Influences on Employee Behavior Hrd Slide Set 1

8/18/2019 Influences on Employee Behavior Hrd Slide Set 1

1/53

Week 2

How to Manage Diverse Workforce?


2/53

Levels Of Diversity• Everybody brings differences to an organization where they work. These

differences can create energy and excitement in the workplace, but theycan also cause conflict. So it is important that we have an understanding of

how diversity works in organizations.• When we look at the workplace we can recognize two levels of diversity.

1. Surface-level diversity represents the characteristics that are easilyobserved such as race, gender, age etc.

2. Deep-level diversity represents the aspects that are more difficult to see

at first glance such as values, personality, and work preferences.

• Effective workforce programs that encourage diversity contain threecomponents.

1. First, they teach managers about the laws they need to follow and equalemployment opportunity requirements.

2. Second, they help managers and employees to see that a diverseworkforce is better able to serve diverse markets.

3. Third, they take into account personal differences and approach thedifferences as strengths that can be utilized to enhance performance.


3/53

Forms of discrimination

Organizations need to engage in Diversity Management to eliminate unfair

discrimination. By understanding what diversity is and helping employees with training

and development opportunities, the negative impact of discrimination can be minimized.

Type Definition

Discriminatory policies

or practices

Actions that deny equal opportunity to perform or unequal

rewards for performance

Sexual harassment Unwanted sexual advances and other verbal, physical conduct of

sexual nature that create a hostile or offensive work

environment

Intimidation Threats or bullying

Mockery and insults Jokes or negative stereotypesExclusion Left out of opportunities, events, discussions, mentoring- check

intention

Incivility Disrespectful treatment: aggressive behavior, interrupting, or

ignoring


4/53

How to Manage Diverse Workforce?• We can readily observe biographical characteristics, but that doesn’t

mean we should explicitly use them in management decisions. Most

research shows fairly minimal effects of biographical characteristicson job performance. We also need to be aware of implicit biases we

or other managers may have.

• An effective selection process will improve the fit between

employees and job requirements. A job analysis will provideinformation about jobs currently being done and the abilities

individuals need to perform the jobs adequately. Applicants can then

be tested, interviewed, and evaluated on the degree to which they

possess the necessary abilities.

• Promotion and transfer decisions affecting individuals already in the

organization’s employ should reflect candidates’ abilities. As with

new employees, care should be taken to assess critical abilities

incumbents will need in the job and match those with the

organization’s human resources. 2-4


5/53

How to Manage Diverse Workforce?• To accommodate employees with disabilities, managers can improve

the fit by fine-tuning the job to better match an incumbent’s abilities.Often, modifications with no significant impact on the job’s basicactivities, such as changing equipment or reorganizing tasks within agroup, can better adapt work to the specific talents of a givenemployee.

• Diversity management must be an ongoing commitment that crossesall levels of the organization. Group management, recruiting, hiring,retention, and development practices can all be designed to leveragediversity for the organization’s competitive advantage.

•Policies to improve the climate for diversity can be effective, so longas they are designed to acknowledge all employees’ perspectives.

One-shot diversity training sessions are less likely to be effective thancomprehensive programs that address the climate for diversity atmultiple levels.

2-5


6/53

INFLUENCES ON EMPLOYEEBEHAVIOR

WEEK 3


7/53

Have You Ever Wondered:

• Why a coworker behaves the way he or she does?

• Why people so often live up (or down) to theexpectations that others have for them?

• Why managers seem to develop relationships of

different quality with different subordinates?• Why some work teams develop more trust and

cohesiveness than others?

• How motivation influences employee behavior?

• Whether there are some general frameworks ormodels that can help in understanding the variousinfluences on employee behavior?


8/53

MODEL OF EMPLOYEE BEHAVIORThe key factors affecting employee behavior and theircorresponding relationships

(1) external forces—that is, those found in the externalenvironment (outside the organization), as well as in thework environment (inside the organization), includingleadership, aspects of the organization itself, coworkers, andthe outcomes of performance (such as praise);

(2) internal forces—that is, those within the employee,including motivation, attitudes, and KSAs (knowledge, skills,

and abilities).

This model assumes that external and internal forces interactor combine to produce a given behavior, and that employeebehavior has a direct relationship to the personal and

organizational outcomes that are obtained.


9/53


10/53

IMPACT OF EMPLOYEES’PERCEPTION

ON INDIVIDUAL DECISION MAKINGAND OTHER BEHAVIORS


11/53

What is Perception?

