Question: What is the difference between job performance and employee behavior from an organizationalperspective?As a manager how would you increase someone's performance (how can assist an employee to improve theirperformance)?As a manager how would you assist employees to improve theirbehaviors in the workplace? As an example two areas include low productivity and absenteeism.

Your answer is a 1 - 2 page research paper

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HUMAN BEHAVIOR AND THEORIES IN ORGANIZATION

People' s perceptions and attributions influence how they behave in their organization. Perception describes the way people filter, organize and interpret sensory information. Attribution explains how people act, determining how people react to the actions of others as well. Accurate perception allows employees to interpret what they see and hear in the workplace effectively to make decisions, complete tasks and act in ethical manner. Faulty perceptions lead to problems in the organization, such as stereotyping, that lead people to erroneously make assumptions.

Managing Perceptions

When people in organizations find themselves in unfamiliar, ambiguous situations, they tend to have difficulty coping. Effective business professionals handle objections to their ideas by clearly stating the benefits of their position to all parties. By presenting a compelling case for their ideas, these people get approval for their proposed strategy even if opposed by apathy or confrontation. By actively recognizing people's perceptions and attributions, effective leaders build justifications for their approach and get support when needed.

Handling Attributions

People commonly attribute success to skill, luck or chance. People tend to react to situations based on what they think caused the event. Just as perceptions can be faulty, attributions can be inaccurate as well. Organizations can ensure people attribute actions more effectively by providing diversity training. This helps prevent a hostile work environment for people from different cultures. By training people to make more accurate attributions, daily operations run more smoothly. This helps reduce faulty attributions, such as managers who attribute exceptional performance to chance as they resist assigning more challenging work to qualified individuals they view as lucky.

Explaining Behavior

People tend to evaluate other people on their ability, effort or personality. They also attribute luck or the difficulty of task to a success or failure. The attributions people make for their own behavior also influence their performance in the organization. For example, successful workers who succeed at tasks after completing training exercises usually increase their confidence levels. Those who fail may consider themselves unlucky or blame others. People's perceptions and judgment of another person's action depend on if reactions occur consistently or inconsistently. Recognizing that people have cultural beliefs, motives and intentions helps explain behavior and helps rectify non-productive situations. By understanding the common causes of behavior, individuals can react more appropriately.

Minimizing Biases

Minimizing biases that distort attribution can help foster effective team work. Using tips, techniques, tools and resources available from websites such as the Cultural Navigator site, organizations can reduce the rate at which people selectively interpret events based on their experience, background and attitudes. Edward Thorndike, an American psychologist, observed that perception of one trait is influenced by other traits. Known as the halo effect, this bias causes people to judge people they find attractive as smart. Providing training to managers to make more accurate perceptions helps them conduct more effective employment interviews, performance reviews and daily management tasks.

Theories of Motivation

A Closer Look at Some Important Theories of Motivation

Motivation is the force that initiates, guides and maintains goal-oriented behaviors. It is what causes us to take action, whether to grab a snack to reduce hunger or enroll in college to earn a degree. The forces that lie beneath motivation can be biological, social, emotional or cognitive in nature. Researchers have developed a number of different theories to explain motivation. Each individual theory tends to be rather limited in scope. However, by looking at the key ideas behind each theory, you can gain a better understanding of motivation as a whole.

Instinct Theory of Motivation

According to instinct theories, people are motivated to behave in certain ways because theyareevolutionarily programmed to do so. An example of this in the animal world is seasonal migration. These animals do not learn to do this; it is instead an inborn pattern of behavior.William James created a list of human instincts that included such things as attachment, play, shame, anger, fear, shyness, modesty and love. The main problem with this theory is that it did not really explain behavior, it just described it. By the 1920s, instinct theories were pushed aside in favor of other motivational theories, but contemporary evolutionary psychologists still study the influence of genetics and heredity on human behavior.

Incentive Theory of Motivation

The incentive theory suggests that people are motivated to do things because of external rewards. For example, you might be motivated to go to work each day for the monetary reward of being paid. Behavioral learning concepts such as association and reinforcement play an important role in this theory of motivation.

Drive Theory of Motivation

According to the drive theory of motivation, people are motivated to take certain actions in order to reduce the internal tension that is caused by unmet needs. For example, you might be motivated to drink a glass of water in order to reduce the internal state of thirst. This theory is useful in explaining behaviors that have a strong biological component, such as hunger or thirst. The problem with the drive theory of motivation is that these behaviors are not always motivated purely by physiological needs. For example, people often eat even when they are not really hungry.

Arousal Theory of Motivation

The arousal theory of motivation suggests that people take certain actions to either decrease or increase levels of arousal. When arousal levels get too low, for example, a person might watch and exciting movie or go for a jog. When arousal levels get too high, on the other hand, a person would probably look for ways to relax such as meditating or reading a book. According to this theory, we are motivated to maintain an optimal level of arousal, although this level can vary based on the individual or the situation.

Humanistic Theory of Motivation

Humanistic theories of motivation are based on the idea that people also have strong cognitive reasons to perform various actions. This is famously illustrated in Abraham Maslow's hierarchy of needs, which presents different motivations at different levels. First, people are motivated to fulfill basic biological needs for food and shelter, as well as those of safety, love and esteem. Once the lower level needs have been met, the primary motivator becomes the need for self-actualization, or the desire to fulfill one's individual potential.