Concept of Willingness to Do

8/2/2019 Concept of Willingness to Do

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Workshop RoadmapWorkshop Roadmap

Values/Beliefs/

Ambitions

Personalit

y

Ability

Perception

Learning

Absenteeism

TurnoverDiscipline

JobrelatedStress

Jobrelatedconflicts

Power &Politics

Management Styles &

Policies

Direct/Indirect

Job

Satis-faction

Self-efficacy

Willingness

to act(Motivation)

P

RODUTI

VIT

Y

Level of

Effort of thejob


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Psychological Contract

Intendedresults

Non-compliance

Legitimate

Authority

Compliance

Compliance

Non-

compliance

Use of rewards,threat, and

manipulation

Non-compliance

Modifyrelationship

s

Compliance

Willingness roadmap in theWillingness roadmap in the

organizationsorganizations


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Psychological ContractPsychological Contract

Psychological contract is definedas the beliefs individuals holdregarding the terms and

conditions of the exchangeagreement between themselvesand their organisations in which

the expectations and obligationsof both parties involved need tobe taken into consideration.


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It is unspoken agreementbetween employee and employerthat goes beyond the formal

employment contract.

This takes the employees ideas

about what they expect from theorganisation and what they feelthey owe to the organisation in

return.


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As a result, the psychological contractmay be more influential than the formalcontract in affecting how employeesbehave from day to day.

Since all possible aspects of theemployment relationship cannot be

addressed in a formal, written contract,the psychological contract fills the gapsin the relationship.


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Thus, function of the psychologicalcontract is reduction of uncertainty andinvoking intrinsic impetus of the

employees in carrying out theorganizational business.


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Limits of Psychological ContractLimits of Psychological Contract

Public Boundary ofPsychologicalContract

Real Boundary ofPsychologicalContract

JobDescription

Workingovertime

Working in oddhours and onweekends


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Caveats against the Psychological

ContractHowever, since psychological contract

is more a perceptual belief than the

reality itself, it may fall victim to theperceptual errors of one party towardintentions of the other.

Similarly, while a legal contract betweentwo parties can usually only be changedwith the consent of both parties, thepsychological contract can be arbitrarilyand secretly changed by either party


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Relational vs. TransactionalRelational vs. Transactional

Psychological ContractsPsychological Contracts

Relational contractcharacterises beliefs aboutobligations based onexchanges of socio-

emotional and intrinsicfactors (e.g. loyalty andsupport) rather than purelymonetary issues.

It can engender feelings ofaffective involvement orattachment in the

employee, and can committhe employer to providingmore than purelyremunerative support tothe individual.

Transactional psychologicalcontract centres on short-term monetary agreementswith little close involvement

of the parties.

Under transactionalpsychological contracts,employees are more

concerned with obligationsthat are economic andextrinsic (e.g.compensation and personalbenefits).

Relational


Transactional


Transactional psychological

contracts are said to bestatic.

Relational contracts are

dynamic and evolving.


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However, the transactional-relationaldivide is not necessarily an exclusiveone.

Rather, the exchange relationship isbetter characterised as containingvarying degrees ofboth relational and

transactional elements along theRelational-Transactional continuum.


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RelationalPsychological

Contract

TransactionalPsycholog

icalContract

Relational-TransactionalContinuum

Individuals are not one versus the other and caninstead have elements of both types in their own

individual psychological contract. Further, relational psychological contract becomes

more transactional after a violation; and atransactional contract may evolve into a relationalcontract after a prolonged partnership.


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Legitimate AuthorityLegitimate Authority

Legitimate authority is the right ofdecision and command that a personhas over others through which asuperior can expect a subordinate tocomply with organizationallysanctioned requests.

Legitimate authority is reflected in theorganizations structure that definesthe general distribution of legitimateauthority by position location. Higher-

level positions have more legitimate


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Use of Rewards for ComplianceUse of Rewards for Compliance

Motive Evaluatingworth of theincentive

Evaluatingthe

resourcesavailable

Action takenProcessstarts again

FailureModificationin behavior/technique/resources

SuccessContentment

Withdrawal

Reward

offered


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Use of Threat for ComplianceUse of Threat for Compliance

MotiveEvaluatinggravity of

threat

Evaluatingthe resourcesavailable to

cope with thethreat

Action taken

Adequate

performance

Inadequateperformance

Resentment/-ive attitude/more fear &dependence

Temporary relief

but more fear &dependence

Penalty

Threatposed

No penalty but

no reward

Processcontinues


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Demerits of Management by threat & fearDemerits of Management by threat & fear

The rule of fear itself is counter-productive. It makes the employeesparalyzed and inclined towards the

state of omission.

Fear breeds resistance, subterfuge and

even dishonesty. Fudging of the data toavoid any foreboding is a commoninstance of reaction to the rule of fear.


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Under such situation, the officials findways of "beating the system", that is,to act just to the extent ofneutralizing the threat and avoiding

the pain and discomfort.Once adopted, such approach

requires a continuous use of fear forcompliance; a bigger dose of fear isneeded once people becomeaccustomed to previous one thathas a grave potential of marring the

superior-subordinate relationship.


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Demerits of punishmentDemerits of punishment

It results in undesirable emotional sideeffects like anxiety and aggressivefeelings toward punishing agent and

ultimately leads to passivity andwithdrawal.

Punishment has ripple effects and its

impact goes into the environmentenveloping it into pal of gloom regardlessto its degree of justification.


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It breeds feelings of unfairness andinequity because most of the timepenalty is not for rule breaking ratherfor being caught for rule breaking.

Above all, who says that punishedbehavior will be replaced with thedesired behavior? An employeepunished for late coming may becomepunctual but not necessarily productiveone.

Impact of punishment is momentary.


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Merits of punishmentMerits of punishment

If the punishment is justified it makesthe organization stronger.

It has therapeutic impact. It can preventthe rule-abiding employees fromsuccumbing to temptation.

Potential harm of remaining silent anddoing nothing when something wronghas been committed by someone isgreater than the punishment itself as it

may cause unhealthy feeling of impunity


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ManipulationManipulation

Manipulation is trying to induce othersto do something they would notnaturally do if they had access to allthe facts and adequate time to

consider them.

Manipulation has its roots in deception

however benign it could be.

Parents pursuing their own agendathrough their kids career designs is

an example of such benign deception.


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Simple test for whether a motivational

bid is manipulative: Would it lose itspower if people knew exactly what youwere doing and why? If the answer isyes if the technique loses its power in

the light of day, then its manipulative.Motivation Manipulation

Open

Clear

Transparent

Self-interested

Covert

Underhand


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Discussion QuestionsDiscussion Questions

1. Define the term psychologicalcontract along with its variouskinds and dimensions. Also discussits significance in OB.

2. Define work motivation. Elaboratethe process of positive / negativemotivation with the help of a

model.3. What are the possible merits and

demerits of management-by-

sanctions in the organizational


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4. Define the term manipulation.How it differs from motivation?

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Concept of Willingness to Do