The purpose of this paper is to study the various aspects of employee’s behavior. Our research covers areas such as the essential elements of a person’s attitude and the methods manager can employ to mould behavior for the tasks undertaken. As a part of this process the Myers-Biggs Type Indicator provides invaluable assistance in the process of understanding an individuals character. In addition, we look at the rational decision-making model and the assumptions made in implementing this.
We find that, by taking into account all of these factors, both the understanding and the management of employee behavior in the work place can be better understood. Employee Behavior Employee behavior in the workplace has a significant impact on the business that they work for, both in terms of the smooth operation of the business and the future success of the organization. This study focuses on how employee behavior can be shaped, attitude components, use of the MBTI program and the rational decision-making model all need to be taken into account in gaining the best results from employee in their work.
One thing managers of organizations need to learn when dealing with employees, either individually or in groups, is how to manage their behavior. To achieve success, the manager must understand that individuals do not tend to act in isolation. Rather they react to influences, which in the workplace will be those placed by the organization and its managers (Quick and Nelson 2006). Managers can exert these influences in a number of ways.
For example, by rules and regulations as is the case with such action as discrimination, or by rewarding, as is the case of competitive and career path influences. These systems can mould employee’s behavior by either relying upon the influence of the past or asserting that there is a consequence for behavior that breaches the organizations rules. (Thomas Krause 1995) Every employee will approach their work, as in their personal lives, with a set attitude. This part of an individual’s make-up is consists of three basic elements.
Ray Corsini (2002) defines these as cognitive, emotive, and behavioral. As each person develops they form beliefs about what is possible and true. This forms the cognitive element of our attitudes. Similarly, we will react emotionally to certain situations, which arises in our life and work. The results of the other two components of attitude will affect the third, behavioral. The way we act or behave towards an incident, command or object results from our attitude towards it.
Therefore organizations need, as part of the decision-making process, to evaluate their employee’s attitudes to the decision made. The Myers-Briggs Type Indicator “assigns people to one of sixteen different categories or types” (Timothy Moore 2001). It basically identifies people by four main personality traits and determine whether they are introvert or extrovert in their social reaction; sensitive or intuitive in practical situation; use thought or feelings in their decision making progress and react by judgment or spontaneous perception.
If used correctly by managers, this test will allow them to ascertain whether a particular applicant has the most suitable personality characteristics to be effective in the position being offered. For example an introvert may not perform well in a position, which necessitates taking control of a large social gathering. Similarly, an extravert may find it uncomfortable being in placed in a position that requires a significant amount of solitude.
Although useful, the MBTI test needs to be repeated at intervals as people do change over time as a result of their experiences (Gardner & Martinko 1996). The rational decision-making model is often used when defining behavior. However there are a number of assumptions that are needed to make this model work (Vroom and Jago 1988). These include that accurate and quality information can be obtained, and that in any situation there is access to all the available alternatives, together with what causes these alternatives and what the effect might be.
In reaching a conclusion the rational decision maker assumes that all of this information and the alternatives reached can be graded into some sort of order. However, De Martino, et. al. (2006) suggest that the rational decision-making process must also take into account the emotional bias to be fully effective. Conclusion It is clear from the information presented within this paper that all of the issues and systems researched should be used together in order to present an accurate definition of an employees existing or likely behaviour.