department of business and management universiti brunei darussalam influences on employee behavior
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Department of Business and Management
Universiti Brunei Darussalam
A Major Purpose of Human Resource Development
• To change employee behavior through training and other incentives
Department of Business and Management
Universiti Brunei Darussalam
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)
Department of Business and Management
Universiti Brunei Darussalam
Factors in the External Environment
• Economic conditions• Technological changes• Labor market conditions• Laws and regulations• Labor unions
Source: Heneman, Schwab, Fossum & Dyer (1989)
Department of Business and Management
Universiti Brunei Darussalam
Factors in the Work Environment
• Outcomes• Supervision and leadership• Organization• Coworkers
Department of Business and Management
Universiti Brunei Darussalam
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
Department of Business and Management
Universiti Brunei Darussalam
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.
Department of Business and Management
Universiti Brunei Darussalam
Supervisor Characteristics
• Leadership• Performance expectations (Pygmalion
effect)• Evaluation of efforts
Department of Business and Management
Universiti Brunei Darussalam
Organizational Influences
• Reward structure• Organizational culture• Job design
Department of Business and Management
Universiti Brunei Darussalam
Coworker Influence
• Norms• Group dynamics• Teamwork• Control over outcomes
Department of Business and Management
Universiti Brunei Darussalam
Motivation
• Psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal-directed
Department of Business and Management
Universiti Brunei Darussalam
Motivation Characteristics
• Pertains to voluntary behavior• Focuses on processes affecting
behavior such as:– Energizing of effort– Direction of effort– Persistence of effort
• An individual phenomenon
Department of Business and Management
Universiti Brunei Darussalam
Energizing Effort
• The generation or mobilization of effort
Department of Business and Management
Universiti Brunei Darussalam
Direction of Effort
• Applying effort to one behavior over another
Department of Business and Management
Universiti Brunei Darussalam
Persistence
• Continuing (or ceasing) to perform a behavior
Department of Business and Management
Universiti Brunei Darussalam
Explanations of Work Motivation
• Need-based• Cognitive-based• Noncognitive-based
Department of Business and Management
Universiti Brunei Darussalam
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
Department of Business and Management
Universiti Brunei Darussalam
Need Activation-Need Satisfaction Process
Department of Business and Management
Universiti Brunei Darussalam
Maslow’s Hierarchy of Needs
Self-Actualization
Needs
Esteem Needs
Belonging & Love Needs
Safety Needs
Survival Needs
Department of Business and Management
Universiti Brunei Darussalam
Cognitive Theories
• Expectancy theory• Goal-setting theory• Social learning theory• Equity theory
Department of Business and Management
Universiti Brunei Darussalam
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
Department of Business and Management
Universiti Brunei Darussalam
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
Department of Business and Management
Universiti Brunei Darussalam
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
Department of Business and Management
Universiti Brunei Darussalam
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
Department of Business and Management
Universiti Brunei Darussalam
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
Department of Business and Management
Universiti Brunei Darussalam
A Noncognitive Theory
• Reinforcement theory
– e.g., behavior modification
Department of Business and Management
Universiti Brunei Darussalam
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
Department of Business and Management
Universiti Brunei Darussalam
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?
Department of Business and Management
Universiti Brunei Darussalam
Other Internal Factors That Influence Employee Behavior
• Motivation• Attitudes• Knowledge, Skills and Abilities (KSAs)
Department of Business and Management
Universiti Brunei Darussalam
Wagner-Hollenbeck Model of Motivation and Performance
By permission: Wagner III and Hollenbeck, 1995
Department of Business and Management
Universiti Brunei Darussalam
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?
Department of Business and Management
Universiti Brunei Darussalam
Knowledge, Skills and Abilities (KSAs)
• Abilities – general capacities 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
Department of Business and Management
Universiti Brunei Darussalam
Bloom’s Taxonomy
Bloom• Cognitive• Psychomotor• Affective
HRD• Knowledge• Skills/Abilities• Attitudes
Department of Business and Management
Universiti Brunei Darussalam
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