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FourdriversofindividualbehaviorsandThreewaystomatchindividualcompetenciestojobFivetypesofindividualbehaviorsinMARSModel:highlightthefourfactorsthatinfluenceemployee'svoluntarybehaviorandperformance--motivation,ability,roleperception,andsituationalfactorsThefourfactorshaveacombinedeffectonindividualperformance.anyweakens,employeeperformancewillEmployeeDefinition:the switha thataffectshisorherdirection,intensity,andpersistenceofvoluntarybehavior.direction:reflectthefactthatpeoplehavechoicesaboutwheretheyputtheireffort(体现人们努力的方向)intensity：theamountofeffortallocatedtothegoal代表努力的程度persistence：continuetheeffortforacertainamountoftime对于努力的坚 ludesnaturalaptitudesandlearnednaturalaptitudes:thenaturaltalentsthathelpemployeeslearn morequicklyandperformthembetter帮助员工完成工作或表现更好的天learnedcapabilities：skillandknowledgeyouhaveactually physicalandmentalskillsandknowledgeyouacquireandstoreforlateremployeecompetence：thecombinationofskills,knowledge,aptitude,values,drives,andotherunderlyingalcharacteristics假设人能力一样（错误的-jobSelectapplicantswhoseexistingcompetenciesbestfittherequiredtask第一Providetraining第二种方法是通过训练使员工拥有需要的能力Redesignjobssoemployeesareonlygiventaskswithintheircapabilities第RoleperceptionsSituational ludeconditionsbeyondtheemployee’simmediatecontrolthatconstrainorfacilitatetheirbehaviorandperformance除了以上说的，雇员不会好好Othersituationalfactorstimepeople,budgetphysicalwork时间，人员，预算等 的因素FivetypesofindividualbehaviorsinRefertothegoal-directedbehaviorsundertheindividual’scontrolthatsupportorganizationalobjectives.Taskperformancebehaviorstransformrawmaterialsintogoodsservicesorsupportandmaintaintechnicalactivities将原材料转化成物Theyperformbeyondtaskperformancestandardsorexpectations,theywillgoaextrastep员工会做超出他们的工作标准以外的事，会无私的帮助同事，减少Voluntarybehaviorsthathavethepotentialtodirectlyorindirectlyharmtheorganization一些有意行为会直接或间接危害到企业。Fivecategories:abuseofothers(insultsandnastycomments),(threateningharm),workavoidance(tardiness),worksabotage(， orrectly),overacts(theft)包括对他人的工作，JoiningandstayingwiththeshortageofqualifiedtruckdriversatContractFreightersinJoplin,hosarehardtofindenoughstaffintheretainingvaluedemployeesisacriticalknowledgemanagementstrategy.butmanyemployeesdon'tnstayingwiththeircurrenteployerveryJobsatisfaction: ’sevaluationofhisorherjobandworkThemaauseofturnoverislowjobShockevents:boss’sunfairdecision, episodewithaco-worker→employeeswillcreateastrongemotiontofindananotherjobMaintainingworkAbsenteeismhasvarietyConditionsbeyondemployee’scontrol:storm,ca