influencing in employee behavior human resource development
TRANSCRIPT
www.gurus.co.kr 2
1. The Goal of HRD Intervention
• The ultimate objectives of HRD Program is to improve organizational Performance
• Career development activities, mentoring, formal training and Education opportunities
• Major focus of HRD Intervention is to change employee behavior• skills and behaviors that need to perform the greatest accomplishment
of organizational goals.
www.gurus.co.kr 4
Performance (P)
Motivation (M) Knowledge, Skills, Attitudes (KSA)
Environment (E)
P= M * KSA * E
www.gurus.co.kr 5
2. Model of employee behavior
Employee• Motivation• Attitudes• Knowledge, Skill, Ability
Supervision• Leadership• Performance Expectations
Organization• Reward structures• Culture• Job Design
Coworkers• Norms• Group Dynamics• Teamwork• Control over Outcomes
Behavior• Task Performance• Organizational
Citizenship Behaviors
Outcomes• Personal• organizational
Factors in the External Environment
Economic conditions
Technological changes
Labor Market Conditions
Law and Regulations
Labor unions
www.gurus.co.kr 6
3. Major categories of employee behavior
• Task performance (competency )
• Organizational citizenship behavior (commitment)
www.gurus.co.kr 7
External influences on employee Behavior
• Factors in the External Environment • Downsizing• Merger & acquisition
• Factors in the work environment• Outcomes : a Results of given employee behaviors
• Personal Outcomes : pay, recognition, emotions• Organizational Outcomes : Teamwork, Productivity, Quality
• Supervision and Leadership• Leadership activities : delegating, evaluating, providing feedback, rewarding, Coaching,
Mentoring…• Leader’s Performance Expectation (Pygmalion effect)
• The organization• Reward structure
• The Types of rewards (Material, social)• The reward distribution (equally to all, relative to each individual’s contributions)• The criteria for reward distribution (results, behaviors, tenure)
• Organizational culture : values, beliefs, norms, pattern of behaviors• Job Design : Hackman & Oldham’s Theory
• Coworker and Team • Coworker’s social influencing• Norms : informal rules (guideline for appropriate behaviors)• Group Dynamics : Interacting way (Groupthink, social Loafing…)• Teamwork : Trust, Cohesiveness
www.gurus.co.kr 8
Fundamental internal influences : Motivation
• Motivation : the direction, persistence, amount of effort expended by an individual to achieve a specified outcomes1. Voluntary behavior
2. Process• Direction : What need the person id trying to satisfy• Persistence : How long the person keep doing it• Amount of effort : How hard the person works it
3. Individual phenomenon
• Approaches to Explaining Motivation• Need Theories : Underlying needs drive motivation
• Maslow’s Needs hierarchy theory, Alderfer’s ERG Theory, Herzberg’s Two-factor Theory
• Process theory : Motivation is process controlled by conscious thoughts, Beliefs, and Judgments • Expectancy theory, Goal-setting Theory, Social –learning Theory, Equity
Theory
www.gurus.co.kr 9
Need satisfied
Tension is created
Needs is activated
Search for ways to reduce
tension
Perform Behaviors to
reduce tension
Tension eliminated or reduced?
Yes
No
Needs-Activation-need satisfaction Process
• If a person becomes frustrated trying to satisfy currently activated needs, this frustration will cause previously satisfied needs to activated and drive behavior
www.gurus.co.kr 10
Expectancy theory
Should IExert efforts?
ExpectancyHow likely is it that I will reach my performance goal?
InstrumentalityWill I receive variousOutcomes if I reach myPerformance goal?
ValenceHow desirable are theseOutcomes?
People will choose to put effort into behavior they
• Believe they can perform successfully (High expectancy) and
• Believe are connected to outcomes (high instrumentality) they desire (high valence) or
• Believe will prevent outcomes (negative instrumentality) they want to avoid (negative valence).
www.gurus.co.kr 11
Social Learning : Self-efficacy and performance
Performance historyModeling
Other’s feedbackPsychological/Economic state
Analysis of task
Attribution of performance history
Assessment of constraints
Self-efficacy *
Performance
Behavior outcomes
Feedback
* Self-efficacy : People’s judgment of their capabilities of organize and execute course of action required to attain designated types of performance
• People who high self-efficacy for particular task will focus their attention on the challenges of situation and use greater effort in mastering them, thus increasing the chance of successful task performance
www.gurus.co.kr 12
Equity theory
Outcomes/rewardsReceived by self
Input of self
Outcomes/rewardsReceived by
Relevant others
Input of relevant others
Social comparison of Outcomes to inputs
Perceived inequity Perceived equity
MotivationTo correct
or reduce inequity
MotivationTo Maintain present equity relationship
• People who believe they are being treated fairly ( equity) will be motivated to continue their present performance and behavior pattern whereas people who believe they are victims of inequity will search for way to reduce their feeling of unfairness
www.gurus.co.kr 13
Other internal Factors: attitudes
• Attitudes • A person’s general feeing of favorableness or unfavorableness to ward some stimulus object.
• The combination of attitudes and perceived social pressure influences an individual’s intentions. These intentions, more directly influence behavior.
Beliefs about behavior-outcomes relationship
Attitude toward the behavior
Beliefs about group /Society norm
Perception of norms
intentions Behavior
Perceived situational orinternal constraints
Source : Hellriegel, Slocum, & Woodman(1989). Organizational behavior(5th.). St Paul, MN: West, 51.
www.gurus.co.kr 14
Locus of Control
Reaction to skill assessment
Source : Noe & Schmiitt (1986). The inflencec of trainee attitudes on training effectiveness, Personal Psychology, 39,155.
ExploratoryBehavior
Pre-trainingMotivation
Learning Behavior Performance
Job involvement Career planning
Reaction totraining
A Model of motivation and attitudinal influences of training effectiveness
• Jon involvement and career planning can have a significant impact on pre-training motivation and motivation to learn.,
www.gurus.co.kr 15
Other internal Factors: KSAs
• Abilities
• General capabilities related to performance of set of tasks.• Develop over time through the interaction of heredity and experience and are long-lasting
• Skills • Similar to abilities, but differ in that they combine abilities with capabilities that are developed
as a result of training and Experience• Psychomotor activities ( abilities tend to more cognitive)• Compilation (low level) – Automatcity (High level)
• Knowledge • An understanding of factors or principles related to particular subjects
• Declarative Knowledge : fact, information• Procedural Knowledge : How and when to apply the fact and information• Strategic Knowledge : Planning, Monitoring, Revising goal-directed activity
• Competency ? :