1. Explain how managers can shape behavior using positive and negative reinforcement.
2. Discuss how locus of control can help explain individual behavior in organizations.
3. Explain which theories work best for certain cultures. The discussion should include Maslow's need hierarchy, the three-needs theory, and the equity theory.
4. Discuss how emotional intelligence (EI) affects leadership.

 

Understanding and Establishing Desired Work Place Behavior

Irrefutably, workplace behavior plays a critical role in determining g the workplace culture and the overall effectiveness of the human resources in such an environment. Unfortunately, while a significant share of scholars has studied and published their scientific findings on what is acceptable workplace behavior and how managers and organizational leaders can cultivate or enforce the desired workplace behavior, a significant share of these studies barely acknowledge that also addressing leaders’ behavior is as crucial as that of the employees the manager/leader oversees. Leader’s attitude towards aspects such as reinforcement plays a crucial role in ensuring that the leader understands how to effectively cultivate the desired behavior in employees. Understanding the various employee locus of control and helping employees also become conscious of their locus of control is also crucial at establishing responsible behavior at work. Theorists such as Abraham Maslow, David McClelland and John Stacy Adams have played a crucial role in informing managers and organizational leaders how to approach workplace behavioral modifications. Above all, without recognizing the role of emotional intelligence in seeking to understand and establish desired workplace behavior, all efforts to do so would remain futile. 

Evidently, one of the easiest ways to encourage employees to behave a certain way is to employ the use of reinforcement as a behavior driver. On the one hand, managers can either incline towards positive reinforcement where employees are motivated to work better by being rewarded or recognized for their efforts by giving them incentives or gifts or words of appreciation. On the other hand, some managers, more so the autocratic types of leaders have been reported to often incline towards using negative reinforcement where repercussions an employee faces as a result of underperformance such as demotions and suspensions are carried out to deter reoccurrence of unwanted behavior (Kokemuller, n.d.). Negative reinforcement can be used to push for a change in an employee’s underperformance by presenting them with unpleasant outcomes if they underperform. Some ways to reinforce negatively include, verbal and written formal warnings from the manager, cutting the salaries of the specific employees, or even complete termination from the job if the behavior is consistent (Fenner et al., 2019).

Irrefutably, positive reinforcement is more effective at establishing lasting behavior change as opposed to the use of negative reinforcement. A manager can employ positive reinforcement by introducing a clear-cut reward system in the organization for employees who surpass company goals. For example, the manager can praise the employees in front of other workmates and commend them as an example or model or the manager can introduce an employee of the month award which goes to the best-performing employee of the month with perks like increased pay or bonuses to motivate other employees to strive towards emulating the desired workplace behavior (Kokemuller, n.d.).

As aforementioned, understanding the various employee locus of control and helping employees also become conscious of their locus of control is also crucial at establishing desired workplace behavior. Locus of control is categorized into two parts, that is, the internal and external locus of control. Members of each category have distinct personality characteristics that set them apart and can easily be identified (Morzaria, 2019). Employees with an internal locus of control believe that they are the masters of their destiny and that they control what happens to them. Therefore, at the workplace, internal locus control employees are likely to have initiative and are achievement-oriented, work hard to meet their targets because they believe that their success is in their hands. Conversely, external locus of control believes that their success is down to fate and outside events over which they do not have control and are likely to blame their shortcomings on other factors surrounding them but not themselves which hinders improvement (Hass & Yorio, 2019). Educating employees on their role in cultivating the desired workplace culture equips them to implement desired changes.

