Human Behaviour and Its Causation

Human Behaviour and Its Causation

Introduction

·       Human behaviour refers to the range of actions, reactions, and interactions of individuals in response to internal and external stimuli.

·       It is shaped by a combination of biological, psychological, social, cultural, and organizational forces.

·       Understanding behaviour and its causation is crucial in fields such as psychology, sociology, management, and healthcare administration, as it helps in predicting, influencing, and managing human actions effectively.

Factors Influencing Human Behaviour

1. Personal / Biographical Factors

• Age – Behaviour and needs change with age (youth = ambition, energy; middle age = stability, responsibility; old age = security, health).
• Gender – Influences perceptions, social roles, and workplace behaviour.
• Education & Skills – Higher education and technical skills impact decision-making, adaptability, and problem-solving.
• Marital/Family Status – Family responsibilities, social support, or conflicts affect work–life balance and behaviour.
• Personality Traits – Characteristics like introversion/extroversion, emotional stability, agreeableness shape interactions.
• Health Condition – Physical or mental health strongly influences mood, motivation, and performance.
• Experience – Past experiences, both positive and negative, create attitudes, biases, and learning patterns.

2. Psychological Factors

• Perception – The way an individual interprets information affects responses (two people may perceive the same situation differently).
• Attitudes & Beliefs – Deep-rooted convictions shape opinions and behaviour (e.g., trust in leadership, views on teamwork).
• Motivation – Drives actions (Maslow’s hierarchy: physiological → safety → social → esteem → self-actualization).
• Learning – Behaviour is shaped by reinforcement, observation, and experience.
• Emotions – Positive emotions (joy, enthusiasm) enhance productivity, while negative emotions (anger, anxiety) hinder it.
• Personality – Determines consistency in behaviour patterns across situations (e.g., conscientious = disciplined work behaviour).

3. Environmental Factors

• Family & Social Background – Early upbringing, parental influence, peer groups.
• Cultural Influences – Traditions, values, norms, and collective practices (individualism vs collectivism).
• Economic Conditions – Income levels, financial security, poverty, unemployment, economic inequality.
• Educational Environment – Type and quality of schooling/learning opportunities.
• Technology & Media – Exposure to digital tools, social media, and information availability.
• Political & Legal Systems – Law, order, rights, and policies influencing personal security and workplace norms.
• Community & Religion – Provides values, ethics, support systems, and behavioural guidelines.

4. Organizational Factors

• Organizational Structure – Hierarchical vs flat structures affect autonomy and communication.
• Leadership Style – Autocratic, democratic, or transformational leadership influences morale and cooperation.
• Work Culture & Climate – Norms, values, and shared beliefs guide employee behaviour.
• Job Design – Clarity of roles, job enrichment, autonomy affect motivation and satisfaction.
• Reward & Recognition Systems – Pay, promotions, incentives, appreciation influence performance.
• Group Dynamics – Peer pressure, teamwork, collaboration, conflict, competition.
• Policies & Rules – Formal systems of control and accountability.

Models of Man (Human Behavioural Models)

These models are conceptual frameworks that explain human behaviour from different perspectives:

1. Rational Man Model

• Assumes humans are logical, objective, and capable of making rational decisions.
• Behaviour is based on reasoning, facts, and analysis.
• Common in classical management theories (Taylor’s Scientific Management).
• Limitation: In reality, emotions, biases, and incomplete information affect decision-making.

2. Economic Man Model

• Man is motivated mainly by economic rewards (money, material benefits).
• Work behaviour is explained by cost–benefit analysis.
• Popular during early industrialization where wages were the primary motivator.
• Limitation: Ignores social, emotional, and self-actualizing needs.

3. Self-Actualizing Man Model

• Based on Maslow’s hierarchy of needs.
• Humans seek growth, creativity, and realization of potential beyond basic needs.
• Employees look for meaningful work, responsibility, and opportunities for development.
• Seen in human relations and human resource management theories.

4. Complex Man Model

• Recognizes that human behaviour is multi-dimensional, situational, and ever-changing.
• No single factor explains behaviour; motives shift with time, culture, and context.
• Managers must adapt strategies depending on the person and situation.
• This is the most realistic model in modern organizations.

5. Social Man Model

• Behaviour is strongly influenced by social relationships, group belongingness, and interpersonal needs.
• Humans desire acceptance, recognition, and affiliation.
• Found in Elton Mayo’s Hawthorne Studies, emphasizing teamwork and informal groups.
• Explains why employees may value social satisfaction even over monetary benefits.

6. Organizational Man Model

• Man is shaped by organizational culture, structure, and systems.
• Behaviour aligns with organizational roles, policies, and collective goals.
• Employees sacrifice some individuality to conform to organizational expectations.
• Seen in bureaucratic and modern corporate settings.

Video Description

·        Don’t forget to do these things if you get benefitted from this article

·        Visit our Let’s contribute page https://keedainformation.blogspot.com/p/lets-contribute.html

·        Follow our page

·        Like & comment on our post

·