Which source of formal power is negatively related to employee satisfaction and commitment?
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SummaryPower is the capacity that A has to influence the behaviour of B, so that B acts in accordance with A's wishes. Power may exist but not be used - it is a capacity or potential. Power is a function of dependency, in that B is dependent on A to the extent that A controls alternatives that B finds desirable. Power, as opposed to leadership, has focused on tactics for gaining compliance. Leaders use power as a means of attaining group goals. Power does not require goal compatibility, but relies on dependency. While leadership focuses on the downward influence of one's followers, power also deals with lateral and upward influence. Power emanates from both formal and personal bases. Bases of formal power include coercive, reward, and legitimate power. Coercive power is dependent upon fear and rests on the application of sanctions, such as a threat to dismiss, suspend, or demote. Another formal base of power, reward power, is derived from the ability to distribute or withhold rewards, such as pay rates, raises, promotions, work shifts, or sales territories. Finally, legitimate power stems from one's position within the organization. Personal power comes from an individual's unique characteristics - it includes both expert and referent power. Expert power is the influence derived from expertise, special skill, or knowledge. Referent power is based on desirable personal traits and may be associated with celebrity status or personal charisma. Of the five bases of power, the two informal or personal sources (expert and referent power) are most effective. Both are positively related to employees' satisfaction with supervision, their organizational commitment, and their performance. The general dependency postulate states that the greater B's dependency on A, the greater the power A has over B. Dependency is inversely proportional to the alternative sources of supply. Dependency is increased when the resource controlled is important, scarce, and nonsubstitutable. Power tactics are strategies that people may use to influence their bosses, coworkers, and employees. Research has identified nine distinct influence tactics: legitimacy, rational persuasion, inspirational appeals, consultation, exchange, personal appeals, ingratiation, pressure, and coalitions. Evidence indicates that rational persuasion, inspirational appeals, and consultation tend to be the most effective, while pressure tends to be the least effective of the nine. Situational and cultural factors also affect the effectiveness of power tactics. Sexual harassment is any unwanted activity of a sexual nature that affects an individual's employment. A recent review concluded that 58% of women report having experienced potentially harassing behaviours and 24% report having experienced harassment at work. One problem with sexual harassment is that it is a matter of perception. While some behaviours indisputably constitute harassment, men and women continue to differ to some degree on what constitutes harassment. Sexual harassment is related to the concept of power, as sexual harassment is most likely to occur when there is a large power differential. The supervisor-employee dyad best characterizes an unequal power relationship, where formal power gives the supervisor the capacity to reward and coerce. Sexual harassment may also occur among coworkers and power tactics may include the withholding of information. Political behaviour consists of activities that are not required as part of one's formal role in the organization, but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization. Political behaviour includes legitimate activities (complaining to one's supervisor, bypassing the chain of command, forming coalitions, obstructing organizational politics, excessively adhering to rules, developing contacts outside the organization) and illegitimate political activities (sabotage, whistle blowing, and symbolic protests). Both individual and organizational factors contribute to political behaviour. Employees who are high self-monitors, possess an internal locus of control, and have a high need for power are more likely to engage in political behaviour. An individual's investment in the organization, perceived alternatives, and expectations of success will influence the degree to which he or she will pursue illegitimate means of political action. In terms of organizational factors, politics are more likely to occur when organizational resources are scarce, trust is low, roles are ambiguous, performance evaluation systems are unclear, high pressures for performance exist, self-serving senior managers are in charge, and zero-sum performance evaluation systems are the norm. Perceptions of organizational politics are negatively related to job satisfaction, increasing job anxiety and stress. Employees may be inclined to leave a job when politicking becomes too much to handle and, even they remain with the job, their performance may suffer. These relationships are moderated by the level of political awareness of the individual. In fact, when both politics and understanding are high, performance is likely to increase. However, when politics is consistently seen as a threat, a number of defensive behaviours may arise. The perception of organizational politics varies somewhat from one country to another. Political processes in the workplace appear to be more accepted in countries with more unsettled political environments. Impression management is the process by which individuals attempt to control the impression others form of them. High self-monitors are more likely to engage in impression management, moulding their image to fit the situation. Impression management techniques include conformity, excuses, apologies, self-promotion, flattery, favours, and association. In job interviews, self-promotion appears to be particularly effective, while ingratiation is more effective than self-promotion in the performance evaluation process. Finally, there are ethical concerns relating to political behaviour. Political behaviour has the potential to cross generally accepted standards of equity and justice, particularly for those in positions of power. Which of the following power is most likely to be negatively related to employee satisfaction and?The correct answer is D) coercive power
Though with the help of different powers available to the employees and leaders of the organization, coercive power is negatively related to employee satisfaction in the firm.
Which bases of power are positively related to employee satisfaction and commitment?Referent power is more effective than formal power bases and is positively related to employees' satisfaction with supervision, organizational commitment, and performance. One of the keys to these recommendations is to engage in them in a genuine manner.
What are sources of formal power?The 5 Sources of Power. Legitimate power.. Expert power.. Referent power.. Coercive power.. Reward power.. What are the three types of formal power?Formal Power Sources. Coercive Power. You use coercive power when you threaten that people will be punished in order to gain compliance, such as threatening that they will be fired or demoted unless they hit their objectives. ... . Reward Power. ... . Legitimate Power.. |
