Business Essentials Twelfth Edition Chapter 8 PDF

Business Essentials Twelfth Edition Chapter 8 Employee Behavior and Motivation Copyright © 2019, 2016, 2013 Pearson Education, Inc. All...

Business Essentials Twelfth Edition Chapter 8 Employee Behavior and Motivation Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Introduction In this chapter we – describe the different forms of behaviors that employees exhibit at work – examine many of the ways that people differ from one another – look at some important models and concepts of employee motivation, as well as some strategies and techniques used by organizations to improve employee motivation Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Learning Objectives (1 of 2) 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. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Learning Objectives (2 of 2) 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 motivation. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Forms of Employee Behavior Employee Behavior – the pattern of actions by the members of an organization that directly or indirectly influences the organization’s effectiveness. Positive employee behavior—such as collaboration, punctuality, adherence to ethical standards, and proactive problem- solving—can improve team dynamics and drive organizational success. Negative employee behavior—such as absenteeism, poor communication, resistance to change, or disregard for organizational values—can hinder progress and reduce the organization's effectiveness. Performance Behaviors – the total set of work-related behaviors that the organization expects employees to display. Examples include: – Task Performance: Completing assigned tasks accurately and on time. – Quality of Work: Ensuring that work meets established quality standards. – Reliability: Consistently performing tasks as required, demonstrating dependability. – Proactiveness: Taking initiative to improve processes or solve problems. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Organizational Citizenship Organizational Citizenship positive behaviors that may not directly contribute to the bottom line. Examples of organizational citizenship behaviors include: Helping Colleagues: Assisting team members with their tasks, especially when they're overloaded. Showing Initiative: Volunteering for projects or suggesting improvements. Maintaining a Positive Attitude: Keeping morale high, even during stressful times. Adherence to Organizational Values: Upholding the organization’s principles and culture, even in informal settings. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Counterproductive Behaviors Absenteeism Turnover Theft Sabotage Sexual harassment Workplace violence Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Personality at Work Personality – the relatively stable set of psychological attributes that distinguish one person from another Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. The “Big Five” Personality Traits (1 of 3) Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. The “Big Five” Personality Traits (2 of 3) Agreeableness – a person’s ability to get along with others: High Score Characteristics: Friendly, empathetic, cooperative, trusting. Low Score Characteristics: Critical, competitive, skeptical, less cooperative. Conscientiousness – a reflection of the number of things a person tries to accomplish. High Score Characteristics: Responsible, organized, goal-oriented, disciplined. Low Score Characteristics: Careless, impulsive, disorganized, less dependable. Emotionality – the degree to which people tend to be positive or negative in their outlook and behaviors toward others. It describes a person's emotional stability and tendency to experience positive or negative emotions. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. The “Big Five” Personality Traits (3 of 3) Extraversion – a person’s comfort level with relationships. Extraversion measures how outgoing, energetic, and sociable a person is. Openness – reflects how open or rigid a person is in terms of his or her beliefs. reflects a person's willingness to try new things, embrace novel ideas, and think creatively. People high in openness tend to be curious, imaginative, and open-minded, while those low in openness may be resistant to change. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Emotional Intelligence (1 of 3) Emotional Intelligence (Emotional Quotient, EQ) – the extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Emotional Intelligence (2 of 3) Self-awareness – a person’s capacity for being aware of how they are feeling and recognizing and understanding one’s weaknesses and strengths. Managing emotions – a person’s capacities to balance anxiety, fear, and anger so that they do not overly interfere with getting things accomplished. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Emotional Intelligence (3 of 3) Motivating oneself – a person’s ability to remain optimistic and to continue striving in the face of setbacks, barriers, and failure. Empathy – a person’s ability to understand how others are feeling even without being explicitly told. Social skills – a person’s ability to get along with others and to establish positive relationships. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Matching People and Jobs Psychological Contract – set of expectations held by an employee concerning what he or she will contribute to an organization (referred to as contributions) and what the organization will in return provide the employee (referred to as inducements) Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. The Psychological Contract Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. The Person-Job Fit Person-Job Fit – the extent to which a person’s contributions and the organization’s inducements match one another. It refers to the alignment between an individual's characteristics —such as their skills, interests, and personality traits— and the demands or requirements of a specific job. This concept suggests that for employees to be successful, satisfied, and productive in their roles, their personal attributes should match the tasks, responsibilities, and expectations of their job. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Basic Motivation Concepts and Theories Motivation Classical Theory of – the set of forces that Motivation cause people to behave – theory holding that in certain ways workers are motivated solely by money Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Early Behavioral Theory Hawthorne Effect – tendency for productivity to increase when workers believe they are receiving special attention from management Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Human Resources Model: Theories X and Y Theory X Theory Y – theory of motivation – theory of motivation holding that people are holding that people are naturally lazy and naturally energetic, uncooperative growth-oriented, self- motivated, and interested in being productive Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Theory X and Theory Y Table 8.1 Theory X and Theory Y Theory X Theory Y People are lazy. People are energetic. People lack ambition and dislike People are ambitious and seek responsibility. responsibility. People are self-centered. People can be selfless. People resist change. People want to contribute to business growth and change. People are gullible and not People are intelligent. bright. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Maslow’s Hierarchy of Needs Model Hierarchy of Human Needs Model – theory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher-level needs Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Maslow’s Hierarchy of Human Needs Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Contemporary Motivation Theory (1 of 2) Expectancy Theory – theory of motivation holding that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Contemporary Motivation Theory (2 of 2) Equity Theory – theory of motivation holding that people evaluate their treatment by the organization relative to the treatment of others Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Reinforcement/Behavior Modification Positive Reinforcement – reward that follows desired behaviors Punishment – unpleasant consequences of an undesirable behavior Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Participative Management and Empowerment Participative Management and Empowerment – method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Applying What You’ve Learned (1 of 2) 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. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Applying What You’ve Learned (2 of 2) 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 motivation. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved. Copyright Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved.