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FourdriversofindividualbehaviorsandThreewaystomatchindividualcompetenciestojobFivetypesofindividualbehaviorsinMARSModel:highlightthefourfactorsthatinfluenceemployee'svoluntarybehaviorandperformance--motivation,ability,roleperception,andsituationalfactorsThefourfactorshaveacombinedeffectonindividualperformance.anyweakens,employeeperformancewillEmployeeDefinition:the switha thataffectshisorherdirection,intensity,andpersistenceofvoluntarybehavior.direction:reflectthefactthatpeoplehavechoicesaboutwheretheyputtheireffort(體現(xiàn)人們努力的方向)intensity：theamountofeffortallocatedtothegoal代表努力的程度persistence：continuetheeffortforacertainamountoftime對于努力的堅 ludesnaturalaptitudesandlearnednaturalaptitudes:thenaturaltalentsthathelpemployeeslearn morequicklyandperformthembetter幫助員工完成工作或表現(xiàn)更好的天learnedcapabilities：skillandknowledgeyouhaveactually physicalandmentalskillsandknowledgeyouacquireandstoreforlateremployeecompetence：thecombinationofskills,knowledge,aptitude,values,drives,andotherunderlyingalcharacteristics假設(shè)人能力一樣（錯誤的-jobSelectapplicantswhoseexistingcompetenciesbestfittherequiredtask第一Providetraining第二種方法是通過訓練使員工擁有需要的能力Redesignjobssoemployeesareonlygiventaskswithintheircapabilities第RoleperceptionsSituational ludeconditionsbeyondtheemployee’simmediatecontrolthatconstrainorfacilitatetheirbehaviorandperformance除了以上說的，雇員不會好好Othersituationalfactorstimepeople,budgetphysicalwork時間，人員，預算等 的因素FivetypesofindividualbehaviorsinRefertothegoal-directedbehaviorsundertheindividual’scontrolthatsupportorganizationalobjectives.Taskperformancebehaviorstransformrawmaterialsintogoodsservicesorsupportandmaintaintechnicalactivities將原材料轉(zhuǎn)化成物Theyperformbeyondtaskperformancestandardsorexpectations,theywillgoaextrastep員工會做超出他們的工作標準以外的事，會無私的幫助同事，減少Voluntarybehaviorsthathavethepotentialtodirectlyorindirectlyharmtheorganization一些有意行為會直接或間接危害到企業(yè)。Fivecategories:abuseofothers(insultsandnastycomments),(threateningharm),workavoidance(tardiness),worksabotage(， orrectly),overacts(theft)包括對他人的工作，JoiningandstayingwiththeshortageofqualifiedtruckdriversatContractFreightersinJoplin,hosarehardtofindenoughstaffintheretainingvaluedemployeesisacriticalknowledgemanagementstrategy.butmanyemployeesdon'tnstayingwiththeircurrenteployerveryJobsatisfaction: ’sevaluationofhisorherjobandworkThemaauseofturnoverislowjobShockevents:boss’sunfairdecision, episodewithaco-worker→employeeswillcreateastrongemotiontofindananotherjobMaintainingworkAbsenteeismhasvarietyConditionsbeyondemployee’scontrol:storm,ca