ORGANIZATIONAL

BEHAVIOUR
Prepared by: Dr. Roshayati Abdul Hamid
 Speaker’s
Profile
Email: wanrose@ukm.edu.my
Phone Number: 017-2125506
Dr. Roshayati binti Abdul Hamid
https://ukmsarjana.ukm.my/main/lihat_profil/SzAxNjE4Nw==
Research CentreValue Creation
and HumanWell-being
Faculty of Economics and Management
Universiti Kebangsaan Malaysia (UKM)
 The objective of this course is to give exposure to
the key aspects of employee behavior in the
organization at the individual and group levels.

At the end of this training, participants will be able to:

• Identify the concepts and theories of employee behavior

in organizations for smoothen organizational
management.
• Examines organizational behavior issues at the individual
and group levels within the organization.
• Select alternative solutions related to employee behavior
issues in ensuring the effectiveness of organizational
management.
Introduction
 Organization

People

System Goals
 What is Organization?

What is Organization?
• Organization is a systematic arrangement of people to
accomplish some specific purpose.
• Every organization is composed of three elements i.e.
people, goals (purpose) and system.
• There are a variety types of organizations, including
corporations, governments, non-governmental
organizations, international organizations, armed forces,
charities, not-for-profit corporations, partnerships,
cooperatives, universities, and various types of political
organizations.
HOW? Introduction
Attitude & Behavior
 Attitude & Behavior

• Difference between Attitude and Behavior.

• Attitude is how you feel and what you say.
Behavior is how you act.
Human’s Attitude
 What is Organizational Behavior?

The field of study devoted to:

UNDERSTANDING, EXPLAINING, IMPROVING
the attitudes and behaviors of individuals in organizations.

WHY individuals in organizations ACT the way they do.

 Why??
Employee’s Behavior

Employee’s Performance

Organizational Performance
Integrative Model of Organizational Behavior

• Individual Outcomes
• Job performance (Chapter 2)
• Organizational commitment (Chapter 3)
• Individual Mechanisms
• Job satisfaction (Chapter 4)
• Stress (Chapter 5)
• Motivation (Chapter 6)
• Trust, justice, and ethics (Chapter 7)
• Learning and decision making (Chapter 8)
Integrative Model of Organizational Behavior

• Individual Characteristics
• Personality and cultural values (Chapter 9)
• Ability (Chapter 10)
• Group Mechanisms
• Teams: characteristics and diversity (Chapter 11)
• Teams: processes and communication
(Chapter 12)
• Leadership: power and negotiation (Chapter 13)
• Leadership: styles and behaviors (Chapter 14)
 Organizational Behavior Foundation
Theories and concepts in OB are drawn from a wide variety
of disciplines:
• Industrial and organizational psychology
• Job performance and individual characteristics
• Social psychology
• Satisfaction, emotions, and team processes
• Sociology
• Team characteristics and organizational structure
• Economics
• Motivation, learning, and decision making
 Does Organizational Behavior Matter?

• Resource-based view model (RBV) by Barney (1991).

• RBV sees resources as key to superior firm performance.
• Financial resources (revenue, equity)
• Physical resources (buildings, machines, technology)
• Knowledge, decision-making, culture, ability, wisdom
• Image, goodwill

EMPLOYEES
 What Makes A Resource Important?

• Valuable - they enable a firm to implement

strategies that improve its efficiency and
effectiveness.
• Rare - not available to other competitors.
• Imperfectly imitable - not easily implemented by
others.
• Non-substitutable - not able to be replaced by
some other non-rare resource.
Integrative Model of OB
 How to Measure?

JOB PERFORMANCE

ORGANIZATIONAL
PERFORMANCE

EMPLOYEE
COMMITMENT
Job
Performance
 Job Performance

Job performance is the value of the set of

employee behaviors that contribute, either
positively or negatively, to organizational goal
accomplishment.

