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© 2007 Prentice Hall, Inc. All rights reserved. 8–1
Chapter 8Chapter 8
Employee Behavior and MotivationEmployee Behavior and Motivation
© 2007 Prentice Hall, Inc. All rights reserved. 8–2
L E A R N I N G O U T C O M E SL E A R N I N G O U T C O M E SAfter reading this chapter, you should be able to:After reading this chapter, you should be able to:
Identify and discuss the basic forms of behaviors that employees Identify and discuss the basic forms of behaviors that employees exhibit in organizations.exhibit in organizations.Describe the nature and importance of individual differences Describe the nature and importance of individual differences among employees.among employees.Explain the meaning and importance of psychological contracts Explain the meaning and importance of psychological contracts and the person-job fit in the workplace. and the person-job fit in the workplace. Identify and summarize the most important models and concepts Identify and summarize the most important models and concepts of employee motivation.of employee motivation.Describe some of the strategies and techniques used by Describe some of the strategies and techniques used by organizations to improve employee motivation. organizations to improve employee motivation.
© 2007 Prentice Hall, Inc. All rights reserved. 8–3
What’s in It for Me?What’s in It for Me?
By understanding the basic elements of this By understanding the basic elements of this chapter, you’ll be better able to:chapter, you’ll be better able to:
Understand your own feelings toward your work from Understand your own feelings toward your work from the perspective of an employeethe perspective of an employee
Understand the feelings of others toward their work Understand the feelings of others toward their work from the perspective of a boss or ownerfrom the perspective of a boss or owner
© 2007 Prentice Hall, Inc. All rights reserved. 8–4
Forms of Employee BehaviorForms of Employee Behavior
Employee BehaviorEmployee Behavior The pattern of actions by the members of an The pattern of actions by the members of an
organization that directly or indirectly influences the organization that directly or indirectly influences the organization's effectivenessorganization's effectiveness
© 2007 Prentice Hall, Inc. All rights reserved. 8–5
Forms of Employee Behavior (cont’d)Forms of Employee Behavior (cont’d)
Performance BehaviorsPerformance Behaviors The total set of work-related behaviors that the The total set of work-related behaviors that the
organization expects employees to displayorganization expects employees to display
Organizational CitizenshipOrganizational Citizenship The behavior of individuals who make a positive The behavior of individuals who make a positive
overall contribution to the organizationoverall contribution to the organization
Counterproductive BehaviorsCounterproductive Behaviors Behaviors that detract from, rather than contribute to, Behaviors that detract from, rather than contribute to,
organizational performanceorganizational performance
© 2007 Prentice Hall, Inc. All rights reserved. 8–6
Counterproductive BehaviorsCounterproductive Behaviors
AbsenteeismAbsenteeism Results in direct costs to a business
TurnoverTurnover Occurs when people quit their jobsOccurs when people quit their jobs
Other BehaviorsOther Behaviors TheftTheft SabotageSabotage Sexual and racial harassmentSexual and racial harassment Workplace aggression and violenceWorkplace aggression and violence
© 2007 Prentice Hall, Inc. All rights reserved. 8–7
Individual Differences Individual Differences Among EmployeesAmong Employees
Individual DifferencesIndividual Differences Personal attributes that vary from one person to Personal attributes that vary from one person to
anotheranother——physical, psychological, and emotionalphysical, psychological, and emotional
Personality at WorkPersonality at Work PersonalityPersonality——the relatively stable set of psychological the relatively stable set of psychological
attributes that distinguish one person from anotherattributes that distinguish one person from another
© 2007 Prentice Hall, Inc. All rights reserved. 8–8
Individual Differences Individual Differences among Employees (cont’d)among Employees (cont’d)
The “Big Five” Personality TraitsThe “Big Five” Personality Traits AgreeablenessAgreeableness ConscientiousnessConscientiousness EmotionalityEmotionality ExtraversionExtraversion OpennessOpenness
© 2007 Prentice Hall, Inc. All rights reserved. 8–9
Individual Differences Individual Differences among Employees (cont’d)among Employees (cont’d)
