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Rotman Commerce (1,103)
RSM100Y1 (287)

chapter 10

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Rotman Commerce
Stojanovic Dragan

CHAPTER 10 MOTIVATING AND LEADING EMPLOYEESFORMS OF EMPLOYEE BEHAVIOUR y Employee Behaviour the pattern of actions by the members of an organization that directly or indirectly influence the organizations effectivenessthe behaviours directly targeted at performing a job y Performance Behaviours behaviours that provide positive benefits to the organization in indirect y Organizational Citizenshipways y Counterproductive Behaviours behaviours that detract from organizational performanceoccurs when an employee does not show up for work be it legitimate reason for y Absenteeismmissing work or not y Turnover the percentage of an organizations workforce that leaves and must be replaced y Some turnover is natural and healthy but high turnover has many negative consequences including numerous vacancies disruption in production decreased productivity and increased retraining y Turnover results from a number of factors including aspects of job the organization the individual a poor personjob fit the labour market and family influences y Other forms of counterproductive behaviour may be even more costly for an organizationie theft and sabotage sexual and racial harassment workplace aggression and violence etc INDIVIDUAL DIFFERENCES AMONG EMPLOYEESphysical psychological and emotional attributes that vary from one person y Individual Differencesto another and that make each person unique y Personality and attitudes are two main categories of individual differences Personality y Is the relatively stable set of psychological attributes that distinguishes one person from another y According to researchers five fundamental traits that are especially relevant to organizations areAgreeablenesspersons ability to get along with othersConscientiousnessthe number of things a person tries to accomplishEmotionalitythe degree to which people tend to be positive or negative in their outlook and behaviours toward othersExtroversionpersons comfort level with relationshipsOpennessreflect how open or rigid a person is in terms of his or her beliefs y High scores in these big five are the higher performers at jobs1 Emotional Intelligence y Or emotional quotient EQ refers to the extent to which people possess social skills are selfaware can manage their emotions can motivate themselves and can express empathy for others y Research suggests that people with high EQ perform better than those with low EQ especially in jobs that require a high degree of interpersonal interaction and that involve influencing or directing the work of others y EQ isnt something thats biologically based can be developed Attitudes y Reflect our beliefs and feelings about specific ideas situations or other people y People in organizations have attitudes about many different things their salary their promotional possibilities their boss their employee benefits and so on y Peoples attitudes also reflect their behaviours in organizations y Especially important attitudes are job satisfaction and organizational commitmentJob Satisfactionthe degree of enjoyment that people derive from performing their jobsHigher levels of job satisfaction does not automatically lead to higher levels of production but less absenteeism and happy employeesOrganizational Commitment or Job Commitmentan individuals identification with the organization and its missionHighly committed employees see themselves as true members of the firm overlook minor sources of dissatisfaction and want to stay in the firm longer y One way to increase employee commitment is to give employees a voice MATCHING PEOPLE AND JOBS y It is important to have a good match between people and the jobs they are performing y Two key concepts for facilitating this match are psychological contracts and the personjob fit Psychological Contracts y Is the set of expectations held by an employee concerning what he or she will contribute to an organization referred to as contributions and what the organization will provide the employee in return referred to as inducements y If either party receives an inequity in the contract that party may seek a change y Unlike a business contract psychological contract is not written on paper nor are all of its terms explicitly negotiated The Psychological Contract Contributions From the Individual Contributions From the Organization Effort Pay Ability Benefits Loyalty Job security Skills Status
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