Additional Assignment

Additional Assignment - Michael Samuels G12358459...

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Michael Samuels G12358459 Organizational Behavior Additional Assignment Discussion Section 30 Jonathan Raelin 3/17/07
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Summary This article targets many key aspects of work place performance and analyzes many different variables that affect goal commitment and motivation. The majority of the focus of the article entitled A Field Study of the Influence of Situational Constraints, Leader-Member Exchange, and Goal Commitment on Performance was the linear relationship of leadership-manager exchange (LMX) and goal setting with motivation and performance. The main example and situation in the article was a statistical analysis of a mid- western department sales which compared sales and sales goal to the situations described above. The results indicted a strong linear relationship between positive LMX and positive sales results. However, employees with low or negative LMX showed no significant results between low LMX and sales goals. The low LMX had neither positive nor negative impacts on sales. Furthermore, those results described cannot be fully determined independently. Goal commitment creates certain reservations for the study. An employee with high LMX but low goal commitment will have much lower sales performance then someone with high goal commitment. The results of employees with high LMX look very similar to a standard economic supply curve. On the other hand, employees with low LMX were not affected by goal commitment; they performed statistically the same regardless. In conclusion, the main focus of this article determined that there is a direct relationship between job performance and LMX with an assumed goal commitment of the individual. This study determined that a manager’s relationship with their employee has a significant effect on their performance.
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Relevant Concepts 1. Theory X – Y – I believe the theory of X-Y managers comes into play with this article. The article describes leadership-manager exchange as one of the key components in predicting the performance of employees. It is clear that a theory Y manager should have more success in motivating employees thus inspiring them to do better work. A theory X manager might be harder to work with and not be as effective at motivating his
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This note was uploaded on 10/20/2010 for the course BADM 66 taught by Professor Bailey during the Spring '08 term at GWU.

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Additional Assignment - Michael Samuels G12358459...

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