Each individual is unique with regard to his personality, attitudes. values. The need patterns,aspiration and ability vary from one individual to another.Each person has a personality who is a unique combination of characteristics. Many of the characteristics are learned and a few are inherited.
Ramu's noth her insisted that Ramu go to school everyday on time and do his home work completely and regularly. Ramu, when he grew, had a good work ethic.Venkatesh was short in height. All his school mates made fun of liis short height. The big and tall boys bullied him. Venkat developed an inferiority complcx and had low self-confidence in later years.
Any attempt to learn why people behave as they do in organisation requires some understanding of individual personality.Personality c'm be discussed more specifically as how a person affects others, how he understands and views himself and his pattern of inner and outer measurable traits. Another definition, perscmality is a vehicle to integrate perception, learning value and attitudes and thus to understand the total person.
Personality is the result of heredity, environment and the situation. Understanding of personality is very important because by determining what characteristics will make for effective job performance, personnel selection can be done. By understanding people and their personalities, cost effective hiring, placement, transfer, and formation decisions can be taken.
Activities show how one feels about something. Attitudes are a way of responding either favourably or uurlfavourably to objects, persons, concepts etc. Attitudes are related to behaviour. One is not born with attitudes but learns them through experiences. It has three components
Knowledge : e.g., Cigarettes exist
Feeling : e.g.; It is pleasurable to smoke
Action : e.g., I smoke cigarattes
Attitudes cannot be directly observed. Attitudes have to be inferred from behaviour/actions.
Attitudes can be measured through questionnaires, interviews etc. using questions and response scales, like the following :
Q. How much do you like yhu work - Please tick
In the organisations, the attitudes of employees toward their work, job ,and organisation are v a y important.
Does the employee like his work ?
Does he like the term$ and conditions connected with the work ?
Does he like the organisational procedure, practices, culture etc. ? Is he committed ?
All these attitudes make an important difference to performance, productivity, absenteeism and turn over.
As attitudes arc leanled, they can be changed through persuasion, training etc. However,they are slow to change because of deep seated values that each person has.Values represent basic convictions that a specific mode of conduct or end state of instance ispersonally or socially preferable to an opposite or converse order of conduct or end state of existence.
Values are iduenced from behaviour and expressed attitudes. Values can also be r~ieasured like the attitude. Values can be classified into categories using social basis. They could beBasic Concepts
Terminal values relate to the 'End state' to be achieved, e.g. comfortable life and higher education etc. Instrumental values relate to means for achieving desired ends, e.g. honesty,violence, etc.Based on the values that people possess, manager should obtain a good fit between person,work and organisation.
The needs can be classified as Primary or Secondary.
Primary Needs
Needs, like food, water, air, sleep are called primary and needs like sense of belongingness, self esteem which operate at mental level, are called secondary
Secondary Needs
are conditioned by experience,
are subject to change in the same individual from time to time,
work in groups rather than alone,
are often hidden f r o b conscious recognition, and
are vague feelings instead of specitic physical needs.
Abraham Maslow proposed a need hierarchy of five levels as shown in Figure . The five levels are
1.Physical needs, e.g, air, water, food, se,x etc.
2.Safety and security needs, e.g. secure job, savinps, plan needs for future etc.
3.Social and belonging needs, e.g. friends, club membership etc.
4.Status necd~, e.g. recognition, promotion, etc.
5.Self-actualisation need : Becoming all that one is capable of becoming, using one's skill to the fullest and stretching talenh to the maximum.
Motivational Factors/Satisfiers
Motivational factorsJsatisfiers are those factors, the presence of which improves the performance of the people to a higher level performance, but their absence makes the employees neutral.
Based on the earlier need models, Clayton Alderfer proposed a modified need hierarchy of just three levels.
E : Existence Needs, e.g. physiological and Security needs
R : Related Needs, e.g. relations.with people
G : Growth Needs, e.g. desire for self-esteem and self-actualisation
Alderfer's ERG Model is more practical and consistent with research findings. It does not assume a rigorous hierarchy. All the three levels may be active at the same time. A person frustrated at higher order needs can return to a lower order need.
(1) The first two levels are somewhat limited in their requirements for satisfaction, the growth needs on the other hand, are not only unlimited, but grow from one level to another.
(2) Specificity : Goals have to be specitic, clear and measurable.\ i-f $
(3) Challenge : Goals should be sufficiently difficult but not so difficult that they are not achievable. Easy goals do not motivate people.
