BUS 441- Leadership I Chapter 9: Work Climate and Motivation

cliques

A group of people who exclude others from their circle; are more likely to develop in larger groups

Points of affectivity

A leader's affectivity can strongly influence followers' morale or satisfaction levels Leading a high percentage of followers having either positive or negative affectivity would likely result in very different leadership experiences

Additive task

A task where the group's output simply involves the combination of individual outputs.

Theories of job satisfaction

Affectivity Herzberg's Two-Factor Theory Organizational Justice

Motivation

Anything that provides direction, intensity, and persistence to behavior

extinction

Behaviors not rewarded may eventually be eliminated through the process of ________________________.

Goals

Direct attention, mobilize effort, help develop strategies for achievement, and help people continue exerting effort until the goals are reached.

Importance of goals

Goals that were both specific and difficult resulted in consistently higher effort and performance when contrasted with do your best goals Goal commitment is critical Followers exerted the greatest effort when goals were accompanied by feedback

Key characteristics for effective team performance

Have a clear mission and high-performance standards Leaders spend considerable amount of time assessing the technical skills of team members Good leaders work to secure resources and equipment necessary for team effectiveness Leaders spend considerable time planning and organizing to make optimal use of available resources High levels of communication helped minimize interpersonal conflicts

two-factor theory

Herzberg's motivation theory, which proposes that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction

effects of dysfunctional turnover

Individuals in the best position to turn the company around are no longer there Those who remain are even less capable of successfully dealing with the additional workload associated with the downsizing Organizations that downsize have a difficult time recruiting people with the skills needed to turn the company around

Process losses

Inefficiencies created by more and more people working together

Thoughts on situational approaches to motivation

Leaders naively assume it is easier to change an individual than the situation Leaders often see positive changes in followers' motivation levels by re3structuring work processes and procedures If properly designed and administered, in many cases, followers will successfully work through their resistance

Steps to using operant principles

Leadership practitioners need to specify what behaviors are important Leadership practitioners need to determine if those behaviors are currently punished, rewarded, or ignored Leadership practitioners need to find out what followers find rewarding and punishing Leadership practitioners should administer rewards and punishments in a contingent manner whenever possible

behavior

Motivation must be inferred from what?

cultural aspects

Must overcome to insure you can affect the work environment

Thoughts on need theories

Need theories don't make specific predictions about what an individual will do to satisfy a need Awareness of the general nature of various sorts of basic human needs seems fundamentally useful to leaders Basic areas need to be addressed first

Folly of rewarding A while hoping for B

Need to align rewards with desired goals, or they may undermine rather than reinforce desired behaviors

typical items on a satisfaction questionnaire

Overall, I am satisfied with my job I feel the workload is about equal for everyone in the organization My supervisor handles conflict well My pay and benefits are comparable to those in other organizations There is a real future for people in this organization if they apply themselves Exceptional performance is rewarded in this organization We have a good health care plan in this organization In general, I am satisfied with my life and where it is going

Individual differences in motivation

People differ in key personality traits, work values, and the work they like to do Ensure followers exert needed effort for task accomplishment by selecting individuals already high in these motives To determine what followers find intrinsically motivating, simply ask them what they like to do

Social facilitation

People increasing their level of work due to the presence of others

Key work values and motivational strategies

Recognition: Believe fame, visibility, and publicity are important Power: Enjoy competition, being seen as influential, and driving hard to make an impact Hedonism: Motivated by pleasure, variety, and excitement Altruistic: Motivated by being given opportunities to improve society and help others who are less fortunate Affiliation: motivated if their work allows them to meet new people or work in team environments Tradition: Motivated when they work in organizations that have strong customs and standards of behavior Security: Motivated to engage in activities if they help create stable, predictable, and risk-free environments Commerce: Motivated by financial success Aesthetics: Motivated in environments that place a premium on experimentation, artistic expression, creative problem-solving, and quality Science: Motivated when digging deeply into problems and keeping up to date on technology

micro components of empowerment

Self-determination Meaning Competence Influence

True

TRUE OR FALSE: Achievement-oriented individuals prefer tasks that provide immediate and ample feedback and are moderately difficult

False

TRUE OR FALSE: An adequate level may not be a necessary condition of effective performance.

