Employee Behavior, Motivation WS2024 PDF

Business Essentials 8-1 Thirteenth Edition, Global Edition Chapter 8 Employee Behavior and Motivation...

Business Essentials 8-1 Thirteenth Edition, Global Edition Chapter 8 Employee Behavior and Motivation - adapted Copyright © 2023 Pearson Education, Ltd  8-2 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 © 2023 Pearson Education, Ltd  8-3 Learning Objectives (1 of 2) 8-1 Identify and discuss the basic forms of behaviors that employees exhibit in organizations. 8-2 Describe the nature and importance of individual differences among employees. 8-3 Explain the meaning and importance of psychological contracts and the person-job fit in the workplace. Copyright © 2023 Pearson Education, Ltd  8-4 Learning Objectives (2 of 2) 8-4 Identify and summarize the most important models and concepts of employee motivation. 8-5 Describe some of the strategies and techniques used by organizations to improve employee motivation. Copyright © 2023 Pearson Education, Ltd  8-5 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 Performance Behaviors – the total set of work-related behaviors that the organization expects employees to display Copyright © 2023 Pearson Education, Ltd  8-6 Organizational Citizenship Organizational Citizenship – positive behaviors that do not directly contribute to the bottom line Copyright © 2023 Pearson Education, Ltd  8-7 Counterproductive Behaviors Counterproductive Behaviors – behaviors that detract from organizational performance Absenteeism – when an employee does not show up for work Turnover – annual percentage of an organization’s workforce that leaves and must be replaced Copyright © 2023 Pearson Education, Ltd  8-8 Personality at Work Individual Differences – personal attributes that vary from one person to another Personality – the relatively stable set of psychological attributes that distinguish one person from another Copyright © 2023 Pearson Education, Ltd  8-9 The “Big Five” Personality Traits (1 of 3) Copyright © 2023 Pearson Education, Ltd  8-10 The “Big Five” Personality Traits (2 of 3) Agreeableness – a person’s ability to get along with others Conscientiousness – a reflection of the number of things a person tries to accomplish Emotionality – the degree to which people tend to be positive or negative in their outlook and behaviors toward others Copyright © 2023 Pearson Education, Ltd  8-11 The “Big Five” Personality Traits (3 of 3) Extraversion – a person’s comfort level with relationships Openness – reflects how open or rigid a person is in terms of his or her beliefs Copyright © 2023 Pearson Education, Ltd  8-12 Myers-Briggs Framework Myers-Briggs Type Indicator (MBTI) – a popular questionnaire that some organizations use to assess personality types Four General Dimensions – Extraversion vs. Introversion – Sensing vs. Intuition – Thinking vs. Feeling – Judging vs. Perceiving Copyright © 2023 Pearson Education, Ltd  8-13 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 © 2023 Pearson Education, Ltd  8-14 Emotional Intelligence (2 of 3) Self-awareness – a person’s capacity for being aware of how they are feeling Managing emotions – a person’s capacities to balance anxiety, fear, and anger so that they do not overly interfere with getting things accomplished Copyright © 2023 Pearson Education, Ltd  8-15 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 © 2023 Pearson Education, Ltd  8-16 Other Personality Traits at Work (1 of 3) Locus of Control – the extent to which people believe that their behavior has a real effect on what happens to them Self-Efficacy – a person’s belief about his or her capabilities to perform a task Copyright © 2023 Pearson Education, Ltd  8-17 Other Personality Traits at Work (2 of 3) Authoritarianism – the extent to which a person believes that power and status differences are appropriate within hierarchical social systems such as organizations Machiavellianism – used to describe behavior directed at gaining power and controlling the behavior of others Copyright © 2023 Pearson Education, Ltd  8-18 Other Personality Traits at Work (3 of 3) Self-Esteem – the extent to which a person believes that he or she is a worthwhile and deserving individual Risk Propensity – the degree to which a person is willing to take chances and make risky decisions Copyright © 2023 Pearson Education, Ltd  8-19 Attitudes at Work Attitudes – a person’s beliefs and feelings about specific