• A process by which individuals organize and

interpret their sensory impressions in order to

give meaning to their environment.

• People’s behavior is based on their perception

of what reality is, not on reality itself.

• The world as it is perceived is the world that isbehaviorally important.


12/53

Attribution Theory: Judging Others

• Our perception and judgment of others are significantlyinfluenced by our assumptions of the other people’s internalstates.

– When individuals observe behavior, they attempt todetermine whether it is internally or externally

caused.• Internal causes are under that person’s control. • External causes are not – person forced to act in that way.

• Causation judged through:

– Distinctiveness• Shows different behaviors in different situations.

– Consensus• Response is the same as others to same situation.

– Consistency• Responds in the same way over time.


13/53

Errors and Biases in Attributions

• Fundamental Attribution Error – The tendency to underestimate the influence of

external factors and overestimate the influence ofinternal factors when making judgments about the

behavior of others – We blame people first, not the situation

• Self-Serving Bias – The tendency for individuals to attribute their own

successes to internal factors while putting the blamefor failures on external factors

– It is “our” success but “their” failure


14/53

Frequently Used Shortcuts in Judging

Others

• Selective Perception – People selectively interpret what they see on the basis

of their interests, background, experience, andattitudes.

• Halo Effect – Drawing a general impression about an individual on

the basis of a single characteristic

• Contrast Effects –

Evaluation of a person’s characteristics that areaffected by comparisons with other people recentlyencountered who rank higher or lower on the samecharacteristics


15/53

Another Shortcut: Stereotyping

Judging someone on the basis of one’s perception of the group to which that personbelongs – a prevalent and often useful, if not

always accurate, generalization

•Profiling

–

A form of stereotyping in which members of agroup are singled out for intense scrutiny basedon a single, often racial, trait.


16/53

Specific Shortcut Applications in

Organizations• Employment Interviews

– Perceptual biases of raters affect the accuracy ofinterviewers’ judgments of applicants.

– Formed in a single glance – 1/10 of a second!• Performance Expectations

– Self-fulfilling prophecy (Pygmalion effect ): The loweror higher performance of employees reflectspreconceived leader expectations about employeecapabilities.

• Performance Evaluations

– Appraisals are often the subjective (judgmental)perceptions of appraisers of another employee’s jobperformance.

– Critical impact on employees.


17/53

Perceptions and Individual Decision

Making

• Problem – A perceived discrepancy between the current state of

affairs and a desired state

• Decisions – Choices made from among alternatives developed

from data

• Perception Linkage: – All elements of problem identification and the

decision making process are influenced by perception.• Problems must be recognized

• Data must be selected and evaluated


18/53

Decision-Making Models in

Organizations• Rational Decision-Making

– The “perfect world” model: assumes completeinformation, all options known, and maximum payoff

– Six-step decision-making process

• Bounded Reality – The “real world” model: seeks satisfactory and

sufficient solutions from limited data and alternatives• Intuition

– A non-conscious process created from distilledexperience that results in quick decisions

• Relies on holistic associations

• Affectively charged – engaging the emotions


19/53

Common Biases and Errors in Decision-

Making

• Overconfidence Bias – Believing too much in our own ability to make good

decisions – especially when outside of own expertise

• Anchoring Bias

– Using early, first received information as the basis formaking subsequent judgments

• Confirmation Bias – Selecting and using only facts that support our decision

• Availability Bias – Emphasizing information that is most readily at hand

• Recent• Vivid


20/53

More Common Decision-Making Errors

• Escalation of Commitment

– Increasing commitment to a decision in spite of evidencethat it is wrong – especially if responsible for the decision!

• Randomness Error

– Creating meaning out of random events - superstitions

• Hindsight Bias

– After an outcome is already known, believing it could havebeen accurately predicted beforehand


21/53

Individual Differences in Decision-

Making

• Personality – Conscientiousness may effect escalation of

commitment• Achievement strivers are likely to increase commitment

• Dutiful people are less likely to have this bias – Self-Esteem

• High self-esteem people are susceptible to self-serving bias

• Gender•

Women analyze decisions more than men – rumination • Women are twice as likely to develop depression

