© 2007 Prentice Hall, Inc. All rights reserved.8–1 Chapter 8 Employee Behavior and Motivation.

© 2007 Prentice Hall, Inc. All rights reserved. 8–1

Chapter 8Chapter 8

Employee Behavior and MotivationEmployee Behavior and Motivation


L E A R N I N G O U T C O M E SL E A R N I N G O U T C O M E SAfter reading this chapter, you should be able to:After reading this chapter, you should be able to:

Identify and discuss the basic forms of behaviors that employees Identify and discuss the basic forms of behaviors that employees exhibit in organizations.exhibit in organizations.Describe the nature and importance of individual differences Describe the nature and importance of individual differences among employees.among employees.Explain the meaning and importance of psychological contracts Explain the meaning and importance of psychological contracts and the person-job fit in the workplace. and the person-job fit in the workplace. Identify and summarize the most important models and concepts Identify and summarize the most important models and concepts of employee motivation.of employee motivation.Describe some of the strategies and techniques used by Describe some of the strategies and techniques used by organizations to improve employee motivation. organizations to improve employee motivation.


What’s in It for Me?What’s in It for Me?

By understanding the basic elements of this By understanding the basic elements of this chapter, you’ll be better able to:chapter, you’ll be better able to:

Understand your own feelings toward your work from Understand your own feelings toward your work from the perspective of an employeethe perspective of an employee

Understand the feelings of others toward their work Understand the feelings of others toward their work from the perspective of a boss or ownerfrom the perspective of a boss or owner


Forms of Employee BehaviorForms of Employee Behavior

Employee BehaviorEmployee Behavior The pattern of actions by the members of an The pattern of actions by the members of an

organization that directly or indirectly influences the organization that directly or indirectly influences the organization's effectivenessorganization's effectiveness


Forms of Employee Behavior (cont’d)Forms of Employee Behavior (cont’d)

Performance BehaviorsPerformance Behaviors The total set of work-related behaviors that the The total set of work-related behaviors that the

organization expects employees to displayorganization expects employees to display

Organizational CitizenshipOrganizational Citizenship The behavior of individuals who make a positive The behavior of individuals who make a positive

overall contribution to the organizationoverall contribution to the organization

Counterproductive BehaviorsCounterproductive Behaviors Behaviors that detract from, rather than contribute to, Behaviors that detract from, rather than contribute to,

organizational performanceorganizational performance


Counterproductive BehaviorsCounterproductive Behaviors

AbsenteeismAbsenteeism Results in direct costs to a business

TurnoverTurnover Occurs when people quit their jobsOccurs when people quit their jobs

Other BehaviorsOther Behaviors TheftTheft SabotageSabotage Sexual and racial harassmentSexual and racial harassment Workplace aggression and violenceWorkplace aggression and violence


Individual Differences Individual Differences Among EmployeesAmong Employees

Individual DifferencesIndividual Differences Personal attributes that vary from one person to Personal attributes that vary from one person to

anotheranother——physical, psychological, and emotionalphysical, psychological, and emotional

Personality at WorkPersonality at Work PersonalityPersonality——the relatively stable set of psychological the relatively stable set of psychological

attributes that distinguish one person from anotherattributes that distinguish one person from another


Individual Differences Individual Differences among Employees (cont’d)among Employees (cont’d)

The “Big Five” Personality TraitsThe “Big Five” Personality Traits AgreeablenessAgreeableness ConscientiousnessConscientiousness EmotionalityEmotionality ExtraversionExtraversion OpennessOpenness


Individual Differences Individual Differences among Employees (cont’d)among Employees (cont’d)

Emotional Intelligence or Emotional QuotientEmotional Intelligence or Emotional Quotient The extent to which people are self-aware, can The extent to which people are self-aware, can

manage their emotions, can motivate themselves, manage their emotions, can motivate themselves, express empathy for others, and possess social skillsexpress empathy for others, and possess social skills

