Chapter-2 Influence On Employee Behavior

Chapter#2
Influences on Employee Behavior

A Major Purpose of Human Resource
Development
• A major goal of HRD interventions is to assist employees
and organizations in achieving their goals.
• HRD Professionals help employees by designing and
developing programs that promote individual
development.
• HRD also improves organizational performance.
• Another goal of HRD interventions is an effort to change
employee behavior.
• HRD provides skills and behaviors to employees which
assist in increasing their performance which leads to great
accomplishments.
2
Types of Behavior
• Task Performance Behavior
• Organizational Citizenship Behavior
3
Model of Employee Behavior
• Forces that influence behavior:
– External to the employee:

• External environment (economic conditions, laws and
regulations, etc.)
• Work environment (supervision, organization, coworkers,
outcomes of performance)
– Within the employee:

• Motivation, attitudes, knowledge/skills/abilities (KSAs)
4
The External Environment
5
Factors in the External Environment
• Economic conditions
• Technological changes
• Labor market conditions
• Laws and regulations
• Labor unions
6
Example of External Environment Force
• Example: Downsizing
• In the wake of any economic, political or technological
upheaval, the external forces often lead organizations to
reduce their workforce.
• Downsizing refers to the voluntary actions on the part of

organizations to reduce the overall size of their
workforce.
• HRD must advise organizations must invest and train the

survivors of the downsizing on how to carry out their
responsibilities after downsizing and help in retaining
rather than laying off.
7
Factors in the Work Environment
 Outcomes
 Supervision and leadership
 Organization
 Coworkers
8
Outcomes Can Influence Employee Behavior
• Personal outcomes are those that have value to the
individual, such as pay, recognition or reward etc .
• Organizational outcomes are things valued by the

organization, such as teamwork, productivity or
quality etc.
• Employee perception of outcomes are important

determinants of employee behavior.
9
Outcomes Can Influence Employee Behavior
• Expectancy Theory:
• This theory states that employees will perform
behaviors that they perceive will bring
valued outcomes.
• Equity Theory:
• This theory states that outcomes are evaluated
by comparing them to the outcomes
received by others.
10
Supervisor and Leaders Influence Employee
Behavior
• Supervisors and Leaders still continue to play an important

role in the success of organizations.
• Self-Fulfilling Prophecy:
• The Pygmalion effect describes that how the

expectations of a supervisor can influence the
behavior of the subordinates.
11
Supervisor and Leaders Influence Employee
Behavior
• The supervisors' approach to leadership also

influences the behavior of employees.
• Leadership is the use of non-coercive influence to

direct and coordinate the activities of a group towards
accomplishing a goal.
• (Leader Member Exchange Theory) LMX Theory:

Suggests that supervisors tend to develop different
quality relationships with their subordinates.
12
Organizational Influences
• Reward structure:
– This includes not only the tangible (pay, benefits, bonuses) but also
the intangible things such as acceptance, recognition, training etc.
• Organizational culture:
– It is a set of values, beliefs, norms, patterns of behavior shared by the
organizational members and that guide their behavior.
• Job design:
– it is the development and alteration of the components of a job (such as
the tasks, scope, responsibilities, duties etc.) to improve productivity and
quality.
13
Coworker Influence
• Coworkers exert a strong influence on employee
behavior in 3 ways:
• Norms:
• Informal rules for appropriate behavior established
within a work group.
• Trust and cohesiveness:

• ( sense of togetherness and willingness to remain
part of group) among memebers important :
important crietria for succesful teamwork
14
Motivation
• Psychological processes that initiates, directs, and

persists voluntary actions that are goal-directed.
15
HRD & Motivation
• Motivation is critical to HRD.
• Success of many HRD programs and processes

depends on in part on whether individuals are
motivated to participate, learn and use what is
learned to improve performance.
16

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Chapter#2

Influences on Employee Behavior

• Task Performance Behavior

• Organizational Citizenship Behavior

– External to the employee:

– Within the employee:

• Labor market conditions

• Laws and regulations

• Downsizing refers to the voluntary actions on the part of

• HRD must advise organizations must invest and train the

 Supervision and leadership

• Organizational outcomes are things valued by the

• Employee perception of outcomes are important

• Supervisors and Leaders still continue to play an important

• The Pygmalion effect describes that how the

• The supervisors' approach to leadership also

• Leadership is the use of non-coercive influence to

• (Leader Member Exchange Theory) LMX Theory:

• Trust and cohesiveness:

• Psychological processes that initiates, directs, and

• Success of many HRD programs and processes

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