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    Nicole A. Balais
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    This document provides an overview of an insight paper module on individual processes and behavior. It discusses the MARS model of individual behavior and performance, which outlines the four direct drivers of individual results. It also examines the five types of individual behavior and how personality affects behavior in organizations. Finally, it explores how understanding individual cognitive and perceptual processes can help improve relationships between organizations and employees.

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    This document provides an overview of an insight paper module on individual processes and behavior. It discusses the MARS model of individual behavior and performance, which outlines the four direct drivers of individual results. It also examines the five types of individual behavior and how personality affects behavior in organizations. Finally, it explores how understanding individual cognitive and perceptual processes can help improve relationships between organizations and employees.

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    21 views2 pages

    Paper Insight

    Uploaded by

    Nicole A. Balais
    This document provides an overview of an insight paper module on individual processes and behavior. It discusses the MARS model of individual behavior and performance, which outlines the four direct drivers of individual results. It also examines the five types of individual behavior and how personality affects behavior in organizations. Finally, it explores how understanding individual cognitive and perceptual processes can help improve relationships between organizations and employees.

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    Insight Paper Module 2: Individual Processes and Behavior

    I.Key points
    The module begins with the presentation of MARS model which outlines the
    four direct drivers of individual behavior and results. It reviews the five types of
    individual behavior and performance. The type of individual behavior which
    people accurately understand the job duties or roles assigned to them. The
    relative pattern of thoughts, emotions, and behaviors that characterize a person
    along with the psychological processes behind those characteristics through the
    sub-topics namely: MARS model of individual behavior and performance; types
    of individual behavior and; personality in the organization.
    II. Insights
    Individual is the nucleus of behavioural dynamics. Any individual, as ‘people at
    work’ i.e. an employee, comes in contact with an organisation through the ‘job’.
    The job description, institutionalised on the basis of technological and
    organisational goal requirements, shapes the employment contract in terms of
    defining the role and status, the responsibilities and the job offers at the
    individual level. Once the contract is accepted the employee has to perform the
    role in a specified way in lieu of remuneration, benefits and security mutually
    agreed by the organisation and the individual employee. In actual work relations
    both the organisation and the individual exhibit ‘behaviour’ that is constantly
    apprised by both in terms of mutual exchange. It is the real and perceptual
    balance of these exchanges that determines the behaviour of both. There is
    possibility that both the organisation and the employee feel that the other is not
    performing at the expected level. This gives rise to ‘conflict’. It may manifest in
    terms of multilateral equity issues i.e. the organisation vis-à-vis the employee
    and other employees. It may also lead to industrial unrest if the individual
    employee is supported by the union. In order to reduce this possibility,
    organisations resort to counselling or mentoring, motivation and other human
    resource development (HRD) methods like training, performance management
    systems, career planning etc. Individual, in this context can be both the
    ‘organisation’ as an entity and the employee. This concept of individual is crucial
    for the OB practice because its primary aim is to cultivate mutuality; trust and
    integration- a positive inter relationship between the organisation and its people.
    The intra-personal cognitive and perceptual processes of an individual, which are
    regulated by the socially learnt values, attitudes and dispositions determining the
    personality traits is important in OB practice. This identifies the ‘organism’ that
    we find in the S-‘O’-B-C model.
    III. References
    Fred Luthans, ‘Organisational Behavior’, McGraw Hills, 1992
    R.S.Ross, ‘Small Groups in Organisational Setting’, Prentice Hall, New
    Jersey,1989
    Stephen P Robbins, “Organisational Behaviour- Concepts, Controversies and
    Applications, Prentice Hall of India, New Delhi, 2003
    M.E. Shaw, ‘Group Dynamics: The Psychology of Small Groups’, McGraw Hill,
    New York, 1983
    John A. Seiler, ‘Systems Analysis in Organisational Behaviour’ Homewood ,Ill,
    Irwin, 1967
    George C. Homans, “The Human Group” Brace &World, New York, 1950
    Keith Davis, ‘Human Relations at Work: The Dynamics of Organisational
    Behaviour, McGraw Hill,1967
    Douglas Murray McGregor, The Human Side of Enterprise, McGraw Hill, New
    York, 1960

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