AttitudesAttitudes Our beliefs and feelings about specific ideas, Our beliefs and feelings about specific ideas,

situations, or other peoplesituations, or other people Are important because they are the mechanism through Are important because they are the mechanism through

which we express our feelingswhich we express our feelings


Attitudes at WorkAttitudes at Work

Job Satisfaction (Morale)Job Satisfaction (Morale) The extent to which people have positive attitudes toward The extent to which people have positive attitudes toward

their jobstheir jobs

Organizational CommitmentOrganizational Commitment An individual's identification with the organization and An individual's identification with the organization and

its missionits mission

Promoting Satisfaction and CommitmentPromoting Satisfaction and Commitment Treat employees fairlyTreat employees fairly

Provide rewards and job securityProvide rewards and job security

Allow employee participationAllow employee participation

Design interesting jobsDesign interesting jobs

Maintain psychological contractsMaintain psychological contracts


Matching People and JobsMatching People and Jobs

Psychological ContractPsychological Contract The overall set of expectations held by employees The overall set of expectations held by employees

and the organization regarding what employees will and the organization regarding what employees will contribute to the organization and what the contribute to the organization and what the organization will provide in returnorganization will provide in return

ContributionsContributions What does each employee expect to contribute to What does each employee expect to contribute to

the organization? the organization?

InducementsInducements What will the organization provide to each employee What will the organization provide to each employee

in return?in return?


Matching People and Jobs (cont’d)Matching People and Jobs (cont’d)

Person-Job FitPerson-Job Fit The extent to which a person’s contributions and the The extent to which a person’s contributions and the

organization’s inducements match one anotherorganization’s inducements match one another Good person-job fit can result in higher performance and Good person-job fit can result in higher performance and

more positive attitudesmore positive attitudes A poor person-job fit can have the opposite effectsA poor person-job fit can have the opposite effects


Basic Motivation Concepts and TheoriesBasic Motivation Concepts and Theories

MotivationMotivation The set of forces that cause people to behave in The set of forces that cause people to behave in

certain wayscertain ways

Approaches to Human RelationsApproaches to Human Relations Classical theory and scientific managementClassical theory and scientific management Early behavioral theoryEarly behavioral theory Contemporary motivational theoriesContemporary motivational theories


Classical TheoryClassical Theory

Scientific Management (Frederick Taylor)Scientific Management (Frederick Taylor) Paying workers more motivates them to Paying workers more motivates them to

produce moreproduce more Industrial engineeringIndustrial engineering:: Analyzing jobs to find better Analyzing jobs to find better

ways to perform them makes goods cheaper, ways to perform them makes goods cheaper, creates higher profits, and allows the firm to better creates higher profits, and allows the firm to better pay and motivate its workerspay and motivate its workers


Early Behavioral TheoryEarly Behavioral Theory

Hawthorne StudiesHawthorne Studies Original purpose was to examine the relationship Original purpose was to examine the relationship

between changes in the physical environment and between changes in the physical environment and worker output (productivity).worker output (productivity).

Hawthorne effect: Worker productivity rose in Hawthorne effect: Worker productivity rose in response to any management actions that workers response to any management actions that workers interpreted as special attention.interpreted as special attention.

Other Major Motivation TheoriesOther Major Motivation Theories Human Resources Model (Theories X and Y)Human Resources Model (Theories X and Y) Maslow’s Hierarchy of Needs ModelMaslow’s Hierarchy of Needs Model Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor Theory


Contemporary Motivation TheoryContemporary Motivation Theory

Expectancy TheoryExpectancy Theory Suggests that people are motivated to work toward Suggests that people are motivated to work toward

rewards that they want and that they believe they rewards that they want and that they believe they have a reasonable chance—or expectancy—of have a reasonable chance—or expectancy—of obtainingobtaining

Helps explain why some people do not work as hard Helps explain why some people do not work as hard as they can when their salaries are based purely on as they can when their salaries are based purely on seniorityseniority


Contemporary Motivation Theory (cont’d)Contemporary Motivation Theory (cont’d)

