Last Week We discussed specific aspects of motivation and leadership including some reference to...
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Transcript of Last Week We discussed specific aspects of motivation and leadership including some reference to...
Last Week…
We discussed specific aspects of motivation and leadership including some reference to theories related to both motivation and leadership. The information came primarily from chapters 5 and 7.
This week, we will do more application of both leadership and motivational theories and follow more closely the points made in chapters 6 and 8.
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Motivational Models
Drives and Needs• Herzberg’s hygiene factors• Maslow’s physiological and security needs• Alderfer’s existence needs
Expectancy and Valence• Valence x Expectancy x Instrumentality = Motivation
Behavior Modification• High instrumentality is desired
Equity• Cost-reward comparison
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
The Importance of Pay
Pay relationships carry immense social value• Money is not a direct incentive• Motivation is encouraged by a complete reward
system
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
A Complete Program
Many types of pay are required for a complete economic reward system• Base pay (jobs)• Performance rewards (individuals)• Profit sharing (the organization)
Non-incentive Pay Adjustments• Seniority pay• Pay for inconvenience• Pay for time not worked
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Rewarding Employees with Money
Money has Social Value• Status value when received• Status value when spent• Represents to employees what their employer
thinks of them• Indicates one employee’s status relative to that
of other employees• Has as many values as there are possessors
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Additional Money Considerations
Extrinsic and Intrinsic Rewards• Money is less immediately satisfying than
intrinsic rewardsDifficult Integration
• Employees differ in amount of intrinsic and extrinsic rewards desired
• Payment of an extrinsic reward decreases the intrinsic satisfaction received
• Hard to administer intrinsic rewards on a systematic basis
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Additional Money Considerations
Compliance With the Law• Equal Pay Act of 1963• Comparable worth• Equal opportunity
Other Factors• Equality• Secrecy• Control• Flexibility
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
OB and Performance Appraisal
Management by Objectives is a four-step, cyclical process…• Objective setting• Action planning• Periodic reviews• Annual evaluation
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
OB and Performance Appraisal
Reasons For Employee Appraisal• Allocate resources in a dynamic environment• Motivate and reward employees• Give employees feedback about their work• Maintain fair relationships within groups• Coach and develop employees• Comply with regulations• Formal opportunity to express appreciation for
employee contributions• Compliance with state and federal laws
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Performance Feedback
Leads to improved performance and improved attitudes• If handled properly
Greatest chance for behavioral change if…• Feedback is desired by the employee• It is connected to job tasks• Receiver can choose a new behavior from
alternatives offered• It is provided on an ongoing basis
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
360-Degree Feedback
Systematic data gathering from a variety of sources• Manager(s)• Peers• Subordinates• Customers or clients
Advantages• Can be compared across time• Rich feedback• Can aid in performance improvement
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Appraisal Problems
Management Problems• Lack of vital skills• Failure to gather data systematically• Reluctance to address difficult/sensitive topics• Failure to involve employees in assessment
process and discussion• Cynical about probability that changes will
occur in employees• Sees appraisals as a meaningless game• Intentional distortion of feedback and ratings
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Attribution
The process by which people interpret and assign causes for their own and others’ behavior
• Consistency – is behavior the same over time
• Consensus – is behavior similar to others
• Distinctiveness – is behavior the same across situations
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Nature of Attributions
Personal Versus Situational Attributions• Self-serving bias• Fundamental attribution bias• Perceptual set• Self-fulfilling prophecy
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Servant Leadership
Key Behaviors• Listen actively and empathetically• Engage in introspection to better understand
one’s own attitudes and feelings• Treat others as equals, with respect• Engage in dialogue/paraphrasing to ensure
understanding• Affirm the worth and contributions of others• Admit mistakes and ask for help• Build trust by articulating values and acting
consistently with them
Leadership Theories
Trait Theories• Personality
Situational and Behavioral Theories• Leadership styles and behaviors• Blake and Mouton Managerial Grid
Contingency Approaches• Fiedler’s Contingency Model• Hersey and Blanchard Situational Leadership• Path-Goal
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
The Impact on Managerial Power
Leader-Member Exchange• Reciprocal relationships develop• High-quality relationship results in greater
decision influence• Participative managers retain final authority
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
The Participative Process
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Disempowerment
African-American participants in North Carolina (i.e., social context in which groups were predominately African-American) reported the highest levels of perceived offensiveness when the target of disempowerment was an African-American women (rather than a Caucasian man)
Further, men in North Carolina reported the highest levels of perceived offensiveness.
Demographic composition of groups may indeed have a strong influence on perceptions and behaviors
• Young, Vance, and Harris (2007) and Young, Vance, and Ensher (2003)
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Disempowerment
gender as a predictor of perceived offensiveness when observing disempowering acts
Other factors such as social context:• study examined perceived offensiveness
reported by people in the same ethnic group (i.e., African-Americans). Specifically, data from African-Americans observers from two different regions, one in which observers held a majority status (i.e., North Carolina) and one in which observers held a minority status (i.e., Southern California), were analyzed to determine differences based on social context.
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Disempowerment
Disempowerment
• negative workplace behaviors including bullying and incivility
• intentional and unintentional behaviors
• perceived offensiveness resulting from disempowerment can be direct or vicarious
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
The Process of Empowerment
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Nature of Empowerment and Participation
Behavioral Tools• Mutual goal setting• Job feedback• Modeling• Contingent reward systems• Participative management
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Nature of Empowerment and Participation
Broad Approaches to Empowerment• Job mastery• Control• Role models• Social reinforcement and persuasion• Emotional support
©2007 The McGraw-Hill Companies, Inc., All Rights Reserved
Nature of Empowerment and Participation
Powerlessness Causes Low Self-esteem• Imposter phenomenon
Empowerment is any process that provides greater autonomy to employees through:• Sharing of relevant information• Control over factors affecting job performance