4️⃣

Week 4 Notes
08/07 -
Behavioural responses to employee dissatisfaction:
Active

Exit - Active + Destructive Voice - Active + Constructive

directed towards leaving speaks up about dissatisfaction through useful
the organisation feedback and attempts to improve condition

Destructive ←
→ Constructive

Neglect - Passive + Loyalty - Passive + Constructive

Destructive Inaction+waiting for better conditions, no
Inaction that allows adverse effects initiated as status quo
conditions to worsen maintained

Passive

Motivation
Willingness to put in effort, both with intensity and in the right direction,
persistently.
WHAT causes Motivation - content theories

Acquired Needs Theory by McClelland

People’s personalities differ based on extent of 3 needs which coexist and

may present to different degrees.

Need for achievement (nAch) - desire for challenge & risky goals,
feedback, recognition. Can be an isolating quality if dominating feature

Week 4 Notes 1
 Need for affiliation (nAff) - priority to relationships. Desire to seek
approval, conform and avoid conflict; try to project a favourable self-
image. Generally low in effective managers

Need for power (nPow) - accepting of situations/environment vs a

desire to change or control their situation/environment. High nPow in
good managers

Personalised vs socialised power - sources or basis of power

Herzberg Two-Factor Theory

By collecting feedback on multiple parameters, Satisfaction and

Dissatisfaction were found to be distinct characteristics, and not just two
ends of the same spectrum. The needs of an individual are captured as
causes for motivation or demotivation. Personality agnostic

Satisfied and not satisfied, separate from dissatisfied and not

dissatisfied.

Hygiene factors cause demotivation - work policies & conditions, basic

wage, security, status

Intrinsic factors cause motivation - nature of work, learning & growth,

responsibility & autonomy, achievement, recognition

Maslow’s Need Hierarchy - motivation driven by 5

hierarchal needs (ascending in priority)

Intuitive structure, but difficult to establish empirically. Despite the theory, in a

lot of cases people skip/jump levels and do not consistently follow the
hierarchy

Physiological needs - base requirements for survival

Safety needs - relating to security in different aspects

Social and belongingness needs - being part of a community

Esteem needs - individual growth and learning

Week 4 Notes 2
 Self actualisation - discovering yourself to become the best version of
yourself, realising your identity

HOW is Motivation caused - process theories

Goal-setting Theory - collection of factors contribute to the

task effort, leading to task performance

Specific goals more effective than general goals, provides clear direction
for motivation

Relevant goals to be more relatable to drive motivation toward the goal

Challenging in terms of levels of difficulty (at least 50% probability for

achievement should exist), so that sense of achievement can be attained
that is attributed to their efforts/skill, not chance.

Commitment should be generated toward the goal so that effort is put in.
This is through a sense of collective responsibility or social pressure -
public goals

Participation leads to better involvement which contributes to commitment

or more willingness to work toward the goal

Feedback on task effort gives information on how to adjust your effort to

meet your goal as desired

Expectancy Theory of Motivation by Vroom - the effort we

make is constantly driven by our calculated expectations

Effort → Outcome

Outcome → Performance

Performance → Reward (when targeting a collective, basket of rewards

should be considered to appeal to personalised tastes)

By increasing

Equity Theory

Week 4 Notes 3
 Tendency to compare job inputs and outputs with those of others, and then
respond to eliminate any inequities. Comparators can be in terms of tenure
or age, qualification, gender etc.

If inequity is present, leads to cognitive dissonance. This can be dealt

with in a few different ways:
- change inputs (slack off)
behaviour
- change outcomes (increase output)
behaviour
- distort or change perception of self
belief
- distort of change perception of others
belief
- choose a different reference person
rationalise
- leave the field (quit the job)
behaviour

Inside Outside

Self comparing my own input- Mars & ICG

- output ratio against at a
different point in time or in
Others a different vertical ICG bathe

Mars

Justice Theory
Distributive justice: talks about how rewards have been distributed, whether
equitably or not → perceived fairness of outcome

Procedural justice: talks about fairness in how rewards are distributed →

perceived fairness of procedure used to determine outcomes (transparency,
non-discriminatory, objective evaluation methods, participatory in aligning on
procedure)

Interactional justice: how people are treated in interpersonal interactions →

perceived degree of being treated with respect and dignity

Week 4 Notes 4
 ⇒ Organisation Justice: composite of above 3 → overall perception of what is fair
in the workplace

Cognitive Evaluation
When there is a perceived loss of autonomy, either due to loss of control or
causation through something like incentives → the lack of opportunity to exercise
free will leads to demotivation
There is a sense of accomplishment derived from self-driven action → the action
loses value when it no longer feels self-driven, done for the sake of incentive

10/07 -

Helen Ramsay: A Mediation Attempt

Brian (About himself) Steve (about himself)

Gives space Competent

Coaching, hand holding Gives autonomy

Instructive Managing team

Helpful Wants to contribute

Preventing crisis oriented Practical, realistic

Brian About Steve Steve About Brian

Steve not communicative Micromanaging

Pessimist More scrutiny

Not ambitious Bypassing authority

No initiative Lacking autonomy

Defensive Forcing his opinions

Avoids responsibility Abusive

Takes too much time Discriminatory

Rude/gives excuses No space

Information hoarding Does not listen

Week 4 Notes 5
 Brian’s chronological perception of Steve:

1. Initial meeting or introduction → Good fit, capable

2. Q1 sales results - Somewhat short of target, needs help (less competent)

3. “Helping” /micromanaging → poor results; incompetent

4. Further micromanagement; belief in incompetence → continued poor results

💡 ⇒ Self-fulfilling prophecy: expectations that are set leading to results

matching that expectation
When negative, Golem Effect | When positive, Pygmalion Effect

Galatea effect?

Negative expectation initiated from Brian could have been approached in 2

ways by Steve, driven by his sense of self-efficacy (contributes to core self-
evaluation) or competency in that domain. Since that is still not very well-
formed, the feedback from Brian influences Steve’s expectations as well,
leading to his performance deteriorating as a self-fulfilling prophecy.
Had he been someone with more sense of self-efficacy, he may have taken
Brian’s negative feedback as a challenge to prove him wrong.

Brian’s actions of coaching and instructing Steve are driven by a belief that
Steve’s approach is incorrect and needs to improve, which consequently
makes Steve believe that he’s not doing well enough or meeting his boss’s
expectations

Brian assumes that the job Steve previously had was basically the same as his
current role so he would maintain the same level of performance or output. But
he does not explicitly share this expectation with Steve, instead giving him a
free hand

However, realistically, Steve is still going through a learning curve to adapt to

the new team, client, product, responsibilities etc. The lack of clear initial
expectations from Brian on meeting the targets mean he does not potentially
raise any flags or ask for support, as he expects leeway while he learns

Week 4 Notes 6
 Brian’s mistakes: unrealistic expectations; expectations not vocalised;
overreaction when expectations not met
Steve’s scope for improvement: could have openly asked for clear
expectations, regularly asked for and shared feedback

Week 4 Notes 7