1. It’s not about the money: Employee commitment in the 21st Century

2. Tobias version: How to get your employees to work harder for less money…

3. mcgarrybowen, a nice place to work…

6. Costs go up, effort stays around the mean…
I can replace him for a cheaper version…
effort

9. I am willing to work harder than required for the organization
Distributive
Willing to work harder than required +
Procedural +
Interactional

10. Drivers of employee commitment and effort: US Working Population

11. What influences employee commitment?
IV’s
Std. Coefficients DV
Ethical
.28***
.13***
Relational
Employee Commitment
.12*
Structural
.09*
Full model statistics: n=392, F= 25.47, R2 = .45
Economic
*p<.05, **p<.01, ***p<.001

14. Organizational Norms – priming effect
IV’s
Std. Coefficients DV
Ethical
.28***
.13***
Relational
Employee Commitment
Organizational Norms – priming effect
.12*
Structural
.09*
Economic
*p<.05, **p<.01, ***p<.001

15. Common characteristics of successful human groups
Competition inside
Cooperation to achieve superordinate goals
Interpersonal respect
Direct reciprocity and indirect reciprocity (i.e., tit for expected tat)
Methods of recognizing the stars
Robust selection process
Coordinated movements (e.g., military drilling)
Collective identity, less emphasis individual identity
Human groups throughout human history have used norms to facilitate more of cooperative side of our nature and less of the individualistic side (Henrich et al., 2010). While we are biologically predisposed to adopt group norms, the operative norms at a local level shape our behaviors. Research shows that fairness standards in one on one transactions vary based on market integration and community size (Chudek et al., 2013; Henrich et al., 2010). Cueing specific norms can alter behavior in predictable ways (Herrmann, Thoni, & Gächter, 2008; Liberman et al., 2008; Fernandez-Dols et al., 2010), and the same frames can have different effects in different groups depending on the norms of that group (Goerg & Walkowitz, 2010; Pillutla & Chen, 1999; Poppe, 2005; Krupka & Weber, 2009; Rege & Telle, 2004).
Therefore, norms that would be successful for a business would ne those that tend to draw attention to the group’s shared ends, thus activating the prosocial parts of our nature (Chudek & Henrich, 2010; Chudek et al., 2013). What might such a group look like? Based on extant research in group-level selection theory, successful groups tend to display a clear set of jointly-held norms, which are fairly elected by the group, and are enforced mutually with the possibility of expulsion from the group:
Competition inside the group typified by fair play and positive reinforcement
Cooperation to achieve superordinate goals
Interpersonal respect and interpersonal behavior based upon humility
Both direct reciprocity (i.e., tit for tat) and indirect reciprocity (i.e., tit for expected tat)
Methods of recognizing the members that live into the group’s values (e.g., myth and legend)
Robust selection process, followed by an initiation ritual
Coordinated movements and exercises (e.g., military drilling)
A strong sense of shared identity, less emphasis individual identity
Chudek & Henrich, 2010; Chudek et al., 2013

16. B = f(P,E)
Kurt Lewin (leveen) was a legendary MIT psychologist who essentially developed modern social psychology. He developed a simple theory of behavior which states that Behavior is a function of the Person and the Environment. So, if you want to understand a person’s behavior, you look to his

17. Shepard, Roger N. (1981) “Psychological Complimentarity” in M
Shepard, Roger N. (1981) “Psychological Complimentarity” in M. Kubovy & J.R. Pomerantz Eds., “Perceptual Organization”

18. Shepard, Roger N. (1981) “Psychological Complimentarity” in M
Shepard, Roger N. (1981) “Psychological Complimentarity” in M. Kubovy & J.R. Pomerantz Eds., “Perceptual Organization”

19. Shepard, Roger N. (1981) “Psychological Complimentarity” in M
Shepard, Roger N. (1981) “Psychological Complimentarity” in M. Kubovy & J.R. Pomerantz Eds., “Perceptual Organization”