Emotional Intelligence or Emotional QuotientEmotional Intelligence or Emotional Quotient The extent to which people are self-aware, can The extent to which people are self-aware, can
manage their emotions, can motivate themselves, manage their emotions, can motivate themselves, express empathy for others, and possess social skillsexpress empathy for others, and possess social skills
AttitudesAttitudes Our beliefs and feelings about specific ideas, Our beliefs and feelings about specific ideas,
situations, or other peoplesituations, or other people Are important because they are the mechanism through Are important because they are the mechanism through
which we express our feelingswhich we express our feelings
© 2007 Prentice Hall, Inc. All rights reserved. 8–10
Attitudes at WorkAttitudes at Work
Job Satisfaction (Morale)Job Satisfaction (Morale) The extent to which people have positive attitudes toward The extent to which people have positive attitudes toward
their jobstheir jobs
Organizational CommitmentOrganizational Commitment An individual's identification with the organization and An individual's identification with the organization and
its missionits mission
Promoting Satisfaction and CommitmentPromoting Satisfaction and Commitment Treat employees fairlyTreat employees fairly
Provide rewards and job securityProvide rewards and job security
Allow employee participationAllow employee participation
Design interesting jobsDesign interesting jobs
Maintain psychological contractsMaintain psychological contracts
© 2007 Prentice Hall, Inc. All rights reserved. 8–11
Matching People and JobsMatching People and Jobs
Psychological ContractPsychological Contract The overall set of expectations held by employees The overall set of expectations held by employees
and the organization regarding what employees will and the organization regarding what employees will contribute to the organization and what the contribute to the organization and what the organization will provide in returnorganization will provide in return
ContributionsContributions What does each employee expect to contribute to What does each employee expect to contribute to
the organization? the organization?
InducementsInducements What will the organization provide to each employee What will the organization provide to each employee
in return?in return?
© 2007 Prentice Hall, Inc. All rights reserved. 8–12
Matching People and Jobs (cont’d)Matching People and Jobs (cont’d)
Person-Job FitPerson-Job Fit The extent to which a person’s contributions and the The extent to which a person’s contributions and the
organization’s inducements match one anotherorganization’s inducements match one another Good person-job fit can result in higher performance and Good person-job fit can result in higher performance and
more positive attitudesmore positive attitudes A poor person-job fit can have the opposite effectsA poor person-job fit can have the opposite effects
© 2007 Prentice Hall, Inc. All rights reserved. 8–13
Basic Motivation Concepts and TheoriesBasic Motivation Concepts and Theories
MotivationMotivation The set of forces that cause people to behave in The set of forces that cause people to behave in
certain wayscertain ways
Approaches to Human RelationsApproaches to Human Relations Classical theory and scientific managementClassical theory and scientific management Early behavioral theoryEarly behavioral theory Contemporary motivational theoriesContemporary motivational theories
© 2007 Prentice Hall, Inc. All rights reserved. 8–14
Classical TheoryClassical Theory
Scientific Management (Frederick Taylor)Scientific Management (Frederick Taylor) Paying workers more motivates them to Paying workers more motivates them to
produce moreproduce more Industrial engineeringIndustrial engineering:: Analyzing jobs to find better Analyzing jobs to find better
ways to perform them makes goods cheaper, ways to perform them makes goods cheaper, creates higher profits, and allows the firm to better creates higher profits, and allows the firm to better pay and motivate its workerspay and motivate its workers
© 2007 Prentice Hall, Inc. All rights reserved. 8–15
Early Behavioral TheoryEarly Behavioral Theory
Hawthorne StudiesHawthorne Studies Original purpose was to examine the relationship Original purpose was to examine the relationship
between changes in the physical environment and between changes in the physical environment and worker output (productivity).worker output (productivity).
Hawthorne effect: Worker productivity rose in Hawthorne effect: Worker productivity rose in response to any management actions that workers response to any management actions that workers interpreted as special attention.interpreted as special attention.
