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