Exec Leadership Lect 3

How to encourage Power Self-Expectations in Your Employees

- provide increasing challenging assignments - enable to participate in potentially successful projects - one-to-one coaching - provide developmental opportunities - assign successful senior employee to mentor - hold frequent positive verbal interactions with them - make sure receive consistent messages from other supervisors - project commitment to employee's success

Dan Pink's 3 Drives

1. Biological hunger, thirst and copulation 2. Extrinsic reward, reward and punishment delivered by the environment for behaving in certain ways 3. Intrinsic reward, joy/satisfaction of completing a task motivates its completion

Organization Behavior Modification

Antecedents -> Behavior -> Consequences Positive Reinforcement is when intro of consequence increases or maintains or increases likelihood of helping them in the future Punishment: consequence decreases frequency or future probability of specific behavior occurring Extinction: target behavior decreases because no consequence follows it Negative reinforcement: removal or avoidance of a consequence increases or maintains the frequency or future probability of a specific behavior (removal of punishment) e.g. stop criticizing employees whose substandard performance has improved best: positive reinforcement should follow desired behaviors, extinction should follow bad behaviors limitation: reward inflation, reinforcer is eventually considered an entitlement. Programs must be run shortly and infrequently radical view that behavior is learned only through personal interaction with the environment

Organizational Justice

Distributive Justice: perceived fairness in the outcomes we receive compared to our contributions and the outcomes and contributions of others Procedural Justice: fair ness of procedures used to decide the distribution of resources

Learned Needs Theory

Need for Achievement: - want to accomplish challenging goals, work alone, and choose moderately challenging tasks - want feedback and recognition for success - money is weak motivator Need for Affiliation: - desire to seek approval from others, conform to their wishes and expectations, and avoid conflict - project favorable image of themselves - work well in coordinating roles - leaders and decision makers require low need for affiliation Need for Power: - want to exercise control over others and are concerned about maintaining their leadership position - rely on persuasion, make suggestions in meetings personalized power = those that enjoy power for own sake, use for personal interests, status symbol socialized power = desire power as means to help others

7 Deadly Flaws of Rewards

a. extinguish intrinsic motivation b. can diminish performance c. can crush creativity d. can crowd out good behavior e. can encourage cheating, shortcuts, unethical behavior f. can become addictive g. can foster short-term thinking

3 Elements of internal motivation

autonomy: degree to which one is allowed to direct own work (autonomy of task, time, team, and technique) mastery: becoming better at something that matters to worker purpose: by nature, seek to make a contribution and to be part of a cause greater than themselves

Drive 4: To defend

basic fight or flight fulfilling this desire leads to feelings of security and confidence resistance to change lever: Performance Management and Resource Allocation processes - need to be clear and fair

Drive 1: To Aquire

driven to acquire scarce goods that bolster our sense of well being includes experiences like travel and entertainment it is relative; compare to what others have lever: reward system - needs to be based on specific goals and reward good performance over avg or tneure

Four-Drive Theory

emotions are source of human motivation, with no hierarchy of drives drive to acquire, to bond, to comprehend, and to defend main recommendation is that jobs and workplaces should provide a balanced opportunity to fulfill the four drives - companies help employees fulfill all four drives - fulfillment of all four drives must be kept in balance see pdf. 159 for diagram

Role of Direct Manager

employees perceptions of their immediate managers matter just as much - managers can link rewards with performance such as praise and choice assignments

Drive 3: To comprehend

frustrated when things seem senseless, invigorated by challenge of working out answers desire to make meaningful contribution want to grow and learn lever: job design - jobs need to be meaningful, interesting, and challenging

drives (primary needs)

hardwired characteristics of the brain that attempt to keep us in balance by correcting deficiencies emotions are real source of energy in human behavior

Employee Motivation

ideas behind what mangers can do to satisfy the four drives, and thereby increase employees' overall motivation typically 60% met the whole is more than the sum of the parts; a poor showing on one drive substantially diminishes impact of high scores on other three individual managers influence overall motivation as much as any organizational policy does drives can't be ordered in priority

employee engagement

individual emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals

needs

individual's self-concept, social norms, and past experience amplify or suppress emotions, thereby resulting in strong oer weaker needs they also regulate person's motivated decisions and behavior

Feedback

info that lets us know whether or not we have achieved our goal or are poperly directing our effort toward it clarifies role perceptions, improving employee skills and knowledge and strengthening self-efficacy needs to be specific, relevant, timely, and also credible. Sufficiently frequent as well: - employees knowledge and experience - how long it takes to complete task multisource feedback: employee's performance collected from a full circle of people, provides more complete and accurate information than just from supervisor - expensive and time consuming - conflicting since different sources provide different feedback - peers may provide inflated rather than accurate feedback to minimize interpersonal conflict - employees experience a stronger emotional reaction when from many people

Strength-based coaching

maximizes employee potential by focusing on their strengths rather than weaknesses recognizes that poor performance on some tasks is due more to motivation than ability

Galatea Effect: Power of Self-Expectations

more powerful than Pygmalion effect 'self-fulfilling prophecy': one's opinion about his ability and self-expectations about his performance largely determine performance any actions supervisor can take to increase employee's feelings of positive self-worth will help employee's performance improve

Extrinsic motivation

motivated to receive something that is beyond their personal control for instrumental reasons, outcomes controlled by others

Conditions for Intrinsic motivation

motivation controlled by individual and experienced from activity itself People experience self-actualization by applying their skills and knowledge, observing how their talents achieve meaningful results, and experiencing personal growth through learning.

