9/20/2022

8
chapter Employee Behavior and
Forms of Employee Behavior

• Employee Behavior
Motivation
– The pattern of actions by the members of an
organization that directly or indirectly influences
Business Essentials, 7th Edition the organization's effectiveness
Ebert/Griffin

Instructor Lecture PowerPoints

PowerPoint Presentation prepared by
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© 2009 Pearson Education, Inc. Carol Vollmer Pope Alverno College

Forms of Employee Behavior (cont’d) Counterproductive Behaviors

• Performance Behaviors
• Absenteeism
– The total set of work-related behaviors that the
organization expects employees to display – Results in direct costs to a business
• Organizational Citizenship • Turnover
– The behavior of individuals who make a positive overall – Occurs when people quit their jobs
contribution to the organization • Other Behaviors
• Counterproductive Behaviors – Theft
– Behaviors that detract from, rather than contribute to, – Sabotage
organizational performance
– Discriminatory harassment
– Workplace violence
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Attitudes at Work
• Job Satisfaction (Morale) Matching People and Jobs
– The extent to which people have positive attitudes toward • Psychological Contract
their jobs – The overall set of expectations held by employees and the
• Organizational Commitment organization regarding what employees will contribute to
the organization and what the organization will provide in
– An individual’s identification with the organization and
its mission return

• Promoting Satisfaction and Commitment • Contributions

– What does each employee expect to contribute to the
– Treat employees fairly
organization?
– Provide rewards and job security
• Inducements
– Allow employee participation
– What will the organization provide to each employee in
– Design interesting jobs return?
– Maintain psychological contracts
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FIGURE 8.1 The Psychological Contract Matching People and Jobs (cont’d)
• Person-Job Fit
– The extent to which a person’s contributions and
the organization’s inducements match one
another
• Good person-job fit can result in higher performance
and more positive attitudes
• A poor person-job fit can have the opposite effects

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Basic Motivation Concepts and Theories Classical Theory

• Motivation • Scientific Management (Frederick Taylor)

– The set of forces that cause people to behave in – Paying workers more motivates them to
certain ways produce more
• Approaches to Human Relations – Industrial engineering: Analyzing jobs to find
better ways to perform them makes goods
– Classical theory and scientific management
cheaper, creates higher profits, and allows the
– Early behavioral theory firm to better pay and motivate its workers
– Contemporary motivational theories

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Early Behavioral Theory

TABLE 8.1 Theory X and Theory Y
• Hawthorne Studies
– Original purpose was to examine the relationship
between changes in the physical environment and
worker output (productivity).
– Hawthorne effect: Worker productivity rose in
response to any management actions that workers
interpreted as special attention.
• Other Major Motivation Theories
– Human Resources Model (Theories X and Y)
– Maslow’s Hierarchy of Needs Model
– Herzberg’s Two-Factor Theory
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FIGURE 8.2 Maslow’s Hierarchy of Needs FIGURE 8.3 Two-Factor Theory

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Contemporary Motivation Theory Contemporary Motivation Theory (cont’d)

• Expectancy Theory
• Equity Theory
– Suggests that people are motivated to work
– Employees evaluate their
toward rewards that they want and that they
treatment relative to the
believe they have a reasonable chance—or treatment of others
expectancy—of obtaining • Inputs: Employee contributions
– Helps explain why some people do not work as to their jobs
• Outputs: What employees
hard as they can when their salaries are based receive in return
purely on seniority – The perceived ratio of
contribution to return
determines perceived equity

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Strategies and Techniques for Enhancing

Reinforcement/Behavior Modification Theory
Motivation
• Reinforcement/Behavior Modification
• Management by Objectives Punishment
• Participative Management When negative consequences are
and Empowerment attached directly to undesirable
behavior
• Team Management
• Job Enrichment and Job Redesign Positive Reinforcement
• Modified Work Schedules When rewards are tied directly to
performance
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Management by Objectives (MBO): Participative Management, Empowerment and

Collaborative Goal-setting Team Management
• Increasing job satisfaction by
encouraging participation
Collaborative Communicating
Goal Setting
and Planning
Organizational
Goals and Plans
Periodic
Review
Evaluation • Team management represents
an increasing trend
Meeting
Setting
– For example, in smaller, more
Verifiable Goals flexible organizations make
and Clear Plans
Counseling
decisions more quickly and
Identifying efficiently
Resources

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Modified Work Schedules

Job Enrichment and Job Redesign
• Work-Share Programs (Job Sharing)
• Job Enrichment – Pros: Employees appreciate attention to their needs,
– Adding one or more motivating factors to job company can reduce turnover and save on benefits
activities (such as increasing responsibility or – Cons: Job-share employees generally receive fewer benefits
recognition) and may be the first to be laid off
• Flex-time Programs/Alternative Workplace Strategies
• Job Redesign
– Allow people to choose their work hours by adjusting a
– Designing a better fit between workers and their standard work schedule
jobs • Telecommuting
• Combining tasks – Performing a job away from standard office settings
• Forming natural work groups
• Establishing client relationships

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Modified Work Schedules and

Alternative Workplaces
• Advantages • Disadvantages
– More satisfied, – Challenging to
committed employees coordinate and manage
– Reduced stress – Poor fit for some
workers
– Improved productivity
– Less congestion – Lack of network and
coworker contact
– Lack of management
belief

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