|FOUNDATIONS OF INDIVIDUAL BEHAVIOR |
|Biographical Characteristics |Notes: |
|Finding and analyzing the variables that have an impact on employee productivity, absence, turnover, and | |
|satisfaction is often complicated. | |
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|Other factors are more easily definable and readily available—data that can be obtained from an employee’s | |
|personnel file and would include characteristics such as: | |
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|Age | |
|Gender | |
|Marital status | |
|Length of service, etc. | |
|A. Age | |
|The relationship between age and job satisfaction and Job Performance">job performance is increasing in importance. | |
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|First, there is a widespread belief that job performance declines with increasing age. | |
|Second, the workforce is aging; workers over 55 are the fastest growing sector of the workforce. | |
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|Employers’ perceptions are mixed. | |
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|They see a number of positive qualities that older workers bring to their jobs, specifically experience, | |
|judgment, a strong work ethic, and commitment to quality. | |
|Older workers are also perceived as lacking flexibility and as being resistant to new technology. | |
|Some believe that the older you get, the less likely you are to quit your job. That conclusion is based on | |
The Essay on Describe the Major Trends and Forces That Are Changing the Marketing Landscape in This Age of Relationships?
Describe the major trends and forces that are changing the marketing landscape in this age of relationships? Dramatic changes in the marketplace are making companies rethink their marketing strategy, as it is becoming more challenging. The forces that are changing the marketing landscape can be described into five major factors: Changing economy: The great recession has caused many consumers to ...
|studies of the age-turnover relationship. | |
| |Notes: |
|It is tempting to assume that age is also inversely related to absenteeism. | |
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|Most studies do show an inverse relationship, but close examination finds that the age-absence relationship is | |
|partially a function of whether the absence is avoidable or unavoidable. | |
|In general, older employees have lower rates of avoidable absence. However, they have higher rates of | |
|unavoidable absence, probably due to their poorer health associated with aging and longer recovery periods when | |
|injured. | |
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|There is a widespread belief that productivity declines with age and that individual skills decay over time. | |
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|Reviews of the research find that age and job performance are unrelated. | |
|This seems to be true for almost all types of jobs, professional and nonprofessional. | |
The Essay on Immigrants Came In From Everywhere Women Americans Jobs African
During the late Nineteenth Century our country was going through an industrial change. With this change the status and contributions of women, african americans, native americans, and immigrants were also changing. Most of the changes were positive and were encouraged by most. As families became strapped for cash women were forced to work and were given jobs of somewhat decent pay and had an ...
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|The relationship between age and job satisfaction is mixed. | |
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|Most studies indicate a positive association between age and satisfaction, at least up to age 60. | |
|Other studies, however, have found a U-shaped relationship. When professional and nonprofessional employees are| |
|separated, satisfaction tends to continually increase among professionals as they age, whereas it falls among | |
|nonprofessionals during middle age and then rises again in the later years. | |
|B. Gender | |
|There are few, if any, important differences between men and women that will affect their job performance, | |
|including the areas of: | |
|Problem-solving | |
|Analytical skills | |
|Competitive drive | |
|Motivation | |
The Essay on Single Women Jobs Men Woman
Stay at Home Moms: Mothers were urged to stay at home. Married women with jobs were frowned upon because there husbands were not supporting them. Eight percent of men did not want their wives to work. Unless a woman was single or self-sufficient, she was supposed to be thrifty and resourceful homemaker. Most moms devoted on average more than 60 hours a week to make their homes as comfortable as ...
|Sociability | |
|Learning ability | |
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|Women are more willing to conform to authority, and men are more aggressive and more likely than women to have | |
|expectations of success, but those differences are minor. | |
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|There is no evidence indicating that an employee’s gender affects job satisfaction. | |
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|There is a difference between men and women in terms of preference for work schedules. | |
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|Mothers of preschool children are more likely to prefer part-time work, flexible work schedules, and | |
|telecommuting in order to accommodate their family responsibilities. | |
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The Essay on An Unsuitable Job For A Woman Two Detectives
While reading, An Unsuitable Job for a Woman, by P.D. James and Indemnity Only, by Sara Paretsky, one is given the opportunity to slip in to the life of a female private detective and experience the aspects of what occurs during the process of a murder investigation as seem through the eyes of two very independent women. P.D. Jamess character of Cordelia Gray and Sara Paretskys character of V.I. ...
