OrgPsy 2 Class Notes
Mid-term exam notes:
- be sure to answer all parts of the question
- everything must be demonstrated by your assessment of the situation (e.g., if manager suspects a causal link, it must be
scientifically demonstrated)
- develop model and ways to assess
- e.g., correlate satisfaction and productivity (performance)
- Start with PROBLEM definition
- mention specific studies when possible
- explain theories in detail when possible
10/29
Satisfaction Theories??
- related to motivation theories
- level of satisfaction related to motivation theories
- p. 392: model of dissatisfaction
- learned vs. inherited moods
Criterion vs. Norm-Referenced:
Citeria: judged independtly of all others. Each person is judged against the criterion
- norm-referenced testing can be used in situations where the task can be adjusted to fit the norm.
- also only works with traits that are normally distributed.
Justice:
- justice and fairness used to characterize an event or an exchange relationship
- Includes considerations of organizational procedures, distributions, and interactions... all lead to fairness perceptions.
Trust:
- Trust is a belief in how a person or organization WILL ACT ON SOME FUTURE occasion.
- Can be undermined by:
- unmet expectations
- Leader behavior (Jack Welch)
- Technology (surveillance)
Distributive Justice:
- equality, need, or equity norms
Procedural Justice:
- Perceived fairness of process by which rewards are distributed.
- Voice: having possibility of influencing or expressing an objection to a process or outcome.
Interactional Justice:
- Sensitively with which employees are treated; linked to extent to which employee feels respected by employer.
- informational & interpersonal justice
- informational: providing information about procedures
- interpersonal: perceptions of interactions b/w employees/supervisors, etc.
Injustice:
- retaliation
- reduced effort
- reduced motivation
- a lasting impact on attitudes and emtions
Perceptions of justice lead to:
extra effort, feelings of inclusion, feelings of contribution.
Implications of Justice Perceptions:
Performance Evaluation:
- performance measurement vs. performance management
- feelings of fairness a matter of procedural justice
- feedback process most important determinant of feelings of fairness (p. 474)
-- immediate feedback is better than manager coming and providing feedback.
- more proximal feedback loop is better.
*linkage between self-evaluations and distal evaluations are important for perceived justice**
Selection Procedures:
- acceptance/rejection of employment offer
- rejection leads to misattribution (the organization must be bad, I'm good)
- reputation of organization: can affect the perceived fairness.
- Litigation: discrimination
Model of Applicant Decision Making:
- p. 480.
The rejected applicant:
- rejection letter should supply plausible reason (p. 480)
Affirmative Action:
EEO philosophy: All individuals have same opportunity, allowing success to be dictated y merit.
- payment problems: develop 2-tier system, so some employees follow a certain pay structure and other follow a different one; in
order to deal with market demand of employees, costs, etc.
11/5
behfac - CODE FOR E-RESERVES
Adverse Impact: suggests that something bad has happened.. (the distiniction is matter of view)
Disparate Impact: suggests that something bad has happened to some people... it's just something that happened.
- if we don't have a good explanation for this, we may be actually having adverse impact.
Leader's job: is to motivate others.
(this is a generic definition) --> are leaders good decision makers?
- is a good motivator a good decision maker? or not? (interesting question for future research)
--- very little is known; knows how to define; how to research
Leadership Definitions:
Leadership effectivness: the degree to which the leader is able to get the subordinates to complete the work
Criterion: organizational success
Leadership emergence: when a person becomes a leader.
- Abolene effect: when someone emerges as a leader, everyone agrees with them
-- Emotional stab, extraverison, openness, and contientiousness are correlated with emergence
Outcome measuring difficulties: hard to measure leadership effectiveness. There is usually a time-lag between leadership decisions
and distal outcomes.
- also, organizational productivity is affected by many other factors.
Leader vs. Manager/Supervisor
Leader: inidividual in group task of directing task-relevant group activities or, in absenc eof designated leader, carries primary
responsibility for performing these functions.
(6 of the 18 managing dimensions are related to leadership -- see p. 499)
Difference: Leader deals with how it is to be done; manager deals with what is to be done.
Leader vs. Leadership Development:
- leader development focuses on the individual characteristics and attributes
- leadership development focuses on leader-follower development; leadership as social exchange; interpersonal competence.
