Identify that influence employee behavior Describe outcomes resulting from behavior and tell how they influence future behavior State how a supervisor’s leadership and expectations for employees can affect their behavior Define motivation and describe the main approaches to understanding motivation at work

1. Influences on Employee
Behavior
By Beta Rizqi Febriyama 2019020038

2. Learning objectives• Identify that influence employee behavior
• Describe outcomes resulting from behavior and tell
how they influence future behavior
• State how a supervisor’s leadership and expectations
for employees can affect their behavior
• Recognize the impact that coworkers and the
organization itself have on employee behavior
• Define motivation and describe the main
approaches to understanding motivation at work
• Discuss how knowledge, skill, ability, and attitudes
influence employee behavior

3. A Major Purpose of Human Resource
Development
• To change employee behavior through training and other incentives
• Because HRD interventions are attempts to change employee
behavior, it is important to understand the factors that influence
employee behavior. This chapter presented a number of such factors
that have direct relevance to HRD, using a simple model of employee
behavior .

4. `
Model of employee behavior
It includes two main categories :
External forces - that is those found in
the external environment (outside
organization), as well as in the work
environment (inside the organization),
including leadership, aspect
organization itself, coworkers, and the
outcomes of performance ( such as
praise).
Internal forces - that is those within the
employee including motivation,
attitudes, and KSAs ( knowledge, skill
and abilities).
This model assumes that external and internal forces interact
or combine to produce a given behavior and that employee
behavior has a direct relationship to the personal and
organization outcomes that are obtained.

5. CH-2 Copyright 2008, Werner et al 5
Model of Employee Behavior
Economic
Conditions
Leadership
Performance
Expectations
Technological
Changes
Labor Market
Conditions
Factors in the External Environment
Supervision
Laws and
Regulations
Labor
Unions
Reward
Structures
Culture
Job Design
Organization
Motivation
Attitudes
Knowledge,
Skill, Ability
Employee
Norms
Group
Dynamics
Teamwork
Control Over
Outcomes
Coworkers
Task
Performance
Organizational
Citizenship
Behaviors
Behavior
Personal
Organizational
Outcomes
Fig. 2-1

6. `
• Individual performance is multidimensional
• Most HRD focuses on “Task Performance”
• Behaviors central to doing one’s job
• Organizational citizenship behaviors
• Critical to organizational effectiveness
• Not specific to any one task
Major categories of employee behavior

7. Factors in the external environment include :
• the general state economy ( the rate of inflation, level of
unemployment
• The various the governmental laws, regulation and regulatory
agencies
• The activities of other organizations or competitors plus many global
and technological issues
• In spite of excellent work and production, external influences can
result in down-sizing to reduce costs
External influences on employee
behavior

8. Factors in the Work Environment

9. • Outcomes occur as a result of a given employee behavior. Out- comes
can be personal or organizational in nature.
• Organizational outcomes are things valued by an organization, such as
teamwork, productivity, and product quality
• Although there are clearly other factors that influence individual and
organizational outcomes, we limit our discussion to those things that
influence employee behaviors and the subsequent influence these
behaviors have on personal and organizational outcomes.
outcomes

10. • For example, several of the motivation theories presented later in the
chapter propose that employee per- ceptions of outcomes are
important determinants of behavior. Here are two examples:
Expectancy Theory:
The people will
perform behaviors that
they perceive will bring
valued outcomes
Better the outcome,
better the work
Equity Theory:
Outcomes are
evaluated by
comparing them to the
outcomes received by
others

11. Immediate supervisor:
Delegates tasks and responsibilities
Sets expectations
Evaluates performance
Provides feedback
Rewards
Provides discipline
• Although the influences supervisors have on subordinates are numerous
and sometimes complex, two factors deserve comment: self-fulfilling
prophecy and leadership.
• Research on self-fulfilling prophecy, or the Pygmalion effect, shows how
the expectations a supervisor establishes can influence a subordinate’s
behavior.
• If supervisors (or trainers) expect good performance, their behavior may
aid and encourage their subordinates (or trainees) to raise their own self-
expectations, increase their efforts, and ultimately perform well
Supervision and Leadership

12. Reward structure
Focuses on:
Types of rewards used (material and social)
How rewards are distributed
The criteria for rewards distribution
• If management does not carefully design and implement a reward system,
then it may unintentionally reinforce undesirable behavior in employees
(such as lack of initiative, or low participation rates in HRD programs).
• It must also be understood that a major reason why many employees
become involved in HRD programs is to obtain valued rewards, such as
promotions, pay increases, and more desirable work assignments
Organization

