von Glinow OB 3e
3
S
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Employee Role Perceptions
Beliefs about what behavior is required to
achieve the desired results:
 understanding what tasks to perform
 understanding relative importance of tasks
 understanding preferred
behaviors to accomplish tasks
M
R
BAR
A
McShane/Von Glinow OB 3e
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S
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Situational Factors
Environmental conditions beyond the
individual’s short-term control that constrain
or facilitate behavior
 time
 people
 budget
 work facilities
M
R
BAR
A
McShane/Von Glinow OB 3e
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S
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Types of Behavior in Organizations
Task
Performance
Maintaining
Work
Attendance
Types of
Work-Related
Behavior
CounterProductive
Behaviors
Joining/Staying
with the
Organization
McShane/Von Glinow OB 3e
Organizational
Citizenship
6
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Values in the Workplace
Stable, evaluative beliefs that guide our
preferences
Define right or wrong, good or bad
Value system -- hierarchy of values
Values are important because:




Ethical values
Guide employee behavior
Globalization raises awareness of values differences
Influence perceptions, decisions, behavior
McShane/Von Glinow OB 3e
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© 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Schwartz’s Values Model
Self-transcendence
Openness
to Change
Conservation
Self-enhancement
McShane/Von Glinow OB 3e
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Values Congruence
Values congruence -- where two or more entities
have similar value systems
Consequences of incongruence



Incompatible decisions
Lower satisfaction and commitment
Increased stress and turnover
Benefits of incongruence



Better decision making
Enhanced problem definition
Prevents “corporate cults”
McShane/Von Glinow OB 3e
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Hyundai Crosses Cultures in Alabama
© AP Photo/Yonhap
When Korean automobile giant Hyundai Motor
Company recently opened its manufacturing plant
in Montgomery, Alabama, local residents and
Hyundai executives alike paid close attention to
differences in Korean and American cultural
values.
McShane/Von Glinow OB 3e
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Individualism- Collectivism
High
Peru
Portugal
Zimbabwe
Collectivism
Taiwan
Hong
Kong
China
Mexico
Italy
Turkey
Chile
Korea
France
U.S.A.
Japan
Egypt
Low
Low
McShane/Von Glinow OB 3e
Individualism
11
High
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Power Distance
High Power Distance
China
The degree that
people accept an
unequal distribution
of power in society
Russia
Japan
U.S.A.
Netherlands
Low Power Distance
McShane/Von Glinow OB 3e
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Uncertainty Avoidance
High U. A.
Japan
France
The degree that people
tolerate ambiguity (low) or
feel threatened by
ambiguity and uncertainty
(high uncertainty
avoidance).
China
U.S.A.
Singapore
Low U. A.
McShane/Von Glinow OB 3e
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Achievement-Nurturing
Achievement
Japan
U.S.A.
The degree that people
value assertiveness,
competitiveness, and
materialism (achievement)
versus relationships and
well-being of others
(nurturing)
China
Sweden
Nurturing
McShane/Von Glinow OB 3e
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Long/Short-Term Orientation
Long-Term Orientation
China
Japan
The degree that people value
thrift, savings, and
persistence (long-term)
versus past and present
issues, respect for tradition
and fulfilling social
obligations (short-term).
Netherlands
U.S.A.
Russia
Short-Term Orientation
McShane/Von Glinow OB 3e
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Four Ethical Principles
Utilitarianism
Individual
Rights
Distributive
Justice
Care
McShane/Von Glinow OB 3e
Greatest good for the greatest
number of people
Fundamental entitlements
in society
People who are similar should
receive similar benefits
Favor those with whom we have
special relationships
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Influences on Ethical Conduct
Moral intensity
 degree that issue demands ethical principles
Ethical sensitivity
 ability to recognize the presence and determine
the relative importance of an ethical issue
Situational influences
 competitive pressures and other conditions affect
ethical behavior
McShane/Von Glinow OB 3e
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Supporting Ethical Behavior
Ethical code of conduct


Establishes standards of behavior
Problem: Limited effect alone on ethical behavior
Ethics training


Awareness and clarification of ethics code
Practice resolving ethical dilemmas
Ethics officers

Educate and counsel; hear about wrongdoing
Ethical leadership

Demonstrate integrity and role model ethical conduct
McShane/Von Glinow OB 3e
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© 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Defining Personality
Relatively stable pattern of
behaviors and consistent internal
states that explain a person's
behavioral tendencies
McShane/Von Glinow OB 3e
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Big Five Personality Dimensions
Conscientiousness
Courteous, caring
Agreeableness
Anxious, hostile
Neuroticism
Openness to Experience
Sensitive, flexible
Outgoing, talkative
Extroversion
McShane/Von Glinow OB 3e
Careful, dependable
20
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Myers-Briggs Type Indicator
Extroversion
vs.
Introversion
Sensing
vs.
Intuition
Thinking
vs.
Feeling
Judging
vs.
Perceiving
McShane/Von Glinow OB 3e
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Locus of Control and Self-Monitoring
Locus of control
 Internals believe in their effort and ability
 Externals believe events are mainly due to
external causes
Self-monitoring personality
 Sensitivity to situational cues, and ability to adapt
your behavior to that situation
McShane/Von Glinow OB 3e
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© 2005 The McGraw-Hill Companies, Inc. All rights reserved.
Holland’s Occupational Choice Theory
Career success depends on fit between the person
and work environment
Holland identifies six “themes”

Represent work environment and personality traits/interests
A person aligned mainly with one theme is highly
differentiated
A person has high consistency when preferences
relate to adjacent themes
McShane/Von Glinow OB 3e
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© 2005 The McGraw-Hill Companies, Inc. All rights reserved.