Influences on Employee

Behavior
By Beta Rizqi Febriyama 2019020038
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
  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 .
 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.
 Model of Employee Behavior
Factors in the External Environment

Economic Technological Labor Market Laws and Labor

Conditions Changes Conditions Regulations Unions
Fig. 2-1

Supervision
Leadership
Performance
Expectations

Organization Employee Behavior

Reward Motivation Task Outcomes
Structures Attitudes Performance Personal
Culture Knowledge, Organizational Organizational
Job Design Skill, Ability Citizenship
Behaviors

Coworkers
Norms
Group
Dynamics
Teamwork
Control Over
Outcomes
CH-2 Copyright 2008, Werner et al 5
 ` Major categories of employee behavior

• 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
 External influences on employee
behavior
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
Factors in the Work Environment
 outcomes

• 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.
• 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: Equity Theory:

The people will Outcomes are

perform behaviors evaluated by
that they perceive will comparing them to
bring valued the outcomes
outcomes received by others

Better the outcome,

better the work
 Supervision and Leadership
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
 Organization
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
Job design
• 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
 Influence of Coworkers
• 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
 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
 Worker motivation
 Cognitive Process Approach
Theories include:
Motivation is a process controlled by • Expectancy Theory
conscious thoughts, beliefs and • Goal-Setting Theory
judgments • 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 Theories include:
needs • Reinforcement Theory
  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
 Cognitive Process Theories of Motivation

Expectancy Goal-Setting Social Learning Equity Theory

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

An attitude “represents
a person’s general
feeling of favorableness
What is an or unfavorableness
attitude? toward some stimulus
object.”
 ATTITUDES

Second major
influence on work
behavior Attitude: a person’s
general feeling of A combination of
favorableness or attitudes with
unfavorableness perceived social
toward some pressure to behave in
stimulus object a certain manner
influences an
individual’s behavior
 The Behavioral Intentions Model
Fig 2-7 Perceived situational
Beliefs about Attitude or internal constraints
behavior/outcome toward the
relationships behavior

Intentions Behavior

Beliefs about
Perception
group/society
of norms
norms

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

• 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