Workshop Roadmap

Manageme nt Styles & Policies Level of Effort of the job Job related Stress Power & Politics

Values/ Beliefs/ Ambition s

Willingness to act (Motivation ) Perceptio n

Personalit y Selfefficacy

Direct/ Indirect Job Satisfaction Job related conflicts

Absenteeis m Turnover Discipline

Learning

P R O D U T I V I T Y

Ability

Willingness roadmap in the organizations

Psychologic al Contract

Compliance Noncompliance
Legitimat e Authority

Intended results

Complia nce Complia nce

Noncompliance
Use of rewards, threat, and manipulation

Noncompliance
Modify relationship s

Psychological Contract
Psychological

contract is defined as the beliefs individuals hold regarding the terms and conditions of the exchange agreement between themselves and their organisations in which the expectations and obligations of both parties involved need to be taken into consideration.

It

is unspoken agreement between employee and employer that goes beyond the formal employment contract. takes the employees ideas about what they expect from the organisation and what they feel they owe to the organisation in return.

This

As

a result, the psychological contract may be more influential than the formal contract in affecting how employees behave from day to day. all possible aspects of the employment relationship cannot be addressed in a formal, written contract, the psychological contract fills the gaps in the relationship.

Since

Thus,

function of the psychological contract is reduction of uncertainty and invoking intrinsic impetus of the employees in carrying out the organizational business.

Limits of Psychological Contract

Working in odd hours and on weekends Public Boundary of Psychological Contract

Job Description

Working overtime

Real Boundary of Psychological Contract

Caveats against the Psychological Contract However, since psychological contract is more a perceptual belief than the reality itself, it may fall victim to the perceptual errors of one party toward intentions of the other.
Similarly,

while a legal contract between two parties can usually only be changed with the consent of both parties, the psychological contract can be arbitrarily and secretly changed by either party

Relational vs. Transactional Psychological Contracts

Relational Psychological Contract Relational contract characterises beliefs about obligations based on exchanges of socioemotional and intrinsic factors (e.g. loyalty and support) rather than purely It can engender feelings of affective issues. monetaryinvolvement or attachment in the employee, and can commit the employer to providing more than purely remunerative support to the individual. Relational contracts are dynamic and evolving. Transactional Psychological Contract Transactional psychological contract centres on shortterm monetary agreements with little close involvement of the parties. Under transactional psychological contracts, employees are more concerned with obligations that are economic and extrinsic (e.g. compensation and personal benefits). Transactional psychological contracts are said to be static.

However,

the transactional-relational divide is not necessarily an exclusive one. the exchange relationship is better characterised as containing varying degrees of both relational and transactional elements along the Relational-Transactional continuum.

Rather,

Relational-Transactional Continuum
Relational Psycholog ical Contract Transacti onal Psycholog ical Contract

Individuals are not one versus the other and can instead have elements of both types in their own individual psychological contract. Further, relational psychological contract becomes more transactional after a violation; and a transactional contract may evolve into a relational contract after a prolonged partnership.

Legitimate Authority
Legitimate

authority is the right of decision and command that a person has over others through which a superior can expect a subordinate to comply with organizationally sanctioned requests. authority is reflected in the organizations structure that defines the general distribution of legitimate authority by position location. Higherlevel positions have more legitimate

Legitimate

Use of Rewards for Compliance

Motive Reward offered Evaluating worth of the incentive Success Evaluating the resources available

Contentment

Process starts again Modification in behavior/ technique/ resources Failure

Action taken

Withdrawal

Use of Threat for Compliance

Motive Threat posed Evaluating gravity of threat Evaluating the resources available to cope with the threat

Temporary relief No penalty but Adequate but more fear & no reward performance dependence

Process continues

Action taken

Resentment/ -ive attitude/ more fear & dependence

Penalty

Inadequate performance

Demerits of Management by threat & fear

The

rule of fear itself is counterproductive. It makes the employees paralyzed and inclined towards the state of omission. breeds resistance, subterfuge and even dishonesty. Fudging of the data to avoid any foreboding is a common instance of reaction to the rule of fear.

Fear

 Under

such situation, the officials find ways of "beating the system", that is, to act just to the extent of neutralizing the threat and avoiding the pain and discomfort. Once adopted, such approach requires a continuous use of fear for compliance; a bigger dose of fear is needed once people become accustomed to previous one that has a grave potential of marring the superior-subordinate relationship.

Demerits of punishment
It

results in undesirable emotional side effects like anxiety and aggressive feelings toward punishing agent and ultimately leads to passivity and withdrawal. has ripple effects and its impact goes into the environment enveloping it into pal of gloom regardless to its degree of justification.

Punishment

 It

breeds feelings of unfairness and inequity because most of the time penalty is not for rule breaking rather for being caught for rule breaking. all, who says that punished behavior will be replaced with the desired behavior? An employee punished for late coming may become punctual but not necessarily productive one. of punishment is momentary.

Above

Impact

Merits of punishment

If the punishment is justified it makes the organization stronger. It has therapeutic impact. It can prevent the rule-abiding employees from succumbing to temptation. Potential harm of remaining silent and doing nothing when something wrong has been committed by someone is greater than the punishment itself as it may cause unhealthy feeling of impunity

Manipulation
Manipulation

is trying to induce others to do something they would not naturally do if they had access to all the facts and adequate time to consider them. has its roots in deception however benign it could be. pursuing their own agenda through their kids career designs is an example of such benign deception.

Manipulation

Parents

Simple

test for whether a motivational bid is manipulative: Would it lose its power if people knew exactly what you were doing and why? If the answer is yes if the technique loses its power in the light of day, then its manipulative.
Motivation Manipulation

Open Clear Transparent

Self-interested Covert Underhand

Discussion Questions
Define the term psychological contract along with its various kinds and dimensions. Also discuss its significance in OB. 2. Define work motivation. Elaborate the process of positive / negative motivation with the help of a model. 3. What are the possible merits and demerits of management-bysanctions in the organizational
1.

4.

Define the term manipulation. How it differs from motivation?