• Differences develop early


22/53

Organizational Constraints

• Performance Evaluation – Managerial evaluation criteria influence actions

• Reward Systems – Managers will make the decision with the greatest

personal payoff for them• Formal Regulations

– Limit the alternative choices of decision makers

• System-imposed Time Constraints –

Restrict ability to gather or evaluate information• Historical Precedents

– Past decisions influence current decisions


23/53

INFLUENCES OF EMPLOYEE ATTITUDES

WEEK 4


24/53

What are the Major Job Attitudes?•

Job Satisfaction – A positive feeling about the job resulting from an evaluation

of its characteristics

• Job Involvement

– Degree of psychological identification with the job where perceived performance is important to self-worth

• Psychological Empowerment

– Belief in the degree of influence over the job, competence, job

meaningfulness, and autonomy

Organizational Citizenship Behavior (OCB)

concept that describes a person's voluntary commitment within

an organization or company that is not part of his or her

contractual tasks. 3-24


25/53

Another Major Job Attitude

• Organizational Commitment – Identifying with a particular organization and its goals, while wishing to

maintain membership in the organization. – Three dimensions:

• Affective – emotional attachment to organization

• Continuance Commitment – economic value of staying

• Normative – moral or ethical obligations

– Has some relation to performance, especially for new employees.

Theoretical models propose that employees who arecommitted will be less likely to engage in workwithdrawal even if they are dissatisfied, because they

have a sense of organizational loyalty.On the other hand, employees who are not committed,

who feel less loyal to the organization, will tend toshow lower levels of attendance at work across the

board. 3-25


26/53

And Yet More Major Job Attitudes… • Perceived Organizational Support (POS)

– Degree to which employees believe the organizationvalues their contribution and cares about their well-

being.

– Higher when rewards are fair, employees are involvedin decision making, and supervisors are seen assupportive.

– High POS is related to higher OCBs and performance.

• Employee Engagement – The degree of involvement with, satisfaction with, and

enthusiasm for the job. – Engaged employees are passionate about their work and

company, feel a deep connection

– More recent research: engagement is distinct from jobsatisfaction and job involvement

– “an umbrella term for whatever one wants it to be.”

http://localhost/var/www/apps/conversion/tmp/scratch_1/Life%20at%20Google.mp4http://localhost/var/www/apps/conversion/tmp/scratch_1/The%20'X'%20model%20of%20employee%20engagement%20%20Maximum%20Satisfaction%20meets%20Maximum%20Contribution.mp4http://localhost/var/www/apps/conversion/tmp/scratch_1/The%20'X'%20model%20of%20employee%20engagement%20%20Maximum%20Satisfaction%20meets%20Maximum%20Contribution.mp4http://localhost/var/www/apps/conversion/tmp/scratch_1/Life%20at%20Google.mp4


27/53

• Pay influences job satisfaction only to a point. – After about $40,000 per year (in the U.S.), there is no

relationship between amount of pay and jobsatisfaction.

– Money may bring happiness, but not necessarily job

satisfaction. – Training, the social context, interdependence, and

feedback matter

• Personality can influence job satisfaction. –

Negative people are usually not satisfied with their jobs.

– Those with positive core self-evaluation are moresatisfied with their jobs.• Inner worth + Basic competence

Causes of Job Satisfaction

3-27

E l R t Di ti f ti


28/53

Employee Responses to Dissatisfaction

Exit

•Behavior

directed toward

leaving the

organization

Voice

•Active and

constructive

attempts to

improve

conditions

Neglect

•Allowing

conditions to

worsen

Loyalty

•Passively waiting

for conditions to

improve

Active

Passive

ConstructiveDestructive

The passive options are neglect and loyalty.

Employees may choose to neglect their

work and just allow conditions to worsen or

they may choose to remain loyal to the

organization and just wait for change.

When employees are

dissatisfied with their jobs,

they have four basicresponses they can utilize.

These options are divided

into active and passive

choices. The activeoptions are exit and voice.

If employees select to exit,

they choose to leave or

move in a direction of

leaving the organization.

In voice, the employees

will work toward active

and constructive attempts

to improve conditions.


29/53

Outcomes of Job Satisfaction• Job Performance

– Satisfied workers are more productive ANDmore productive workers are more satisfied!

– The causality may run both ways.

• Organizational Citizenship Behaviors – Satisfaction influences OCB through

perceptions of fairness.

• Customer Satisfaction – Satisfied frontline employees increase

customer satisfaction and loyalty.• Absenteeism

– Satisfied employees are moderately less likelyto miss work.