20. Shepard, Roger N. (1981) “Psychological Complimentarity” in M
Shepard, Roger N. (1981) “Psychological Complimentarity” in M. Kubovy & J.R. Pomerantz Eds., “Perceptual Organization”

21. Shepard, Roger N. (1981) “Psychological Complimentarity” in M
Shepard, Roger N. (1981) “Psychological Complimentarity” in M. Kubovy & J.R. Pomerantz Eds., “Perceptual Organization”

22. Shepard, Roger N. (1981) “Psychological Complimentarity” in M
Shepard, Roger N. (1981) “Psychological Complimentarity” in M. Kubovy & J.R. Pomerantz Eds., “Perceptual Organization”

23. Shepard, Roger N. (1981) “Psychological Complimentarity” in M
Shepard, Roger N. (1981) “Psychological Complimentarity” in M. Kubovy & J.R. Pomerantz Eds., “Perceptual Organization”

24.  Edward H. Adelson (1995)

25. The visual system uses several tricks to determine where the shadows are and how to compensate for them, in order to determine the shade of gray "paint" that belongs to the surface.
 Edward H. Adelson (1995)

26. Cognitive psychology – how does the mind extract meaningful stimuli (of which one is sometimes unaware)? (e.g., Greenwald, Klinger & Schuh, 1995)
Social psychology – ways people select, interpret, remember and use social information to make judgments and decisions (Aronson, et al., 2010)

27. Word processing
Marcus E. Raichle, Department of Radiology, Washington University School of Medicine, St. Louis, Missouri

28. Word processing
Marcus E. Raichle, Department of Radiology, Washington University School of Medicine, St. Louis, Missouri

31. The representativeness heuristic
Is this man a…
Fireman
Librarian
Lawyer
Nurse
Businessman
The representativeness heuristic

32. Prisoners Dilemma Payout MatrixB   A
Cooperates
Defects
200, 200
100, 300
300, 100
0, 0

33. Same game, different name…
Wall Street
Game
Community
Game

34. “Community” Game: 80% cooperate “Wall Street” Game: 30% cooperate

35. Self-interest and the rules of competition
Self-interest can be primed unintentionally through the implied rules of fair competition
(Fernandez-Dols, et al., 2010; Lerner, 1971; Lerner & Lichtman, 1968; Lerner, et al. 1976)

36. “The narrative of business is that business sucks…” - Ed Freeman
And what we have today is a dominant narrative about business which tends to perpetuate the idea that business sucks.
“The narrative of business is that business sucks…” - Ed Freeman

38. 81% of Americans don’t trust business…

39. Is this man a…
Nice
An a**hole

40. What happens between the firm behavior and the employee reaction?
Employee Behavior

41. Firm Behavior Employee Behavior
Action
Reaction
Firm Behavior
Observed
Interpreted
Evaluated
Employee Behavior
Social Cognitive Psychology:
Personality
Social influences
Situation
Perception
Priming…

42. Manager Influence on employee cognition
Action
Reaction
Firm Behavior
Observed
Interpreted
Evaluated
Employee Behavior
Senior manager shapes context, norms, and expectations

43. The 6 Ultrasocial Animals (Haidt)
Hymenoptera: Bees wasps and ants
Also: termites…
naked mole rats…
9/2/2002

44. The 6 Ultrasocial Animals (Haidt)
Hymenoptera: Bees wasps and ants
Also: termites…
naked mole rats…
And humans.
9/2/2002

45. The 6th Ultrasocial:
Massive in-group cooperation for the purpose of cross- group competition. Held together by norms and emotions.
(Haidt)
9/2/2002

46. Manager Influence on employee cognition
Action
Reaction
Firm Behavior
Observed
Interpreted
Evaluated
Employee Behavior
Senior manager shapes context, norms, and expectations

48. Humans as Complex Creatures
We use Reason and we have Values.
We are Emotional, and we have a History.
We are Relational and Social, as well as Individual.
We have Aspirations for ourselves and others.
We want to be a part of something larger than ourselves
We want to master our environment
We want autonomy and connection.