TASK PERFORMANCE: CONTEXTUAL

Behavior within work PERFORMANCE:
responsibility Behaviors that
contributing good
environment
 Task Performance

v Routine task performance involves well-known responses to

demands that occur in a normal, routine, or otherwise
predictable way.
v Adaptive task performance, or more commonly “adaptability,”
involves employee responses to task demands that are novel,
unusual, or, at the very least, unpredictable.
v Creative task performance is the degree to which individuals
develop ideas or physical outcomes that are both novel and
useful.
Behaviors Involved in Adaptability
 Job Analysis

• Many organizations identify task performance

behaviors by conducting a job analysis.
• A list of the activities involved in a job is generated.
• Observation, interview, survey
• Each activity on this list is rated by “subject matter
experts” according to things like the importance and
frequency of the activity.
• The activities that are rated highly in terms of their
importance and frequency are retained and used to
define task performance.
Performance Review Form
Men’s Wearhouse
 Contextual Performance

POSITIVE BEHAVIOR NEGATIVE BEHAVIOR

PERFORMER PERFORMER
Contextual Performance – Citizenship Behavior

Citizenship Behavior/Extra-mile Behavior - voluntary

employee activities that may or may not be rewarded
but that contribute to the organization by improving the
overall quality of the setting in which work takes place.

Organizational Citizenship Behavior Interpersonal Citizenship Behavior

Voice Helping
Civic Virtue Courtesy
Boosterism Sportsmanship
Contextual Performance – Citizenship Behavior

Behaviors that benefit coworkers and colleagues and involve

assisting, supporting, and developing other organizational
members in a way that goes beyond normal job expectations.
Helping involves assisting coworkers who have heavy
workloads, etc.
Courtesy refers to keeping coworkers informed about matters
that are relevant to them.
Sportsmanship involves maintaining a good attitude with
coworkers, even when they’ve done something annoying.
Contextual Performance – Citizenship Behavior

Behaviors that benefit the larger organization by supporting and

defending the company, working to improve its operations, and
being especially loyal to it.
Voice involves speaking up and offering constructive suggestions
for change.
Civic virtue requires participating in the company’s operations at
a deeper-than-normal level.
Boosterism means representing the organization in a positive
way when out in public, away from the office, and away from
work.
Contextual Performance - Counterproductive Behavior

Counterproductive behaviors are employee negative

behaviors that intentionally hinder organizational goal
accomplishment.

Property Deviance

Production Deviance

Political Deviance

Personal Aggression
Counterproductive Behavior
 Counterproductive Behaviors

Counterproductive behaviors are employee behaviors that

intentionally hinder organizational goal accomplishment.
v Property deviance refers to behaviors that harm the
organization’s assets and possessions.
v Production deviance is also directed against the organization
but focuses specifically on reducing the efficiency of work
output.
v Political deviance refers to behaviors that intentionally
disadvantage other individuals rather than the larger
organization.
v Personal aggression refers to hostile verbal and physical actions
directed toward other employees.
 Property Deviance

• Sabotage represents the purposeful destruction

of physical equipment, organizational processes,
or company products.

• Theft represents another form of property

deviance and can be just as expensive as
sabotage (if not more).
 Production Deviance

• Wasting resources is the most common form of

production deviance, when employees use too
many materials or too much time to do too little
work.
• Working too slowly, taking too many breaks
• Substance abuse is the abuse of drugs or
alcohol before coming to work or while on the
job.
• Compromises efficiency
 Political Deviance

• Gossiping is having casual conversations about

other people in which the facts are not confirmed
as true.
• Undermines morale
• Incivility represents communication that is rude,
impolite, discourteous, and lacking in good
manners.
 Personal Aggression

• Harassment occurs when employees are

subjected to unwanted physical contact or
verbal remarks from a colleague.

• Abuse occurs when an employee is assaulted

or endangered in such a way that physical and
psychological injuries may occur.
Organizational
Commitment
 Organizational Commitment

Organizational commitment
is defined as the desire on the
part of an employee to remain
a member of the organization.

vs
Withdrawal behavior
is defined as a set of actions
that employees perform to
avoid the work situation—
behaviors that may eventually
culminate in quitting the
organization.
Organizational Commitment vs. Employee
Withdrawal
 Types of Commitment

Affective commitment – a desire to remain a member of an

organization due to an emotional attachment to, and
involvement with, that organization.
You stay because you want to.
Continuance commitment - a desire to remain a member of
an organization because of an awareness of the costs
associated with leaving it.
You stay because you need to.
Normative commitment - a desire to remain a member of
an organization due to a feeling of obligation.
You stay because you ought to.
Types of Commitment
 Affective Commitment

Employees who feel a sense of affective commitment

identify with the organization, accept that organization’s
goals and values, and are more willing to exert extra effort
on behalf of the organization.
“She’s committed”
“He’s loyal”
 Social Network & Affective Commitment

The erosion model suggests that

employees with fewer bonds will
be most likely to quit the
organization.

