1. Influences on Employee Behavior
Chapter 5
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

2. HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.
Session Objectives
Identify the major factors influencing behavior.
Define motivation.
Describe main approaches to understanding motivation.
1/12/2019
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.
1/12/2019
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)
1/12/2019
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)
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

6. Factors in the Work Environment
Outcomes
Supervision and leadership
Organization
Coworkers
1/12/2019
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.
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

8. Supervisor Characteristics
Leadership
Performance expectations (Pygmalion effect)
Evaluation of efforts
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

9. Organizational Influences
Reward structure
Organizational culture
Job design
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

10. HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.
Coworker Influence
Norms
Group dynamics
Teamwork
Control over outcomes
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

11. HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.
Motivation
Psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal-directed.
1/12/2019
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.
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

13. Arousal or Energizing Effort
The generation or mobilization of effort.
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

14. HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.
Direction of Effort
Applying effort to one behavior over another.
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

15. HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.
Persistence
Continuing (or ceasing) to perform a behavior.
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

16. Explanations of Work Motivation
Need-based
Cognitive-based
Noncognitive-based
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

17. HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.
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
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

18. HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.
Cognitive Theories
Expectancy theory
Goal-setting theory
Social learning theory
Equity theory
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

19. HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.
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
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

20. HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.
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.
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

21. HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.
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.
1/12/2019
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
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

23. HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.
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.
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

24. HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.
A Noncognitive Theory
Reinforcement theory
e.g., Behavior Modification
1/12/2019
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.
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

26. HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.
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?
1/12/2019
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)
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

28. HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.
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?
1/12/2019
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.
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

30. HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.
Bloom’s Taxonomy
Bloom
Cognitive
Psychomotor
Affective
HRD
Knowledge
Skills
Attitudes
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

31. Maslow’s Hierarchy of Needs
Self-Actualization Needs
Esteem Needs
Belonging & Love Needs
Safety Needs
Survival Needs
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.

32. HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.
Summary
HRD generally seeks to change human behavior (some efforts to change attitudes).
Behavior is influenced by both external and internal factors.
Worker motivation is the key.
We can work on knowledge, skills and abilities.
Attitudes are often where the problem lies.
1/12/2019
HRDe3 CH-2 Contributed by Wells Doty, Ed.D., Clemson Univ.