ORGANIZATIONAL BEHAVIOR 9 STEPHEN P. ROBBINS AEE oe Attitudes, 3 and Job Britt laa Pcwas): 10 Compe Mt - Men Pnaont ; fo] Bene . it a\So or Ome = ATL = Secs ve (22 ee Bante nice Contrast the three components of an attitude. . Summarize the relationship between attitudes and behavior. . Identify the role consistency plays in attitudes. 4, Compare and contrast the major job attitudes. State the relationship between job satisfaction and behavior. a > 5 a ° ° z = Py . Summarize the main causes of job satisfaction. . Identify four employee responses to dissatisfaction.Attitudes are evaluative statements - either! favorable or unfavorable -concerning objects, people or events. They reflect how one feels about something. Ex: I like my job. Here, I am expressing my attitude about work. LAI Oe rs en euqua): OOF eve na Oye ran ANS ALT: ant ‘There are three components ofan attitude: (1) cognition (2)afiect and (3) behavior. Cognitive component of an attitude: The —opiaion, knowledge, information of belief held by a person, For example: The belief that “discrimination is wrong” is a value starement. Such ax opinion is the cognitive component of an tind, Affective component of an atutuai ‘The emotional or feeling segment of am attiude and is reflected by a Statement lke- “I don’t ke Jon because he discriminates against minorities.” Behavioral components of an attitude: ‘An intention to behave in a certain ‘way toward someone or something, For example: “I might choose to avold Jon because of my feeling bout hin. new Serene”qq) aos): SF sme |_ eatin Wiw Leon Festinger Attimde > anne DISSO rm ANNGoO SLLDS Note cy Cognitive= thought Dissonance conflict The distressing mental state caused by inconsistency between a person's two beliefs ora belief and an action.” Behavior inconsistent with the artinude Creation of dissonance Rew eatenass): OF ene | iain TEN on new Serene” ran (emcee Q The importance of the elements creating the dissonance: If the elements creating the dissonance are relatively unimportant, the pressure to correct this imbalance will be low. 0 The degree of influence the individual believes he/she has over the elements: If the dissonance is perceived as an uncontrollable result, they are less likely to be receptive to attitude change. While dissonance exists, it can be rationalized and justified O The rewards that may be involved in dissonance: The inherent] tension in high dissonance tends to be reduced with high rewards.oa EN taae ° Saree Ax) [eazy ANNGoO-| - A 10 oe Sessile anni ia Moderator of the Attitudes importance: Reflects ftndamental values, self-interest, or identification with individuals or groups that a person values. Attitudes that individuals consider important tend to show a strong relationship to behavior. Comespondence to Behavior: The more specific the attitude and the more specific the behavior, the stronger the link between the two. For example, asking someone specifically about her intention to stay with an organization for the next 6 months is likely to better predict tamiover for that person than you asked her how satisfied she was with her job overall Accessibilty: Attiudes that are easily remembered are more likely to predict behavior than attitudes that are not accessible in memory. The more you talk about your attitude on a subject, the more you're likely to remember it and the more likely it isto shape your behavior.42 Theos m=: ANS ALT: ant eee pel faction: Job satisfaction is “the difference between the amount of rewards workers receive and the amount they believe they should receive.” Job satisfaction is an affective attitude ~ a feeling of relative like or dislike toward something. For example, a satisfied employee may comment that “L enjoy having a variety of tasks to do” 4Job satisfaction is an employee's general attitude toward his or her job. A person With a high level of job satisfaction holds positive atitude toward the job. while a person who is dissatisfied with the job holds negative attiudes. When people speak of “employee attudes” they mean “employee job satisfaction.” new Serene”wo: 2 (Conpeiey Med - Mics Pane i Sum Pree See Eurema - Tee Job Involvement: ‘The degree to which a person identifies with a job, actively participates in it and view work as a central part of thelr overall lives, Job involvement more consistently predicts turnover than absenteeism, eee eer Peek eken Set tar Sees te ercontcns Serogere eee comment Tr eeeTee Prychological Empowerment Employees’ belief in the degree to which they affect thelr work environment, their competence, the meaningfulness of thetr job and their perceived autonomy in their work. Today managers are being called coaches, avisers sponsors, or facilitators, and in many organizations, employees are now called CERT eS eneRe eS coce Omen cy Good leaders empower their employees by involving them PoC an one om oT OL SCout ving them discretion to “do their own thing. Pree oscay ANNGoO wx 1s Saar sea Be aeaee Sie Organizational commitment or employee loyalty ‘The degree to which sn employee identifies with a particular organization and its goals and wishes to maintain membership in the organization, Like a strong magnetic force attracting one metallic object to another, it is a ‘measure of the employee's willingness to remain with a fim in the future. So, high job involvement means identifying with your specific job, while high ‘organizational commitment means identifying with your employing organization. Research