management, organizational policies & practices lecture 17 dr. amna yousaf phd (hrm) university...
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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)
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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.
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Types of BehaviorTypes of Behavior
Task Performance Behavior
Organizational Citizenship Behavior
Werner & DeSimone (2006) 7
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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)
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The External EnvironmentThe External Environment
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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)
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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.
Werner & DeSimone (2006) 11
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Factors in the Work EnvironmentFactors in the Work Environment
Outcomes Supervision and leadership Organization Coworkers
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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.
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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.
Werner & DeSimone (2006) 14
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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.
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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
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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.
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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.
Werner & DeSimone (2006) 18
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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
© 2007 Prentice Hall Inc. All rights reserved. Werner & DeSimone (2006) 20
MotivationMotivation
Psychological processes that initiates, directs, and persists voluntary actions that are goal-directed.
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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.
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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.
Werner & DeSimone (2006) 22
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Need Activation-Need Satisfaction ProcessNeed Activation-Need Satisfaction Process
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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)
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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!
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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)
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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.
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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
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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
© 2007 Prentice Hall Inc. All rights reserved. Werner & DeSimone (2006) 30
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
© 2007 Prentice Hall Inc. All rights reserved. Werner & DeSimone (2006) 31
Expectancy TheoryExpectancy Theory
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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
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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 -
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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
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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
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Equity TheoryEquity Theory
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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
© 2007 Prentice Hall Inc. All rights reserved. Werner & DeSimone (2006) 38
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
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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
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Self Determination TheorySelf Determination Theory
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
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Self Determination TheorySelf Determination Theory
Training programs need to realize where at the continuuum of motivation the employee lies
© 2007 Prentice Hall Inc. All rights reserved. Werner & DeSimone (2006) 42
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.
© 2007 Prentice Hall Inc. All rights reserved.
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.
Werner & DeSimone (2006) 43
© 2007 Prentice Hall Inc. All rights reserved. Werner & DeSimone (2006) 44
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?
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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.
© 2007 Prentice Hall Inc. All rights reserved. Werner & DeSimone (2006) 46
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
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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.
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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.
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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.
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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.
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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.
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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
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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.
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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.
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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.
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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.
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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
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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
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