Chapter (8)

Employee behavior and motivation

chapter objectives:
1. the different forms of behaviors that employees exhibit at work
2. examine the differences between the employees
3. studying different models and strategies of employee’s motivation techniques used by
organization
4. Explain the meaning and importance of psychological contracts and the person-job fit in
the workplace

Chapter definitions:
Forms of employee behavior: ‫هاااااام‬
- The employee behavior is a pattern of actions by the organization members that affect
directly or indirectly in the organization effectiveness.
Performance behavior:
- It’s a set of behaviors that the organization expect the employees will display
Organizational citizenship:
- The behavior of individuals who make a positive overall contribution to the organization
Counterproductive Behaviors:
- behaviors that decrease from organizational performance
Absenteeism:
- when the employee is absent
Turnover:
- annual percentage of an organization’s workforce that leaves and must be replaced
Individual Differences:
- The attributes that differ from one person to another one
Personality:
- a relatively stable set of psychological characteristics that distinguishes one individual from
another
the five personality traits ‫السمات الشخصيه‬:
1. Agreeableness: a person’s ability to get along with other
2. Conscientiousness: a reflection of the number of things a person tries to accomplish
3. Emotionality: the degree to which people tend to be positive or negative in their
outlook and behaviors toward others
4. Extraversion: a person’s comfort level with relationships
5. Openness: reflects how open or rigid a person is in terms of his or her beliefs (open
mind or not).
 Myers-Briggs Framework:
- a popular questionnaire that some organizations use to assess personality types, and it
have four dimensions:
 extraversion Vs introversion ‫شخص اجتماعي او شخص انطوائي‬
 sensing Vs intuition ‫االستشعار و الحدث‬
 thinking Vs feeling
 judging Vs perceiving ‫االدراك و الحكم اي شخصيه مدركه او سريعه الحكم‬

Emotional Intelligence (Emotional Quotient, EQ): ‫هااااااام‬

- the degree to which people are self-aware, have emotional control, can motivate
themselves, show empathy for others, and have social skills.

Self-awareness:
- a person’s capacity for being aware of how they are feeling (what is person feeling)
Managing emotions:
- a person’s capacities to balance anxiety, fear, and anger so that they do not overly interfere
with getting things accomplished (controlling his feelings)
motivating on self:
- a person’s ability to remain optimistic and to continue striving in the face of setbacks,
barriers, and failure (‫)قدرة الشخص علي البقاء متفائل رغم المشاكل و العقبات‬
Empathy: ‫التعاطف‬
- a person’s ability to understand how others are feeling even without being talk
Social skills :
- a person’s ability to get along with others and to establish positive relationships ( ‫القدرة علي‬
‫)بناء عالقات ايجابيه مع االخرين‬

Traits at works : ‫المواصفات في العمل‬

Locus of control :
- the extent to which people believe that their behavior has a real effect on what happens to
them ‫الي اي مدي يصدق الشخص ان ما يحدث له هو نتيده حقيقيه لسلوكياته‬
Self – efficacy: ‫الكفاءة الذاتيه‬
- a person’s belief about his or her capabilities to perform a task ( ‫مدي ايمان الشخص بقدراته النجاز‬
‫)المهام‬.
Authoritarianism: ‫السلطه‬
- the extent to which a person believes that power and status differences are appropriate
within hierarchical social systems such as organizations ( ‫مستوي ايمان الشخص بأهميه المكانه و القوة‬
‫)في االنظمه االجتماعيه الهرمية مثل المنظمات في اتخاذ القرارات و غيره‬
Machiavellianism: ‫الميكافيليه‬
- used to describe behavior directed at gaining power and controlling the behavior of others
(‫)تستخدم لوصف السلوك تجاه االخرين لكسب القوة و التحكم في سلوكهم‬
 Self - esteem:
- the extent to which a person believes that he or she is a worthwhile and deserving
individual (respect yourself, ‫)تقدير الذات‬
Risk Propensity:
- the degree to which a person is willing to take chances and make risky decisions (‫قدرة الشخص‬
‫)علي اتخاذ القرارات الخطرة‬

Attitude at work:

Attitudes:

- a person’s beliefs and feelings about specific ideas, situations, or people ( ‫المعتقدات و االحاسيس‬
‫)تجاه فكرة معينه او شخص معين‬

Job Satisfaction:

- degree of enjoyment that people derive from performing their jobs

Organizational Commitment:

- an individual’s identification with the organization and its mission

Attitude Structure:
Cognition: ‫المعرفه‬

- The knowledge a person supposed to have about something

Affect:

- a person’s feelings toward something

Intention: ‫النيه‬

- part of an attitude that guides a person’s behavior

Cognitive Dissonance: ‫التنافر المعرفي‬

- when two sets of cognitions or perceptions are contradictory or incongruent

- ‫عندما تكون مجموعتان من اإلدراك أو التصورات متناقضة أو غير متوافقه‬
 Matching People and Jobs

Psychological Contract:‫العقد النفسيه‬

- set of expectations held by an employee concerning what he or she will contribute to an

organization (referred to as contributions) and what the organization will in return provide
the employee (referred to as inducements)
- ‫مجموعة من التوقعات التي يحملها الموظف فيما يتعلق بما سيساهم به في منظمة (يشار إليها باسم المساهمات) وما‬
)‫ستقدمه المنظمة في المقابل للموظف (يشار إليها باسم الحوافز‬

The Person-Job Fit ‫هاااااام‬

- the extent to which a person’s contributions and the organization’s inducements match
one another ‫مساهمات الشخص في الشركه مقابل اغراءات الشركه للشخص‬

