Matakuliah : L0074/Psikologi Industri dan Organisasi 2
Tahun
: 2008
Performance = behaviour
Pertemuan 2
BEHAVIOUR DRIVES PERFORMANCE
• The thing that drives performance is behaviour – how you act.
• The Oxford Dictionary defines behaviour as the way in which one
acts or conducts oneself.
• Behaviour are the actions you take and the decisions you make.
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• Performance is all about doing the right thing at
the right time
• High-level performance results from doing the
right thing at the right time.
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DIFFERENCE BETWEEN BEHAVIOUR AND PERSONALITY
• Personality is what you are. Behaviour is what you do
• What you do that makes a difference. No matter what the
personality, results come from behaviour.
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PERSONALITY IS A POOR PREDICTOR OF PERFORMANCE
• Using MBTI to predict performance not worked.
• The research about relationship between personality and behaviour by
Walter Mischel, found < 10% variance in a person’s behaviour is explained
by personality.
• Personality is a very poor predictor of performance, because people are
actually highly adaptable and flexible than personality types.
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EXPERIMENT :
Think of two jobs / activities you’ve had that very different from one
another! (e.g : playing basketball & studying English)
In each case write down the 3 things you did that made the greatest
impact on your performance in the job.
Were they the same three things in each case?
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• Understanding your personality is useful in that it gives you a sense
of the range of behaviour with which you may be most comfortable.
• Personality types often gives people an excuse not to adapt their
behaviour to changing situations.
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• The effectiveness of any action depends
on the situation.
Discussion :
• Name 6 top political leaders / military leaders!
• Discuss if they have the same characteristics?
• Is there a universal list of “must dos” that unfailing result in
high performance?
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• What determines whether any behaviour is effective or not
is the situation in which it is applied.
• Every job has its own set of particular behaviour demands.
Therefore, to perform a role effectively you need to have
a clear picture of the behaviour required by the role in
order that you can do the right things.
Behaviour
Job demands
Low Performance
Behaviour
Job demands
Behaviour
Moderate Performance
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Job demands
High Performance
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• Performance improvement is about examining your current
behaviour, recognizing what you need to do differently,
entertaining new ideas, and consciously changing your
behaviour to meet the changing requirements of your job.
• It’s what every successful person in business does.
• It’s what every top-class professional athlete does.
• They know that failure to raise their performance means that
the competition will beat them.
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THE MOTIVATION TO CHANGE BEHAVIOUR
• Decisions to change behaviour are based on one of two things : an
image of potential or a feeling of pain.
• The job, whatever it is, is changing continually.
• Thorndike law of effect : behaviours followed by reward are
strengthened, and behaviours followed by punishment are
weakened  Behaviour is modified by its consequences.
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• Continuous performance improvement is focused on what you can
do and what you can change. It is about things that are within your
control.
• Group don’t change, teams don’t change, company don’t change;
individuals change.
• Change occurs when individuals make personal decisions about
behaving differently.
THE SCIENCE OF BEHAVIOUR CHANGE
• Behaviour can be measured, because behaviour is
observable.
• Behaviour kinetics is a scientific approach to behaviour
change, because it is able to perform the four essential
functions of a science :
to describe, explain, predict, and control.
BEHAVIOUR KINETICS BASED ON 7 PRINCIPLES:
1. Behaviour drives performance
2. The behaviour-performance link is job-specific.
3. The start point for change is acknowledgement of current
behaviour.
4. The only true expert is the person who does the job.
5. Ownership of change is essential for success.
6. Change proceeds best form an AT (ask them) approach, not a TT
(tell them) approach.
7. Successful behaviour change is based on observable, measurable
data.
THE NEED FOR BEHAVIOURAL TECHNOLOGY
• People need to have a clear, objective and accurate benchmark of
their current behaviour upon which to build their strategy for
performance improvement.
• They need a clear and detailed behavioural map that guides them to
change their behaviour in such a manner that improves
performance results.
• To achieved this, we need to apply behavioural technology
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COMPETENCY
• Definition : competencies are characteristics of the person that
enable performance. Or Competencies are characteristics which
drive outstanding performance in a given job, role or function.
• Job competencies are always observable and measureable
behaviours comprising part of a job.
• Some industries define competencies differently. Mostly define
competencies as knowledge, skills, or abilities a person need to do
the job.
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•
People in organization used competencies to help recruit, select,
and manage their outstanding performer.
• General competencies : competencies required to keep the job or
get promotional.
• The four general competences are:
- Meaning Competence
- Relation Competence
- Learning Competence
- Change Competence
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COMPETENCE DEVELOPMENT
1.
2.
3.
4.
5.
6.
7.
Novice
Experienced beginner
Practitioner
Knowledge practitioner
Expert
Virtuoso
Maestro
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THE END
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