(4) Feedback : Performance feedback, telling employees how successful they are,is a powerful motivational tool.
Ramu's noth her insisted that Ramu go to school everyday on time and do his home work completely and regularly. Ramu, when he grew, had a good work ethic.Venkatesh was short in height. All his school mates made fun of liis short height. The big and tall boys bullied him. Venkat developed an inferiority complcx and had low self-confidence in later years.
Any attempt to learn why people behave as they do in organisation requires some understanding of individual personality.Personality c'm be discussed more specifically as how a person affects others, how he understands and views himself and his pattern of inner and outer measurable traits. Another definition, perscmality is a vehicle to integrate perception, learning value and attitudes and thus to understand the total person.
Personality is the result of heredity, environment and the situation. Understanding of personality is very important because by determining what characteristics will make for effective job performance, personnel selection can be done. By understanding people and their personalities, cost effective hiring, placement, transfer, and formation decisions can be taken.
Activities show how one feels about something. Attitudes are a way of responding either favourably or uurlfavourably to objects, persons, concepts etc. Attitudes are related to behaviour. One is not born with attitudes but learns them through experiences. It has three components
Knowledge : e.g., Cigarettes exist
Feeling : e.g.; It is pleasurable to smoke
Action : e.g., I smoke cigarattes
Attitudes cannot be directly observed. Attitudes have to be inferred from behaviour/actions.
Attitudes can be measured through questionnaires, interviews etc. using questions and response scales, like the following :
Q. How much do you like yhu work - Please tick
In the organisations, the attitudes of employees toward their work, job ,and organisation are v a y important.
Does the employee like his work ?
Does he like the term$ and conditions connected with the work ?
Does he like the organisational procedure, practices, culture etc. ? Is he committed ?
All these attitudes make an important difference to performance, productivity, absenteeism and turn over.
As attitudes arc leanled, they can be changed through persuasion, training etc. However,they are slow to change because of deep seated values that each person has.Values represent basic convictions that a specific mode of conduct or end state of instance ispersonally or socially preferable to an opposite or converse order of conduct or end state of existence.
Values are iduenced from behaviour and expressed attitudes. Values can also be r~ieasured like the attitude. Values can be classified into categories using social basis. They could beBasic Concepts
Terminal values relate to the 'End state' to be achieved, e.g. comfortable life and higher education etc. Instrumental values relate to means for achieving desired ends, e.g. honesty,violence, etc.Based on the values that people possess, manager should obtain a good fit between person,work and organisation.
The needs can be classified as Primary or Secondary.
Primary Needs
Needs, like food, water, air, sleep are called primary and needs like sense of belongingness, self esteem which operate at mental level, are called secondary
Secondary Needs
are conditioned by experience,
are subject to change in the same individual from time to time,
work in groups rather than alone,
are often hidden f r o b conscious recognition, and
are vague feelings instead of specitic physical needs.
Abraham Maslow proposed a need hierarchy of five levels as shown in Figure . The five levels are
1.Physical needs, e.g, air, water, food, se,x etc.
2.Safety and security needs, e.g. secure job, savinps, plan needs for future etc.
3.Social and belonging needs, e.g. friends, club membership etc.
4.Status necd~, e.g. recognition, promotion, etc.
5.Self-actualisation need : Becoming all that one is capable of becoming, using one's skill to the fullest and stretching talenh to the maximum.
Motivational Factors/Satisfiers
Motivational factorsJsatisfiers are those factors, the presence of which improves the performance of the people to a higher level performance, but their absence makes the employees neutral.
Based on the earlier need models, Clayton Alderfer proposed a modified need hierarchy of just three levels.
E : Existence Needs, e.g. physiological and Security needs
R : Related Needs, e.g. relations.with people
G : Growth Needs, e.g. desire for self-esteem and self-actualisation
Alderfer's ERG Model is more practical and consistent with research findings. It does not assume a rigorous hierarchy. All the three levels may be active at the same time. A person frustrated at higher order needs can return to a lower order need.
(1) The first two levels are somewhat limited in their requirements for satisfaction, the growth needs on the other hand, are not only unlimited, but grow from one level to another.
(2) Specificity : Goals have to be specitic, clear and measurable.\ i-f $
(3) Challenge : Goals should be sufficiently difficult but not so difficult that they are not achievable. Easy goals do not motivate people.
(4) Feedback : Performance feedback, telling employees how successful they are,is a powerful motivational tool.
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