Other Major Motivation TheoriesOther Major Motivation Theories Human Resources Model (Theories X and Y)Human Resources Model (Theories X and Y) Maslow’s Hierarchy of Needs ModelMaslow’s Hierarchy of Needs Model Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor Theory
© 2007 Prentice Hall, Inc. All rights reserved. 8–16
Contemporary Motivation TheoryContemporary Motivation Theory
Expectancy TheoryExpectancy Theory Suggests that people are motivated to work toward Suggests that people are motivated to work toward
rewards that they want and that they believe they rewards that they want and that they believe they have a reasonable chance—or expectancy—of have a reasonable chance—or expectancy—of obtainingobtaining
Helps explain why some people do not work as hard Helps explain why some people do not work as hard as they can when their salaries are based purely on as they can when their salaries are based purely on seniorityseniority
© 2007 Prentice Hall, Inc. All rights reserved. 8–17
Contemporary Motivation Theory (cont’d)Contemporary Motivation Theory (cont’d)
Equity TheoryEquity Theory Employees evaluate their treatment relative to the Employees evaluate their treatment relative to the
treatment of otherstreatment of others Inputs:Inputs: Employee contributions to their jobs Employee contributions to their jobs Outputs:Outputs: What employees receive in return What employees receive in return
The perceived ratio of contribution to return The perceived ratio of contribution to return determines perceived equitydetermines perceived equity
© 2007 Prentice Hall, Inc. All rights reserved. 8–18
Strategies and Techniques Strategies and Techniques for Enhancing Motivationfor Enhancing Motivation
Reinforcement/Behavior ModificationReinforcement/Behavior Modification
Management by ObjectivesManagement by Objectives
Participative Management Participative Management and Empowermentand Empowerment
Job Enrichment and Job Enrichment and Job RedesignJob Redesign
Modified Work SchedulesModified Work Schedules
© 2007 Prentice Hall, Inc. All rights reserved. 8–19
Reinforcement/Behavior Reinforcement/Behavior Modification TheoryModification Theory
Positive ReinforcementPositive ReinforcementPositive ReinforcementPositive Reinforcement
PunishmentPunishmentPunishmentPunishment
When rewards are tied directly to When rewards are tied directly to performanceperformance
When negative consequences are When negative consequences are attached directly to undesirable attached directly to undesirable behaviorbehavior
© 2007 Prentice Hall, Inc. All rights reserved. 8–20
Identifying Identifying ResourcesResources
CounselingCounseling
SettingSettingVerifiable GoalsVerifiable Goalsand Clear Plansand Clear Plans
MeetingMeeting
Management by Objectives (MBO): Management by Objectives (MBO): Collaborative Goal-settingCollaborative Goal-setting
Collaborative Collaborative Goal Setting Goal Setting and Planningand Planning
Communicating Communicating Organizational Organizational
Goals and PlansGoals and Plans
Periodic Periodic ReviewReview EvaluationEvaluation
© 2007 Prentice Hall, Inc. All rights reserved. 8–21
Participative Management Participative Management and Empowermentand Empowerment
Increasing job satisfaction by Increasing job satisfaction by encouraging participationencouraging participation
Team managementTeam management represents represents an increasing trendan increasing trend
© 2007 Prentice Hall, Inc. All rights reserved. 8–22
Job Enrichment and Job RedesignJob Enrichment and Job Redesign
Job EnrichmentJob Enrichment Adding one or more motivating factors to job Adding one or more motivating factors to job
activities (such as activities (such as increasing responsibility or recognition)
Job RedesignJob Redesign Designing a better fit between workers and their jobsDesigning a better fit between workers and their jobs
Combining tasksCombining tasks Forming natural work groupsForming natural work groups Establishing client relationshipsEstablishing client relationships
© 2007 Prentice Hall, Inc. All rights reserved. 8–23
Modified Work SchedulesModified Work Schedules
Work-Share Programs (Job Sharing)Work-Share Programs (Job Sharing) Pros: Employees appreciate attention to their needs, Pros: Employees appreciate attention to their needs,
company can reduce turnover and save on benefits company can reduce turnover and save on benefits Cons: Job-share employees generally receive fewer Cons: Job-share employees generally receive fewer
benefits and may be the first to be laid offbenefits and may be the first to be laid off
Flextime Programs/Alternative Workplace Flextime Programs/Alternative Workplace StrategiesStrategies Allow people to choose their work hours by adjusting a Allow people to choose their work hours by adjusting a
standard work schedulestandard work schedule
TelecommutingTelecommuting Performing job away from standard office settingsPerforming job away from standard office settings
© 2007 Prentice Hall, Inc. All rights reserved. 8–24
Modified Work Schedules Modified Work Schedules and Alternative Workplacesand Alternative Workplaces
DisadvantagesDisadvantages Challenging to coordinate Challenging to coordinate
and manageand manage Poor fit for some workersPoor fit for some workers Lack of network and Lack of network and
coworker contactcoworker contact Lack of management Lack of management
beliefbelief
AdvantagesAdvantages More satisfied, committed More satisfied, committed
employeesemployees Reduced stressReduced stress Improved productivityImproved productivity Less congestionLess congestion