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Influences on Employee Behavior

8/4/2012. 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.. 8/4/2012. HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.. 3. A Major Pur

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Influences on Employee Behavior

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    1. 8/4/2012 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ. 1 Influences on Employee Behavior Chapter 5

    2. 8/4/2012 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.

    3. 8/4/2012 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.

    4. 8/4/2012 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)

    5. 8/4/2012 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)

    6. 8/4/2012 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ. 6 Factors in the Work Environment Outcomes Supervision and leadership Organization Coworkers

    7. 8/4/2012 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.

    8. 8/4/2012 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ. 8 Supervisor Characteristics Leadership Performance expectations (Pygmalion effect) Evaluation of efforts

    9. 8/4/2012 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ. 9 Organizational Influences Reward structure Organizational culture Job design

    10. 8/4/2012 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ. 10 Coworker Influence Norms Group dynamics Teamwork Control over outcomes

    11. 8/4/2012 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.

    12. 8/4/2012 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.

    13. 8/4/2012 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ. 13 Arousal or Energizing Effort The generation or mobilization of effort.

    14. 8/4/2012 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ. 14 Direction of Effort Applying effort to one behavior over another.

    15. 8/4/2012 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ. 15 Persistence Continuing (or ceasing) to perform a behavior.

    16. 8/4/2012 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ. 16 Explanations of Work Motivation Need-based Cognitive-based Noncognitive-based

    17. 8/4/2012 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: Maslows hierarchy of needs theory Alderfers existence, relatedness and growth (ERG) theory Herzbergs two-factor theory

    18. 8/4/2012 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ. 18 Cognitive Theories Expectancy theory Goal-setting theory Social learning theory Equity theory

    19. 8/4/2012 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

    20. 8/4/2012 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 wont do it if you dont believe its worth the effort.

    21. 8/4/2012 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.

    22. 8/4/2012 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

    23. 8/4/2012 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.

    24. 8/4/2012 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ. 24 A Noncognitive Theory Reinforcement theory e.g., Behavior Modification

    25. 8/4/2012 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.

    26. 8/4/2012 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?

    27. 8/4/2012 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)

    28. 8/4/2012 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ. 28 Attitudes A persons 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?

    29. 8/4/2012 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.

    30. 8/4/2012 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ. 30 Blooms Taxonomy Bloom Cognitive Psychomotor Affective HRD Knowledge Skills Attitudes

    31. 8/4/2012 HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ. 31 Maslows Hierarchy of Needs Self-Actualization Needs Esteem Needs Belonging & Love Needs Safety Needs Survival Needs

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