1. Understanding Behavior and Performance In Organizations

2. Managing people Involves two things:
Understanding, predicting and controlling behavior
Developing and implementing systems and conditions for people to perform.

3. Performance & Behavior
Casual relationship between performance & behavior Cause: behavior independent Effect: performance dependent Performance is a function of behavior

4. 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.
An observable response to a work-related situation
Measurable in some way (e.g. frequency or completeness).

5. Why measure work behavior?
Basis for influencing behaviors
Reinforcement of the desirable or acceptable behaviors at the work place for continuation.
Minimization or termination of the undesirable or unacceptable behaviors

6. Importance of managing behaviour
Causal relationship between behaviours and organisational performance and effectiveness.
Job satisfaction, organisational commitment and loyalty, organisational citizenship, turnover.
Performance, productivity, efficiency, change
Understanding and managing behaviour essential for effective management of the organisation.

7. Theoretical frameworks
Trait approach: A person’s traits or attributes determine behaviour
Psychoanalytical approach: Unconscious processes control behaviour
Cognitive framework: A person’s internal processes determine behaviour
Behaviouristic framework: Environmental forces determine a person’s behaviour
Social cognitive framework: A person’s behaviour is determined by interactions between internal and environmental factors

8. Model for behaviour management
Integrative social cognitive approach
The cognitive approach is helpful to understand human behaviour
The behaviouristic is helpful to predict and control human behaviour
The social cognitive approach is helpful to understand, predict and control human behaviour
The model thus fulfils the objectives of OB

9. Determinants of work behavior
Person’s Beliefs about the outcomes of the behavior
Environmental Factors for performance
Motivation of the person
Attitude to specific behavior
Behavioral Intentions related to work performance
Behavior related to work performance
Subjective Norms towards behavior
Ability of the person
Normative Beliefs what others think about the behavior
Source: Fishbein and Ajzen (1975)
Revised model is based on Theory of Reasoned Action & Theory of Planned Action

10. Determinants of work behavior
Subjective forces that create behavioral intention
Beliefs (Self and of others)
Attitudes
Subjective norms
Enabling forces that translate the behavioral intention into an actual behavior
Ability
Motivation
Work environment