Influencing in Employee Behavior HUMAN RESOURCE DEVELOPMENT

1. Influencing in Employee BehaviorHUMAN RESOURCE DEVELOPMENT 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.

3. 조직 구성원의 행동에 영향을 미치는 변수들 ?(Brainstorming)

4. Performance (P) Motivation (M) Knowledge, Skills, Attitudes (KSA) Environment (E) P= M * KSA * E

5. Factors in the External Environment Economic conditions Technological changes Labor Market Conditions Law and Regulations Labor unions • Supervision • Leadership • Performance Expectations • Employee • Motivation • Attitudes • Knowledge, Skill, Ability • Behavior • Task Performance • Organizational Citizenship Behaviors • Outcomes • Personal • organizational • Organization • Reward structures • Culture • Job Design • Coworkers • Norms • Group Dynamics • Teamwork • Control over Outcomes 2. Model of employee behavior

6. 3. Major categories of employee behavior • Task performance (competency ) • Organizational citizenship behavior (commitment)

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

8. Fundamental internal influences : Motivation • Motivation : the direction, persistence, amount of effort expended by an individual to achieve a specified outcomes • Voluntary behavior • 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 • 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

9. Needs is activated Tension is created Search for ways to reduce tension Perform Behaviors to reduce tension Tension eliminated or reduced? No Yes 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 Need satisfied

10. Should I Exert efforts? Expectancy How likely is it that I will reach my performance goal? Instrumentality Will I receive various Outcomes if I reach my Performance goal? Valence How desirable are these Outcomes? Expectancy theory • 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).

11. Analysis of task Performance history Modeling Other’s feedback Psychological/ Economic state Attribution of performance history Self-efficacy * Assessment of constraints Behavior outcomes Performance Feedback Social Learning : Self-efficacy and 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 * Self-efficacy : People’s judgment of their capabilities of organize and execute course of action required to attain designated types of performance

12. Outcomes/rewards Received by self Outcomes/rewards Received by Relevant others Input of self Input of relevant others Social comparison of Outcomes to inputs Perceived inequity Perceived equity Motivation To correct or reduce inequity Motivation To Maintain present equity relationship Equity theory • 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

13. Perceived situational or internal constraints Beliefs about behavior- outcomes relationship Attitude toward the behavior intentions Behavior Beliefs about group / Society norm Perception of norms 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. Source : Hellriegel, Slocum, & Woodman(1989). Organizational behavior(5th.). St Paul, MN: West, 51.

14. A Model of motivation and attitudinal influences of training effectiveness Reaction to skill assessment Reaction to training Job involvement Career planning Locus of Control Exploratory Behavior Pre-training Motivation Learning Behavior Performance • Jon involvement and career planning can have a significant impact on pre-training motivation and motivation to learn., Source : Noe & Schmiitt (1986). The inflencec of trainee attitudes on training effectiveness, Personal Psychology, 39,155.

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 ? :

16. 검토사항 • 교육훈련 참가자의 동기부여를 위해 사전에 할 수 있는 일은 무엇인가? • 교육훈련 중 참가자의 동기를 높이기 위한 원칙 같은 것들은 어떤 것들이 있는가?