1. FOUNDATION OF INDIVIDUAL BEHAVIOR

3. Personal Factors Personal Biographical factors  It is the factor that deals with the person’s life.  Person’s biography such as age, gender, marital status, education, abilities are covered by it.  Personal biographical factors are well recognized within an organization or within a society.

4. Age: Age influences the behavior of an individual directly or indirectly. Young people are observed to be active, energetic, risk absorber and romantic compared to the older. Education: Education level and type of education also play contributing role in changing the individual behavior. It enables the people in understanding and interpreting the knowledge. This converts the behavior of individuals to better status and satisfactory reward for output they bring for organizations.

5. Gender: Gender is next important personal factor of an individual that affects his/her behavior. By nature, girls face several problems than boys which results in absenteeism and turnover in the organization. Different biological changes undergo in women which affects their behavior.

6. Ability: Person’s individual behavior is affected by ability as well. Only motivation without ability does not bring positive behavior fruitful for the organization. Ability of the individual is strengthened by opportunities he/she gets for learning, commitment and seriousness in course of learning, creativity and confidence level.

7. Marital status: Marital status is the situation with regard to whether one is single, married, separated, divorced or widowed. Marital status, if seen from organizational point of view and the researches, It is found more absences, turnover and inactiveness at work,etc.

11. Organizational System And Resources Only the individual and environmental factors do not affect Individual behavior. It is the same environmental factors which makes people’s behavior different by certain organizational factors. Such factors which affect individual behavior are as follows: Physical facilities Organizational Structure and design Leadership styles

12. Reward System

13. Models of Individual Behavior Stimulus Response Model or classical conditioning: S-R is a classical model of psychology about human behavior and is popularly known as Classical Conditioning. As per S-R theory, a particular stimulus triggers a particular response. Pavlov’s dog experiment: Ivan Pavlov experimented with a dog where he used stimulus of food to trigger an unconditional response of salivating from dog

14. He then associated a conditional stimulus of ringing of bell every time before keeping food in front of the dog. The dog responded every time when the bell rang for the need of food.

15. Stimulus Organism Model: The view point of this model is comparatively much comprehensive and realistic compared to Stimulus Response Model. Here certain response shown by an individual upon some stimulus is affected by organism present in front and nervous system of the response of individual for other individual or organism.

16. For example, a child who loves playing video games generally responds by playing whenever video game is before him. Here video game is stimulus and child’s act of playing is response. If when the child plays the game, the mother gets mad at him then this response of the mother becomes a feedback for the child. The child now associates fear with playing video game in front of her. In future, whenever the mother is present due to the mental state of fear the same child will respond to video games by avoiding them.

17. Case Study As the baby boom generation nears retirement, many boomers are mentoring their future work replacements- Generation Xers. Some Boomers have found the process difficult. William Slater, a 47 years old computer engineer who participates in his company’s formal mentoring program has had negative experiences with three proteges. He recalls that one tried, unsuccessfully to take his job while another repeatedly spoke badly about him to his boss. “ I have an ax to grind with Generation X. They’re stabbing aging Baby Boomer in the back,” says Slater.

18. It is not only Baby Boomers who have had bad experiences. Joel Bershok, a 24 year old was optimistic about the prospects of having a mentor. However, his mentor dissolved the relationship only 3 weeks. Says Bershok: “ He just wanted it for his resume.” To Bershok, one of the major problems with a mentoring relationship is a lack of trust. With an uncertain economy and companies making frequent layoff announcements. Boomers are wary of teaching their younger their younger counterparts too less and so cost the company less than Boomers- may replace them.

19. The fear may be justified. For example, Janet Wheeler, a 49 – year old broker saw her job replaced by two younger workers after her company let her go. Wheeler thinks that other Boomers are beginning to notice the risks of mentoring and are responding by not teaching their proteges as much that they could. “ You see young people being brought allong just enough to get the job done, but not so much that they’ll take your job,” she states.

20. Given that some studies have demonstrated the beneficial effects of mentoring on employee outcomes such as performance, job satisfaction and employee retention, many analysts are concerned that Baby boomers are failing to see mentoring as a responsibility. According to a study by Menttium Corporation, a firm that aids companies in installing mentoring programs, almost 90 percent of formal mentoring relationships end prematurely. The primary reasons include poor matching of mentors to proteges and a lack of effort to keep the relationship.

21. But some workers have strongly benefitted from mentoring programs and are trying to maintain mentoring programs in their companies. Three years after joining Dell, Lynn Tyson, 41, helped start a formal mentoring program open to all of Dell’s 42000 employees. “ I never had a formal mentor in my entire career. Most of the time I was shaking in my shoes, “ says Tyson. Her program has been successful so far and she mentors 40 proteges. I’m not trying to make this sound sappy, but I have the ability to make a difference in somebody’s career, and that excites me every day. “The benefits are especially apparent for women and minorities who, historically, have had greater difficulty than while males in climbing to top management positions. According to a study by Harvard University professor David A. Thomas, the most successful racial minorities at three different corporations had a strong network of mentors. In addition, research had shown that they have greater career success and career satisfaction.