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Influences on Employee Behavior Department of Business and Management Universiti Brunei Darussalam A Major Purpose of Human Resource Development • To change employee behavior through training and other incentives Department of Business and Management Universiti Brunei Darussalam Model of Employee Behavior • Forces that influence behavior: – External to the employee: • External environment (economic conditions, laws and regulations, etc.) • Work environment (supervision, organization, coworkers, outcomes of performance) – Within the employee: • Motivation, attitudes, knowledge/skills/abilities (KSAs) Department of Business and Management Universiti Brunei Darussalam The External Environment Department of Business and Management Universiti Brunei Darussalam Factors in the External Environment • • • • • Economic conditions Technological changes Labor market conditions Laws and regulations Labor unions Source: Heneman, Schwab, Fossum & Dyer (1989) Department of Business and Management Universiti Brunei Darussalam Factors in the Work Environment • • • • Outcomes Supervision and leadership Organization Coworkers Department of Business and Management Universiti Brunei Darussalam Influences on Employee Behavior Factor Outcomes Issues Types Supervision Effect on Motivation Leadership Organization Coworkers Performance Expectations Reward Structure Organizational Culture Job Design Norms Group Dynamics Teamwork Control of Outcomes Department of Business and Management Universiti Brunei Darussalam Outcomes Can Influence Employee Behavior • Personal outcomes • Organizational outcomes – Both expectancy theory and equity theory predict that employee perceptions of the outcomes they receive (or hope to receive) influences their performance of that behavior. Department of Business and Management Universiti Brunei Darussalam Supervisor Characteristics • Leadership • Performance expectations (Pygmalion effect) • Evaluation of efforts Department of Business and Management Universiti Brunei Darussalam Organizational Influences • Reward structure • Organizational culture • Job design Department of Business and Management Universiti Brunei Darussalam Coworker Influence • • • • Norms Group dynamics Teamwork Control over outcomes Department of Business and Management Universiti Brunei Darussalam Motivation • Psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal-directed Department of Business and Management Universiti Brunei Darussalam Motivation Characteristics • Pertains to voluntary behavior • Focuses on processes affecting behavior such as: – Energizing of effort – Direction of effort – Persistence of effort • An individual phenomenon Department of Business and Management Universiti Brunei Darussalam Energizing Effort • The generation or mobilization of effort Department of Business and Management Universiti Brunei Darussalam Direction of Effort • Applying effort to one behavior over another Department of Business and Management Universiti Brunei Darussalam Persistence • Continuing (or ceasing) to perform a behavior Department of Business and Management Universiti Brunei Darussalam Explanations of Work Motivation • Need-based • Cognitive-based • Noncognitive-based Department of Business and Management Universiti Brunei Darussalam Need-Based Theories • Underlying needs, such as needs for survival, safety, power, etc., are what drives motivation Theories: • Maslow’s hierarchy of needs theory • Alderfer’s existence, relatedness, and growth (ERG) theory • Herzberg’s two-factor theory Department of Business and Management Universiti Brunei Darussalam Need Activation-Need Satisfaction Process Department of Business and Management Universiti Brunei Darussalam Maslow’s Hierarchy of Needs Self-Actualization Needs Esteem Needs Belonging & Love Needs Safety Needs Survival Needs Department of Business and Management Universiti Brunei Darussalam Cognitive Theories • • • • Expectancy theory Goal-setting theory Social learning theory Equity theory Department of Business and Management Universiti Brunei Darussalam Expectancy Theory • Motivation is viewed as a conscious choice • People put their efforts into actions they can perform to achieve desired outcomes • Three key elements: – Expectancy – expect effort to result in success – Instrumentality – performance results in reward – Valence – value individual puts on outcome Department of Business and Management Universiti Brunei Darussalam Expectancy Theory Department of Business and Management Universiti Brunei Darussalam In Other Words… • • • • You believe you can do it You believe your performance is linked to the results You believe that the results are worth the effort You won’t do it if you don’t believe it’s worth the effort Department of Business and Management Universiti Brunei Darussalam Goal Setting Theory • Specific, difficult, and understood goals generally lead to higher performance • Keys to success are the level of difficulty and the clearness of goals Department of Business and Management Universiti Brunei Darussalam Social Learning Theory • Self-efficacy – judgment of what you think you can do with the skills you have • Major prediction of the theory is that expectations determine: – Whether a behavior will be performed – How much effort will be expended – How long you will perform the behavior Department of Business and Management Universiti Brunei Darussalam Self-Efficacy and Effort Department of Business and Management Universiti Brunei Darussalam Equity Theory Major assumptions: • If you are treated fairly, you will keep working well • If you think you are being treated unfairly, you will change your behavior in order to be treated fairly Department of Business and Management Universiti Brunei Darussalam Equity Theory Department of Business and Management Universiti Brunei Darussalam A Noncognitive Theory • Reinforcement theory – e.g., behavior modification Department of Business and Management Universiti Brunei Darussalam Complexity of Behavior Department of Business and Management Universiti Brunei Darussalam Behavior Modification Principles for controlling employee behavior: • Positive Reinforcement • Negative Reinforcement • Extinction – decrease occurrences by eliminating reinforcement that causes the behavior • Punishment – introduce an adverse consequence immediately after behavior Department of Business and Management Universiti Brunei Darussalam A Specific Example • Sleeping in Class: • 1. Warning • 2. Leave class and explain to the Assistant Dean why you were asked to leave • Too often – you are dropped from the class • Question: Is this positive or negative reinforcement, and why? Department of Business and Management Universiti Brunei Darussalam Other Internal Factors That Influence Employee Behavior • Motivation • Attitudes • Knowledge, Skills and Abilities (KSAs) Department of Business and Management Universiti Brunei Darussalam Wagner-Hollenbeck Model of Motivation and Performance By permission: Wagner III and Hollenbeck, 1995 Department of Business and Management Universiti Brunei Darussalam Attitudes • A person’s general feelings of favor or disfavor towards something • Feelings towards a person, place, thing, event, or idea • Tend to be VERY stable and hard to change • Attitudes are important in training – e.g., does the trainee intend to use the training or ignore it? Department of Business and Management Universiti Brunei Darussalam Knowledge, Skills and Abilities (KSAs) • Abilities – general capacities related to the performance of specific tasks • Skills – combines abilities and capacities, generally the result of training • Knowledge – understanding of the factors or principles related to a specific subject • HRD programs mostly focus on changing skills and knowledge Department of Business and Management Universiti Brunei Darussalam Bloom’s Taxonomy Bloom • Cognitive • Psychomotor • Affective HRD • Knowledge • Skills/Abilities • Attitudes Department of Business and Management Universiti Brunei Darussalam Summary • HRD generally seeks to change human behavior (some efforts to change attitudes) • Behavior is influenced by both external and internal factors • Worker motivation is the key • We can work on knowledge, skills and abilities • Attitudes are often where the problem lies Department of Business and Management Universiti Brunei Darussalam