logging in or signing up Chapter 02 slides 4e abou_rs Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 892 Category: Entertainment License: All Rights Reserved Like it (2) Dislike it (0) Added: January 11, 2010 This Presentation is Public Favorites: 0 Presentation Description No description available. Comments Posting comment... By: paomenk30 (7 month(s) ago) pls sent to paomenk30@yahoo.com thanks Saving..... Post Reply Close Saving..... Edit Comment Close By: shahidjohn (12 month(s) ago) its best slides over all as compared to others. i wanna be ergent. plzzzz send me on my email address Saving..... Post Reply Close Saving..... Edit Comment Close By: JasminePandya (16 month(s) ago) Pls can you mail me this PPT's??? jasminepandya85@gmail.com Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript Influences on Employee Behavior : Werner & DeSimone (2006) 1 Influences on Employee Behavior Chapter 2 Session Objectives : Werner & DeSimone (2006) 2 Session Objectives Identify the major factors influencing behavior. Define motivation. Describe main approaches to understanding motivation. A Major Purpose of Human Resource Development : Werner & DeSimone (2006) 3 A Major Purpose of Human Resource Development To change employee behavior through training and other incentives Model of Employee Behavior : Werner & DeSimone (2006) 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) The External Environment : Werner & DeSimone (2006) 5 The External Environment Factors in the External Environment : Werner & DeSimone (2006) 6 Factors in the External Environment Economic conditions Technological changes Labor market conditions Laws and regulations Labor unions Source: Heneman, Schwab, Fossum & Dyer (1989) Factors in the Work Environment : Werner & DeSimone (2006) 7 Factors in the Work Environment Outcomes Supervision and leadership Organization Coworkers Influences on Employee Behavior : Werner & DeSimone (2006) 8 Influences on Employee Behavior Effect on Motivation Performance Expectations Job Design Outcomes Can Influence Employee Behavior : Werner & DeSimone (2006) 9 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. Supervisor Characteristics : Werner & DeSimone (2006) 10 Supervisor Characteristics Leadership Performance expectations (Pygmalion effect) Evaluation of efforts Organizational Influences : Werner & DeSimone (2006) 11 Organizational Influences Reward structure Organizational culture Job design Coworker Influence : Werner & DeSimone (2006) 12 Coworker Influence Norms Group dynamics Teamwork Control over outcomes Motivation : Werner & DeSimone (2006) 13 Motivation Psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal-directed Motivation Characteristics : Werner & DeSimone (2006) 14 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 Energizing Effort : Werner & DeSimone (2006) 15 Energizing Effort The generation or mobilization of effort Direction of Effort : Werner & DeSimone (2006) 16 Direction of Effort Applying effort to one behavior over another Persistence : Werner & DeSimone (2006) 17 Persistence Continuing (or ceasing) to perform a behavior Explanations of Work Motivation : Werner & DeSimone (2006) 18 Explanations of Work Motivation Need-based Cognitive-based Noncognitive-based Need-Based Theories : Werner & DeSimone (2006) 19 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 Need Activation-Need Satisfaction Process : Werner & DeSimone (2006) 20 Need Activation-Need Satisfaction Process Maslow’s Hierarchy of Needs : Werner & DeSimone (2006) 21 Maslow’s Hierarchy of Needs Self-Actualization Needs Esteem Needs Belonging & Love Needs Safety Needs Survival Needs Cognitive Theories : Werner & DeSimone (2006) 22 Cognitive Theories Expectancy theory Goal-setting theory Social learning theory Equity theory Expectancy Theory : Werner & DeSimone (2006) 23 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 Expectancy Theory : Werner & DeSimone (2006) 24 Expectancy Theory In Other Words… : Werner & DeSimone (2006) 25 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 Goal Setting Theory : Werner & DeSimone (2006) 26 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 Social Learning Theory : Werner & DeSimone (2006) 27 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 Self-Efficacy and Effort : Werner & DeSimone (2006) 28 Self-Efficacy and Effort Equity Theory : Werner & DeSimone (2006) 29 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 Equity Theory : Werner & DeSimone (2006) 30 Equity Theory A Noncognitive Theory : Werner & DeSimone (2006) 31 A Noncognitive Theory Reinforcement theory e.g., behavior modification Complexity of Behavior : Werner & DeSimone (2006) 32 Complexity of Behavior Behavior Modification : Werner & DeSimone (2006) 33 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 A Specific Example : Werner & DeSimone (2006) 34 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? Other Internal Factors That Influence Employee Behavior : Werner & DeSimone (2006) 35 Other Internal Factors That Influence Employee Behavior Motivation Attitudes Knowledge, Skills and Abilities (KSAs) Wagner-Hollenbeck Model of Motivation and Performance : Werner & DeSimone (2006) 36 Wagner-Hollenbeck Model of Motivation and Performance By permission: Wagner III and Hollenbeck, 1995 Attitudes : Werner & DeSimone (2006) 37 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? Knowledge, Skills and Abilities (KSAs) : Werner & DeSimone (2006) 38 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 Bloom’s Taxonomy : Werner & DeSimone (2006) 39 Bloom’s Taxonomy Bloom Cognitive Psychomotor Affective HRD Knowledge Skills/Abilities Attitudes Summary : Werner & DeSimone (2006) 40 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 You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.