The social influence model

suggests that employees who
have direct linkages with
“leavers” will themselves
become more likely to leave.
 Continuance Commitment

Continuance commitment exists when there is a profit

associated with staying and a cost associated with leaving.
Tends to create a more passive form of loyalty.
Increases to continuance commitment:
Total amount of investment (in terms of time, effort,
energy, etc.) an employee has made in mastering his
work role or fulfilling his organizational duties.
Lack of employment alternatives
Embeddedness & Continuance Commitment
 Normative Commitment

Normative commitment exists when there is a sense that

staying is the “right” or “moral” thing to do.
The sense that people should stay with their current
employers may result from personal work philosophies or
more general codes of right and wrong developed over the
course of their lives.
Build a sense of obligation-based commitment among
employees:
Create a feeling that the employee is in the organization’s
debt
Becoming a particularly charitable organization
 Psychological & Physical Withdrawal

Psychological withdrawal Physical withdrawal

consists of actions that provide a consists of actions that provide a
mental escape from the work physical escape, from the work
environment. environment.
• Daydreaming • Tardiness
• Socializing • Long Break
• Looking Busy • Missing Meeting
• Moonlighting • Absenteeism
• Cyberloafing • Quitting
 Psychological Withdrawal
Psychological withdrawal consists of actions that provide a
mental escape from the work environment. (“warm-chair
attrition”)

Daydreaming - when an employee appears to be working but is

actually distracted by random thoughts or concerns.
Socializing - verbal chatting about non-work topics that goes on
in cubicles and offices or at the mailbox or vending machines.
Looking busy - intentional desire on the part of the employee to
look like he or she is working, even when not performing work
tasks.
Moonlighting - using work time and resources to complete
something other than their job duties, such as assignments for
another job.
Cyberloafing - using Internet, e-mail, and instant messaging
access for their personal enjoyment rather than work duties.
 Physical Withdrawal
Physical withdrawal consists of actions that provide a physical
escape, whether short term or long term, from the work
environment.

Tardiness - the tendency to arrive at work late (or leave

work early).
Long breaks involve longer-than-normal lunches, soda
breaks, coffee breaks, and so forth that provide a physical
escape from work.
Missing meetings - employees neglect important work
functions while away from the office.
Absenteeism occurs when employees miss an entire day of
work.
Quitting - voluntarily leaving the organization.
 Types of Employees

Organizational Commitment
STARS CITIZENS

High
Low
LONE WOLVES APATHETICS

High Low

Task Performance
 Types of Employees
High
STARS CITIZENS

Organizational Commitment
Active and Constructive Passive and Constructive
Respond with VOICE Respond with LOYALTY

LONE WOLVES APATHETICS

Active and Destructive Passive and Destructive
Respond with EXIT Respond with NEGLECT

Low
High Low
Task Performance
Task Performance & Organizational Commitment

Stars possess high commitment and high performance and are held up
as role models for other employees.
Likely respond to negative events with voice

Citizens possess high commitment and low task performance but

perform many of the voluntary “extra-role” activities that are needed
to make the organization function smoothly.
Likely to respond to negative events with loyalty
Task Performance & Organizational Commitment

Lone wolves possess low levels of organizational commitment but

high levels of task performance and are motivated to achieve work
goals for themselves, not necessarily for their company.
Likely to respond to negative events with exit

Apathetics possess low levels of both organizational commitment

and task performance and merely exert the minimum level of effort
needed to keep their jobs.
Respond to negative events with neglect
 Job
Satisfaction
 Individual Mechanism

JOB
SATISFACTION JOB
PERFORMANCE
ORGANIZATIONAL
PERFORMANCE
EMPLOYEE
COMMITMENT
LEARNING
 Job Satisfaction

It represents how you feel about your

job and what you think about your job.
Why Are Some Employees More Satisfied
Than Others?