Abraham Maslow’s hierarchy of needs is best suited for informing the development of a hierarchy behavioral culture where protocol and structure are followed. In such a culture, there is a standard way of doing things similar to the advancement through Maslow’s hierarchy of needs from physiological needs to self-actualization. Similarly, David McClelland’s three needs theory would work best for defining the market behavioral culture whereby everyone’s goal is to establish dominance in the market. McClelland’s theory caters for the needs of all three employees within an organization. First, the achievement-oriented employees can be the creative engine of the firm. Then, the affiliation employees can assist in negotiating good deals for the company. Lastly, power-oriented employees can offer peer leadership since they like to be in control. Understanding how to channel employ needs to fulfill purpose and optimize behavior is crucial. Lastly, John Stacy Adams’ equity theory would be best suited for establishing a clan behavioral culture where the leadership strives to ensure that all the referents are treated the same with fairness and no favoritism and benefits given based on merit and work put in to encourage desired behavior. For example, an organization with an open-door policy to the leadership for all would motivate desired behavior (Meetly, n.d.).

In conclusion, without recognizing the role of emotional intelligence in understanding and establishing desired workplace behavior, all efforts to do so would remain futile.  Emotional intelligence ensures a leader coordinates his/her own emotions but also takes cognizance and manage the emotions of those around them. Emotional intelligence through relationship management is crucial in leadership because it ensures that the leader controls their emotions before engaging in a confrontation with an employee which could flare into a non-productive exchange. Leaders like all humans get angry and if they lack emotional intelligence, the impulsive reaction could result in dire yet unnecessary consequences. Through social awareness, both leaders and the employees can learn to be empathetic to those around them and thus create a friendly and trustworthy workplace environment ensuring that the employees feel protected and valued thus improving their efficiency and desire to participate in establishing proper workplace behavior (Landry, 2019).

Beth Week 4 Outline

1. Introduction

• Workplace behavior plays a critical role in determining:
  • the workplace cultures
  • the overall effectiveness of the human resources in such an environment
•  A significant share of these studies barely acknowledges that also addressing leaders’ behavior is as crucial
• Leader’s attitude towards aspects such as reinforcement
• How to effectively cultivate the desired behavior in employees
• Understanding the various employee locus of control
• Theorists such as Abraham Maslow, David McClelland and John Stacy Adams have played a crucial role in informing managers how to approach workplace behavioral modifications

Thesis Statement: Above all, without recognizing the role of emotional intelligence in seeking to understand and establish desired workplace behavior, all efforts to do so would remain futile. 

2. Body

1. Reinforcement

• Positive reinforcement
• Negative reinforcement
• Employ positive reinforcement by introducing a clear-cut reward system
• Negative reinforcement can be used to push for a change in an employee’s underperformance
• Some ways to reinforce negatively include, verbal and written formal warnings

2. Locus of Control

• Locus of control is categorized into two parts:
  • the internal
  • external locus of control
• Each category’s members having distinct personality characteristics that set them apart
• Employees with an internal locus of control believe that they are the masters of their destiny
• Internal locus control employees are:
  • likely to have initiative
  • are achievement-oriented,
  • work hard to meet their targets
• Conversely, external locus of control:
  • believes that their success is down to fate and outside events over
  • they do not have control
  • likely to blame their shortcomings on other factors surrounding them

3. Theories

1. Maslow’s Needs Hierarchy

• Hierarchy culture where protocol and structure are followed
• Standard way of doing things similar to the advancement through Maslow’s hierarchy of needs

2. Three Needs Theory

• Best for the market culture
• Everyone’s goal is to establish dominance in the market
•  All three employees’ needs can play a part and be catered for in this culture:
• Achievement-oriented employees can be the creative engine of the firm
• Affiliation employees can assist in negotiating good deals for the company
• Power-oriented employees can offer peer leadership since they like to be in control

3. The Equity Theory

• Best suited for a clan culture
• The leadership strives to ensure that all the referents are treated the same with fairness
• No favoritism
• Benefits given based on merit and work put in

3. Conclusion

4. Emotional Intelligence

• Ability for a leader to:
  • coordinate his/her own emotions
  • take cognizance
  • manage the emotions of those around them
• Emotional intelligence through relationship management is crucial in leadership
• Ensures that the leader controls their emotions before engaging in a confrontation
• Impulsive reaction could result in dire yet unnecessary consequences
• Through social awareness, the leader can learn to be empathetic
• Create a friendly and trustworthy environment with the employees