2 Integrating HR & leadership

Question 1

Self-determination theory of motivation (3)

POS/CF

Answer 1

Everyone has a high need for, autonomy, competence and belonging.

• Pressure, obligation and stress undermine intrinsic motivation,
• while choice and psychological freedom enhance it.

Question 2

Goal-setting theory (2)

• better than..
• factors

Answer 2

Specific and challenging goals
lead to better performance than vague or easy goals.

Key factors are (goal), ..

• commitment,
• feedback,
• task complexity

Question 3

How do the type of task determine the type goals?

• Types of goals (3)
  🥸📚🎯

Answer 3

• Individual vs group goals,
• learning vs performance goals,
• behavior vs outcome goals.

The appropriate type depends on task interdependence and complexity.

Question 4

Good performance indicators (3)

Answer 4

• Adequate for task & can be influenced by employee,
• reliable/valid/objective & enable constructive feedback,
• developed participatively & fit organizational culture.

Question 5

Job (dis)satisfaction dynamics (~4)

Answer 5

• Fixed dissatisfaction,
• constructive dissatisfaction,
• resigned satisfaction,
• stable satisfaction,
• progressive satisfaction.

Question 6

How do reciprocal expectations between employees and employers manifest ?

• Psychological contracts (2)

Answer 6

Reciprocal expectations between, ..

• employee
  (e.g. pay, development) and
• employer
  (e.g. loyalty, performance).

Can be relational (long-term) or
transactional.

Question 7

Performance Management

motivation, satisfaction, performance

• design for the employee
• set expectations

Answer 7

• participative goal-setting and employee control / autonomy
• clarifying expectations through performance management and competence building

Question 8

Explain what is needed for a good psychological contract. (3)

Describe the difference between a relational and a transactional contract:

• Focus
• Obligations
• Commitment

Answer 8

Good Psychological Contract:

• Clear Communication,
• Trust, Fairness and Equity,
• Consistency, Flexibility

Relational Contracts vs. Transactional Contracts

Focus

• Long-term relationships vs.
• Short-term exchanges.

Obligations

• Broad, including personal development vs.
• Specific, often monetary.

Commitment

• Emotional and mutual loyalty vs.
• Minimal, economic-based.

Question 9

Under what circumstances is there little demand for leadership? (3)

• How can leadership be substituted? (3×2)

Answer 9

Little Demand for Leadership:

• Skilled and Experienced Teams:
  Highly autonomous.
  _
• Routine Tasks:
  Standardized procedures.
  _
• Strong Organizational Culture:
  Clear values and norms.
  _

Substitutes for Leadership:

• Autonomous Work Groups:
  Self-managed teams.
• Peer Support/Team Dynamics:
  Collaborative environment.
  _
• Individual Traits (Eigenschaft):
  Self-leadership and motivation.
• Training/Development:
  Comprehensive onboarding.
  _
• Formal Rules/Procedures:
  Clear guidelines.
• Technology/Information Systems:
  Automated functions.
  _

Question 10

List 5 sources of leadership power.

Answer 10

• Expert Power
  Power derived from having expertise, skills, or knowledge in a particular area.
• Referent Power
  Power that comes from being admired, respected, or having charisma that inspires others
  _
• Legitimate Power
  Power that comes from an assigned organizational role or position of authority.
• Reward Power
  Power to provide rewards like promotions, raises, or other benefits.
• Coercive Power
  Power to punish or recommend disciplinary action.