At a general level, employees are satisfied when their

job provides the things that they value.
Commonly Assessed Work Values
 Value-percept Theory

• People evaluate job satisfaction according to specific

“facets” of the job.

Satisfaction = (Vwant - Vhave) (Vimportance)

Vwant: reflects how much of a value an

employee wants
Vhave: indicates how much of that value the
job supplies
Vimportance: reflects how important the value is to
the employee
The Value-percept Theory of Job Satisfaction
 Value-percept Theory
• Pay satisfaction

• Promotion satisfaction

• Supervision satisfaction

• Coworker satisfaction

• Satisfaction with the work itself

Correlations Between Satisfaction Facets and
Overall Job Satisfaction
 Critical Psychological States

• Meaningfulness of work – The degree to which work

tasks are viewed as something that ‘counts’ in the
employee’s system of philosophies and beliefs
• Responsibility for outcomes – The degree to which the
employees feel that they’re the key drivers of the quality
of the unit’s work.
• Knowledge of results – The extent to which employees
know how well or how poor they’re doing.

What type of tasks create these psychological

states?
Job Characteristics Theory
 Job Characteristics Theory
• Variety – The degree to which the job requires a number of
different activities involve a number of different skills and
talents.
• Identity – The degree to which the job requires completing a
whole, identifiable, piece of work from beginning to end with
visible outcome.
• Significance – The degree to which the job has a substantial
impact on the lives of other people.
• Autonomy – The degree to which the job provides freedom,
independence, and discretion to the individual performing the
work.
• Feedback – The degree to which carrying out the activities
required by the job provides employee with clear information
about how well they’re performing.
 Job Enrichment

Job enrichment is the

process of using the five
items in the job
characteristics model to
create more satisfaction.
 Moods and Emotions

• Job satisfaction reflects what you think and feel

about your job.
• A satisfied employee feels good about his or her
job on average.

Mood Emotions
States of feeling that are often States of feeling that are often
mild in intensity, last for an intense, last for only a few
extended period of time, and minutes, and clearly directed at
are not explicitly directed at or and caused by someone or some
caused by anything circumstances.
Hour-by-hour Fluctuations in Job
Satisfaction During the Workday
Different Kinds of Mood
 Moods and Emotions

• Emotions – An individual assessment of an event or

situation
• Positive emotions – Pleasant moments create
positive emotions
• Negative emotions – Unpleasant moments create
negative emotions
• Emotional labor - the process of managing feelings and
expressions to fulfil the emotional requirements of a job
• Emotional contagion - Can be shared across
individuals in different ways either implicitly or explicitly.
Plutchik’s
Wheel of
Emotions
Why Are Some Employees More Satisfied Than Others?
 How Important is Satisfaction?

Job satisfaction does influence job performance.

Job satisfaction is correlated moderately with

citizenship behavior.

Job satisfaction influences organizational

commitment.
Effects of Job Satisfaction on Performance and
Commitment
 Learning
and Decision
Making
 Learning and Decision Making

Learning reflects relatively permanent changes in an

employee’s knowledge or skill that result from experience.
The more employees learn, the more they bring to the table
when they come to work.

Decision making refers to the process of generating and

choosing from a set of alternatives to solve a problem.
The more knowledge and skills employees possess, the
more likely they are to make accurate and sound
decisions.

Expertise refers to the knowledge and skills that

distinguish experts from novices and less
experienced people.
 Types of Knowledge

EXPLICIT KNOWLEDGE TACIT KNOWLEDGE

Knowledge that is easy to Knowledge gained from
articulate, write down, and personal experience that is
share. more difficult to express.

