Werner

HUMAN RESOURCE
DEVELOPMENT, 7E

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 Influences on Employee
Behavior
Chapter 2

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 Motivation
 One of the basic elements of human
behavior
 Factors that cause the arousal, direction
and persistence of voluntary actions that
are goal directed

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 Worker Motivation
Based on the individual because of unique:
• Needs
• Desires
• Attitudes
• Goals

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product or service or otherwise on a password-protected website for classroom use.
© 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain
product or service or otherwise on a password-protected website for classroom use.
© 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain
product or service or otherwise on a password-protected website for classroom use.
© 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain
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 The Need-Based Approach
 Underlying  Theories include:
needs, such as • Mazlow’s Needs
the needs for Hierarchy
safety or power, • Alderfer’s Existence,
drive motivation Relatedness and
Growth Theory
• Herzberg’s Two-Factor
Theory

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 Mazlow’s Need Hierarchy
 In Order of Importance
• Physiological
• Safety and security
• Love
• Status and Esteem
• Self-actualization
 The items above must be satisfied before
those below can be satisfied

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© 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain
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 Alderfer’s ERG Theory
 Existence
 Relatedness
 Growth

Basically reduces Mazlow’s five to three

items

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© 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain
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 Deficiencies of Need-Based
 Difficult to test and apply
 Insufficient for explanation of motivation
 Some programs based on theories have
been successful
• Job enrichment
• Achievement motivation

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 Cognitive Process Approach
 Motivation is a  Theories include:
process controlled • Expectancy Theory
by conscious • Goal-Setting Theory
thoughts, beliefs • Social Learning
and judgments Theory
• Equity Theory

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service or otherwise on a password-protected website for classroom use.
 Cognitive Process Theories
Expectancy theory
• Assumes that motivation is a conscious
choice process
• Employees:
 Believe they can perform successfully (high
expectancy)
 Believe are connected (high instrumentality) to
outcomes they desire (high valence)
 Believe will prevent (negative instrumentality)
outcomes they want to avoid (negative valence)

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© 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain
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 Expectancy Theory and HRD
 Employees will not attend HRD sessions
unless
• They will learn something
• It will increase their job performance
• They will be rewarded for their efforts

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 Goal Setting Theory
 Goals can:
• Mobilize employee effort
• Direct their attention
• Increase their persistence
• Affect strategies used to accomplish a task

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 Goal Setting
 Goals that are specific, difficult, and
accepted by employees lead to better
performance
 Feedback enhances effectiveness of goal
setting
 Goals must be achievable

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 Social Learning Theory
 Outcome and self-efficacy expectations
affect individual performance
 An outcome expectation:
• Person’s belief that performing a given
behavior will lead to a given outcome
 Self-efficacy:
• “People’s judgments of their capabilities to
organize and execute courses of action
required to attain designated types of
performances”

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 Major Prediction of Social
Learning Theory
A person’s self-efficacy expectations will
determine:
• Whether a behavior will be performed
• How much effort will be spent
• How long the person will continue to
perform the behavior

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 Equity Theory
 Motivation is strongly influenced by:
• People’s desire to be treated fairly
• Perceptions about whether they have been
treated fairly

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 Basis of Equity Theory
 People develop beliefs about what is fair for
them to receive in exchange for the
contributions that they make to the
organization
 People determine fairness by comparing
their relevant returns and contributions to
those of others
 People who believe they have been treated
unfairly (called inequity) will experience
tension, and they will be motivated to find
ways to reduce it

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© 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain
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© 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain
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 Non-Cognitive Approach
 Motivation is  Theories include:
explained as an • Reinforcement
interaction Theory
between behavior
and external
events without
appealing to
internal thoughts
or needs
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 Reinforcement Theory
 A non-cognitive theory
 Based on “Law of Effect”
• Behavior that is followed by a pleasurable
consequence will occur more
frequently—a process known as
“reinforcement”
• Behavior that is followed by an adverse
consequence will occur less frequently

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© 2017 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain
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 Knowledge, Skills, and Abilities
(KSAs)
 If employees lack the KSAs to perform a
task or behavior, they will likely fail
 Abilities—general capacities related to
the performance of a set of tasks
 Skills—combine abilities with capabilities
that are developed as a result of training
and experience
 Knowledge—an understanding of factors
or principles related to a particular
subject
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