Chapter 9: Motivation, Satisfaction, & Performance

Kelley's followership styles

1. Alienated follower 2. Conformist 3. Passive follower 4. Pragmatist survivor 5. Exemplary/ Effective follower TOP X-AXIS- independent, critical thinking BOTTOM X-AXIS- dependent, uncritical Left Y-AXIS- passive behaviour Right Y-AXIS- active behaviour

Alienated follower

Habitually point out negative aspects of the organization to others. (TOP LEFT)

Hierarchy of needs

Maslow's physiological, security, belongingness, self-esteem and self-actualization needs. -MAJOR THEME Satisfy needs to change behavior

Pragmatic survivor

Rarely committed to group goals but learned to not make waves. (MIDDLE)

Passive follower

Rely on leaders who do all the thinking; work lack enthusiasm. (BOTTOM LEFT)

Organizational justice

a theory that maintains that people who are treated unfairly are less satisfied. - is based on the premise that people who are treated unfairly are: • Less productive, satisfied, and committed to their organizations, and • More likely to initiate collective action and engage in various counterproductive work behaviors.

Contingent

administering rewards or punishments as a consequence of a particular behavior.

Job satisfaction

an attitude that indicates how much one likes or dislikes work.

Achievement orientation

an individual difference variable related to task accomplishment. -MAJOR THEME Personality Traits

Punishment

anything that decreases the odds of a behavior being repeated. __________ introduced decrease behavior.

Reward

anything that increases the odds of a behavior being repeated. _______ introduced increase behavior.

Motivation

anything that provides direction, intensity and persistence in behavior. Whenever someone chooses an activity or task to engage in, puts forth a certain level of effort toward this activity and persists with this effort for some time

Organizational citizenship behaviors

helpful work behaviors that are not directly related to team or unit performance.

Exemplary/effective follower

independent, innovative, and willing to stand up to superiors. ( TOP RIGHT)

Operant approach

motivating others through the use of rewards and punishments -MAJOR THEME Change rewards and punishments to change behavior. Specific consequences are associated with voluntary behavior

Procedural justice

perceptions about the process in which rewards and punishments are administered. E.g. hearing all parties explanation before making a decision.

Noncontingent

rewards and punishments not associated with particular behaviors.

Conformist

the "yes" people (BOTTOM RIGHT)

Golem effect

the decrease in motivation associated with setting low expectations. when leaders have little faith in their followers' ability to accomplish a goal, followers and teams will often lead to lower performance.

Interactional justice

the degree to which people are given information about rewards and punishments and are treated with respect. E.g. open discussion about why employees were promoted; based on merit.

Distributive justice

the degree to which rewards and punishments are perceived to be commensurate with the behavior or performance. • E.g. Workers are paid same salary for same job.

Pygmalion effect

the increase in motivation associated with setting high expectations. when leaders articulate high expectations for followers, these expectations alone will lead to higher-performing followers and teams. Take-away: - Leaders should set specific, high but achievable goals and express confidence and support that the followers can get the job done.

Empowerment

the process of motivating employees by giving them authority to make decisions about the delegated tasks equipping them with the skills needed to perform these tasks. -MAJOR THEME Give people autonomy and latitude to increase their motivation for work. based on the idea that giving employees skills, resources, authority, opportunity, motivation, as well holding them responsible and accountable for outcomes of their actions, will contribute to their competence and satisfaction.

Goal setting

the process of setting clear and measurable performance objectives and then helping followers create systematic plans to achieve them. -MAJOR THEME Set goals to change behavior Key tenet: Goals that were specific and difficult resulted in consistently higher effort and performance when contrasted to "do your best" goals.

Performance

those behaviors related to team or organizational goals.