Transcript Document

Influences on Employee
Behavior
Chapter 5
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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Session Objectives
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Identify the major factors influencing
behavior.
Define motivation.
Describe main approaches to
understanding motivation.
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
2
A Major Purpose of Human
Resource Development
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To change employee behavior through
training and other incentives.
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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Model of Employee Behavior
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Forces that influence behavior:
External to the employee:
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External environment (economic conditions, laws
and regulations, etc.)
Work environment (supervision, organization,
coworkers, outcomes of performance)
Within the employee:
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Motivation, attitudes, knowledge/skills/abilities
(KSAs)
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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Factors in the External
Environment
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Economic conditions
Technological changes
Labor market conditions
Laws and regulations
Labor unions
Source: Heneman, Schwab, Fossum & Dyer (1989)
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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Factors in the Work
Environment
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Outcomes
Supervision and leadership
Organization
Coworkers
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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Outcomes Can Influence
Employee Behavior
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Personal outcomes
Organizational outcomes
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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.
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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Supervisor Characteristics
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Leadership
Performance expectations (Pygmalion
effect)
Evaluation of efforts
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
8
Organizational Influences
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Reward structure
Organizational culture
Job design
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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Coworker Influence
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Norms
Group dynamics
Teamwork
Control over outcomes
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
10
Motivation
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Psychological processes that cause
the arousal, direction, and
persistence of voluntary actions that
are goal-directed.
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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Motivation Characteristics
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Pertains to voluntary behavior.
Focuses on processes affecting
behavior such as:
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Arousal or energizing of effort
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Direction of effort
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Persistence of effort
An individual phenomenon.
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
12
Arousal or Energizing Effort
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The generation or mobilization of effort.
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
13
Direction of Effort
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Applying effort to one behavior over
another.
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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Persistence
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Continuing (or ceasing) to perform a
behavior.
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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Explanations of Work
Motivation
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Need-based
Cognitive-based
Noncognitive-based
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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Need-Based Theories
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Underlying needs,
such as needs for
survival, safety,
power, etc., are
what drives
motivation.
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Theories:
 Maslow’s hierarchy
of needs theory
 Alderfer’s existence,
relatedness and
growth (ERG) theory
 Herzberg’s twofactor theory
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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Cognitive Theories
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Expectancy theory
Goal-setting theory
Social learning theory
Equity theory
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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Expectancy Theory
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Motivation is viewed as a conscious choice.
People put their efforts into actions they can
perform to achieve desired outcomes.
Three key elements:
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Expectancy – Expect effort to result in success
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Instrumentality – Performance results in
reward
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Valence – Value individual puts on outcome
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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In Other Words…
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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.
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
20
Goal Setting Theory
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Specific, difficult and understood goals
generally lead to higher performance.
Keys to success are the level of difficulty and
the clearness of goals.
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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Social Learning Theory
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Self-efficacy – Judgment of what you
think you can do with the skills you
have.
Major prediction of the theory is that
expectations determine:
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Whether a behavior will be performed
How much effort will be expended
How long you will perform the behavior
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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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.
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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A Noncognitive Theory
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Reinforcement theory
 e.g., Behavior Modification
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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Behavior Modification
Principles for controlling employee behavior:
 Positive Reinforcement
 Negative Reinforcement
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Extinction – decrease occurrences by
eliminating reinforcement that causes the
behavior.
Punishment – Introduce an adverse
consequence immediately after behavior.
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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A Specific Example
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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?
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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Other Internal Factors That
Influence Employee Behavior
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Motivation
Attitudes
Knowledge, Skills and Abilities (KSAs)
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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Attitudes
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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?
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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Knowledge, Skills and Abilities
(KSAs)
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Abilities: general capacity 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.
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
29
Bloom’s Taxonomy
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Bloom
Cognitive
Psychomotor
Affective
7/21/2015
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HRD
Knowledge
Skills
Attitudes
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
30
Maslow’s Hierarchy of Needs
Self-Actualization Needs
Esteem Needs
Belonging & Love Needs
Safety Needs
Survival Needs
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
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Summary
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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.
7/21/2015
HRDe3 CH-2 Contributed by Wells
Doty, Ed.D., Clemson Univ.
32