M

AR
Model
Dennish Chand
s11101278
of
Lautoka Campus

Behavio
S r
In the 21st century, competition in the business sector is at a
persistent increasing rate. Many companies have now begun
considerating an approach to understanding employee behaviour to
maintain and/or rise productivity level. MARS model of behaviour is
a systematic model that evaluates internal and external factors of a
particular employee and the resulting data can be useful in deciding
how a particular employee can execute to their maximum
capabilities. MARS is an acronym used for Motivation, Abilities, Role
Perception, and Situational Factors. This essay will discuss each of
the four major elements that determine the MARS model of
behaviour and how it can be implemented with examples relating to
Pacific Island Countries.
The first element of MARS model is Motivation. This can be further
broken down into 3 elements; direction, intensity and persistence.
[ CITATION Ind19 \l 1033 ] Directional motivation is the fact that an employee
will decide where they would like to invest their effort. For example,
companies set target goals for sales reps and if the goal is reached
sales reps are rewarded with bonus payouts. This brings us to the
second element; intensity, this is the amount of effort that will be
put out by an employee to complete a given task in consideration of
the target reward. Continuing with the same example, the sales rep
will with all their effort and will try to reach target goals and attain
the bonus payouts. The final element; persistence, this is the state
when an employee will maintain their effort for a certain amount of
time. The sales rep will continue striving towards target goals. Having
a better understanding of how employee motivation can be used to
help maintain or increase productivity levels.
Besides, the highest motivated employee will continue to disappoint
with their work out put if they do not have the necessary skills and
abilities to execute their job description. An employees’ ability to
effectively execute tasks will be dependent on the natural aptitudes
and learned capabilities. [ CITATION Kat17 \l 1033 ] Natural aptitudes are
pre-existing abilities that would assist an employee to learn and
perform tasks swiftly. For example, many hotels and resorts keep
joyous staff stationed at front counter to meet and greet customers.
Learned capabilities on the other hand are the skills and knowledge
an employee would have acquired through their lives. Consider a
ticketing counter at a hotel which sells rooms and activities,
employers appoint a staff who has experience with sales and
marketing to ensure that maximum information is relayed to the
customer.
Often management try and match employee ability with the job
requirements. Most common steps include selecting the best fit
applicants, training employees for knowledge and skill-based
developments, and redesigning jobs that can be best suited to
employees. Having a clear understanding of employee abilities will
eventually help companies station the best suited employee for the
job.
Furthermore, an employees’ belief on how effectively they can
perform a task given to them is defined as role perception. Above we
have discussed how motivational factors and specific task abilities
helps an employee to execute given tasks, for an employee to
perform tasks effectively they must be made aware of the specific
roles they have been assigned to. [ CITATION Lim15 \l 1033 ] For example,
organizations have different departments to handle different aspects
of the business. Each department then has specific roles and
responsibilities assigned to each employee, this ensures that work is
evenly distributed and tasks are executed under effective time and
considering quality at the same time. Embarking on the priority of
designated tasks, each employee must have a clear understanding on
the task’s priority. This helps employees work out a timeline as to
when tasks should be finished. Using the same example as above,
department heads often conduct Work-In-Progress meetings that
focuses on how important tasks given to the department are. This
allows the employees to maintain a tracker to track their work and
submit in due time. For better operational practices, employees must
develop an understanding of the ideal behaviour expected by
department heads. Again, elaborating on the example used above,
employees of each department should gather an idea on how tasks
assigned to them must be executed. A payable clerk must collect
necessary information to file before handing out payments, while a
marketing employee should perform analysis before introducing any
new product. Role perception element of the MARS model is an
employee’s understanding on how tasks given to them must be
executed. Its should give employees an understanding to what tasks
are expected out of them, the importance of each task and basically
how to execute the tasks.
Moreover, an employees’ ability to withstand expected behaviour
and performance can be linked to external factors. These factors are
classified as Situational factors and consists of conditions that are
mainly beyond an employees control. [ CITATION Rau17 \l 1033 ] There are
various factors that include time, people, budget, physical work
facilities and economic conditions.[ CITATION Kat17 \l 1033 ] For example a
marketing officer in a growing business would face economic
constrains on growing a business due to the lack revenue the new
business obtains. Another common example would be at universities
where lecturers face difficulties with large number of students in
their classes. To guarantee the efficiency levels are maintained,
employees must be given a realistic timeline to complete tasks,
employees with get-along features must be grouped, adequate
budget should be provided, and all relevant resources should be
present for the task to be executed efficiently.
To conclude, the introduction of behaviour understanding at
companies is used to ensure that tasks are executed efficiently.
Efficiency is only reached once all four elements of MARS behaviour
model is used to understand employees. The four main elements of
MARS behaviour model include Motivation, Abilities, Role perception
and Situational factors. Implementing a successful system of MARS
model, each element is vital and must be thoroughly made use of.

Works Cited
Bourassa, D. (2007). MARS Model of Individual Behavior and Results. Ezine Articles.

Chang, K. (2017, 07 17). MARS Model.

Individual & Group behaviour study. (2019). Retrieved from tutorials point:
https://www.tutorialspoint.com/individual_and_group_behavior/mars_model_individual_b
ehavior

Lima, C., & Canbarro, D. (2015). Role Perception in the organizational behaviour for the
organizational innovation accord. Scholedge Internatinoal Jourmal of Managment &
Development, 3.

Rauthmann, J. (2017, July). Research Gate. Retrieved from Situational Factors:

https://www.researchgate.net/publication/318419421_Situational_Factors