IMPLICIT KNOWLEDGE
The application of explicit
knowledge. Skills that are
transferable from one job to
another are one example of
implicit knowledge.
Characteristics of Explicit and Tacit Knowledge
 Methods of Learning
• We learn through reinforcement (rewards and
punishment), observation, and experience.
• Operant conditioning says that we learn by
observing the link between our voluntary behavior
and the consequences that follow it.
Contingencies of Reinforcement
Positive reinforcement and
extinction should be the
most common forms of
reinforcement used by
managers to create
learning among their
employees.
 Contingencies of Reinforcement

• Two contingencies used to increase desired behaviors:

• Positive reinforcement occurs when a positive outcome follows a
desired behavior.
• Praise
• Negative reinforcement occurs when an unwanted outcome is
removed following a desired behavior.
• Get yelled at
• Two contingencies used to decrease undesired behaviors:
• Punishment occurs when an unwanted outcome follows an
unwanted behavior.
• Warning letter
• Extinction occurs when there is the removal of a consequence
following an unwanted behavior.
• Cut salary
 Learning Through Observation

• Social learning theory argues that people in

organizations have the ability to learn through the
observation of others.

• Behavioral modeling happens when employees

observe the actions of others, learn from what they
observe, and then repeat the observed behavior.
The Modeling Process
 Goal Orientation

• Learning orientation - where building competence is

deemed more important than demonstrating competence.
• Enjoy working on new kinds of tasks, even if they fail
during their early experiences.
• View failure in positive terms—as a means of increasing
knowledge and skills in the long run.

• Performance-prove orientation focus on demonstrating

their competence so that others think favorably of them.

• Performance-avoid orientation focus on demonstrating

competence so that others will not think poorly of them.
Decision Making
 Decision Making

Decision making is the process of making

choices by identifying a decision, gathering
information, and assessing alternative
resolutions.

Using a step-by-step decision-making process

can help you make more deliberate, thoughtful
decisions by organizing relevant information
and defining alternatives.
 Methods of Decision Making

PROGRAMMED DECISIONS are decisions that become

somewhat automatic because a person’s knowledge
allows him or her to recognize and identify a situation
and the course of action that needs to be taken.

Intuition can be described Intuitive decision making is

perhaps never more
as emotionally charged
important than it is during a
judgments that arise crisis.
through quick, A crisis situation is a change—
nonconscious, and holistic whether sudden or evolving—that
associations. results in an urgent problem that
must be addressed immediately.
 Methods of Decision Making

When a situation arises that is new, complex and not

recognized, it calls for a NONPROGRAMMED DECISION
on the part of the employee.

As employees move up the corporate

ladder, a larger percentage of their
decisions become less and less
programmed.
 Methods of Decision Making

RATIONAL DECISION-MAKING MODEL offers a step-by-

step approach to making decisions that maximize
outcomes by examining all available alternatives.
Programmed and Nonprogrammed Decisions
Decision Making
Rational Decision Making vs. Bounded Rationality
 Decision-making Problems

Limited Information
Bounded rationality is the notion that decision makers
simply do not have the ability or resources to process all
available information and alternatives to make an optimal
decision.

Satisficing results when decision makers select the first

acceptable alternative considered.
 Decision-making Problems

Faulty Perceptions
Selective perception is the tendency for people to see their
environment only as it affects them and as it is consistent with
their expectations.

Projection bias is the belief that others think, feel, and act the
same way they do.

Social identity theory holds that people identify themselves by

the groups to which they belong and perceive and judge others
by their group memberships.

Stereotype occurs when people make assumptions about

others on the basis of their membership in a social group.
 Decision-making Problems

Faulty Attributions
The fundamental attribution error argues that people have a
tendency to judge others’ behaviors as due to internal factors.

The self-serving bias occurs when we attribute our own

failures to external factors and our own successes to internal
factors.

Attribution Process
• Consensus: Did others act the same way under similar situations?
• Distinctiveness: Does this person tend to act differently in other
circumstances?
• Consistency: Does this person always do this when performing this task?
• An internal attribution will occur if there is low consensus, low distinctiveness,
and high consistency.
• An external attribution will occur if there is high consensus, high
distinctiveness, and low consistency.
Consensus, Distinctiveness and Consistency
 Decision-making Problems

Escalation of commitment refers to the decision to

continue to follow a failing course of action.
People have a tendency, when presented with a series of
decisions, to escalate their commitment to previous
decisions, even in the face of obvious failures.
Why Do Some Employees Learn To Make Decisions
Better Than Others?
Stress
 Individual Mechanism

