Management, Organizational Policies & Practices Lecture 17 Dr. Amna Yousaf PhD (HRM) University of...

Management, Organizational Policies & PracticesManagement, Organizational Policies & Practices

Lecture 17 Dr. Amna YousafPhD (HRM)

University of Twente, the Netherlands

Recap Lecture 16Recap Lecture 16

What Is Perception, and Why Is It Important? Factors That Influence Perception Attribution Theory Errors and Biases in Attributions Frequently Used Shortcuts in Judging Others

– Selective Perception– Halo Effect– Contrast effect– Projection– Stereotyping

Specific Applications in Organizations– Employment Interview– Performance Expectations– Ethnic Profiling– Performance Evaluations

Recap Lecture 16Recap Lecture 16

The Link Between Perceptions and Individual Decision Making

Assumptions of the Rational Decision-Making Model

The Three Components of Creativity Common Biases and Errors Intuition Individual Differences in Decision Making Organizational Constraints on Decision Making Cultural Differences in Decision Making Ethics and Decisions Making Ways to Improve Decision Making© 2007 Prentice Hall Inc. All rights reserved.

Influences on Employee BehaviorInfluences on Employee Behavior

Lecture 17

Lecture Outline Lecture Outline

Model of Employee Behavior Major Categories of Employee Behavior External Influences on Employee Behavior

– Factors in the External Environment– Factors in the Work Environment

Internal Factors that Influence Employee Behavior– Attitudes– Knowledge, Skills and Abilities (KSAs)

© 2007 Prentice Hall Inc. All rights reserved. Werner & DeSimone (2006) 6

A Major Purpose of Human Resource Development

A Major Purpose of Human Resource Development

A major goal of HRD interventions is to assist employees and organizations in achieving their goals.

HRD Professionals help employees by designing and developing programs that promote individual development.

HRD also improves organizational performance.

Another goal of HRD interventions is an effort to change employee behavior.

HRD provides skills and behaviors to employees which assist in increasing their performance which leads to great accomplishments.

© 2007 Prentice Hall Inc. All rights reserved.

Types of BehaviorTypes of Behavior

Task Performance Behavior

Organizational Citizenship Behavior

Werner & DeSimone (2006) 7


Model of Employee BehaviorModel 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)


The External EnvironmentThe External Environment


Factors in the External EnvironmentFactors in the External Environment

Economic conditions Technological changes Labor market conditions Laws and regulations Labor unions

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


Example of External Environment ForceExample of External Environment Force

Example: Downsizing • In the wake of any economic, political or technological

upheaval, the external forces often lead organizations to reduce their workforce.

• Downsizing refers to the voluntary actions on the part of organizations to reduce the overall size of their workforce.

• HRD must advise organizations must invest and train the survivors of the downsizing on how to carry out their responsibilities after downsizing and help in retaining rather than laying off.



Factors in the Work EnvironmentFactors in the Work Environment

Outcomes Supervision and leadership Organization Coworkers


Outcomes Can Influence Employee BehaviorOutcomes Can Influence Employee Behavior

Personal outcomes are those that have value to the individual, such as pay, recognition or reward etc.

Organizational outcomes are things valued by the

organization, such as teamwork, productivity or quality etc.

Employee perception of outcomes are important determinants of employee behavior.


Outcomes Can Influence Employee Behavior … Cont’d

Outcomes Can Influence Employee Behavior … Cont’d

Expectancy Theory: This theory states that employees will perform behaviors that they perceive will bring valued outcomes.

Equity Theory: This theory states that outcomes are evaluated by comparing them to the outcomes received by others.



Supervisor and Leaders Influence Employee Behavior

Supervisor and Leaders Influence Employee Behavior

Supervisors and Leaders still continue to play an important role in the success of organizations.

– Self-Fulfilling Prophecy: The pygmalion effect describes that how the expectations of a supervisor can influence the behavior of the subordinates.


Supervisor and Leaders Influence Employee Behavior … Cont’dSupervisor and Leaders Influence Employee Behavior … Cont’d

The supervisors approach to leadership also influences the behavior of employees.– Leadership is the use of non-coercive influence

to direct and coordinate the activities of a group towards accomplishing a goal.

– LMX Theory: Suggests that supervisors tend to develop different quality relationships with their subordinates.

Werner & DeSimone (2006)16


Organizational InfluencesOrganizational Influences

Reward structure: This includes not only the tangible (pay, benefits, bonuses) but also the intangible things such as acceptance, recognition, training etc.

Organizational culture: It is a set of values, beliefs, norms, patterns of behavior shared by the organizational members and that guide their behavior.


Organizational InfluencesOrganizational Influences

Job design: it is the development and alteration of the components of a job (such as the tasks, scope, responsibilities, duties etc.) to improve productivity and quality.



Coworker InfluenceCoworker Influence

Coworkers exert a strong influence on employee behavior in 3 ways:

– Norms: Informal rules for appropriate behavior established within a work group.

