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Chapter 2 Influences on Employee Behavior

Werner

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Learning Objectives

Identify the major external and internal factors that influence employee behavior

State how a supervisor’s leadership and expectations for employees can affect their behavior

Recognize the impact that coworkers and organizations themselves have on employee behavior

Define motivation and describe the main approaches to understanding motivation at work

Goals of HRD

Ultimate objective is to improve organizational performance

Major focus of most HRD interventions is an effort to change employee behavior

Individual Performance is Multidimensional

Most HRD focuses on “Task Performance”

Behaviors central to doing one’s job

Organizational citizenship behaviors

Critical to organizational effectiveness

Not specific to any one task

*Model of Employee Behavior

*Major Categories Affecting Behavior

External forces

Outside the organization

State of economy/employment rate

Inside the work environment

Leadership

Coworkers

Outcomes of performance

Internal Forces

Within employee

Motivation

KSAs

External Influences

General state of economy

Government intrusion

Global and technology issues

In spite of excellent work and production, external influences can result in down-sizing to reduce costs

Supervisory Influences

Self-fulfilling prophecy

Supervisor's expectations can influence workers behavior

Leadership

Non-coercive influence to direct and coordinate the activities of a group toward accomplishing a goal

Rewards Structure

Focuses on:

Types of rewards used

How rewards are distributed

The criteria for rewards distribution

Job Design

Job design: The development and alteration of the components of a job to improve productivity and the quality of an a employee’s life

Altering the job may improve performance and attitudes

Influence of Coworkers

They may offer or withhold friendship and recognition

Group dynamics such as group thinking and social loafing

Group norms

Group Dynamic Characteristics

Groupthink—concerned with unanimity rather than making good decisions

Social Loafing—tendency for individuals to reduce level of effort as group becomes larger

Teamwork

Trust

Cohesiveness

Motivation

One of the basic elements of human behavior

“The success of many HRD programs depends in part on whether the individual is motivated to participate, learn, and use what is learned to improve performance.”

—Werner

Factors to Consider

Work motivation pertains to voluntary behavior

Motivation focuses on:

Energizing—The generation or mobilization of effort

Direction—Applying effort to one behavior over another

Persistence—Continuing (or ceasing) to perform a behavior

Motivation—The Need-Based Approach

Underlying needs, such as the needs for safety or power, drive motivation

Theories include:

Mazlow’s Needs Hierarchy

Alderfer’s Existence, Relatedness and Growth Theory

Herzberg’s Two-Factor Theory

Motivation—Cognitive Process Approach

Motivation is a process controlled by conscious thoughts, beliefs and judgments

Theories include:

Expectancy Theory

Goal-Setting Theory

Social Learning Theory

Equity Theory

Motivation—Non-Cognitive Approach

Motivation is explained as an interaction between behavior and external events without appealing to internal thoughts or needs

Theories include:

Reinforcement Theory

The Need Activation–Need Satisfaction Process

The Need-Based Approach—Mazlow’s Need Hierarchy

In Order of Importance

The items above must be satisfied before those below can be satisfied

The Need-Based Approach—Alderfer’s ERG Theory

Existence

Relatedness

Growth

Basically reduces Mazlow’s five to three items

Need-Based Approach May Not Be Enough to Explain Motivation

Weakness

Difficult to test and apply

However, some programs based on theories have been successful

Job enrichment

Achievement motivation

Cognitive Process Theories—Expectancy theory

Employees:

Believe they can perform successfully (high expectancy)

Believe are connected (high instrumentality) to outcomes they desire (high valence)

Believe will prevent (negative instrumentality) outcomes they want to avoid (negative valence)

Discussion

How can supervisors and HRD professionals use expectancy theory to increase employee’s motivation to attend the training program?

Employees will not attend HRD sessions unless

They will learn something

It will increase their job performance

They will be rewarded for their efforts

Cognitive Process Theories— Goal Setting Theory

Goals that are specific, difficult, and accepted by employees lead to better performance

Feedback enhances effectiveness of goal setting

Goals must be achievable

Goals can:

Mobilize employee effort

Direct their attention

Increase their persistence

Affect strategies used to accomplish a task

Cognitive Process Theories— Social Learning Theory

Outcome and self-efficacy expectations affect individual performance

An outcome expectation:

Person’s belief that performing a given behavior will lead to a given outcome

Self-efficacy:

People’s “judgement of the likelihood that he or she can successfully perform a particular task or activity.”