STRESS
JOB
PERFORMANCE
ORGANIZATIONAL
PERFORMANCE
EMPLOYEE
COMMITMENT
MOTIVATION
 S
TENSIO
N STRES

ANXIETY

SION
RES
P
DE
 Stress

In psychologically speaking, a stressor can be events

or environments that individuals might consider
demanding, challenging, and/or threatening individual
safety

Stress is your body's reaction to a

challenge or demand

Strains is caused by stress

 Stress Symptoms

• Becoming easily frustrated, and moody

• Feeling overwhelmed, like you are losing control or need to
take control
• Having difficulty relaxing and quieting your mind
• Feeling bad about yourself (low self-esteem), lonely and
worthless
• Avoiding others

EMOTIONAL SYMPTOMS
 Stress Symptoms

• Racing thoughts
• Forgetfulness and disorganization
• Inability to focus
• Poor judgment
• Being pessimistic or seeing only the negative side

COGNITIVE SYMPTOMS
 Stress Symptoms

• Low energy
• Headaches
• Upset stomach, including diarrhea
• Aches, pains, and tense muscles
• Chest pain and rapid heartbeat
• Insomnia
• Frequent colds and infections
• Nervousness and shaking, ringing in the ear, cold or sweaty hands
and feet
• Dry mouth and difficulty swallowing
• Clenched jaw and grinding teeth

PHYSICAL SYMPTOMS
Why Are Some Employees
More “Stressed” Than
Others?

When people first encounter

stressors, the process of primary
appraisal is triggered. It occurs as
people evaluate the significance and
the meaning of the stressors they
are confronting.
 Transactional Theory of Stress

STRESSOR

Primary Appraisal

Threat No Threat
Perceived Perceived

Secondary Appraisal

Coping Coping NO STRESS

Possibilities Possibilities Not (Benign Job
Perceived Perceived Demands)

EUSTRESS DISTRESS
(+ve) (-ve)
Transactional Theory of Stress
 Work Hindrance Stressors
• Role conflict – Conflicting expectations that other people
may have of us.

• Role ambiguity – Lack of information about what need to be

done in a role, as well as unpredictability regarding the
consequences of performance in the role.

• Role overload – The number of demanding roles a person

holds is so high that the person simply cannot perform some
or all of the roles effectively.

• Daily hassles – The relatively minor day-to-day demands

that get in the way of accomplishing the things that we really
want to accomplish.
 Work Challenge Stressors

• Time pressure – A strong sense that the amount of time have

to a task is not quite enough

• Work complexity – The degree to which the requirements of

the work, in terms of knowledge, skills, and abilities exceed
the capabilities of a person.

• Work responsibility – The nature of the obligations that a

person has toward others.
 Nonwork Hindrance Stressors

• Work–family conflict – A special form of role conflict in

which the demands of a work hinder the fulfillment of the
demands of a family role (vice-versa)

• Negative life events – Hinder the ability to achieve life

goals and are associated with negative emotions.

• Financial uncertainty - Conditions that create uncertainties

with regard to the loss of the ability to pay expenses.
 Nonwork Challenge Stressors

• Family time demands – Time that a person commits to

participate in an array of family activities and responsibilities

• Personal development – Participation in formal education,

sports-related training, hobby-related self education,
volunteer work etc.

• Positive life events – Associated with more positive, rather

that negative emotions
Coping Stress
How Do People Cope With Stressors?
 Experience of Strain

Psych
ologic
rains al stra
l st ins
ologica
i
Phys

Behavioral strains
Type A Behavior Individual

• Type A Behavior Pattern

• Have a strong sense of time urgency and tend to be
impatient, hard-driving, competitive, controlling,
aggressive, and even hostile.
• May have a direct influence on the level of
stressors that a person confronts.
• Influences the stress process itself.
• Directly linked to coronary heart disease and other
physiological, psychological, and behavioral strains.
Motivation
Motivation?

Motivation is defined as a set of energetic

forces that originates both within and
outside an employee, initiates work-
related effort, and …………..
Motivation and Effort
 Motivation

Extrinsic motivation is Intrinsic motivation is

motivation that is motivation that is felt
controlled by some
when task performance
contingency that depends
serves as its own reward.
on task performance.
 Expectancy Theory

Expectancy theory describes the cognitive

process that employees go through to make
choices among different responses.