3-29


30/53

Dimensions of Intellectual Ability

• Intellectual ability is made up of many dimensions. They include

number aptitude, verbal comprehension, perceptual speed, inductivereasoning, deductive reasoning, spatial visualization, and memory.

• Number aptitude is the ability to do speedy and accurate arithmetic

and will be effective in jobs requiring mathematical ability, such as an

accountant.• Verbal comprehension is the ability to understand what is read or

heard and the relationship of words to each other. This ability will be

helpful in jobs where the manager needs to understand policies in

order to carry out their job tasks.• Perceptual speed is the ability to identify visual similarities and

differences quickly and accurately. This particular ability is helpful

when an employee needs to take in a lot of information and make

decisions about the patterns, such as a detective or inspector.

Di i f I ll l Abili


31/53

Dimensions of Intellectual Ability• Inductive reasoning is present when an individual can identify a logical

sequence in a problem in order to help find a solution. An employee

who needs to make decisions about the future based on historicalinformation will need the ability of inductive reasoning.

• Deductive reasoning is the ability to use logic and assess the

implications of the argument. When making choices between two

different possible solutions to a problem, a manager would need tocall upon their deductive reasoning skills.

• Spatial Visualization is when someone can imagine how an object

would look if its position in space was changed. An employee who

needs to make decisions about office setup or interior design wouldneed to have a high level of spatial visualization ability.

• Memory is the ability to retain and recall past experiences.

Individuals who need to act quickly in a situation, such as a paramedic

or nurse, would need a significant degree of memory ability.


32/53

Understanding Employee’s Personality

WEEK 5


33/53

What is Personality?

The dynamic organization within the individual of those

psychophysical systems that determine his unique

adjustments to his environment. - Gordon Allport

– The sum total of ways in which an individual reacts andinteracts with others, the measurable traits a personexhibits

•Measuring Personality

– Helpful in hiring decisions

– Most common method: self-reporting surveys

– Observer-ratings surveys provide an independentassessment of personality – often better predictors


34/53

Personality Determinants

• Heredity – Factors determined at conception: physical stature,

facial attractiveness, gender, temperament, musclecomposition and reflexes, energy level, and bio-

rhythms – This “Heredity Approach” argues that genes are the

source of personality

– Twin studies: raised apart but very similarpersonalities

– Parents don’t add much to personality development

– There is some personality change over long timeperiods


35/53

Personality Traits

Enduring characteristics that describe anindividual’s behavior

– The more consistent the characteristic and the

more frequently it occurs in diverse situations, themore important the trait.

• Two dominant frameworks used to describe

personality: – Myers-Briggs Type Indicator (MBTI®)

– Big Five Model


36/53

The Myers-Briggs Type Indicator

• Most widely-used instrument in the world.

• Participants are classified on four axes to

determine one of 16 possible personality

types, such as ENTJ.

– Extroverted (E) vs. Introverted (I)

– Sensing (S) vs. Intuitive (N)

– Thinking (T) vs. Feeling (F)

– Judging (J) vs. Perceiving (P)


37/53

The Types and Their Uses

• Each of the sixteen possible combinations has a name,for instance:

– Visionaries (INTJ) – are original, stubborn and driven.

– Organizers (ESTJ) – realistic, logical, analytical and

businesslike.

– Conceptualizer (ENTP) – entrepreneurial, innovative,individualistic and resourceful.

•

Research results on validity mixed. – MBTI® is a good tool for self-awareness and counseling.

– Should not be used as a selection test for job candidates.


38/53

The Big Five Model of Personality

Dimensions

• Extroversion

– Sociable, gregarious, and assertive

• Agreeableness

–

Good-natured, cooperative, and trusting• Conscientiousness

– Responsible, dependable, persistent, and organized

• Emotional Stability

– Calm, self-confident, secure under stress (positive), versusnervous, depressed, and insecure under stress (negative)

• Openness to Experience

– Curious, imaginative, artistic, and sensitive


39/53

How Do the Big Five Traits Predict

Behavior?

• Research has shown this to be a better framework.

• Certain traits have been shown to strongly relate tohigher job performance: – Highly conscientious people develop more job knowledge,

exert greater effort, and have better performance. – Other Big Five Traits also have implications for work.

• Emotional stability is related to job satisfaction.

• Extroverts tend to be happier in their jobs and havegood social skills.

• Open people are more creative and can be goodleaders.

• Agreeable people are good in social settings.


