{[ promptMessage ]}

Bookmark it

{[ promptMessage ]}

ECE _ DSST Organizational Behavior

Motivator and has major behavioral consequences when

Info iconThis preview shows pages 25–26. Sign up to view the full content.

View Full Document Right Arrow Icon
motivator and has major behavioral consequences when individuals perceive a disparity between what they believe their status to be and what others perceive it to be. It is important for group members to believe the status hierarchy is equitable. When inequity is perceived, it creates disequilibrium that results in various types of corrective behavior. People expect rewards to be proportionate to costs incurred. If Dana and Anne are the two finalists for the head nurse position in a hospital, and it is clear that Dana has more seniority and better preparation for assuming the promotion, Anne will view the selection of Dana to be equitable. However, if Anne is chosen because she is the daughter-in-law of the hospital director, Dana will believe an injustice has been committed. One of the most important findings related to group sizes has been labeled social loafing, which is the tendency for individuals to expend less effort when working collectively than when working individually. This concept directly challenges the logic that the productivity of the group as a whole should at least equal the sum of the productivity of each individual in that group. In the late 1920s, a German psychologist named Ringelmann found that increases in group size are inversely related to individual performance. More may be better in the sense that the total productivity of a group of four is greater than that of a group of one or two people, but the individual productivity of each group member declines. Groups and organizations are composed of cohorts, which are defined as individuals who, as part of a group, hold a common attribute. For instance, everyone born in 1960 is of the same age. This means they also have shared common experiences. People born in 1960 have experienced the women’s movement, but not the Korean conflict. People born in 1945 shared the Vietnam War, but not the Great Depression. Group demography suggests that attributes such as age or the date that someone joins a specific work group should help predict turnover. This is because turnover will be greater among those with dissimilar experiences because communication is more difficult. Conflict and power struggles are more likely and more severe when they occur. The increased conflict makes group membership more unattractive, so employees are more likely to quit Certain phenomenons have the potential to affect the group’s ability to appraise alternatives objectively and arrive at quality decision solutions. Groupthink is the phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action. This concept describes situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views. Those members who have doubts or hold differing points of view seek to avoid deviating from what appears to be the group consensus by keeping silent. In addition, there seems to be an illusion of unanimity. If someone doesn’t speak, it’s assumed he or she is in full agreement.
Background image of page 25

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
Image of page 26
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}