– Trust and cohesiveness ( sense of togetherness and willingness to remain part of group) among memebers important : important crietria for succesful teamwork


MotivationMotivation

Psychological processes that initiates, directs, and persists voluntary actions that are goal-directed.


Motivation CharacteristicsMotivation Characteristics

Focuses on processes affecting behavior such as:

– Energizing of effort – generation of mobilization of effort

– Direction of effort – towards one goal or another

– Persistence of effort = continue to put in effort

An individual phenomenon – all people have unique needs, desires, attitudes and goals.


HRD & MotivationHRD & Motivation

Motivation is critical to HRD.– Success of many HRD programs and processes

depends on in part on whether individuals are motivated to participate, learn and use what is learned to improve performance.



Need Activation-Need Satisfaction ProcessNeed Activation-Need Satisfaction Process


Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs

Self-Actualization

Needs (self fullfillment, gowth needs)

Esteem Needs (recognition)

Belonging & Love Needs (social)

Safety Needs

Survival Needs (physical)


Herzberg’s TheoryHerzberg’s Theory

Job disatisfaction and job satisfaction not oppostite feelings as they have various determinents

Hygeine Versus motivation factors– Motivation factors ; Enrich the jobs rather then

enlatging them. – Job loading leads to jon enlargement : 20 bulbs

instead of 10 – adding meanningless tasks to make the job challenging = 0+0

– Rotating jobs = dishwashing or mopping = one 0 instead of another!


Enrichment strategyEnrichment strategy

Vertical job loading is important :– Remove some controls while retain responsibility

(accounatbility)– Task identity and significance ( giving responiobility for

whole task, feeling of accomplishment, recognition)– Job freedom– Peridoc reports directly avaialble to employees than

supervisors ( internal recongnition)– Introducing new and more diffciult tasks not previously

handled ( growth and learning)– Assigning specialized tasks enabling them to become

experts ( advancement)


Implications for HRDImplications for HRD

Hygeine can be costly Internal Motivation will make difference in long term performance Redesign jobs – make them stumulating Eliminate horizontal loading suggestions Change over to a new job may lead to reduced performance and

efficiency for a while Cauton: Not all jobs can be enriched! Nor they need to be Motivators last long and need feweer kickbacks.


Limitations – Need theoriesLimitations – Need theories

The need based theories remain largely untested and controversial due to their reliance on internal states that people feel difficult to accurately identify and explain.

Still job enrichment models have been used by organziations with success


Cognitive TheoriesCognitive Theories

Cognitions refelect a person’s thoughts or beliefs on which motivation is based

Also referred to as process theories as they attempt to explain what drives behavior– Expectancy Thoery– Goal-setting theory– Social learning theory– Equity theory– Self Determination Theory


Expectancy Theory (Vroom)Expectancy Theory (Vroom)

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


Expectancy TheoryExpectancy Theory


Expectancy : HR implicationsExpectancy : HR implications

Will a training program lead to skill enhancement? Will skill enhancement be instrumental? Is the outcome of skill enhancement valuable? Important to learn for supervisors and HRD professionals

what are employee’s motives Providing incentives such as promotions etc, attractive

locations, prerequistie for promotions etc


Goal Setting TheoryGoal Setting Theory

Specific, difficult, and understood goals generally lead to higher performance

Keys to performance are the level of difficulty and the clearness of goals -


Social Learning TheorySocial 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


Equity TheoryEquity 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


Equity TheoryEquity Theory


Equity Theory - HREquity Theory - HR

Particiaption in HRD programs serves as rewards or punishments – can lead to perecptions of inequity

Selection crietria for participation in HRD programs


A Noncognitive TheoryA Noncognitive TheoryReinforcement theory: Overlooks inner state of individual –behavior is defined as a function

of consequences following it.

Behavior Modeification: Reinforcement: Immediately praising an employee for coming

early or discouraging for coming late Punishment: suspending an employee for breaking organziational

rules Extinction: May unintentionally lower desirable behavior. E.g.

absence of recognition on good work


Self Determination TheorySelf Determination Theory

Motivation – a multidimensional construct – defined in terms of autonomous and controlled motivation –

Flourishes in the presence of autonomy, feelings of competence (promoted thorugh recognition and feedback) whcih directly influences LOC and Need of Relatedness (involve relationships with significant others

IM : inherently interested doing an activity EM: Tied to external factors Amotivation: Absence of regulation: lack of motivation



Extrinsicically motivated behaviors can be on the continuum at these levels:– External Regulation: Contingent on rewards or

punishments – Motivation is totally controlled– Introjected Regulation: Self worth contingent on

performance: ego involveemnet – matter of recognition and esteem : Moderately controlled Motivation

– Identified Regulation: Importance of goals, values : Moderately autonomous Motivation



Training programs need to realize where at the continuuum of motivation the employee lies


Motivation CharacteristicsMotivation Characteristics

Focuses on processes affecting behavior such as:

– Energizing of effort – generation of mobilization of effort

– Direction of effort – towards one goal or another

– Persistence of effort = continue to put in effort

An individual phenomenon – all people have unique needs, desires, attitudes and goals.


