Description
The main purpose of this presentation about how to change employee behavior through training and other incentives.
Influences on Employee Behavior
1
A Major Purpose of Human Resource Development
• To change employee behavior through training and other incentives
2
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)
3
The External Environment
4
Factors in the External Environment
• • • • • Economic conditions Technological changes Labor market conditions Laws and regulations Labor unions
Source: Heneman, Schwab, Fossum & Dyer (1989)
5
Factors in the Work Environment
• • • • Outcomes Supervision and leadership Organization Coworkers
6
Influences on Employee Behavior
Factor Outcomes Supervision Organization Issues Types Effect on Motivation Leadership Performance Expectations Reward Structure Organizational Culture Job Design Norms Group Dynamics Teamwork Control of Outcomes
7
Coworkers
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
Supervisor Characteristics
• Leadership • Performance expectations • Evaluation of efforts
9
Organizational Influences
• Reward structure • Organizational culture • Job design
10
Coworker Influence
• • • • Norms Group dynamics Teamwork Control over outcomes
11
Motivation
• Psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal-directed
12
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
13
Energizing Effort
• The generation or mobilization of effort
14
Direction of Effort
• Applying effort to one behavior over another
15
Persistence
• Continuing (or ceasing) to perform a behavior
16
Explanations of Work Motivation
• Need-based • Cognitive-based • Noncognitive-based
17
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
18
Need Activation-Need Satisfaction Process
19
Maslow’s Hierarchy of Needs
Self-Actualization Needs
Esteem Needs
Belonging & Love Needs
Safety Needs
Survival Needs
20
Cognitive Theories
• • • • Expectancy theory Goal-setting theory Social learning theory Equity theory
21
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
22
Expectancy Theory
23
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
24
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
25
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
26
Self-Efficacy and Effort
27
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
28
Equity Theory
29
A Noncognitive Theory
• Reinforcement theory – e.g., behavior modification
30
Complexity of Behavior
31
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
32
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?
33
Other Internal Factors That Influence Employee Behavior
• Motivation • Attitudes • Knowledge, Skills and Abilities (KSAs)
34
Wagner-Hollenbeck Model of Motivation and Performance
By permission: Wagner III and Hollenbeck, 1995
35
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?
36
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
37
doc_396827917.pptx
The main purpose of this presentation about how to change employee behavior through training and other incentives.
Influences on Employee Behavior
1
A Major Purpose of Human Resource Development
• To change employee behavior through training and other incentives
2
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)
3
The External Environment
4
Factors in the External Environment
• • • • • Economic conditions Technological changes Labor market conditions Laws and regulations Labor unions
Source: Heneman, Schwab, Fossum & Dyer (1989)
5
Factors in the Work Environment
• • • • Outcomes Supervision and leadership Organization Coworkers
6
Influences on Employee Behavior
Factor Outcomes Supervision Organization Issues Types Effect on Motivation Leadership Performance Expectations Reward Structure Organizational Culture Job Design Norms Group Dynamics Teamwork Control of Outcomes
7
Coworkers
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
Supervisor Characteristics
• Leadership • Performance expectations • Evaluation of efforts
9
Organizational Influences
• Reward structure • Organizational culture • Job design
10
Coworker Influence
• • • • Norms Group dynamics Teamwork Control over outcomes
11
Motivation
• Psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal-directed
12
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
13
Energizing Effort
• The generation or mobilization of effort
14
Direction of Effort
• Applying effort to one behavior over another
15
Persistence
• Continuing (or ceasing) to perform a behavior
16
Explanations of Work Motivation
• Need-based • Cognitive-based • Noncognitive-based
17
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
18
Need Activation-Need Satisfaction Process
19
Maslow’s Hierarchy of Needs
Self-Actualization Needs
Esteem Needs
Belonging & Love Needs
Safety Needs
Survival Needs
20
Cognitive Theories
• • • • Expectancy theory Goal-setting theory Social learning theory Equity theory
21
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
22
Expectancy Theory
23
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
24
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
25
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
26
Self-Efficacy and Effort
27
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
28
Equity Theory
29
A Noncognitive Theory
• Reinforcement theory – e.g., behavior modification
30
Complexity of Behavior
31
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
32
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?
33
Other Internal Factors That Influence Employee Behavior
• Motivation • Attitudes • Knowledge, Skills and Abilities (KSAs)
34
Wagner-Hollenbeck Model of Motivation and Performance
By permission: Wagner III and Hollenbeck, 1995
35
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?
36
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
37
doc_396827917.pptx