ADM 1300 Chapter 9: Motivating, Satisfying and Leading Employees

employee behaviour

pattern of actions by the members of an organization that directly or indirectly influences the organization's effectiveness

performance behaviours

those that are directly involved in performing a job

organization citizenship

provides benefits to the organization in more indirect ways

counterproductive behaviours

those that hurt organizational performance

absenteerism

being absent from work affects productivity

tardiness

being late hinders the proper functioning of an organization

turnover

occurs when people quit their jobs

emotional intelligence

extent to which people possess social skills, are self aware, can mange their emotions, can motivate themselves and can express empathy for others

job satisfaction

extent to which people have positive attitudes towards their jobs

organizational commitment

individual's identification with the organization and its mission

reinforcement modification

define the specific behaviours that managers want and don't want

Reinforcement

controlling and modifying employee behaviour through the use of systematic rewards and punishments for specific behaviours

positive reiforcement

apply positive consequences when employees exhibit desired behaviours

punishment

apply negative consequences when employees exhibit undesirable behaviours

omission

withhold positive consequences when employees exhibit undesirable behaviours

negative reinforcement

withhold negative consequences when employees exhibit desired behaviours

regression to the mean

from one performance measure to the next, the change in performance will be towards the overall average level of performance

realistic model

manager's department performs above average in one period then does not perform as well in the next

goal setting theory

people perform better when they set specific, quantified, time-framed goals

management by objectives

managers and subordinates collaboratively set goals and evaluate progress

participative management and empowerment

method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company

transnational teams

composed of members from many different countries

job enrichment

method of increasing employee's satisfaction by extending or adding motivating factors such as responsibility or growth

flextime

let people pick their working hours; still has mandatory hours where people must be at work

compressed work week

employees work fewer days per week but more hours on the day they do work

telecommuting

allows people to do some or all of their work away from the office

workshare programs

allows two or more people to share one full time job

legitimate power

granted through the formal organizational hierarchy

reward power

power to give or withhold rewards

coercive power

power to force another person to comply by means of psychological, emotional or physical threat

expert power

comes from information or expertise that the manager possesses

referent power

based on identification, imitation, loyalty or charisma of the leader

transformational leadership

set of abilities that allows a leader to recognize the need for change and execute that change effectively

transactional leadership

set of abilities that involves routine, regimented activities that are necessary during periods of stability

charismatic leadership

type of influence based on the leader's personal charisma