HRD & MotivationHRD & Motivation

Motivation is critical to HRD.– Success of many HRD programs and processes

depends on in part on whether individuals are motivated to participate, learn and use what is learned to improve performance.



AttitudesAttitudes

A person’s general positive or negative 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?


Attitudes…Attitudes…

Attitudes determine behavior but not directly. Attitudes combine with perecieved social pressure ( norms)

to form intentions Intentions directly predict behavior Reactions to feedback or other employee attitudes can

have implications for HRD interventions such as training and career porograms.


Knowledge, Skills and Abilities (KSAs)Knowledge, Skills and Abilities (KSAs)

Abilities – general capacities related to the performance of specific tasks

Skills – combines abilities and capabilities (develped through training programs etc)

Knowledge – understanding of the factors or principles related to a specific subject

HRD programs mostly focus on changing skills and knowledge


AttitudesAttitudes

Attitudes

Evaluative statements or judgments concerning objects, people, or events.

Affective ComponentThe emotional or feeling segment of an attitude.

Cognitive componentThe opinion or belief segment of an attitude.

Behavioral ComponentAn intention to behave in a certain way toward someone or something.


Types of AttitudesTypes of Attitudes

Job InvolvementIdentifying with the job, actively participating in it, and considering performance important to self-worth.

Organizational CommitmentIdentifying with a particular organization and its goals, and wishing to maintain membership in the organization (Affective, Normative, and Continuance Commitment)

Job SatisfactionA collection of positive and/or negative feelings that an individual holds toward his or her job.


Types of Attitudes, cont’d. Types of Attitudes, cont’d.

Employee Engagement

An individual’s involvement with, satisfaction with, and enthusiasm for the organization.

Perceived Organizational Support (POS)

Degree to which employees feel the organization cares about their well-being.


An Application: Attitude SurveysAn Application: Attitude Surveys

Attitude Surveys

Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization.


Job SatisfactionJob Satisfaction

Measuring Job Satisfaction– Single global rating– Summation score

How Satisfied Are People in Their Jobs?– In general, people are satisfied with their jobs. – Depends on facets of satisfaction—tend to be

less satisfied with pay and promotion opportunities.


Causes of Job SatisfactionCauses of Job Satisfaction

Pay only influences Job Satisfaction to a point– After about $40,000 a year, there is no

relationship between amount of pay and job satisfaction.

Personality can influence job satisfaction– Negative people are usually not satisfied with

their jobs


How Employees Can Express DissatisfactionHow Employees Can Express 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.


The Effect of Job Satisfaction on Employee Performance

The Effect of Job Satisfaction on Employee Performance

Satisfaction and Productivity– Satisfied workers are more productive AND

more productive workers are more satisfied! – Worker productivity is higher in organizations

with more satisfied workers. Satisfaction and Absenteeism

– Satisfied employees have fewer avoidable absences.

Satisfaction and Turnover– Satisfied employees are less likely to quit.– Organizations take actions to retain high

performers and to weed out lower performers.


Job Satisfaction and OCBJob Satisfaction and OCB

Satisfaction and OCBs– Satisfied employees who feel fairly treated by

and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job.


Job Satisfaction and Customer SatisfactionJob Satisfaction and Customer Satisfaction

Satisfaction and Customer Satisfaction– Satisfied workers provide better customer

service Satisfied employees increase customer

satisfaction because:– They are more friendly, upbeat, and responsive.– They are less likely to turnover, which helps

build long-term customer relationships.– They are experienced.

Dissatisfied customers increase employee job dissatisfaction.


In general, when we think of attitudes and organizations, we think of In general, when we think of attitudes and organizations, we think of

1) Job Satisfaction1) Job Satisfaction

2) Happiness2) Happiness

3) Job Involvement3) Job Involvement

4) Mood at work4) Mood at work

5) Organizational Commitment5) Organizational Commitment

6) 1 and 2 6) 1 and 2

7) 1, 3, and 5 7) 1, 3, and 5

Chapter Check-Up: Attitudes


Ernesto is the known as the Donut Hut King---every day he brings donuts and coffee to the office for everyone. He says it Ernesto is the known as the Donut Hut King---every day he brings donuts and coffee to the office for everyone. He says it

helps everyone think more clearly! Ernesto is demonstrating helps everyone think more clearly! Ernesto is demonstrating

1.1. Job satisfactionJob satisfaction

2.2. Organizational citizenship Organizational citizenship

behaviorbehavior

3.3. ProductivityProductivity

4.4. Job involvementJob involvement

5.5. ConscientiousnessConscientiousness

Chapter Check-Up: Attitudes

Write down three things someone could do at work that would constitute an OCB. Compare

your list with a neighbor’s.

Thank You


Management, Organizational Policies & Practices Lecture 17 Dr. Amna Yousaf PhD (HRM) University of...

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