Business Essentials 8-1

Thirteenth Edition

Chapter 8
Employee Behavior
and Motivation

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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

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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.

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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.

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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

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Organizational Citizenship
Organizational Citizenship
– positive behaviors that do not directly contribute to the
bottom line

– a term that's used to describe all the positive and

constructive employee actions and behaviors that
aren't part of their formal job description.

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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

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 Personality at Work 8-8

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
– Personality, a characteristic way of thinking, feeling, and
behaving. Personality embraces moods, attitudes, and
opinions and is most clearly expressed in interactions
with other people. It includes behavioral characteristics,
both inherent and acquired, that distinguish one person
from another and that can be observed in people’s
relations to the environment and to the social group.

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The “Big Five” Personality Traits (1 of 3)

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The “Big Five” Personality Traits (2 of 3)

Agreeableness
– a person’s ability to get along with others
– A person with a high level of agreeableness is gentle,
cooperative, forgiving, understanding, and good-
natured in dealings with others.
– A person with a low level of agreeableness is often
irritable, short-tempered, uncooperative, and generally
antagonistic toward other people.
– Highly agreeable people are better at developing good
working relationships with coworkers, whereas less
agreeable people are not likely to have particularly
good working relationships.
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The “Big Five” Personality Traits
Conscientiousness refers to the individual’s
persistence, dependableness, and orderliness.
Highly conscientious people tend to focus on relatively
few tasks at one time; as a result, they are likely to be
organized, systematic, careful, horough, responsible, and
self-disciplined.

Less conscientious people tend to pursue a wider array of

tasks; as a result, they are often more disorganized and
irresponsible, as well as less thorough and self-disciplined.

Highly conscientious people tend to be relatively higher

performers in a variety of different jobs

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 The “Big Five” Personality Traits
Emotionality
– the degree to which people tend to be positive or
negative in their outlook and behaviors toward.
– People with positive emotionality are relatively poised,
calm, resilient, and secure;
– people with negative emotionality are more excitable,
insecure, reactive, and subject to mood swings.
– People with positive emotionality might be expected
better to handle job stress, pressure, and tension. Their
stability might also lead them to be seen as being more
reliable than their less-stable counterparts.

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The “Big Five” Personality Traits (3 of 3)

Extroversion
– a person’s comfort level with relationships
– Extroverts are sociable, talkative, assertive, and open
to establishing new relationships.
– Introverts are much less sociable, talkative, and
assertive and more reluctant to begin new
relationships.
– Extroverts tend to be higher overall job performers than
introverts and are more likely to be attracted to jobs
based on personal relationships, such as sales and
marketing positions.

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The “Big Five” Personality Traits
Openness
– reflects how open or rigid a person is in terms of his or
her beliefs
– People with high levels of openness are curious and
willing to listen to new ideas and to change their own
ideas, beliefs, and attitudes in response to new
information.
– People with low levels of openness tend to be less
receptive to new ideas and less willing to change their
minds.
– People with more openness are often better performers
because of their flexibility and the likelihood that others
will better accept them in the organization.
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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

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Emotional Intelligence (2 of 3) 8-14

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

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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

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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

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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

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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

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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

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The Person-Job Fit

Person-Job Fit
– the extent to which a person’s contributions and the
organization’s inducements match one another

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Basic Motivation Concepts and Theories

• Motivation • Classical Theory of
– the set of forces that Motivation
cause people to – theory holding that
behave in certain ways workers are motivated
solely by money

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Early Behavioral Theory

Hawthorne Effect
– tendency for productivity to increase when workers
believe they are receiving special attention from
management

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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

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Theory X and Theory Y
Table 8.1 Theory X and Theory Y
Theory X
People are lazy.
People lack ambition and dislike
responsibility.
People are self-centered.
People resist change.
People are gullible and not
bright.
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8-27
Theory Y
People are energetic.
People are ambitious and seek
responsibility.
People can be selfless.
People want to contribute to
business growth and change.
People are intelligent.
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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

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Maslow’s Hierarchy of Human Needs

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Two-Factor Theory
Two-Factor Theory
– theory of motivation holding that job satisfaction
depends on two factors, hygiene and motivation

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Two-Factor Theory of Motivation

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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

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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

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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

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Reinforcement/Behavior Modification
Positive Reinforcement
– reward that follows desired behaviors

Punishment
– unpleasant consequences of an undesirable behavior
• Social Learning
– learning that occurs when people observe the
behaviors of others, recognize their consequences,
and alter their own behavior as a result

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Using Goals to Motivate Behavior

Management by Objectives (MBO)
– set of procedures involving both managers and
subordinates in setting goals and evaluating progress

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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

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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

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