Social Cognitive Theory

much learning occurs by observing and modeling others as well as by anticipating consequences of our behavior Learning Behavior Consequences: - people logically anticipate consequences in related situations - changes Performance to Outcome probability - coworker fired for being rude, increases your belief that rude behavior will get you fired Behavior Modeling: - people learn by imitating and practicing their behaviors - self efficacy improves when observers are similar to the model in age, experience, gender Self-Regulation: - human beings set goals and engage in other forms of intentional, purposive action - they reward and punish themselves

Drive #2 = reward good, punish bad

not as useful when creativity, maximization of performance, quality and commitment are desired if tasks require more than mechanical skills then tap into intrinsic motivation

Drive 2: To Bond

only humans extend connection to larger collectives like orgs, associations, and nations boost in motivation when employees feel proud to belong to org hard to break people out of closest cohorts encourage attachment to larger collectives can lead employees to care more about org as whole lever: culture - needs to promote teamwork, collaboration, openness, and friendship

equity principle

people should be paid in proportion to their contribution outcome-input ratio is value of the outcomes you receive divided by the value of inputs you provide in exchange problem: doesn't identify comparison other and doesn't indicate which inputs or outcomes are most valuable doesn't account for all feelings of fairness or justice

Procedural justice

perceived fairness of the process used to determine the distribution of rewards improved by: - give voice to employees - appeal process - give full explanation of decision consequences: - employees tend to experience anger toward the source of injustice, leading to aggression or withdrawal - threatens self-esteem and social status

Maslow's Hierarchy of Needs

physiological: need for food, air, water, shelter safety: need for security and stability love/belonging: need for interaction with and affection from others esteem: need for self-esteem and social status self-actualization: need for self-fulfillment, realization of one's potential strongest motivation is the lowest unsatisfied need self-actualization is an ongoing need and never met (growth need, all others deficiency need) dismissed by most experts: main problem is that people have different needs hierarchies pros: Maslow showed us needs need to be studied together, motivation can be shaped by human thoughts, and popularized concept of self-actualization

Expectancy Theory

predicts goal-directed behavior where employees are most likely to direct their effort; more aligned with extrinsic motivation because performance is usually described as instrumental to other outcomes beyond the employee's control Effort to Performance: - perception that effort will result in particular level of performance inc by: appropriately matching tasks to employee experience, behavior modeling and supportive feedback Performance to Outcome: - perceived probability that specific behavior or performance level will lead to a particular outcome inc by: reward those with higher performance Valances: - anticipated satisfaction/dissatisfaction that an individual feels toward outcome - positive when consistent with our values and satisfy our needs inc by: individualize rewards supplemented by OB Mod and social cognitive theory by explaining how people learn the expectancies that motivate people diagram on pdf.161

Goal Setting

process of motivating employees and clarifying their role perceptions by establishing performance objectives improves by: 1. amplifies intensity and persistence of effort 2. gives employees clearer role perceptions so their effort is channeled toward behaviors that will improve work performance SMARTER: Specific Measurable Achievable Relevant Time-framed Exciting Reviewed

Carrot and Stick

provides healthy baseline and useful for mechanical tasks focusing on person's effort pays off more than focusing on their innate abilities need to mobilize workers intrinsic motivations rather than focusing on extrinsic monetary motivation once basic needs are met, increased pay has been shown to hurt performance

additive view

someone performing an intrinsically motivating job becomes even more motivated by also receiving an extrinsic source of motivation for that work contrast is that introducing extrinsic motivators diminishes employee's feeling of autonomy (key source of intrinsic motivation)

motivation

the forces within a person that affect the direction, intensity, and persistence of voluntary behavior motivated employees are willing to exert a particular level of effort (intensity), for a certain amount of time (persistence), toward a particular goal (direction).

Pygmalion Effect: Power of Manager's Expectations

the way managers treat their subordinates in subtly influenced by what they expect of them considering: - every supervisor has expectations of reports - supervisors communicate expectations either consciously or unconsciously enables staff to excel in response to managers message that they are capable of success and expected to succeed done well: subordinates self-confidence will grow, their capabilities will develop and productivity will be high look at videos, right down warmer climate...

equality principle

we believe that everyone in the group should receive same outcomes

need principle

we believe that those with greatest need should receive more outcomes than other with less need