- interpersonal social psych
Motivation To lead:
power motive, activity inhibitions, affiliation need (low) -- McClelland 1985
Chan & Drasgow:
- affective identify: desire for control
- instrumental -- personal benefits
- social-normative: duty to lead
There are multiple motivations to lead besides the need for power & control.
Hogan:
- get along
- get ahead
Traditional Theories of Leadership:
Great man/great woman theories:
- Life of respected leader examined for clue leading to his or her greatness
- little value for IO psychology
Trait Approach:
- attempted to show that leaders all have certain traits; didn't really work.
Power Approach:
French & Raven
- reward power
- coercive power
- legitimate power
- referent power: one of the most important -- deals with the social psych side of leadership
- expert power
Ohio-State Studies: Fleishman & Harris
2 major types of behavior:
- consideration
- initiating structure
Michigan State Studies:
Yukl
- task oriented bx
- relations oriented bx
- participative bx
(looks at leader in conjunction with subordinants)
Contingency Approach:
Hershey & Blanchard
SITUATIONAL THEORY
Leadership effectiveness is a function of the interaction bewtween leadership behaviors and maturity level of subordinate.
job maturity and psychological maturity
House PATH-GOAL THEORY
Includes both characteristics of subordinate and characteristics of situation.
Assumes the leader's responsibility is to show subordinate path to valued goals
(p. 511)
4 distinct leadership styles:
- supportive
- directive
- participative
- achievement-oriented
social undermining: when leader is too fickle, changes too much with the situation
Vroom-Yetton Model: The consequences of participation (p. 512)
11/12
The history of leadership thxs:
- Traits/attributes
- Behaviors (Ohio / Mich)
- Coningency theories
- e.g., LMX
Leader-Member Exchange Theory (LMX)
{see SIOP slideshow}
- High quality relationship
- member is part of "in-group"
- more responsibility, higher satisfaction
- Low quality relationship
- outcomes of LMX
- job satisfaction, etc.
Full-Range Model of Leadership:
Bass
- tranformational, transactional, passive/avoidant
-- aruges that there are psuedo leaders (people who do not have the best interests of the group in mind)
Barrick, Mount (1991) The big-five and job performance
- KNOW THIS ARTICLE FOR FINAL EXAM
---------------------------------------------*continue last week's notes*
Vroom-Yetton Contingency Model:
- offers a decision making structure that includes groups and individual interactions
Transformational Leadership
- inspirational motivation
- intellectual stimulation
- idealized influence
- idealized influence (bxs)
Bass Full-Range Leadership
- transformational through laissez faire
Guidelines for Transformational Leadership:
(see class notes}
Charismatic Leader
- followers are emotinally attached to leader, never question leader's beliefs or actions, & see themselves as integral to
accomplihement of leader's goal
Emerging Topics:
- Leadership in a changing workplace
- teams/groups
- etc...
Appears that transformational and charismatic leadership are equally valued.
11/19
TEAMS
Teams:
- tasks are interdependent
- work towards a common goal
- share responsibility for outcomes
11/26
Teams benefit from org context that provides:
- challenging objectives
- an educational system
- an information system
Levels of Team Autonomy
- Participatory: (e.g., quality circles)
- limited decision making (e.g., production teams)
- self-managed (discretion within bounds)
- self-lead (most autonomous--broad discretion)
In order to use teams:
- be sure that members have level of knowledge/expertise necessary to make decision
**to turn down input, members are less likely to participate again**
input-process-output model:
- nice to train groups
- slide 11 explains all variables
Barrick, Stewart, Neubert, & Mount (1998)
*important article*
Team-role theory: (Belbin, 1993)
- plant
- resource investigator
- coordinator, etc.
Team Development
- changes occur in teams as they develop over time.
- norming
-storming, etc....
12/3
Topics:
- attitudes
- fairness and diversity
- leadership
- teams
Ingroup/Outgroup:
- ingroup: have high-quality relationship with the leader
- outgroup: never fully develops relationship with leader; does not receive as much attention
BE ABLE TO HOOK UP THE THEORIES UNDER DIFFERENT CONCEPTS
Transformational vs. Transactional Leadership
- transformational: uses idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration
- transactional: uses reward/punishment