Activity: Test Your General Self-efficacy (Schwarzer & Jerusalem, 1995)

1 = Not at all true 2 = Hardly true 3 = Moderately true 4 = Exactly true

1 I can always manage to solve difficult problems if I try hard enough.

2 If someone opposes me, I can find the means and ways to get what I want.

3 It is easy for me to stick to my aims and accomplish my goals.

4 I am confident that I could deal efficiently with unexpected events.

5 Thanks to my resourcefulness, I know how to handle unforeseen situations.

6 I can solve most problems if I invest the necessary effort.

7 I can remain calm when facing difficulties because I can rely on my coping abilities.

8 When I am confronted with a problem, I can usually find several solutions.

9 If I am in trouble, I can usually think of a solution.

10 I can usually handle whatever comes my way.

From: http://userpage.fuberlin.de/~health/engscal.htm

Cognitive Process Theories—Equity Theory

Motivation is strongly influenced by:

People’s desire to be treated fairly

People determine fairness by comparing their relevant returns and contributions to those of others

Motivation is strongly influenced by:

People’s desire to be treated fairly

Perceptions about whether they have been treated fairly

People develop beliefs about what is fair for them to receive in exchange for the contributions that they make to the organization

Discussion

How does Equity Theory relate to HRD?

How to use Equity Theory to improve HRD outcome?

People who believe they have been treated unfairly (called inequity) will experience tension, and they will be motivated to find ways to reduce it

Reducing Feelings of Inequity

Cognitively distorting views of contributions or rewards (“She must be smarter than I thought.”)

Influencing the perceived rival to change his or her contributions or rewards (e.g., convincing the person to be less productive)

Changing one’s own contributions or rewards (either working harder or contributing less)

Comparing oneself to a different person leaving the situation (requesting a transfer or quitting)

Non-cognitive Theory— Reinforcement Theory

Based on “Law of Effect”

Behavior that is followed by a pleasurable consequence will occur more frequently—a process known as “reinforcement”

Behavior that is followed by an adverse consequence will occur less frequently

An example of reinforcement

Positive reinforcement refers to increasing the frequency of a behavior by following the behavior with a pleasurable consequence

Negative reinforcement increases the frequency of a behavior by removing something aversive after the behavior is performed

Extinction seeks to decrease the frequency of a behavior by removing the consequence that is reinforcing it

Punishment seeks to decrease the frequency of a behavior by introducing an aversive consequence immediately after the behavior

Attitudes

Second major influence on work behavior

Attitude: a person’s general feeling of favorableness or unfavorableness toward some stimulus object

of South-Western, a division of Cengage Learning.

How Does Attitude Influence Behavior?

The Behavioral Intentions Model:

A combination of attitudes with perceived social pressure to behave

in a certain manner influences an individual’s behavior

A combination of attitudes with perceived social pressure to behave in a certain manner influences an individual’s behavior

Knowledge, Skills, and Abilities (KSAs)

If employees lack the KSAs to perform a task or behavior, they will likely fail

Knowledge—an understanding of factors or principles related to a particular subject

Skills—combine abilities with capabilities that are developed as a result of training and experience

Abilities—general capacities related to the performance of a set of tasks

Discussion

Recall a time at work or school when you found it difficult to motivate yourself to complete a required task (such as starting a report or studying for an exam). Using two different motivation theories, explain why this lack of motivation may have occurred.

Think-Share Activity

Take 5 minutes to read through the note you received, think about your answers.

Share your answers with your group (each member has 1 minute to share).

Share your group responses with the class.

Economic

Conditions

Leadership

Performance

Expectations

Technological

Changes

Labor Market

Conditions

Factors in the External Environment

Supervision

Laws and

Regulations

Labor

Unions

Reward

Structures

Culture

Job Design

Organization

Motivation

Attitudes

Knowledge,

Skill, Ability

Employee

Norms

Group

Dynamics

Teamwork

Control Over

Outcomes

Coworkers

Task

Performance

Organizational

Citizenship

Behaviors

Behavior

Personal

Organizational

Outcomes

ProcessExample

Need is activated

Tension is created

Yes

Layoff announced;

Need for security

is activated

Tension expressed in

fear and worry

Improve performance?

Politics?

Job search?

Search for ways

to reduce tension

Performance improvement

leads management to

remove employee's

name from layoff list

Perform behaviors

to reduce tension

Fear and worry

significantly reduced

Tension eliminated

or significantly

reduced?

Need for security

satisfied

Need satisfied;

Need no longer

drives behavior

How likely is it that

I will reach my

performance goal?

Expectancy

Should I

exert effort?

How desirable or

undesirable are

these outcomes?

Valence

Will I receive various

outcomes if I reach

my performance goal?

Instrumentality

Beliefs about

behavior/outcome

relationships

Attitude

toward the

behavior

Beliefs about

group/society

norms

Perception

of norms

Perceived situational

or internal constraints

IntentionsBehavior