--HUMAN BEHAVIOR ORGANIZATION—

Values, Attitudes and Job Satisfaction

Job Satisfaction It is important concern both for employers and employees? WHY?

Values Attitudes Job Satisfaction

Values

 Importance of a person attaches to things or ideas that serves as guide to actions

 These are enduring beliefs that one’s mode of conduct is better than the opposite mode of conduct.

How People Learn Values

1. Modeling
2. Communication of attitudes
3. Unstated but implied attitude
4. Religion

Types of Values

1. Achievement. This is a value that pertains to getting things done and working hard to accomplish goals
2. Helping and concern for others – this value refers to the person’s concern with other people and providing assistance to
those who need help
3. Honesty – value indicates the person’s concern for telling the truth and doing what he things is right
4. Fairness – value that indicates the person’s concern for impartiality and fairness for all concerned.

Individual VS. Organizational Values

1. Espoused VS. Enacted Values

o Espoused values are what the members of the organization say they value
o Those that are reflected in the actual behavior of the individual members of the organization
2. Instrumental Values VS. Terminal Values
o Terminal values represent the goals that a person would like to achieve in his lifetime
o Instrumental values refer to preferable modes of behavior or means of achieving the terminal values
3. Attitudes. Espoused values are what the members of the organization say they value Those that are reflected in the actual
behavior of the individual members of the organization
a. Cognitive – opinion or belief segment of an attitude
b. Affective – emotional or feeling segment
c. Behavioral – intention to behave in a certain way toward someone or something

Differences in Personal Disposition

Positive Affectivity VS. Negative Affectivity

 Positive Affectivity – personal characteristics of employees that inclines them to be predispose to be satisfied at work.
 Negative affectivity - a personal characteristics of employees that inclines them to be predisposed to be dissatisfied at
work

Most Important Attitude in the Workplace

 Job satisfaction
 Job involvement
 Organizational Commitment
Effects of Employees Attitudes

 Positive Job Attitudes

 Negative Job Attitudes

Factors Associated with Job Satisfactions

 Salary
 Work itself
 Promotion opportunity
 Quality of supervision
 Relationships with co-workers
 Working conditions
 Job security

Ways of Measuring Job Satisfaction

a. The single global rating method. Approach where individuals are asked to respond to a single question
b. The summation score method. Approach where individuals indicate their feelings regarding each key factors of their job

Three Dimensions of Organizations

1. Affective Commitment
2. Continuance Commitment
3. Normative Commitment

Motivation. Process of activating behavior, sustaining it and directing toward a particular goal

Elements of Motivation

a. Intensity
b. Direction
c. Persistence
Theories of Motivation

a. Maslow Hierarchy of Needs

i. Self-actualization – desire to become the most that one can be
ii. Esteem
iii. Love and belonging
iv. Safety needs
v. Physiological needs
b. ERG Theory by Clayton Alderfer, who believes that in motivating people, they are confronted with three sets of needs:
growth, relatedness, and existence
c. Acquired Needs Theory of David McClelland, who believes that in motivating people, they are confronted with three sets
of needs: achievement, affiliation, and power
d. Two factor theory of Frederick Herzberg, identifies job context are a source of job dissatisfaction and job content as
source of job satisfaction: hygiene theory: motivators and demotivators
e. Process theory
f. Expectancy Theory. It was developed by Victor Vroom. This theory sees people as choosing a course of action according to
what they anticipate will give them a greatest reward

g. Equity theory. Theory that individuals compare job inputs and outcomes with those of others and then respond to
eliminate inequities. Assumes that employees are motivated by a desire to be equitability treated at work.
h. Goal Setting Theory. Edwin Locke and his associates developed a comprehensive framework linking goals to performance.
i. Reinforcement Theory Reinforcement theory is a psychological principle suggesting that behaviors are shaped by their
consequences, and that individual behaviors can be changed through reinforcement, punishment and extinction
(a) Positive Reinforcement. A key idea in the reinforcement theory of motivation is that positive reinforcement with
rewards reinforces desired behaviors.
(b) Negative Reinforcement. Negative reinforcement involves the removal of aversive stimuli to reinforce the target
behavior.
(c) Punishment Positive. punishment involves the delivery of an aversive stimulus, such as criticism, to affect behavior.
(d) Extinction. The goal of extinction is to lower the occurrence of undesired behaviors. In this scenario, valued
consequences can be withheld to reduce the probability of a specific learned behavior from continuing.

Determinants of Job Performance

 Capacity to Perform
 Opportunity to Perform
 Willingness to Perform

MOTIVATION. Process of activating behavior, sustaining it, and directing it toward a particular goal.

