I believe if we need to increase productivity, we should empower teams. However, I do believe that there should be some structure. That is where management comes in. Management should give the groups a task and let the teams figure out how to complete that task. If there is constant shadowing of the manager and doing it the way management wants it done, it won’t allow for creativity within the groups of individuals. It allows the teams to create a path where they want to go, not a path to where they must go. As stated in “The Empowerment Process: Integrating Theory and Practice”, the way empowerment is handled is through relational dynamic. This simply states that the manager releases power to the individuals in the organization. By doing this, it allows the teams to function more effectively through their own ways.


Cogner, J. A., & Kanungo, R. N. (1988). The empowerment process: integrating theory and practice. Academy of Management Review13, 471–482. https://doi.org/10.2307/258093

Procedural Justice

I found a very interesting research article based on procedural justice. Though it is not a direct event, the experiment that was conducted simulated a real event and I think it is a good substitute.

In this scenario, I wanted to focus directly on experiment one. In experiment one, a manager was to have direct supervision over how much each person got in their bonus. It was the employees job (participant) to rate how they were treated by their supervisor on varying scales. There was two different scenarios for the participants. They used physical representations to differentiate their motivational states such as approach or avoidance. Different participants had a voice to determine how big their bonus was and some participants did not.

The results for the participants that had a voice rated higher on procedural justice than those that didn’t have a voice. This is because the participants were more motivated to debate what they think they should have and what is equal.

If I was a manager who was distributing the bonuses around to my employees in a work environment, I would make sure they had a voice. Overall, this would help with job satisfaction and employee motivation because the employees feel like they have a voice in situations like distributing bonuses. Managers that don’t allow their employee to have a voice subject their employees to lower satisfaction make them feel like they are not appreciated in the company.


van Prooijen, J.-W., Karremans, J. C., & van Beest, I. (2006). Procedural justice and the hedonic principle: How approach versus avoidance motivation influences the psychology of voice. Journal of Personality and Social Psychology91(4), 686–697. https://doi.org/10.1037/0022-3514.91.4.686



The personalities of employees are crucial because it helps determine how they will fit into the organization. As a future supervisor, I would use what I know about personality to hire and keep employees.

The personality-job fit theory is one way I would assess whether or not I would want to hire someone. I want the employee to be satisfied with the job because the job fits who they are and if in the future the values and goals of my organization changes, I would still want them to stay.

When looking at employees that are on the job, I would want them to be high self-monitors. I want them to “feel the room” and understand others so they can conform to the behavior and not upset anyone in a situation.

Now that I know about the dark triad of personality traits, I would try and avoid them as much as possible. If I were to hire someone who had a trait in the dark triad, I would terminate them for the betterment of the company.


  1. Over this past summer, I worked for the Civilian Marksmanship Program as a Camp Counselor. I was in charge of teaching the campers techniques for shooting and guiding them through mental exercises. The entire job is what kept me satisfied. My supervisor was very energetic and if he was having a bad day or was stressed about his job, he wouldn’t show it in front of myself or my co-workers. He tried his best to connect with all of the counselors and relate to them on some level, either it being competitive shooting, school, or music. He made sure we always had a smile on our faces. Because of his attitude at work, my co-workers were also happy. This made my work environment a fun environment which I looked forward to work in every day. I will use the same tactics as a supervisor because I don’t want my employees to be miserable at work because in turn, it creates a boring work environment for me.
  2. The most dissatisfying job I have had is working at a local trap club. A trap club is a shotgun club where participants shoot “clay pigeons”. They are essentially orange disks flying through the air. The participants are what made the job dissatisfying. It felt like no matter what I did for them, they were never pleased with what I was doing. If I had to refill the clay pigeons in between groups, I would have to get it done in an impossible time frame or else they would report me to my supervisor. My supervisor knew that it was the participants that made it bad and not my work ethic so she understood it wasn’t my fault. What I would have liked her to do is explain to the participants that it takes time to re-load the clay pigeon trap. I think there was just a misunderstanding and miscommunication between the shotgun club and the participants.