evidence demonstneesnepativerationships between rpanizationl commitment and bath isnteian and mover ‘An individual's level of eraizvonal comin isa beter indicator oftumover ha the far more fequeny ued job satisfaction pedicorbecase i isa more global and enduring response to the| orgniration whole than ob stshecon. Rew eaten45s): (8 (Comptiity se- Miene PnP 5 x SF sme |_ eB AatiRWiw ‘ tome: rm . Rew a Bed : 2 i z “ Berean Poe tLele ‘Affective commities Anaffestive component is an emotional attachment tothe organizati values For example, apet-shop emplayce may be affetively commited tathe company because of its involvement with animals anda belief its Continance A continsnnce commitments the perceived esonoiic value of remaining with an ‘organization compare to leaving. Forexample, an employee may be comsnitted'o an employer because sheis paid well and feels st would hur her family to quit, Anormative commitments mn bliton a remain withthe organization formeral or ethical easons Forexanple, anexployee bois speaeading anew initatve may ean with an ‘tnployerbeeamcle free would “leave the enployerinthe ch ifbe letass OF ene | iain TEN ee ran (emcee eet Perceived Organizational Support (POS) The degree to which employees believe an organization values their contribution and cares about their well-being. Employees with strong POS perceptions are more likely to have higher levels of organizational citizenship behavior and job performance. Forexample, an employee believe his organization would accommodate him ifhe had a child-care problem or would forgive an honest mistake on his part, People perceive their organization as supportive..... + when rewards are deemed fair: + when employees have a voice in decisions; When their supervisors are seen as supportive. new Serene”a ran Employee Engagement and Job Engagement Anindividual’s involvement with, satisfaction with and enthusiasm for, the work he or she does, compay and ae willing to invest the discretionary effort ~ exceeding duty's call ~ to see that the ‘orgmization succeeds. Engaged euployees are more ve than their disengaged counterparts (G Engaged employees believe that they can make a Aiference in the organizations they work fo. new Eterna”qa a=e) ANNGo0 SOE anntiee rs axl oo Tobsatstaction I the collection of feelings and belief people have about their curtent jobs. Job satisfiction isa positive feeling about your job resulting from an evaluation ofits charncteristics. ‘A person's job is mote than just the obvious activities of shuffling papers, ‘writing programming code, waiting on customers or driving a truck. Jobs require * interacting with coworkers and bosses, * following orgmizational nules and policies, * meeting performance standards, * living with working conditions that are often less than ideal Therefore, an employee's assessment of how satisfied he is with the job is @ comple situation of a number of discrete job elements, BdREN vSession host's screen Rew eternaa Rew : DOG eaten wx oeareeCc EOe Coy Monae ary wail iaape i Rew eaten ar tesS al saa . pa PERE Eero Measuring Job Satisfaction Q Single global rating I Summation score ‘The single global rating method is nothing more than a response to one question, such as “All things considered, how satisfied are you with your job? Respondents then reply by circling @ number between 1 and 5 that corresponds to answers from “highly satisfied” to “highly dissatisfied” boss Se er kdass): (Competes - Mon Pana SO sme |_ en oi aA new » ss ==e\/2 " a> < Seteamee Siem: So ran (wae tance Fan INCOME ADEQUATE FOR NORMAL EXPENSES...... BARELY LIVE ON INCOME....ssssnsnnnstie INCOME PROVIDES LUXURIES. . BAD... HIGHLY PAID... FFFFTE 2 2 Promotions GOOD OPPORTUNITY FOR ADVANCEMENT... PROMOTION ON ABILITY. DEAD-END 308, GOOD CHANCE FOR PROMOTION. UNFAIR PROMOTION POLICY. INFREQUENT PROMOTIONS...as): (8 (Comptiity se- Miene PnP SF sme |_ eB AatiRWiw Smt: = lt E\Sc00 ewe Sane ALLDS Sete Bru ee mA Qantas “tes OURS stra Are happy workers productive workers? Notnecessarly. Satisfied workers may be high, average ot even low producers. While happy workers (Managers worked to make their employees happist by. focusing on working conditions and the work environment) are not necessarily productive workers, the evidence suggests that productivity is likely to lead to Satisfaction. Ia other words, if you do a good job, you iatinsically feel good abont it. In addition, your higher productivity should increase your recognition, ‘your pay level and your licelinood of promotion. ‘When satisfaction and productivity data are gathered for the organization as a ‘whole, we find that Organizations with more satisfied employees tend to be ‘more effective than organizations with less satistied employees. I might be trie that a satisfied workforce is more productive.But ae a S\\000- Ga tree ak Les} ATUDGG= Sal Si. dou |(2 oe et (Asam BANC dae > You've probably noticed that pay comes up offen when people discussjpb satisfaction For peeple who ate poor or who Ive in poor counties, pay does corelate with job Salstacton nd overall happiness. Bul once an ndwaLal feacies a level of comrtble living,theelabonshyp between pay and job satisfaction wituallycksappears In the Usted States, that occurs at bout $40,000 a year, depending onthe region and family see. People who earn $80,000 are, an average, no happler with tat Jobs than those who ear closer to $40,000. Meney does mobvate people. Bul whal motvales uss not necessanly