Equity TheoryEquity Theory Employees evaluate their treatment relative to the Employees evaluate their treatment relative to the

treatment of otherstreatment of others Inputs:Inputs: Employee contributions to their jobs Employee contributions to their jobs Outputs:Outputs: What employees receive in return What employees receive in return

The perceived ratio of contribution to return The perceived ratio of contribution to return determines perceived equitydetermines perceived equity


Strategies and Techniques Strategies and Techniques for Enhancing Motivationfor Enhancing Motivation

Reinforcement/Behavior ModificationReinforcement/Behavior Modification

Management by ObjectivesManagement by Objectives

Participative Management Participative Management and Empowermentand Empowerment

Job Enrichment and Job Enrichment and Job RedesignJob Redesign

Modified Work SchedulesModified Work Schedules


Reinforcement/Behavior Reinforcement/Behavior Modification TheoryModification Theory

Positive ReinforcementPositive ReinforcementPositive ReinforcementPositive Reinforcement

PunishmentPunishmentPunishmentPunishment

When rewards are tied directly to When rewards are tied directly to performanceperformance

When negative consequences are When negative consequences are attached directly to undesirable attached directly to undesirable behaviorbehavior


Identifying Identifying ResourcesResources

CounselingCounseling

SettingSettingVerifiable GoalsVerifiable Goalsand Clear Plansand Clear Plans

MeetingMeeting

Management by Objectives (MBO): Management by Objectives (MBO): Collaborative Goal-settingCollaborative Goal-setting

Collaborative Collaborative Goal Setting Goal Setting and Planningand Planning

Communicating Communicating Organizational Organizational

Goals and PlansGoals and Plans

Periodic Periodic ReviewReview EvaluationEvaluation


Participative Management Participative Management and Empowermentand Empowerment

Increasing job satisfaction by Increasing job satisfaction by encouraging participationencouraging participation

Team managementTeam management represents represents an increasing trendan increasing trend


Job Enrichment and Job RedesignJob Enrichment and Job Redesign

Job EnrichmentJob Enrichment Adding one or more motivating factors to job Adding one or more motivating factors to job

activities (such as activities (such as increasing responsibility or recognition)

Job RedesignJob Redesign Designing a better fit between workers and their jobsDesigning a better fit between workers and their jobs

Combining tasksCombining tasks Forming natural work groupsForming natural work groups Establishing client relationshipsEstablishing client relationships


Modified Work SchedulesModified Work Schedules

Work-Share Programs (Job Sharing)Work-Share Programs (Job Sharing) Pros: Employees appreciate attention to their needs, Pros: Employees appreciate attention to their needs,

company can reduce turnover and save on benefits company can reduce turnover and save on benefits Cons: Job-share employees generally receive fewer Cons: Job-share employees generally receive fewer

benefits and may be the first to be laid offbenefits and may be the first to be laid off

Flextime Programs/Alternative Workplace Flextime Programs/Alternative Workplace StrategiesStrategies Allow people to choose their work hours by adjusting a Allow people to choose their work hours by adjusting a

standard work schedulestandard work schedule

TelecommutingTelecommuting Performing job away from standard office settingsPerforming job away from standard office settings


Modified Work Schedules Modified Work Schedules and Alternative Workplacesand Alternative Workplaces

DisadvantagesDisadvantages Challenging to coordinate Challenging to coordinate

and manageand manage Poor fit for some workersPoor fit for some workers Lack of network and Lack of network and

coworker contactcoworker contact Lack of management Lack of management

beliefbelief

AdvantagesAdvantages More satisfied, committed More satisfied, committed

employeesemployees Reduced stressReduced stress Improved productivityImproved productivity Less congestionLess congestion

© 2007 Prentice Hall, Inc. All rights reserved.8–1 Chapter 8 Employee Behavior and Motivation.

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Transcript of © 2007 Prentice Hall, Inc. All rights reserved.8–1 Chapter 8 Employee Behavior and Motivation.