Performance = behaviour Pertemuan 2

1. Matakuliah : L0074/Psikologi Industri dan Organisasi 2 Tahun : 2008 Performance = behaviourPertemuan 2

2. BEHAVIOUR DRIVES PERFORMANCE • The thing that drives performance is behaviour – how you act. • The Oxford Dictionary defines behaviour as the way in which one acts or conducts oneself. • Behaviour are the actions you take and the decisions you make. BINA NUSANTARA

3. Performance is all about doing the right thing at the right time • High-level performance results from doing the right thing at the right time. BINA NUSANTARA

4. DIFFERENCE BETWEEN BEHAVIOUR AND PERSONALITY • Personality is what you are. Behaviour is what you do • What you do that makes a difference. No matter what the personality, results come from behaviour. BINA NUSANTARA

5. PERSONALITY IS A POOR PREDICTOR OF PERFORMANCE • Using MBTI to predict performance not worked. • The research about relationship between personality and behaviour by Walter Mischel, found < 10% variance in a person’s behaviour is explained by personality. • Personality is a very poor predictor of performance, because people are actually highly adaptable and flexible than personality types. BINA NUSANTARA

6. EXPERIMENT : Think of two jobs / activities you’ve had that very different from one another! (e.g : playing basketball & studying English) In each case write down the 3 things you did that made the greatest impact on your performance in the job. Were they the same three things in each case? BINA NUSANTARA

7. Understanding your personality is useful in that it gives you a sense of the range of behaviour with which you may be most comfortable. • Personality types often gives people an excuse not to adapt their behaviour to changing situations. BINA NUSANTARA

8. The effectiveness of any action depends on the situation. Discussion : Name 6 top political leaders / military leaders! Discuss if they have the same characteristics? Is there a universal list of “must dos” that unfailing result in high performance? BINA NUSANTARA

9. What determines whether any behaviour is effective or not is the situation in which it is applied. • Every job has its own set of particular behaviour demands. Therefore, to perform a role effectively you need to have a clear picture of the behaviour required by the role in order that you can do the right things. Behaviour Job demands Behaviour Job demands Behaviour Job demands Low Performance Moderate Performance High Performance BINA NUSANTARA

10. Performance improvement is about examining your current behaviour, recognizing what you need to do differently, entertaining new ideas, and consciously changing your behaviour to meet the changing requirements of your job. • It’s what every successful person in business does. • It’s what every top-class professional athlete does. • They know that failure to raise their performance means that the competition will beat them. BINA NUSANTARA

11. THE MOTIVATION TO CHANGE BEHAVIOUR • Decisions to change behaviour are based on one of two things : an image of potential or a feeling of pain. • The job, whatever it is, is changing continually. • Thorndike law of effect : behaviours followed by reward are strengthened, and behaviours followed by punishment are weakened  Behaviour is modified by its consequences. BINA NUSANTARA

12. Continuous performance improvement is focused on what you can do and what you can change. It is about things that are within your control. • Group don’t change, teams don’t change, company don’t change; individuals change. • Change occurs when individuals make personal decisions about behaving differently.

13. THE SCIENCE OF BEHAVIOUR CHANGE • Behaviour can be measured, because behaviour is observable. • Behaviour kinetics is a scientific approach to behaviour change, because it is able to perform the four essential functions of a science : to describe, explain, predict, and control.

14. BEHAVIOUR KINETICS BASED ON 7 PRINCIPLES: • Behaviour drives performance • The behaviour-performance link is job-specific. • The start point for change is acknowledgement of current behaviour. • The only true expert is the person who does the job. • Ownership of change is essential for success. • Change proceeds best form an AT (ask them) approach, not a TT (tell them) approach. • Successful behaviour change is based on observable, measurable data.

15. THE NEED FOR BEHAVIOURAL TECHNOLOGY • People need to have a clear, objective and accurate benchmark of their current behaviour upon which to build their strategy for performance improvement. • They need a clear and detailed behavioural map that guides them to change their behaviour in such a manner that improves performance results. • To achieved this, we need to apply behavioural technology BINA NUSANTARA

16. COMPETENCY • Definition : competencies are characteristics of the person that enable performance. Or Competencies are characteristics which drive outstanding performance in a given job, role or function. • Job competencies are always observable and measureable behaviours comprising part of a job. • Some industries define competencies differently. Mostly define competencies as knowledge, skills, or abilities a person need to do the job. BINA NUSANTARA

17. People in organization used competencies to help recruit, select, and manage their outstanding performer. • General competencies : competencies required to keep the job or get promotional. • The four general competences are: • - Meaning Competence • - Relation Competence • - Learning Competence • - Change Competence BINA NUSANTARA

18. COMPETENCE DEVELOPMENT • Novice • Experienced beginner • Practitioner • Knowledge practitioner • Expert • Virtuoso • Maestro BINA NUSANTARA

19. THE END BINA NUSANTARA