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SuitablePersonnel SelectionPersonnel DevelopmentRolesRequirements for the RoleRole CompetenceGuiding Process Regulation of NeedsGuiding Process PersonnelRole-Appropriate Behaviour

Role-Appropriate Behaviour

It is very important for organisations that their members have the psychological ability as a person not to confuse themselves with their role. Only in this way can they produce the role-appropriate behaviour. He who thinks that as a boss he is a better person than his employees, or that, because he is the boss, he can harass his female employees, draws inappropriate rights from an actual role to other roles. In the context of corruption and misuse of status the problem becomes more acute.

However, you can recognise from the frequent occurrence of this phenomenon that the incompetence of organisational members to behave appropriately is the gateway for interests-orientated communication: One promises the decision-maker personal advantages and thus one influences his decision. As the possibility exists for mixing up personal motivation with the role requirements, organisations, therefore, can hardly avoid a controlling supervision (compliance departments, anti-corruption systems, whistle blowing). The seducible nature of people is something that organisations consistently utilise for their own purposes (such as bonuses to encourage the employee to deliver their best). One must, therefore, be clear that without the extrinsic seducible nature of people, organisations would not be possible and that this is why role-appropriate behaviour will always need control.