|Absence and turnover rates | |
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|Women’s quit rates are similar to men’s. | |
|The research on absence consistently indicates that women have higher rates of absenteeism. | |
|The logical explanation: cultural expectation that has historically placed home and family responsibilities on | |
|the woman. | |
|C. Marital Status |Notes: |
|There are not enough studies to draw any conclusions about the effect of marital status on job productivity. | |
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|Research consistently indicates that married employees have fewer absences, undergo less turnover, and are more | |
|satisfied with their jobs than are their unmarried coworkers. | |
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|More research needs to be done on the other statuses besides single or married, such as divorce, domestic | |
|partnering, etc.. | |
|D. Tenure | |
The Term Paper on Employee Recognition and Performance
This paper reports the results from a natural ? eld experiment designed to investigate the causal effect of public recognition on employee performance. More than 300 employees worked on a three-hour data-entry task, where we randomized the unannounced provision of recognition after two hours of work. We ? d that recognition increases subsequent performance substantially, and particularly so when ...
|The issue of the impact of job seniority on job performance has been subject to misconceptions and speculations.| |
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|Extensive reviews of the seniority-productivity relationship have been conducted: | |
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|There is a positive relationship between tenure and job productivity. | |
|There is a negative relationship between tenure to absence. | |
|Tenure is also a potent variable in explaining turnover. | |
|Tenure has consistently been found to be negatively related to turnover and has been suggested as one of the | |
|single best predictors of turnover. | |
|The evidence indicates that tenure and satisfaction are positively related. | |
|E. Ability | |
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|Everyone has strengths and weaknesses in terms of ability in performing certain tasks or activities; the issue | |
|is knowing how people differ in abilities and using that knowledge to increase performance. | |
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|Ability refers to an individual’s capacity to perform the various tasks in a job. It is a current assessment of | |
|what one can do. | |
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|Individual overall abilities are made up of two sets of factors: intellectual and physical. | |
| Intellectual Abilities | |
|Intellectual abilities are those needed to perform mental activities. | |
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|IQ tests are designed to ascertain one’s general intellectual abilities. Examples of such tests are popular | |
|college admission tests such as the SAT, GMAT, and LSAT. | |
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|The seven most frequently cited dimensions making up intellectual abilities are: number aptitude, verbal | |
|comprehension, perceptual speed, inductive reasoning, deductive reasoning, spatial visualization, and memory | |
| |Notes: |
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|Jobs differ in the demands they place on incumbents to use their intellectual abilities. For example, the more | |
|information-processing demands that exist in a job, the more general intelligence and verbal abilities will be | |
|necessary to perform the job successfully. | |
| Physical Abilities | |
|Specific physical abilities gain importance in doing less skilled and more standardized jobs. | |
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|Research has identified nine basic abilities involved in the performance of physical tasks. | |
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|Individuals differ in the extent to which they have each of these abilities. | |
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|High employee performance is likely to be achieved when management matches the extent to which a job requires | |
|each of the nine abilities and the employees’ abilities. | |
|The Ability-Job Fit | |
|Employee performance is enhanced when there is a high ability-job fit. | |
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|The specific intellectual or physical abilities required depend on the ability requirements of the job. For | |
|example, pilots need strong spatial-visualization abilities. | |
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|When the fit is poor employees are likely to fail. | |
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|When the ability-job fit is out of sync because the employee has abilities that far exceed the requirements of | |
|the job, performance is likely to be adequate, but there will be organizational inefficiencies and possible | |
|declines in employee satisfaction. | |
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|Abilities significantly above those required can also reduce the employee’s job satisfaction when the employee’s| |
|desire to use his or her abilities is particularly strong and is frustrated by the limitations of the job. | |
