Behavior 8
chapte
r
Employee and
Motivation
Business Essentials, 8th Edition
Ebert/Griffin
Instructor Lecture
PowerPoints
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
PowerPoint Presentation prepared by
Carol Vollmer Pope Alverno College
L E A R N II N G O B J E C T II V E S
LEARN NG OBJECT VES
After reading this chapter, you should be able to:
1. Identify and discuss the basic forms of behaviors
that employees exhibit in organizations.
2. Describe the nature and importance of individual
differences among employees.
3. Explain the meaning and importance of
psychological contracts and the person-job fit in
the workplace.
4. Identify and summarize the most important
models and concepts of employee motivation.
5. Describe some of the strategies and techniques
used by organizations to improve employee
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motivation.
Whats in It for Me?
By understanding the basic elements
of this chapter, youll be better able to:
Understand your own feelings toward your
work from the perspective of an employee
Understand the feelings of others toward
their work from the perspective of a boss
or owner
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Forms of Employee Behavior
Employee Behavior
Pattern of actions by the members of an
organization that directly or indirectly
influences the organization's effectiveness
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Forms of Employee Behavior (cont.)
Performance Behaviors
Total set of work-related behaviors that the
organization expects from employees
Organizational Citizenship
Behavior of individuals who make a positive
overall contribution to the organization
Counterproductive Behaviors
Behaviors that detract from organizational
performance
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Counterproductive Behaviors
Absenteeism
Results in direct costs to a business
Turnover
Occurs when people quit their jobs
Other Behaviors
Theft
Sabotage
Discriminatory harassment
Workplace aggression and violence
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Individual Differences among Employees
Individual Differences
Personal attributes that vary from one
person to anotherphysical,
psychological, and emotional
Personality at Work
Personalitythe relatively stable set of
psychological attributes that distinguish
one person from another
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Individual Differences among Employees
(cont.)
The Big Five Personality Traits
Agreeableness
Conscientiousness
Emotionality
Extraversion
Openness
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Individual Differences among Employees
(cont.)
Emotional Intelligence or Emotional
Quotient
Extent to which people are self-aware, can
manage their emotions, can motivate
themselves, express empathy for others,
and possess social skills
Attitudes
Our beliefs and feelings about specific
ideas, situations, or other people
Mechanism through which we express our
feelings
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Attitudes at Work
Job Satisfaction (Morale)
The extent to which people have positive attitudes
toward their jobs
Organizational Commitment
An individuals identification with the organization
and
its mission
Promoting Satisfaction and Commitment
Treat employees fairly
Provide rewards and job security
Allow employee participation
Design interesting jobs
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Maintain psychological contracts
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Matching People and Jobs
Psychological Contract
The overall set of expectations held by employees
and the organization regarding what employees
will contribute to the organization (contributions)
and what the organization will provide in return
(inducements).
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FIGURE 8.1 The Psychological Contract
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Matching People and Jobs (cont.)
Person-Job Fit
The extent to which a persons
contributions and the organizations
inducements match one another
Good fit can result in higher performance and
more positive attitudes
Poor fit can have the opposite effects
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Basic Motivation Concepts and Theories
Motivation
The set of forces that cause people to
behave in certain ways
Approaches to Human Relations
Classical theory and scientific
management
Early behavioral theory
Contemporary motivational theories
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Classical Theory
Scientific Management (Frederick
Taylor)
Paying workers more motivates them to
produce more
Industrial engineering: Analyzing jobs to
find better ways to perform them makes
goods cheaper, creates higher profits,
and allows the firm to better pay and
motivate its workers
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Early Behavioral Theory
Hawthorne Studies
Original purpose was to examine the relationship
between changes in the physical environment output and
worker (productivity).
Hawthorne effect: Worker productivity rose in
response to management actions that workers
interpreted as special attention.
Other Major Motivation Theories
Human Resources Model (Theories X and
Y)
Maslows Hierarchy of Needs Model
Herzbergs Two-Factor Theory
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TABLE 8.1 Theory X and Theory Y
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FIGURE 8.2 Maslows Hierarchy of Needs
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FIGURE 8.3 Two-Factor Theory
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Contemporary Motivation Theory
Expectancy Theory
Suggests that people are motivated to
work toward rewards that they want and
that they believe they have a reasonable
chanceor expectancyof obtaining
Helps explain why some people do not
work as hard as they can when their
salaries are based purely on seniority
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Contemporary Motivation Theory (cont.)
Equity Theory
Employees evaluate their
treatment relative to the
treatment of others
Inputs: Employee
contributions to their
jobs
Outputs: What
employees receive in
return
The perceived ratio of
contribution to return
determines perceived
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equity
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Strategies and Techniques for Enhancing
Motivation
Reinforcement/Behavior Modification
Management by Objectives
Participative Management
and Empowerment
Team Management
Job Enrichment and Job Redesign
Modified Work Schedules
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Reinforcement/Behavior Modification
Theory
Punishment
Punishment
When negative consequences are
When
attached directly to undesirable
behavior
behavior
Positive Reinforcement
Positive Reinforcement
When rewards are tied directly to
When
performance
performance
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Management by Objectives (MBO):
Collaborative Goal-Setting
Collaborative
Collaborative
Goal Setting
and Planning
and
Communicating
Communicating
Organizational
Goals and Plans
Goals
Periodic
Periodic
Review
Review
Evaluation
Meeting
Setting
Verifiable Goals
and Clear Plans
Counseling
Identifying
Resources
Resources
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Participative Management,
Empowerment, and Team Management
Increasing job
satisfaction by
encouraging participation
Team management
represents an increasing
trend
For example, smaller, more
flexible organizations
make decisions more
quickly and efficiently
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Job Enrichment and Job Redesign
Job Enrichment
Adding one or more motivating factors to
job activities (such as increasing
responsibility or recognition)
Job Redesign
Designing a better fit between workers and
jobs
Combining tasks
Forming natural work groups
Establishing client relationships
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Modified Work Schedules
Work-Share Programs (Job Sharing)
Pros: Employees appreciate attention to their
needs, company can reduce turnover and save on
benefits
Cons: Job-share employees generally receive
fewer benefits and may be the first to be laid off
Flex-time Programs/Alternative Workplace Strategies
Allow people to choose their work hours by
adjusting a standard work schedule
Telecommuting
Performing a job away from standard office
settings
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Modified Work Schedules and
Alternative Workplaces
Advantages
More satisfied,
committed
employees
Reduced stress
Improved
productivity
Less congestion
Disadvantages
Challenging to
coordinate and
manage
Poor fit for some
workers
Lack of network and
coworker contact
Lack of management
belief
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Key Terms
absenteeism
attitudes
big five personality
traits
classical theory of
motivation
counterproductive
behavior
emotional intelligence
(emotional quotient, EQ)
employee behavior
equity theory
expectancy theory
flextime programs
Hawthorne effect
hierarchy of human needs
model
individual differences
job enrichment
job redesign
job satisfaction
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Key Terms (cont.)
management by
objectives (MBO)
motivation
organizational citizenship
organizational
commitment
participative management
and empowerment
performance behaviors
personality
person-job fit
positive reinforcement
psychological contract
punishment
telecommuting
Theory X
Theory Y
turnover
two-factor theory
work sharing (or job
sharing)
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