Chapter 02 slides 4e abou_rs Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 892 Category: Entertainment License: All Rights Reserved Like it (2) Dislike it (0) Added: January 11, 2010 This Presentation is Public Favorites: 0 Presentation Description No description available. Comments Posting comment... By: paomenk30 (7 month(s) ago) pls sent to paomenk30@yahoo.com thanks Saving..... Post Reply Close Saving..... Edit Comment Close By: shahidjohn (12 month(s) ago) its best slides over all as compared to others. i wanna be ergent. plzzzz send me on my email address Saving..... Post Reply Close Saving..... Edit Comment Close By: JasminePandya (16 month(s) ago) Pls can you mail me this PPT's??? jasminepandya85@gmail.com Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript Influences on Employee Behavior : Werner & DeSimone (2006) 1 Influences on Employee Behavior Chapter 2 Session Objectives : Werner & DeSimone (2006) 2 Session Objectives Identify the major factors influencing behavior. Define motivation. Describe main approaches to understanding motivation. A Major Purpose of Human Resource Development : Werner & DeSimone (2006) 3 A Major Purpose of Human Resource Development To change employee behavior through training and other incentives Model of Employee Behavior : Werner & DeSimone (2006) 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) The External Environment : Werner & DeSimone (2006) 5 The External Environment Factors in the External Environment : Werner & DeSimone (2006) 6 Factors in the External Environment Economic conditions Technological changes Labor market conditions Laws and regulations Labor unions Source: Heneman, Schwab, Fossum & Dyer (1989) Factors in the Work Environment : Werner & DeSimone (2006) 7 Factors in the Work Environment Outcomes Supervision and leadership Organization Coworkers Influences on Employee Behavior : Werner & DeSimone (2006) 8 Influences on Employee Behavior Effect on Motivation Performance Expectations Job Design Outcomes Can Influence Employee Behavior : Werner & DeSimone (2006) 9 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. Supervisor Characteristics : Werner & DeSimone (2006) 10 Supervisor Characteristics Leadership Performance expectations (Pygmalion effect) Evaluation of efforts Organizational Influences : Werner & DeSimone (2006) 11 Organizational Influences Reward structure Organizational culture Job design Coworker Influence : Werner & DeSimone (2006) 12 Coworker Influence Norms Group dynamics Teamwork Control over outcomes Motivation : Werner & DeSimone (2006) 13 Motivation Psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal-directed Motivation Characteristics : Werner & DeSimone (2006) 14 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 Energizing Effort : Werner & DeSimone (2006) 15 Energizing Effort The generation or mobilization of effort Direction of Effort : Werner & DeSimone (2006) 16 Direction of Effort Applying effort to one behavior over another Persistence : Werner & DeSimone (2006) 17 Persistence Continuing (or ceasing) to perform a behavior Explanations of Work Motivation : Werner & DeSimone (2006) 18 Explanations of Work Motivation Need-based Cognitive-based Noncognitive-based Need-Based Theories : Werner & DeSimone (2006) 19 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 Need Activation-Need Satisfaction Process : Werner & DeSimone (2006) 20 Need Activation-Need Satisfaction Process Maslow’s Hierarchy of Needs : Werner & DeSimone (2006) 21 Maslow’s Hierarchy of Needs Self-Actualization Needs Esteem Needs Belonging & Love Needs Safety Needs Survival Needs Cognitive Theories : Werner & DeSimone (2006) 22 Cognitive Theories Expectancy theory Goal-setting theory Social learning theory Equity theory Expectancy Theory : Werner & DeSimone (2006) 23 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 Expectancy Theory : Werner & DeSimone (2006) 24 Expectancy Theory In Other Words… : Werner & DeSimone (2006) 25 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 Goal Setting Theory : Werner & DeSimone (2006) 26 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 Social Learning Theory : Werner & DeSimone (2006) 27 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 Self-Efficacy and Effort : Werner & DeSimone (2006) 28 Self-Efficacy and Effort Equity Theory : Werner & DeSimone (2006) 29 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 Equity Theory : Werner & DeSimone (2006) 30 Equity Theory A Noncognitive Theory : Werner & DeSimone (2006) 31 A Noncognitive Theory Reinforcement theory e.g., behavior modification Complexity of Behavior : Werner & DeSimone (2006) 32 Complexity of Behavior Behavior Modification : Werner & DeSimone (2006) 33 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 A Specific Example : Werner & DeSimone (2006) 34 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? Other Internal Factors That Influence Employee Behavior : Werner & DeSimone (2006) 35 Other Internal Factors That Influence Employee Behavior Motivation Attitudes Knowledge, Skills and Abilities (KSAs) Wagner-Hollenbeck Model of Motivation and Performance : Werner & DeSimone (2006) 36 Wagner-Hollenbeck Model of Motivation and Performance By permission: Wagner III and Hollenbeck, 1995 Attitudes : Werner & DeSimone (2006) 37 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? Knowledge, Skills and Abilities (KSAs) : Werner & DeSimone (2006) 38 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 Bloom’s Taxonomy : Werner & DeSimone (2006) 39 Bloom’s Taxonomy Bloom Cognitive Psychomotor Affective HRD Knowledge Skills/Abilities Attitudes Summary : Werner & DeSimone (2006) 40 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