the same as what makes ushappy od satstacton isnot jist abcut job cenditons. Personality also plays a foe. Research has shown tat people wno have posite core selfevahiatons sho bolve n ainer worh and basic compelence—are more saisied wih ther jobs than those. with negative Core seltevatitions Not nly do hey see Feit work as More filling and chalengng they are more key to graviate toward challengng jobs inthe fst place. Those wif negatve core sa-evauaiens set less ambitious goa and are more Ika To give Up when Conffoning dicuties Thus, theyre more Bely o be suckin borg repetove obs han those with postive core set valuationsass): (Competes - Mon Pana ox eel aoe eh ms new G Serene” What is the relationship between job satisfaction and absenteeism? Research shows a consistent negative relationship between satisfaction and absenteeism. It makes sense that dissatisfied employees are more likely to miss Work, but other factors have an impact on the relationship and reduce the correlation coefficient. For example, organizations that provide liberal sick leave benefits are encouraging all their employees - including those who are highly satisfied — to take days off. Assuming that you have a reasonable number of varied interests, you can find work satisfying and yet still want to take off to enjoy # Slay ‘weekend if those days come fee with no penalties,Gas): (Compt edt - Mine PnePit == aoe = ee aa TORO EY The following Exhibit eviews four responses and how they differ from one another ‘long two cimensions:constrativenessdestractiveness ad activity passivity Aine Exit and neglect bebiors| ‘compass our peefornance| variables—produstiviy absenteeism, and tamover, Voice and loyalty onstrate bhaviees lls individuals to tolerate ‘uapleatnt sinatioot or to seve story wooing=: oa 8) Supa rm pea ied wx Exit: Behavior directed toward leaving the organization, including looking for a new position as well as resigning, Loyalty : Passively but optimistically ‘waiting for conditions to improve, inching speaking up forthe organization ia the face of extemal cciticiam and ousting the organization ‘aud its management to “do the sight thing”, ANNGoO SLLDS anni ia Voice: sctively and constructively attempting to improve conditions, inchding suggesting improvements, discussing problems with superiors, and some forms of union activity. Neglect: Passively allowing conditions to worsen, including chronic absenteeism or lateness, reduced effort, and increased error rate.qq) aa=s): SO sme |_ Oi as ‘ tome: rm eos a eee : ee = ee licssaen é eaten Lfemployees don’t like their work environment, they'll respond somehow. It is not always easy to forecast exactly how they'll respond. One worker’s response might be to quit. Another might take work time to surf the internet, take work supplies home for personal use and so on. Ifemployers want to control the undesirable consequences of job dissatisfaction, they should attack the source of the problem — the dissatisfaction — rather than try to control the different responses,uss): OF hone (ia : a wel se jeeps BN 2m ALL BAK a” st see Serene” MANCE - SATISFACTION LOOP Pereeption Rewards FA) Economic cofequityin Satistaction or Sociological Eien iseatisfaction Peyehological ie Greater o: |{¢&—_— —] Geesteror less fd lesser effort | | tamover Absent Tardiness Theft Vislene Poor eration eesti commitment "Th ais feton- performance rlationshipls more complex than the simple path of ‘Setisfaction led to Performance”.3 ANNooo.. @ a ne ran l NOE Sere What is the relationship between job satisfaction and absenteeism? [Research shows a consistent negative relatiouship between satisfaction and absenteeism. It makes sense that dissatisfied employees are more likely to miss Work, but other factors have an impact on the relationship and reduce the correlation coefficient For example, organizations that provide liberal sick leave benefits are encouraging all their employees ~ including those who are highly satisfied — to take days off. Assuming that you have a reasonable number of varied interests, you can find work satisfying and yet still want to take off to enjoy ® day weekend if those days come fee with no penalties, new Eterna”aw): 10 Coney Md - Men Pont OR ae [a a Ra Aon Sumas ang Organizational Citizenship Behaviors: The contributions that employees make to overall welfare of the| organization that go beyond required duties of their job. Also referred to as “extra-role behavior.” “pro-social behavior”.rm Rew ae = eaten Antisocial Behavior: Any behavior that brings harm or is intended to bring harm to an organization or its members. Examples: insults, threats, lying. theft, sabotage. physical violence, workplace homicide. a eS perk)w+ (8 (Comptiity se- Miene PnP oa SF sme |_ eB AatiRWiw =a rm \ Rew 5 i eaten (One ofthe authors once toured a pizza-production plant. Toward the completion of ‘he tous, the guide was asked what the major human problems were ‘Without hesitation, she replied, “THEFT” “You mean the employees steal the pizzas?” She was asked, uch, But we do lose hundreds of “Oh, no”, she replied, “They aren't worth that pepperoni sticks each yea” ‘Then she showed us a cart ofthe sticks. They were each about 40 inches long and 3 inches in diameter and each weighted perhaps 20 pounds ‘we don’t know how the employees get them out the door’, she said, “but we assume they steal them as indirect compensation forthe relatively low wages they receive and the monotonous jobs they perfor.”