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Werner & DeSimone (2006) 1
Influences on Employee BehaviorChapter 2
Werner & DeSimone (2006) 2
Learning Objectives• Identify the major external and internal factors that
influence employee behavior• Describe two primary types of outcomes that result from
behavior and tell how they may influence future behavior.• State how a supervisor’s leadership and expectations can
affect employee behavior• Recognize that impact that have on employee at co
workers and organizations themselves have on of employee behavior.
• Define motivation and describe the main approaches/theory to understanding motivation at work.
• Discuss how knowledge, skill, ability, and attitude influences employee behavior
Werner & DeSimone (2006) 3
A Major Purpose of Human Resource Development
To change employee behavior through training and other incentives
Werner & DeSimone (2006) 4
Model of Employee Behavior/factors/environment
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)
Werner & DeSimone (2006) 5
The External Environment
Werner & DeSimone (2006) 6
Factors in the External Environment
Economic conditionsTechnological changesLabor market conditionsLaws and regulationsLabor unions
Source: Heneman, Schwab, Fossum & Dyer (1989)
Werner & DeSimone (2006) 7
Factors in the Work Environment
Outcomes – result of E behaviorSupervision and leadershipOrganizationCoworkers
Werner & DeSimone (2006) 8
Influences on Employee Behavior
Factor IssuesOutcomes Types Effect on Motivation
Supervision Leadership Performance Expectations
Organization Reward Structure Organizational Culture Job Design
Coworkers Norms Group Dynamics Teamwork Control of Outcomes
Werner & DeSimone (2006) 9
Outcomes Can Influence Employee Behavior
Personal outcomesOrganizational 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.
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Supervisor CharacteristicsLeadershipPerformance expectations (Pygmalion effect)Evaluation of efforts
Werner & DeSimone (2006) 11
Organizational InfluencesReward structureOrganizational cultureJob design
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Coworker InfluenceNormsGroup dynamicsTeamworkControl over outcomes
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MotivationPsychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal-directed
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Motivation CharacteristicsPertains to voluntary behaviorFocuses on processes affecting behavior such as: Energizing of effort Direction of effort Persistence of effortAn individual phenomenon
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Energizing EffortThe generation or mobilization of effort
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Direction of EffortApplying effort to one behavior over another
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PersistenceContinuing (or ceasing) to perform a behavior
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Explanations of Work Motivation
Need-basedCognitive-basedNoncognitive-based
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Need-Based TheoriesUnderlying needs, such as needs for survival, safety, power, etc., are what drives motivation
Theories:Maslow’s hierarchy of needs theoryAlderfer’s existence, relatedness, and growth (ERG) theoryHerzberg’s two-factor theory
Werner & DeSimone (2006) 20
Need Activation-Need Satisfaction Process
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Maslow’s Hierarchy of Needs
Self-Actualization Needs
Esteem NeedsBelonging & Love Needs
Safety NeedsSurvival Needs
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Cognitive TheoriesExpectancy theoryGoal-setting theorySocial learning theoryEquity theory
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Expectancy TheoryMotivation is viewed as a conscious choicePeople put their efforts into actions they can perform to achieve desired outcomesThree key elements: Expectancy – expect effort to result in success Instrumentality – performance results in reward Valence – value individual puts on outcome
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Expectancy Theory
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Goal Setting TheorySpecific, difficult, and understood goals generally lead to higher performanceKeys to success are the level of difficulty and the clearness of goals
Werner & DeSimone (2006) 26
Social Learning TheorySelf-efficacy – judgment of what you think you can do with the skills you haveMajor 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
Werner & DeSimone (2006) 27
Self-Efficacy and Effort
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Equity TheoryMajor assumptions:
If you are treated fairly, you will keep working wellIf you think you are being treated unfairly, you will change your behavior in order to be treated fairly
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Equity Theory
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A Noncognitive TheoryReinforcement theory e.g., behavior modification
Werner & DeSimone (2006) 31
Complexity of Behavior
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Behavior ModificationPrinciples for controlling employee behavior:
Positive ReinforcementNegative ReinforcementExtinction – decrease occurrences by eliminating reinforcement that causes the behaviorPunishment – introduce an adverse consequence immediately after behavior
Werner & DeSimone (2006) 33
A Specific ExampleSleeping in Class:1. Warning2. Leave class and explain to the Assistant Dean why you were asked to leaveToo often – you are dropped from the class Question: Is this positive or negative reinforcement, and why?
Werner & DeSimone (2006) 34
Internal Factors That Influence Employee Behavior
MotivationAttitudesKnowledge, Skills and Abilities (KSAs)
Werner & DeSimone (2006) 35
AttitudesA person’s general feelings of favor or disfavor towards somethingFeelings towards a person, place, thing, event, or ideaTend to be VERY stable and hard to changeAttitudes are important in training – e.g., does the trainee intend to use the training or ignore it?
Werner & DeSimone (2006) 36
Knowledge, Skills and Abilities (KSAs)
Abilities – general capacities related to the performance of specific tasksSkills – combines abilities and capacities, generally the result of trainingKnowledge – understanding of the factors or principles related to a specific subjectHRD programs mostly focus on changing skills and knowledge