Employee behavior is directed toward

pleasure and away from pain or, more
generally, toward certain outcomes and
away from others.
Expectancy Theory
 Expectancy Theory

Expectancy represents Instrumentality Valence reflects the

the belief that exerting a represents the belief anticipated value of
high level of effort will that successful the outcomes
result in the successful performance will result associated with
performance of some in some outcome(s). performance
task. (abbreviated V).
Instrumentality is a set
Expectancy is a subjective of subjective Can be positive,
probability, ranging from probabilities, each negative, or zero
0 to 1 that a specific ranging from 0 to 1
amount of effort will that successful Outcomes are
result in a specific level of performance will bring deemed more
performance a set of outcomes attractive when
(abbreviated E → P). (abbreviated P → O). they help satisfy
NEEDS.
 Self-efficacy Source of Self-efficacy

Self-efficacy is
defined as the belief
that a person has the
capabilities needed to
execute the behaviors
required for task
success.
Past accomplishments,
vicarious experiences,
verbal persuasion,
emotional cues
 Goal Setting Theory

Goal setting theory views goals as the primary

drivers of the intensity and persistence of effort.
Assigning employees specific and difficult goals
will result in higher levels of performance.
Goal Difficulty & Task Performance
Goal Setting Theory

Why do specific and

difficult goals have such
positive effects?

Assignment of a specific and difficult

goal shapes people’s own self-set goals
— the internalized goals that people
use to monitor their own task progress.
Goals trigger the creation of task
strategies, defined as learning plans
and problem-solving approaches used
to achieve successful performance.
 Goal Setting Theory

Moderators on Task Performance

Task complexity Goal commitment

reflects how is defined as the
Feedback consists of
updates on complicated the degree to which a
employee progress information and person accepts a
toward goal actions involved in a goal and is
attainment task are, as well as determined to try
how much the task to reach it
changes
Goal Setting Theory
Strategies for Fostering Goal Commitment
 Equity Theory

Equity theory acknowledges that motivation

doesn’t just depend on your own beliefs and
circumstances but also on what happens to other
people.

Employees create a “mental ledger” of the

outcomes (or rewards) they get from their
job duties.
 Equity Theory

You compare your ratio of outcomes and inputs to the ratio of

some comparison other — some person who seems to provide
an intuitive frame of reference for judging equity.

Cognitive
calculus: Ratio
of outcomes to My Outcomes vs. Other’s Outcomes
inputs is balanced My inputs Other’s Inputs
between you and
your comparison
other.
 Equity Theory

Cognitive Calculus

Your ratio of outcomes to Your ratio of outcomes

inputs is less than your to inputs is greater than
comparison other’s ratio. your comparison other’s
ratio.
Any imbalance in ratios
triggers equity distress —an Change your comparison
internal tension that can only other.
be alleviated by restoring
balance to the ratios. Internal versus external
comparisons
Some Outcomes and Inputs Considered by Equity Theory
Three Possible Outcomes of Equity Theory Comparisons
Judging Equity With Different Comparison Others
How to Motivate Millennials to Stay

Millennials Characteristics
 How to Motivate Millennials to Stay

CREATE A FRIENDLY & POSITIVE WORK

SUPPORTIVE LEADERSHIP
ENVIRONMENT

ACKNOWLEDGE EMPLOYEES’ EMPOWERMENT

ACHIEVEMENT

ATTRACTIVE BENEFITS PACKAGE ENCOURAGE TEAMWORK

ENCOURAGE CREATIVITY & WELCOME

IDEAS RECOGNIZE & REWARD

TRAINING & CAREER DEVELOPMENT KNOCK OUT BOREDOM

POSITIVE COMMUNICATION MEANINGFUL & WORTHWHILE GOAL

How do you keep yourself
motivated?

Video: “No Excuses”

 INDIVIDUAL INDIVIDUAL
CHARACTERISTICS MECHANISM

PERSONALITY

STRESS
JOB
PERFORMANCE
ORGANIZATIONAL
PERFORMANCE
EMPLOYEE
COMMITMENT
MOTIVATION

ABILITY
PERSONALITY

ABILITY