True

TRUE OR FALSE: Creating highly motivated and satisfied followers depends on understanding others.

True

TRUE OR FALSE: Group size can affect a leader's behavioral style and affects group effectiveness

True

TRUE OR FALSE: Highly cohesive groups may have lower absenteeism and lower turnover

False

TRUE OR FALSE: Leader emergence is a full-function of group size.

True

TRUE OR FALSE: Leaders who know about different motivational theories are more likely to choose the right theory for a particular follower and situation, and often have higher-performing and more satisfied employees as a result.

False

TRUE OR FALSE: Many empowerment programs are well-implemented.

False

TRUE OR FALSE: Recognition best motivates workers.

True

TRUE OR FALSE: The best leaders and organizations understand that one way to meet challenges is to recruit, develop, and retain top leadership and technical talent, and may be those who can motivate workers to perform at a high level while maintaining a high level of job satisfaction.

True

TRUE OR FALSE: The key to increasing followers' satisfaction levels according to the two-factor theory is to adequately satisfy the hygiene factors while maximizing motivators.

True

TRUE OR FALSE: The two-factor theory received little empirical support beyond Herzberg's results.

True

TRUE OR FALSE: Well-defined goals help organizations avoid the crisis du jour mode of operating and give them permission to celebrate success.

True

TRUE OR FALSE: Work climate is determined by the leader

Four variables for a team to work effectively

Task structure, group boundaries, norms, authority

over bounding

Tendency of highly cohesive groups to erect what amount to fences or boundaries between themselves and others.

137

The average U.S. employee works ___ hours per year more than the typical Japanese employee, 260 hours more per year compared to the average British employee and 499 hours more than the average French employee.

Bad behavior

When illegal actions are taken by overly zealous and loyal subordinates who believe what they're doing will please their leaders

punishment

administration of an aversive stimulus or the withdrawal of something desirable, each of which decreases the likelihood a particular behavior will be repeated

Achievement orientation

an individual's tendency to exert effort toward task accomplishment depends partly on the strength of his or her motivation to achieve success

Reward

any consequence that increases the likelihood that a particular behavior will be repeated

facet satisfaction

assess the degree to which employees are satisfied with different aspects of work, such as pay, benefits, promotion policies, working hours and conditions, and the like

Global satisfaction

assesses the overall degree to which employees are satisfied with their organization and their job

organizational justice

based on the premise that people who are treated unfairly are less productive, satisfied, and committed to their organizations

organizational citizenship behaviors

behaviors not directly related to one's job but helpful to others at work

Operant approach

change rewards and punishments to change behavior

Performance

concerns behaviors directed towards the organization's mission or goals or the products and services resulting from those behaviors

Life satisfaction

concerns one's attitudes about life in general

negative affectivity

consistently react to changes, events, or situations in a negative manner

Positive affectivity

consistently react to changes, events, or situations in a positive manner

environment

directly impacts your ability to excel at the job

motivators

factors that increase job satisfaction and motivation

hygiene factors

factors that led to dissatisfaction at work

effectiveness

generally involves making judgments about the adequacy of behavior with respect to certain criteria such as work group or organizational goals

Employee turnover

has the most immediate impact on leadership practitioners

Job satisfaction

how much one likes a specific kind of job or work activity

Golem effect

leaders who have little faith in their followers' ability to accomplish a goal are rarely disappointed

Functional turnover

loss of poor-performing employees who voluntarily choose to leave a company

macro psychological components

motivation, learning, stress

Dysfunctional turnover

occurs when an employee whose performance is at least adequate voluntarily quits

role conflict

occurs when leaders and followers are given incompatible goals to accomplish

Pygmalion effect

occurs when leaders articulate high expectations for followers

role ambiguity

occurs when leaders or followers are unclear about what they need to do and how they should do it

Social loafing

phenomenon of reduced effort by people when they are not individually accountable for their work

noncontingent

rewards and punishment are not associated with particular behaviors

contingent

rewards or punishments are administered as consequences of a particular behavior

Empowerment

two key components: - Leaders must delegate leadership and decision-making to the lowest level possible - equipping followers with resources, knowledge, and skills necessary to make good decisions.

Group

two or more persons interacting with one another in a manner that each person influences and is influenced by each other person

Work climate dimensions

workers' perceptions of how it feels to work here