1. Influences on Employee Behavior

2. A Major Purpose of Human Resource Development
To change employee behavior through training and other incentives

3. 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)

4. The External Environment

5. Factors in the External Environment
Economic conditions
Technological changes
Labor market conditions
Laws and regulations
Labor unions
Source: Heneman, Schwab, Fossum & Dyer (1989)

6. Factors in the Work Environment
Outcomes
Supervision and leadership
Organization
Coworkers

7. Influences on Employee Behavior
Factor
Issues
Outcomes
Types
Effect on Motivation
Supervision
Leadership
Performance Expectations
Organization
Reward Structure
Organizational Culture
Job Design
Coworkers
Norms
Group Dynamics
Teamwork
Control of Outcomes

8. 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.

9. Supervisor Characteristics
Leadership
Performance expectations (Pygmalion effect)
Evaluation of efforts

10. Organizational Influences
Reward structure
Organizational culture
Job design

11. Coworker Influence
Norms
Group dynamics
Teamwork
Control over outcomes

12. Motivation
Psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal-directed

13. 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

14. Energizing Effort
The generation or mobilization of effort

15. Direction of Effort
Applying effort to one behavior over another

16. Persistence
Continuing (or ceasing) to perform a behavior

17. Explanations of Work Motivation
Need-based
Cognitive-based
Noncognitive-based

18. 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

19. Need Activation-Need Satisfaction Process

20. Maslow’s Hierarchy of Needs
Self-Actualization
Needs
Esteem Needs
Belonging & Love Needs
Safety Needs
Survival Needs

21. Cognitive Theories Expectancy theory Goal-setting theory
Social learning theory
Equity theory

22. Expectancy Theory Expectancy – expect effort to result in success
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

23. Expectancy Theory

24. 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

25. 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

26. 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

27. Self-Efficacy and Effort

28. 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

29. Equity Theory

30. A Noncognitive Theory
Reinforcement theory
e.g., behavior modification

31. Complexity of Behavior

32. 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

33. 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?

34. Other Internal Factors That Influence Employee Behavior
Motivation
Attitudes
Knowledge, Skills and Abilities (KSAs)

35. Wagner-Hollenbeck Model of Motivation and Performance
By permission: Wagner III and Hollenbeck, 1995

36. 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?

37. 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

38. Bloom’s Taxonomy Bloom Cognitive Psychomotor Affective HRD Knowledge
Skills/Abilities
Attitudes

39. 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