ideas, situations, or people Job Satisfaction – degree of enjoyment that people derive from performing their jobs Organizational Commitment – an individual’s identification with the organization and its mission Copyright © 2023 Pearson Education, Ltd  8-21 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 © 2023 Pearson Education, Ltd  8-22 The Psychological Contract Copyright © 2023 Pearson Education, Ltd  8-23 The Person-Job Fit Person-Job Fit – the extent to which a person’s contributions and the organization’s inducements match one another Copyright © 2023 Pearson Education, Ltd  8-24 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 © 2023 Pearson Education, Ltd  8-25 Early Behavioral Theory Hawthorne Effect – tendency for productivity to increase when workers believe they are receiving special attention from management Copyright © 2023 Pearson Education, Ltd  8-26 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 © 2023 Pearson Education, Ltd  8-27 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 © 2023 Pearson Education, Ltd  8-28 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 © 2023 Pearson Education, Ltd  8-29 Maslow’s Hierarchy of Human Needs Copyright © 2023 Pearson Education, Ltd  8-32 Other Important Needs Need for Achievement – an individual’s desire to accomplish a goal or task as effectively as possible Need for Affiliation – an individual’s desire for human companionship Need for Power – the desire to control one’s environment, including financial, material, informational, and human resources Copyright © 2023 Pearson Education, Ltd  8-36 Using Goals to Motivate Behavior Management by Objectives (MBO) – set of procedures involving both managers and subordinates in setting goals and evaluating progress Copyright © 2023 Pearson Education, Ltd Participative Management and 8-37 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 © 2023 Pearson Education, Ltd  8-38 Job Enrichment and Job Redesign Job Enrichment – method of increasing job satisfaction by adding one or more motivating factors to job activities Job Redesign – method of increasing job satisfaction by designing a more satisfactory fit between workers and their jobs Copyright © 2023 Pearson Education, Ltd  8-39 Job Redesign Programs Combining Tasks – involves enlarging jobs and increasing their variety to make employees feel that their work is more meaningful Forming Natural Work Groups – helps employees see the importance of their jobs in the total structure of the firm Establishing Client Relationships – letting employees interact with customers Copyright © 2023 Pearson Education, Ltd  8-40 Modified Work Schedules (1 of 2) Work Sharing (Job Sharing) – method of increasing job satisfaction by allowing two or more people to share a single full-time job Flextime Programs – method of increasing job satisfaction by allowing workers to adjust work schedules on a daily or weekly basis Copyright © 2023 Pearson Education, Ltd  8-41 Modified Work Schedules (2 of 2) Telecommuting – form of flextime that allows people to perform some or all of a job away from standard office settings Copyright © 2023 Pearson Education, Ltd Advantages and Disadvantages of Modified 8-42 Schedules and Alternative Workplaces Advantages Disadvantages – more satisfied, – challenging to committed employees coordinate and manage – reduced stress – poor fit for some – improved productivity workers – less congestion – lack of network and coworker contact – lack of management belief Copyright © 2023 Pearson Education, Ltd  8-43 Applying What You’ve Learned (1 of 2) 8-1 Identify and discuss the basic forms of behaviors that employees exhibit in organizations. 8-2 Describe the nature and importance of individual differences among employees. 8-3 Explain the meaning and importance of psychological contracts and the person-job fit in the workplace. Copyright © 2023 Pearson Education, Ltd  8-44 Applying What You’ve Learned (2 of 2) 8-4 Identify and summarize the most important models and concepts of employee motivation. 8-5 Describe some of the strategies and techniques used by organizations to improve employee motivation. Copyright © 2023 Pearson Education, Ltd Copyright This work is protected by United States copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted. The work and materials from it should never be made available to students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials. Copyright © 2023 Pearson Education, Ltd