40/53

Other Personality Traits Relevant to OB

• Core Self-Evaluation – The degree to which people like or dislike themselves

– Positive self-evaluation leads to higher job performance

• Machiavellianism

– A pragmatic, emotionally distant power-player who believes that ends

justify the means – High Machs are manipulative, win more often, and persuade more

than they are persuaded. Flourish when:• Have direct interaction

• Work with minimal rules and regulations

• Emotions distract others

• Narcissism – An arrogant, entitled, self-important person who needs excessive

admiration

– Less effective in their jobs


41/53

More Relevant Personality Traits

• Self-Monitoring – The ability to adjust behavior to meet external,

situational factors.

– High monitors conform more and are more likely to

become leaders.• Risk Taking

– The willingness to take chances.

– May be best to align propensities with job

requirements. – Risk takers make faster decisions with less

information.


42/53

Even More Relevant Personality Traits

• Type A Personality – Aggressively involved in a chronic, incessant struggle

to achieve more in less time• Impatient: always moving, walking, and eating rapidly• Strive to think or do two or more things at once• Cannot cope with leisure time• Obsessed with achievement numbers

– Prized in North America, but quality of the work is low – Type B people are the complete opposite

• Proactive Personality

– Identifies opportunities, shows initiative, takes action,and perseveres to completion

– Creates positive change in the environment


43/53

Understanding Employee’s Values

WEEK 6


44/53

Values

• Basic convictions on how to conduct yourself or how tolive your life that is personally or socially preferable – “How to” live life properly.

Importance of Values

• Provide understanding of the attitudes, motivation,and behaviors

• Influence our perception of the world around us

• Represent interpretations of “right” and “wrong”

• Imply that some behaviors or outcomes are preferredover others

f


45/53

Classifying Values – Rokeach Value

Survey

• Terminal Values – Desirable end-states of existence; the goals that a person

would like to achieve during his or her lifetime

• Instrumental Values –

Preferable modes of behavior or means of achieving one’sterminal values

• People in same occupations or categories tend to holdsimilar values. – But values vary between groups.

– Value differences make it difficult for groups to negotiateand may create conflict.


46/53


47/53

Generational Values

CohortEntered

Workforce

Approximate

Current AgeDominant Work Values

Veterans 1950-1964 65+ Hard working, conservative,

conforming; loyalty to the

organization

Boomers 1965-1985 40-60s Success, achievement, ambition,dislike of authority; loyalty to career

Xers 1985-2000 20-40s Work/life balance, team-oriented,

dislike of rules; loyalty to relationships

Nexters 2000-Present Under 30 Confident, financial success, self-reliant but team-oriented; loyalty to

both self and relationships

Li ki P li d V l h


48/53

Linking Personality and Values to the

Workplace

Managers are less interested in someone’s abilityto do a specific job than in that person’s flexibility.

•Person-Job Fit: –

John Holland’s Personality-Job Fit Theory• Six personality types

• Vocational Preference Inventory (VPI)

– Key Points of the Model:• There appear to be intrinsic differences in personality

between people.• There are different types of jobs.

• People in jobs congruent with their personality should bemore satisfied and have lower turnover.

ll d’ li


49/53

Holland’s Personality Types

S ill Li ki P li h


50/53

Still Linking Personality to the

Workplace

In addition to matching the individual’s personality tothe job, managers are also concerned with:

•Person-Organization Fit:

– The employee’s personality must fit with theorganizational culture.

– People are attracted to organizations that match theirvalues.

– Those who match are most likely to be selected.

– Mismatches will result in turnover.

– Can use the Big Five personality types to match to theorganizational culture.

HRD Implications


51/53

HRD ImplicationsPersonality

• Screen for the Big Five trait of conscientiousness

•

Take into account the situational factors as well• MBTI® can help with training and development

Values

• Often explain attitudes, behaviors and perceptions

• Higher performance and satisfaction achieved when theindividual’s values match those of the organization

Global ImplicationsPersonality

– Do frameworks like Big Five transfer across cultures?• Yes, the but the frequency of type in the culture may vary.

• Better in individualistic than collectivist cultures.

Values – Values differ across cultures.

– Hofstede’s Framework for assessing culture – five value dimensions

Hofstede’s Framework


52/53

Hofstede s Framework


53/53

Influences on Employee Behavior Hrd Slide Set 1

Documents

Transcript of Influences on Employee Behavior Hrd Slide Set 1