13. • The development and alteration of the
components of a job to improve productivity and
the quality of an a employee’s life
• A job design can affect behavior and attitudes
• Altering the job may improve performance and
attitudes
Job design

14. • coworkers control some of the outcomes valued by an employee and can use
those outcomes to influence the employee’s behavior
• Norms set the guidelines for behavior in the group
• Group dynamics influence the way an employee behaves when interacting
with a group
Group dynamic characteristic
• Group think is making unreasonable decisions to reject public opinion /
opinions that are already evident and have moral values.
• Social Loafing –the tendency for group members to reduce their effort as the
size of the group increases.
• Teamwork:
• Trust
• Cohesiveness
Influence of Coworkers

15. Motivation : A fundamental internal influence on
employee behavior
• One of the basic elements of human behavior
• Factors that cause the arousal, direction and persistence of voluntary actions
that are goal directed
This definition makes several important points
• Work motivation pertains to voluntary behavior
• Motivation focuses on
 Energizing—The generation or mobilization of effort
 Direction—Applying effort to one behavior over another
 Persistence—Continuing (or ceasing) to perform a behavior

16. Worker motivation
 Cognitive Process Approach
Motivation is a process controlled by
conscious thoughts, beliefs and
judgments
Theories include:
• Expectancy Theory
• Goal-Setting Theory
• Social Learning Theory
• Equity Theory
 Non-Cognitive Approach
Motivation is explained as an interaction
between behavior and external events
without appealing to internal thoughts or
needs
Theories include:
• Reinforcement Theory

17.  Needs-Based Approach
• Needs: deficiency states or imbalances, either physiological or psychological, that energize
and direct behavior
• Needs are said to drive behavior through the combination of need activation and need
satisfaction
 Mazlow’s Need Hierarchy
• Self-actualization
• Status and Esteem
• Love
• Safety and security
• Physiological

18. Cognitive Process Theories of Motivation
Expectancy
Theory.
• According to this
theory, people
choose to put their
effort into activities
they believe they
can perform that
will produce
desired outcomes
Goal-Setting
Theory.
• that performance
goals play a key role
in motivation.
Social Learning
Theory
a person’s belief
that performing
a given behavior
will lead to a
given outcome
Equity Theory
• suggests that
motivation is
strongly influenced
by the desire to be
treated fairly and by
people’s
perceptions about
whether they have
been treated fairly.

19. Reinforcement Theory: A Noncognitive Theory of Motivation
reinforcement theory argues that behavior is a function of its consequences
Positive reinforcement : increasing the frequency of a
behavior by following the behavior with a pleasurable
consequence
Negative reinforcement : increases the frequency of a
behavior by removing something unpleasurable after
the behavior is performed
Extinction : seeks to decrease the frequency of a behavior by
removing the consequence that is reinforcing it
Punishmet : seeks to decrease the frequency of a behavior by
introducing an adverse consequence immediately after the
behavior

20. OTHER INTERNAL FACTORS THAT INFLUENCE EMPLOYEE
BEHAVIOR
• Internal factors, in addition to motivation, that influence employee behavior include attitudes and
knowledge, skills, and abilities (KSAs).
What is an
attitude?
An attitude “represents
a person’s general
feeling of favorableness
or unfavorableness
toward some stimulus
object.”

21. ATTITUDES
Second major
influence on work
behavior Attitude: a person’s
general feeling of
favorableness or
unfavorableness
toward some
stimulus object
A combination of
attitudes with
perceived social
pressure to behave in
a certain manner
influences an
individual’s behavior

22. The Behavioral Intentions Model
Fig 2-7
Beliefs about
behavior/outcome
relationships
Attitude
toward the
behavior
Beliefs about
group/society
norms
Perception
of norms
Perceived situational
or internal constraints
Intentions Behavior
SOURCE: From Organizational Behavior 5th edition by Hellriegel/Slocum/Woodman. © 1989. Reprinted with permission
of South-Western, a division of Cengage Learning: permissionrequest@cengage.com. Fax 800 730-2215.
CH-2 Copyright 2008, Werner et al 22

23. • Knowledge, Skills, and Abilities (KSAs)
Abilities
As general capacities related to the performance of a set of
tasks
Skills
Similar to abilities, but differ in that they combine abilities with
capabilities that are developed as a result of training and
experience
Knowledge
Is defined as an understanding of factors or principles related to
a particular subject