OrganizationalBehavior and the Individual
OrganizationalBehavior and the Individual
TheMARS Model is very vital in St. Paul`s Hospital Division ofCardiology as they influence the behavior and performance ofpersonnel in the institution significantly. If any of the four modelsis low in the organization, the result would be poor performance. Inmotivation, it involves the inner forces within oneself thatinfluences the direction, intensity and persistence in St. Paul`sHospital Division of Cardiology. Motivation gives a sense of what onestrives to achieve at any given time and gives the urge to finish atask on time, arrive at work early enough to meet a target(Schermerhorn, pg 35, 2012). More so, motivation gives intensitywhich determines the amount of effort put to achieve a goal as wellas persistence that helps one to either sustain the effort to reach agoal or give up along the way.
RolePerceptions and Abilities
Personalabilities influence the behaviors and task performance of St. Paul`sHospital Division of Cardiology personnel. Ability entails both theacquired and natural skills required to complete a task successfully.The acquired and natural abilities are related to personal competencethat helps one have superior performance. Despite motivation andability influencing personal behavior and performance in Paul`sHospital Division of Cardiology, there is a need for accurate roleperception for people to perform well in their job. Role perceptionis the extent an individual understands the duties assigned tohim/her. Role perceptions are important as they guide personnel’sdirection of effort and help in creating proper coordination withfellow workers and stakeholders. It helps employees in theorganization to know what they need to do in their capacity toachieve the goals of the organization.
Similarly,situational factors influence personal behavior and individual workresult in St. Paul`s Hospital Division of Cardiology. The performanceand behavior of an employee in the institution highly depend on how asituation supports or hinders their task goals. Situational factorsentail conditions beyond the immediate personnel control thatfacilitate or constrain behavior and performance (Schermerhorn, pg29, 2012). There are situational factors that result from theexternal environments such as economic conditions and consumerpreferences. However, other situational factors such as workfacilities, people, time and budget are under the control ofstakeholders of the hospital. It is, therefore necessary for allparties concerned in the hospital to carefully plan and arrange suchconditions to enable employees in the hospital achieve theirperformance potential.
EthicalCodes and Behaviors
Ethicalcodes of St. Paul’s Hospital Division of Cardiology sets principlesand values which the hospital personnel uses in governing theiractivities and decisions (McShane& Von Glinow pg 36 2016).The ethical philosophy St. Paul’s Hospital Division of Cardiologyuses to conduct its business has a great impact on the reputation andproductivity of the hospital. Leaders in the hospital use leadershipethics to manage employees in the hospital. Such ethics have higheffects on morale and loyalty of personnel in the hospital. Whenleaders observe high levels of ethical standard, the personnel in thehospital feel encouraged to maintain such high ethical standardswhich in turn improves the hospital’s reputation.
Ethicalbehaviors among employees in the hospital ensure that the personneldo their work diligently with honesty and integrity. Ethicalpersonnel maintains standards for quality in their duties which helpsin improving the reputation of the hospital. The hospital alsoencourages employee morale and organizational performance throughcreating ethical organizational culture. This is done by rewardingpersonnel who observes high levels of values and integrity and takingstrict disciplinary measures to those who violate the hospitalstandards and ethics (Schermerhorn, pg 67, 2012). A positive andhealthy institution culture raises the morale of employees in St.Paul`s Hospital Division of Cardiology which in turn improvesproductivity and reputation of the hospital.
Schermerhorn,J. R. (2012). Organizationalbehavior.Hoboken, NJ: Wiley.
McShane,S., & Von Glinow, M. (2016). Organizational behavior (3rd ed.).New York: McGraw Hill Education.