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HRM203 SU2 Individual Behaviour in Organisations (Values (Schwartz's…
HRM203 SU2 Individual Behaviour in Organisations
Self-esteem
Self-worth based on overall self-evaluation
Self-monitoring individuals
Observe own self-expressive behaviour
Adapts it to the demands of the situation
Low: Criticised for being on their own planet and insensitive; Cannot adapt self-presentation to their surroundings
High: Acting like a chameleon; Readily adapt their self-presentation to their surroundings
Self efficacy
A person's belief in their ability to do a task
Deep convictions supported by evidence
E.g. Going through military training helps to develop this
High
Be active- Select best opportunities
Manage the situation - Avoid or neutralise obstacles
Set goals- Establish standards
Plan, prepare, practice
Try hard: Persevere
Creatively solve problems
Learn from setbacks
Visualise success
Limit stress
Low
Be passive
Avoid difficult tasks
Develop weak aspirations and low commitments
Focus on personal deficiencies
Don't even try - Make a weak effort
Quit or become discouraged
Blame setbacks on lack of ability or bad luck
Worry, experience stress and become depressed
Think of excuses for failing
Big Five personality dimensions
OCEAN
(O) Openness to Experience
Leadership Effectiveness
(C) Conscientiousness
Leadership Emergence
Job & Training Performance
(E) Extraversion
Leadership Effectiveness
Promotion, Career satisfaction, Salary Level
Leadership Emergence
(A) Agreeableness
(N) Neuroticism (Emotional Stability)
Low career satisfaction if unstable
Personality
Combination of stable physical and mental characteristics that give the individual his or her identity
Born
Genes & biology set the "Upper Limit" of our potential
Made
Environment provides the nourishment and opportunity for us to realise the potential
Values
Intrapersonal Conflict
Inner conflict with ourselves and own values
Interpersonal Conflict
Conflict of values between people
Person VS Organisation
Employees VS company (diff dominant values)
Espoused Values
Preferred stated values and norms by an organisation
Enacted Values
Exhibited values and norms by employees
Personal Values
Represent what matters to you in your life.
Influence behaviours (you and others) across different settings
Schwartz's Theory (PAHSS; UBTCS)
Power
Achievement
Hedonism (Pleasure)
Stimulation
Self-direction
Universalism
Benevolence
Tradition
Conformity
Security
Attitude
A learned predisposition to respond in a consistently favourable or unfavourable manner with respect to a given object
ABC
Affective: Feelings or emotions about an object or situation
Behavioural: How one intends to act toward someone or something
Cognitive: The evaluation or belief on has about an object or situation
FISH Philosophy
Be there
Play
Make their day
Choose your attitude
Job satisfaction
Reflects the extent to which an individual likes his or her job
Is an Affective or Emotional response to one's job
Need Fulfilment
Compensation; Benefits; Job Security; Work-life balance
Discrepancies
Good Salary; Promotion
Value Attainment
Personal VS Org
Equity
Fair; Treatment; Perception
Disposition/genetic components
Counterproductive work behaviour
Behaviours that harm employees
Mistreatment of others: Bullying, humiliated
Violence at work: Hitting, Slapping