Basic Motivation Concepts and Theories:

Motivation:

- the set of forces that cause people to behave in certain ways

Classical Theory of Motivation:

- theory holding that workers are motivated only by money

 Early Behavioral Theory:

Hawthorne Effect:

- the ability to increase the productivity when workers believe they are receiving special
attention from management

Human Resources Model: Theories X and Y: ‫هااااااام‬

Theory X Theory Y
Theory of motivation holding lazy, Theory of motivation holding energetic,
uncooperative persons active, self-motivated persons
People lack to inspiration and they don’t People have inspiration and seek
like responsibilities responsibilities
Selfish people Selfless people
People resist change. People want to contribute to business
growth and change.
People are not intelligence People are intelligence

Maslow’s Hierarchy of Needs Model:

- Theory of motivation describing five levels of human needs and arguing that basic needs
must be fulfilled before people work to satisfy higher-level needs
 ‫نظريه العاملين ‪Two-Factor Theory:‬‬

‫‪-‬‬ ‫‪theory of motivation holding that job satisfaction depends on two factors, hygiene and‬‬
‫‪motivation‬‬

‫مثال لكيفية استخدام نظرية العاملين في مكان العمل‪ .‬لنفترض أن أحد أعضاء فريقك يأتي إليك بمشكلة ‪ -‬عضو آخر في‬
‫الفريق ال يبذل قصارى جهده في المشروع‪ .‬إنهم يتجاهلون المواعيد النهائية والعمليات المناسبة للعمل ‪ ،‬ولديهم موقف‬
‫رافض عند الضغط عليهم بشأن سبب فقدانهم القوة‪ .‬أنت تواجه معضلة حول كيفية إعادة عضو الفريق إلى حالة ذهنية‬
‫جيدة للمشروع‪ .‬وف ًقا لنظرية العاملين في هيرزبرج ‪ ،‬يمكن إصالح ذلك من خالل النظر في ما يحفز أعضاء الفريق‪.‬‬
‫ببساطة ‪ ،‬سيتصرف الناس عندما يشعرون أن شيًئ ا ما مفقو ًدا (أي عدم الرضا) أو عندما يشعرون بالرضا عن أنفسهم‬
‫(أي االعتراف)‪.‬إذا أردنا أن يتوقف عضو الفريق االفتراضي عن التصرف ‪ ،‬فقد يكون الوقت قد حان للنظر في مدى‬
‫‪ .‬تلبية الشركة الحتياجاتهم‬

‫‪Other Important Needs:‬‬

‫‪Need for Achievement‬‬

‫‪-‬‬ ‫‪an individual’s desire to accomplish a goal or task as effectively as possible‬‬

‫‪Need for Affiliation‬‬

‫‪an individual’s desire for human companionship‬‬

‫رغبة الفرد في الرفقةمن اشخاص اخرين‬

Need for Power

- the desire to control one’s environment, including financial, material, informational, and
human resources

Contemporary Motivation Theory:

Expectancy Theory

- theory of motivation holding that people are motivated to work toward rewards that they
want and that they believe they have a reasonable chance of obtaining
- ‫تنص على أن الناس لديهم الدافع للعمل من أجل الحصول على المكافآت التي يريدونها وأنهم يعتقدون أن لديهم فرصة‬
‫معقولة للحصول عليها‬

Equity Theory:

- based on the idea that individuals are motivated by fairness, In simple terms, equity theory
states that if an individual identifies an inequity between themselves and a peer, they will
adjust the work they do to make the situation fair in their eyes ‫مقارنه معامله الشركه لهم مع معامله‬
‫الشركه لزمالئهم‬

Reinforcement/Behavior Modification:

Positive Reinforcement:

- reward that follows desired behaviors

Punishment:

- unpleasant consequences of an undesirable behavior

Social Learning:

- learning that occurs when people observe the behaviors of others, recognize their
consequences, and alter their own behavior as a result.
- ‫ ويغيرون سلوكهم نتيجة لذلك‬، ‫ ويتعرفون على عواقبها‬، ‫التعلم الذي يحدث عندما يالحظ الناس سلوكيات اآلخرين‬

Using Goals to Motivate Behavior:

Management by Objectives (MBO)

- set of procedures involving both managers and subordinates in setting goals and evaluating
progress.

Participative Management and Empowerment

method of increasing job satisfaction by giving employees a voice in the management of

their jobs and the company

Job Enrichment and Job Redesign:

Job Enrichment

- method of increasing job satisfaction by adding one or more motivating factors to job
activities
Job Redesign
- method of increasing job satisfaction by designing a more satisfactory fit between workers
and their jobs

Job Redesign Programs:

Combining Tasks
- involves enlarging jobs and increasing their variety to make employees feel that their work
is more meaningful
Forming Natural Work Groups
- helps employees see the importance of their jobs in the total structure of the firm
Establishing Client Relationships
- letting employees interact with customers

Modified Work Schedules:

Work Sharing (Job Sharing)

- method of increasing job satisfaction by allowing two or more people to share a single full-
time job

Flextime Programs
- method of increasing job satisfaction by allowing workers to adjust work schedules on a
daily or weekly basis
Telecommuting
- form of flextime that allows people to perform some or all of a job away from standard
office settings
Advantages and Disadvantages of Modified Schedules and Alternative
Workplaces:

Advantages Disadvantages
more satisfied, committed employees challenging to coordinate and manage

reduced stress poor fit for some workers

improved productivity lack of network and coworker contact

less congestion lack of management belief