NS214 Fall 2012 9-2 - Chapter Motivation Satisfaction and...

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1-1 Motivation, Satisfaction, and Performance " Every substandard organization I have ever seen had low performance standards. If you want superior performance, then you have got to set high standards for your employees." ~GEN Norman Schwarzkopf, US Army Chapter 9 9
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3-2 Situational Approaches Operant Approach: Reward Punishment Contingent rewards or punishments Noncontingent rewards and punishments Extinction
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3-3 Situational Approaches (continued) Operant principles: 1. Clearly specify what behaviors are important. 2. Determine if those behaviors are currently being punished, rewarded, or ignored. 3. Find out what followers actually find rewarding and punishing. 4. Be wary of creating perceptions of inequity when administering individually tailored rewards. 5. Do not limit oneself to administering organizationally sanctioned rewards and punishments. 6. Administer rewards and punishments in a contingent manner whenever possible.
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3-4 Concluding Thoughts on Situational Approaches to Motivation Leaders naively assume it is easier to change an individual than it is to change the situation . Leaders can often see positive changes in followers’ motivation levels by restructuring work processes and procedures . It can increase their latitude to make decisions and add more meaning to work. If properly designed and administered , then in many cases followers will successfully work through their resistance.
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3-5 The Empowerment Continuum
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3-6 Understanding and Influencing Follower Satisfaction Research has shown that satisfied workers are more likely to continue working for an organization. More likely to engage in organizational citizenship behaviors. Dissatisfied workers : More likely to be adversarial in their relations with leadership. May engage in diverse sorts of counterproductive behaviors.
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