Chapter 8 Employee Behavior and Motivation Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

Employee Behavior (سلوك) –The pattern of actions by the members of an organization that directly or indirectly influences (تأثيرات) the organization's effectiveness Forms of Behaviors Performance Behaviors (الأداء كولسلا) –The total set of work-related behaviors that the organization expects (وتتوقع) employees to display Organizational Citizenship (المواطنة) –The behavior of individuals who make a positive overall contribution (مساهمة) to the organization Counterproductive Behaviors –Behaviors that detract (ينتقص) from, rather than contribute to, organizational performance Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

JOB SATISFACTION (الاقتناع الوظيفي), Morale and Turnover  Job satisfaction is the degree of enjoyment that people get from performing their jobs. (Happy = satisfied, unhappy = unsatisfied) Morale: (الروح المعنوية) –An overall employee attitude(الموقف) toward the workplace. (Positive/happy= high moral negative/unhappy = low moral ) Turnover: (ترك الوظائف) –Yearly percentage of an organization's workforce that leaves company and must be replaced. Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

RESULTS OF HIGH MORALE  Employees will be committed and loyal to their employers  Employees will come to work every day  Employees will work hard  Employees will have few “negative” behaviors (complaining about their jobs, working slowly, etc)  Employees will stay with their employer and will not change their jobs Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

RESULTS OF LOW MORALE  Employees will not be loyal to their employers  Employees will be absent ( مفقود ) from work  Employees will do only the minimum work required  Employees will have many “negative” behaviors (complaining about their jobs, working slowly, etc)  Employees will move from one company to another (high job turnover) Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

WHY IS JOB TURNOVER BAD? High job turnover is bad for the employer because:  Production schedules are disrupted (مواعيد الإنتاج عطل) – if an employee leaves, the company will not have the correct number of people necessary to finish the work on time  New employees have to be trained how to do the job – this costs the company money  Productivity slows down (الإنتاجية يبطئ) – new employees cannot do the job as well or as quickly as employees who have been with the company for some time Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

WRITTEN CONTRACT  We are all familiar with written contracts  A written contract would be prepared and signed if we buy a car, get a bank loan, or employ a contractor to build a house  A written contract specifies the terms of the agreement ( بنود الاتفاق ) – who pays, the amount paid, when the money is paid, etc  These are the things agreed to by each person who signs the contract Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

PSYCHOLOGICAL (نفسي) CONTRACT (1)  A psychological contract between an employer and an employee is not written on a piece of paper  However, there are things which each one expects ( وتتوقع )the other to do  The employer expects certain things from the employee – and the employee expects certain things from the employer….. Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

PSYCHOLOGICAL CONTRACT (2)  A psychological contract describes what employer and employee expect of each other on the job and what each one will provide on the job.  These are called expectations ( التوقعات ) – things each one expects the other to do. Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

WHAT DOES EACH ONE PROVIDE?  The employer provides inducements( الحوافز ) – things that will make the employee happy such as good working conditions, a safe office environment, a fair salary and benefits.  The employee provides contributions ( المساهمات ) – things which will make the employer happy such as being at work during office hours, skills and experience, completing the work to the best of his or her ability. Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

MOTIVATION IN THE WORKPLACE  Motivation ( دافع ) refers to the set of forces that cause people to behave in certain ways. WHAT MOTIVATES EMPLOYEES?  Money and benefits – and job security  Recognition (الأعتراف) from managers and other employees  The wish to do the job well - and the wish to learn new skills  Having responsibility (المسؤولية) for the job  The opportunity for promotion (الترقيه)  Feeling part of a team – a sense of belonging to a group Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

PARTICIPATIVE MANAGEMENT AND EMPOWERMENT  “Participative” means that employees can participate ( شارك ) – they can join in and have a voice in decision making which affects their jobs  “Empowerment ( التمكين )” means that employees have the power to make changes – if they see that something in the company could be done in a better way, they have the authority to make the change without asking their managers Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

DEFINITION Participative management and empowerment refers to a method of:  Increasing job satisfaction by giving employees a voice in the management of their jobs and the company  Employees become empowered to take greater responsibility for their own work performance  They feel more of an “ownership” of their jobs and are more committed ( ملتزم ) to do the job well  And that will lead to success for the company Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

TEAM MANAGEMENT (1)  In some companies, groups of employees work as a “team” – a group of employees working together to perform specific tasks assigned to the group  The team is responsible for making some of the decisions which affect the group…. Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

TEAM MANAGEMENT (2) The team (group) may be given decision-making responsibility ( مسؤولية صنع القرار ) for such things as:  Scheduling ( جدولة ) lunch breaks  Dividing assignments between workers The team may also be consulted by management to help to make decisions on such things as:  Production scheduling ( جدولة الانتاج )  Deciding on work procedures (إجراءات)  Hiring of new employees Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

TEAM MANAGEMENT (3) POSITIVE EFFECTS Team management allows team members to make quick decisions which affect the group. Team management can:  Improve employee motivation (تحسين الموظف الدافع )  Enhance communication(تعزيز الاتصالات )  Encourage team members to feel more like a part of the organization  Improve company performance (تحسين أداء الشركات ) Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall

TEAM MANAGEMENT (4) NEGATIVE EFFECTS  Team management is not always successful as some employees do not like the responsibility of participative programs – particularly if team members’ pay is determined ( مصممة ) by the team’s level of productivity  Faster workers resent (يستاء) slower workers because they reduce the group’s total output. Slower workers resent the pressure ( استاء الضغط ) put on them by faster-working coworkers  This causes a decrease in motivation, job satisfaction, and employee morale Reference: Ebert & Griffin (2007). "Business Essentials" Pearson, Prentice Hall