MANAGING PEOPLE
INVOLVES TWO THINGS:
1. UNDERSTANDING, PREDICTING AND
CONTROLLING BEHAVIOR
1. DEVELOPING AND IMPLEMENTING
SYSTEMS AND CONDITIONS FOR
PEOPLE TO PERFORM.
PERFORMANCE & BEHAVIOR
How is performance and behaviour
related?
■
Cause-Effect?
■
Dependent-Independent?
WORK BEHAVIOR
■WHAT
A PERSON DOES IN RELATION
TO A GIVEN SITUATION OR TASK.
■AN
ACTION THAT CAN BE OBSERVED
AND MEASURED IN SOME WAY.
■ OBSERVABLE
TO A WORK-RELATED
SITUATION
■ MEASURABLE
IN SOME WAY
WHY MEASURE WORK
BEHAVIOR?
BY MEASURING WORK BEHAVIOR, WE CAN
MANAGE OUR BEHAVIOURS
■ REINFORCEMENT
■ MINIMIZATION OR TERMINATION
IMPORTANCE OF MANAGING
BEHAVIOUR
■CAUSAL
RELATIONSHIP BETWEEN
BEHAVIOURS AND ORGANISATIONAL
PERFORMANCE AND EFFECTIVENESS.
■UNDERSTANDING
AND MANAGING
BEHAVIOUR ESSENTIAL FOR
EFFECTIVE MANAGEMENT OF THE
ORGANISATION.
THEORIES FRAMEWORKS
IMPORTANT THEORIES THAT EXPLAIN
BEHAVIOUR
1. TRAIT APPROACH
2. PSYCHOANALYTICAL APPROACH
3. COGNITIVE FRAMEWORK
4. BEHAVIOURISTIC FRAMEWORK
5. SOCIAL COGNITIVE FRAMEWORK
DETERMINANTS OF WORK
BEHAVIOR
SUBJECTIVE FORCES
ENABLING FORCES
Self BELIEFS
about the outcomes
of the behavior
ATTITUDE to
specific behavior
SUBJECTIVE NORMS
MOTIVATION
of the person
ENVIRONMENTAL
FACTORS for
performance
BEHAVIORAL
INTENTIONS
BEHAVIOR
related to work
performance
to work
performance
towards behavior
ABILITY of
Other’s BELIEFS
about the outcomes
of the behavior
the person
Source: Fishbein and Ajzen (1975)
Revised model is based on Theory of
Reasoned Action & Theory of Planned Action