04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

1

Influences on Employee Behavior

Chapter 5

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

2

Session Objectives Identify the major factors

influencing behavior. Define motivation. Describe main approaches to

understanding motivation.

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

3

A Major Purpose of Human Resource Development To change employee behavior

through training and other incentives.

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

4

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)

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

5

Factors in the External Environment Economic conditions Technological changes Labor market conditions Laws and regulations Labor unions

Source: Heneman, Schwab, Fossum & Dyer (1989)

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

6

Factors in the Work Environment Outcomes Supervision and leadership Organization Coworkers

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

7

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.

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

8

Supervisor Characteristics Leadership Performance expectations

(Pygmalion effect) Evaluation of efforts

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

9

Organizational Influences Reward structure Organizational culture Job design

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

10

Coworker Influence Norms Group dynamics Teamwork Control over outcomes

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

11

Motivation Psychological processes that

cause the arousal, direction, and persistence of voluntary actions that are goal-directed.

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

12

Motivation Characteristics Pertains to voluntary behavior. Focuses on processes affecting

behavior such as: Arousal or energizing of effort Direction of effort Persistence of effort

An individual phenomenon.

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

13

Arousal or Energizing Effort

The generation or mobilization of effort.

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

14

Direction of Effort Applying effort to one behavior

over another.

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

15

Persistence Continuing (or ceasing) to perform

a behavior.

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

16

Explanations of Work Motivation Need-based Cognitive-based Noncognitive-based

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

17

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

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

18

Cognitive Theories Expectancy theory Goal-setting theory Social learning theory Equity theory

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

19

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

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

20

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.

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

21

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.

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

22

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

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

23

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.

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

24

A Noncognitive Theory Reinforcement theory

e.g., Behavior Modification

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

25

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.

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

26

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?

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

27

Other Internal Factors That Influence Employee Behavior Motivation Attitudes Knowledge, Skills and Abilities (KSAs)

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

28

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?

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

29

Knowledge, Skills and Abilities (KSAs) 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.

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

30

Bloom’s Taxonomy

Bloom Cognitive Psychomotor Affective

HRD Knowledge Skills Attitudes

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

31

Maslow’s Hierarchy of Needs

Self-Actualization Needs

Esteem Needs

Belonging & Love Needs

Safety Needs

Survival Needs

04/10/23 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

32

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.