chapter-2 chapter 4

Werner & DeSimone (2006) 1

Influences on Employee BehaviorChapter 2


Learning Objectives• Identify the major external and internal factors that

influence employee behavior• Describe two primary types of outcomes that result from

behavior and tell how they may influence future behavior.• State how a supervisor’s leadership and expectations can

affect employee behavior• Recognize that impact that have on employee at co

workers and organizations themselves have on of employee behavior.

• Define motivation and describe the main approaches/theory to understanding motivation at work.

• Discuss how knowledge, skill, ability, and attitude influences employee behavior


A Major Purpose of Human Resource Development

To change employee behavior through training and other incentives


Model of Employee Behavior/factors/environment

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)


The External Environment


Factors in the External Environment

Economic conditionsTechnological changesLabor market conditionsLaws and regulationsLabor unions

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


Factors in the Work Environment

Outcomes – result of E behaviorSupervision and leadershipOrganizationCoworkers


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


Outcomes Can Influence Employee Behavior

Personal outcomesOrganizational 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.


Supervisor CharacteristicsLeadershipPerformance expectations (Pygmalion effect)Evaluation of efforts


Organizational InfluencesReward structureOrganizational cultureJob design


Coworker InfluenceNormsGroup dynamicsTeamworkControl over outcomes


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


Motivation CharacteristicsPertains to voluntary behaviorFocuses on processes affecting behavior such as: Energizing of effort Direction of effort Persistence of effortAn individual phenomenon


Energizing EffortThe generation or mobilization of effort


Direction of EffortApplying effort to one behavior over another


PersistenceContinuing (or ceasing) to perform a behavior


Explanations of Work Motivation

Need-basedCognitive-basedNoncognitive-based


Need-Based TheoriesUnderlying needs, such as needs for survival, safety, power, etc., are what drives motivation

Theories:Maslow’s hierarchy of needs theoryAlderfer’s existence, relatedness, and growth (ERG) theoryHerzberg’s two-factor theory


Need Activation-Need Satisfaction Process


Maslow’s Hierarchy of Needs

Self-Actualization Needs

Esteem NeedsBelonging & Love Needs

Safety NeedsSurvival Needs


Cognitive TheoriesExpectancy theoryGoal-setting theorySocial learning theoryEquity theory


Expectancy TheoryMotivation is viewed as a conscious choicePeople put their efforts into actions they can perform to achieve desired outcomesThree key elements: Expectancy – expect effort to result in success Instrumentality – performance results in reward Valence – value individual puts on outcome


Expectancy Theory


Goal Setting TheorySpecific, difficult, and understood goals generally lead to higher performanceKeys to success are the level of difficulty and the clearness of goals


Social Learning TheorySelf-efficacy – judgment of what you think you can do with the skills you haveMajor 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


Self-Efficacy and Effort


Equity TheoryMajor assumptions:

If you are treated fairly, you will keep working wellIf you think you are being treated unfairly, you will change your behavior in order to be treated fairly


Equity Theory


A Noncognitive TheoryReinforcement theory e.g., behavior modification


Complexity of Behavior


Behavior ModificationPrinciples for controlling employee behavior:

Positive ReinforcementNegative ReinforcementExtinction – decrease occurrences by eliminating reinforcement that causes the behaviorPunishment – introduce an adverse consequence immediately after behavior


A Specific ExampleSleeping in Class:1. Warning2. Leave class and explain to the Assistant Dean why you were asked to leaveToo often – you are dropped from the class Question: Is this positive or negative reinforcement, and why?


Internal Factors That Influence Employee Behavior

MotivationAttitudesKnowledge, Skills and Abilities (KSAs)


AttitudesA person’s general feelings of favor or disfavor towards somethingFeelings towards a person, place, thing, event, or ideaTend to be VERY stable and hard to changeAttitudes are important in training – e.g., does the trainee intend to use the training or ignore it?


Knowledge, Skills and Abilities (KSAs)

Abilities – general capacities related to the performance of specific tasksSkills – combines abilities and capacities, generally the result of trainingKnowledge – understanding of the factors or principles related to a specific subjectHRD programs mostly focus on changing skills and knowledge

chapter-2 chapter 4

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