Chapter III Factors Affecting Employee Behavior

1. CHAPTER III
FACTORS AFFECTING
EMPLOYEE BEHAVIOUR

3. • the Mental Process of choosing desired outcomes and
deciding how to go about them.
• the Social Process by which the behaviour of an
individual is influenced by others.

4. • CONTENT THEORIES assume that human beings
have an innate package of motives (needs or desired
outcomes) which they take action to pursue.
• PROCESS THEORIES explore the psychological
process through which outcomes become desirable and are
pursued by individuals.

5. -ABRAHAM
MASLOW (1954)
suggest that INDIVIDUALS HAVE CERTAIN
INNATE NEEDS. When a need is unsatisfied, the
individual experiences tension – and acts in pursuit of goals
that will satisfy the need.
argued that human beings have FIVE INNATE NEEDS,
which he suggested could be arranged in a ‘hierarchy of
relative pre- potency’.

6. HIERARCHY OF
RELATIVE PRE-
POTENCY
• In general, we must
mostly satisfy a lower-
level need before we can
focus our attention on a
higher-level need.

7. -
FREDERIC
K
HERZBER
G (1966)
a.) The need to avoid unpleasantness, associated
with fair treatment in compensation, supervision, working
conditions and administrative practices. These needs are
satisfied by what Herzberg called 'hygiene' factors: they may
minimize dissatisfaction and poor job performance but have
little ability to motivate the individual to higher levels of job
satisfaction or extra performance. Hygiene factors are
essentially extrinsic rewards, deriving from factors in the
environment or context of work, and offering satisfaction of
lower-level needs.

8. -
FREDERIC
K
HERZBERG
(1966)
b.) The need to develop in one's occupation, as
a source of personal growth, associated with factors such as
advancement, recognition, responsibility, challenge and
achievement. These needs are satisfied by what Herzberg called
'motivator' factors, which are seen to be effective in
motivating the individual to more positive attitudes, and greater
effort and performance. Motivator factors are essentially
intrinsic rewards, deriving from factors inherent in the content of
the work itself, and offering psychological satisfaction of higher-
level needs.

9.  ACHIEVEMENT
 POWER
 AFFILIATION
 AVOIDANCE
MASLOW’S SELF-ACTUALISATION,
ESTEEM AND LOVE NEEDS

10. states that the strength of an individual's motivation to
do something will be influenced by the perceived
link between individual effort, performance and
particular outcomes (will reward follow effort?) and
the importance of those outcomes to the
individual (will the reward make the effort
worthwhile?)

11. F
orce
or strength of
motivation to do x
=
V
alence
(Strength of the
individual's preference for
outcome y)
x
Expectancy
(Individual's
perception of the
likelihood that doing
x will result in
outcome y)
(a) The link between effort and reward is clear.
(b) Intended results and goals are made clear.
(c) The reward is perceived to be worth the effort.
This model helps to explain why performance incentives and rewards
work most effectively when:

12. Need theories, such as those of Maslow and Taylor, emphasizes the
intrinsic rewards of work. The concepts of self-actualisation and the
need to develop in one’s work lead naturally to the idea that an
increased level of autonomy in the work situation will enhance
motivation. In particular, it is suggested that workforce motivation
will be enhanced by involvement in decisions affecting worker and
work. This concept runs alongside and complements political ideas
about industrial democracy and the role of trade unions.

13. Pay should be seen as only one of several intrinsic and extrinsic
rewards offered by work. If it is used to motivate, it can only do so in
a wider context of the job and other rewards.
) suggests that HR managers need to develop reward systems which
offer both financial and non-financial rewards, rather than relying on
simplistic assumptions of instrumentality.