MHR 405 Lecture Notes - Lecture 2: Presenteeism, Job Performance, Proactivity

• School: Ryerson University
• Department: Human Resources
• Course: MHR 405
• Professor: Robin Church

Document Summary

Employee motivation: i(cid:374)ter(cid:374)al for(cid:272)es that affe(cid:272)t a perso(cid:374)"s (cid:448)olu(cid:374)tar(cid:455) (cid:272)hoi(cid:272)e of (cid:271)eha(cid:448)iour. Employee ability: aptitudes and learned capabilities required to successfully complete a task. Role perceptions: understand the job duties expected of us. Situational factors: e(cid:374)(cid:448)iro(cid:374)(cid:373)e(cid:374)tal (cid:272)o(cid:374)ditio(cid:374)s (cid:271)e(cid:455)o(cid:374)d the i(cid:374)di(cid:448)idual"s short-term control that constrain or facilitate behaviour. Goal-dire(cid:272)ted (cid:271)eha(cid:448)iours u(cid:374)der the i(cid:374)di(cid:448)idual"s (cid:272)o(cid:374)trol that support orga(cid:374)izational objectives. Working with people, data, things, and ideas. Cooperation and helpfulness to coworkers and organization that support the work context. Some ocbs may be employment requirement (not all discretionary) Voluntary behaviours that have the potential to directly or indirectly harm the organization. Forming the employment relationship and staying with the organization. Absences due to situation (weather), motivation (avoiding stressful workplace) Presenteeism atte(cid:374)di(cid:374)g s(cid:272)heduled (cid:449)ork (cid:449)he(cid:374) o(cid:374)e"s (cid:272)apa(cid:272)it(cid:455) to perfor(cid:373) is sig(cid:374)ifi(cid:272)a(cid:374)tl(cid:455) diminished by illness or other factors. What we ought to do in the situation. Direct our motivation, potentially decisions and behaviour. Openness to change motivation to pursue innovative ways.