KEY ELEMENTS OF MOTIVATION. Intensity, direction and persistence

Theories of Motivation
Classification

a. Content theories. Focus on analyzing the needs and wants of an individual

b. Process Theories. Explain how people act in response to the wants and needs that they have

Communication is defined as the transfer of information including feelings, and ideas from one person to another. The goal of
communication is to have the receiver understand the message as it was intended

Communication is an essential element of organizations

Individual members of the organization will know important concerns such as:

 what their organization is and who is the individual members of the organization
 what objectives their organization wants to achieve
 what their roles are in achieving the organization’s objective
 how they will achieve those objectives

Elements of Communication Process

a. Sender. The person who conveys his thoughts, message or ideas to the receiver is known as the sender. He is at the
starting point of the communication system and represents the source of communication.
b. Message. The subject matter of communication is termed as messages. It includes ideas, feelings, suggestions, order, etc.,
which a sender wants to convey to the receiver.
Two Components of Message
(a) The thought or conceptual component of the message
(b) The feeling or emotional component of the message
c. Encoding. The process of converting messages into communication symbols, which may be understood by the receiver. It
includes words, pictures, gestures, symbols, etc. Encoding translates the internal thought of the sender into a language
which can be understandable.
d. Media or Channel. The path, channel or medium through which encoded message is transmitted to the receiver is known
as media. It is the carrier of the message. It can be in written form, face to face, through telephone, letter, internet, etc.
e. Decoding. The process of translating the encoded message into an effective language, which can be understood by the
receiver is known as decoding. In this, the encoded symbols of the sender are converted.
f. Receiver. The person who receives the message of the sender is known as the receiver.
g. Feedback. The process of reversal of communication in which the receiver expresses his reaction to the sender of the
message is known as feedback. Feedback ensures that the receiver has received and understood the message.
h. Noise. Any construction or hindrance which hampers the communication process is known as noise.

Barriers to Effective Communication

a. Semantic barriers
o Barriers in terms of words. The problems and obstructions in the process of encoding and decoding message
into words or impressions
i. Badly Expressed Message: When a message lacks clarity and precision, it is said to be a badly expressed message
ii. Symbols with Different Meanings: The same words may carry different meanings to different people, and can
convey different meanings under different situations
iii. Faulty Translations: Sometimes, people do not understand the language in which a message is given by the sender
iv. Unclarified Assumptions: The receiver may have different assumptions if the sender does not clarify the
assumptions about the message.
v. Technical Jargon: Technical Jargon or terminology are used by many experts and specialists to communicate
messages.
vi. Body Language and Gesture Decoding: Non- verbal or gestural communication is also an effective means of
communication.
b. Psychological barrier
 o Barriers which arise on the account of emotional and psychological status of the sender and receiver of the
message
i. Premature Evaluation: The tendency of forming a judgment before listening to the entire message is known as
premature evaluation.
ii. Lack of Attention: Communication can be less effective, and the message can be misunderstood if proper
attention is not given to it
iii. Loss by Transmission and Poor Retention: There is loss of or transmission of inaccurate information when
communication passes through various levels or channels in the organization.
iv. Distrust: Lack of mutual trust between the sender and the receiver also acts as a barrier to communication.
c. Organizational barrier
o Barrier In an organization, communication must pass through various levels and channels, hence it may not
reach the same place as it was sent by the sender. Organization structure, rules and regulations, authority
relationships, etc., act as a barrier to effective communication.
i. Organizational Policy: Effectiveness of communication is affected by organizational policy. The communication
process is hampered if the policy is not supportive of the free flow of communication
ii. Rules and Regulations: The process of communication is affected by rigid and cumbersome rules and
regulations.
iii. Status: Psychological distance is created between superior and subordinate because of status.
iv. Complexity in Organization Structure: Organization structure can also act as a barrier to communication.
v. Organizational Facilities: If facilities like frequent meetings, conferences, suggestion boxes, complaint boxes,
etc., are absent in an organization, then effective communication is hampered.
d. Personal barrier
o The effectiveness of communication is influenced by the personal factors of both sender and the receiver.
i. Fear of Challenge to Authority: If a superior fears that a particular communication can hamper his authority, then
he may withhold such communication, as he always wants to maintain a higher position and prestige in the
organization.
ii. Lack of Confidence of Superior on his Subordinates: When superiors do not have faith or confidence on the
competence of their subordinates, then communication is said to be hampered.
iii. Unwillingness to Communicate: Unwillingness to communicate can be another reason for ineffective
communication.
iv. Lack of Proper Incentives: Subordinates also do not take initiative to communicate, when there is no motivation or
incentives for communication.

Basic Methods of Interpersonal Communication

1. Verbal communication
2. Written communication
3. Non-verbal communication

Functions of Communication

1. Information
2. Motivation
3. Control
4. Emotive

Goals of effective communication

1. To gain goodwill
2. To inform
3. To inquire
4. To persuade

Kinds of Communication

1. Downward communication – message flows from higher levels to lower levels

2. Upward communication – message from persons in lower-level positions to persons in higher positions
3. Horizontal communication - communication in the workplace that takes place between two employees who work at the
same level.