Employee Attitude And Their Effects
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Employee Attitude And Their Effects

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Employee Attitude And Their Effects Presentation Transcript

  • 1. Reporter: Sir Romel B. Macalinao
  • 2.
    • evaluative statements (either favorable or unfavorable) concerning objects, people, or events.
    • reflect how one feels about something.
    ATTITUDES ex: “I like my job.”
  • 3.
    • Attitude can be characterized in three ways:
    • First, they tend to persist unless something is done to change them.
    • Second, attitudes can fall anywhere along a continuum from very favorable to very unfavorable.
    • Third, attitudes are directed toward some object about which a person has feelings( sometimes called “affect”) and beliefs.
  • 4. Three Components of Attitude Attitudes Evaluative statements or judgments concerning objects, people, or events. Cognitive Component The opinion or belief segment of an attitude. Affective Component The emotional or feeling segment of an attitude . Behavioral Component An intention to behave in a certain way toward someone or something . Evaluation Feelings Action
  • 5. Cognitive = evaluation My superior gave a promotion to a coworker who deserved it less than me. My supervisor is unfair. Affective = feeling I dislike my supervisor! Behavioral = action I’m looking for other work; I’ve complained about my supervisor to anyone who would listen. Negative attitude toward supervisor ATTITUDES
  • 6. Functions of Attitude (According to Katz) 1. The Adjustment Function . Attitudes often help people to adjust to their work environment. 2. Ego-Defensive Function . Attitudes help people to retain their dignity and self- image. 3. The Value-Expressive Function . Attitudes provide individuals with a basis for expressing their values. 4 . The Knowledge Function . Attitudes provide standards and frames of reference that allow people to understand and perceive the world around him.
  • 7. Changing Attitudes Employees’ attitudes can be changed and sometimes it is in the best interests of managements to try to do so. For example, if employees believe that their employer does not look after their welfare, the management should try to change their attitude and help develop a more positive attitude in them. However, the process of changing the attitude is not always easy.
  • 8. Changing Attitudes Some of the possible ways of changing attitudes :
    • Providing New Information.
    • Use of Fear
    • Resolving Discrepancies
    • Influence of friends and peer
    • Co-opting
  • 9. Important Attitudes Related to Organizations
    • Job Satisfaction
      • - Is a set of favorable or unfavorable feelings and emotions with which employees view their work.
    • Job Involvement
        • - The degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth.
    • Organizational Commitment
    • - The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization
  • 10. Job Satisfaction
    • A collection of positive and/or negative feelings that an individual holds toward his or her job
        • A high level of job satisfaction equals positive attitudes toward the job and vice versa.
        • Employee attitudes and job satisfaction are frequently used interchangeably.
        • Often when people speak of “employee attitudes” they mean “employee job satisfaction.”
  • 11.
    • A pleasurable emotional state resulting from the appraisal of one’s job or job experiences (Locke, 1976).
    • An employee’s cognitive and affective evaluation of his or her job
    Job Satisfaction
  • 12. JOB SATISFACTION Specific Components Satisfaction with Pay Satisfaction with Promotion Satisfaction with Work Satisfaction with Supervision Satisfaction with Co-workers Organizational Commitment
  • 13. How Are Employee Attitudes Measured?
        • The most popular method for getting information about employee attitudes is through attitude surveys.
        • Using attitude surveys on a regular basis provides managers with valuable feedback on how employees perceive their working conditions. Managers present the employee with set statements or questions to obtain specific information. Individual Responses are then combined and analyzed
  • 14.  
  • 15.  
  • 16. YOUR PAY AND PROMOTIONS What are YOUR PAY AND PROMOTION OPPORTUNITIES like? Circle YES if the item describes your PAY AND PROMOTIONS, NO if the item does not describe your PAY AND PROMOTIONS, and ? if you cannot decide. Choose a response for each item. Pay UNDERPAID......................................................... Yes ? No INCOME ADEQUATE FOR NORMAL EXPENSES........ Yes ? No BARELY LIVE ON INCOME.................................... Yes ? No INCOME PROVIDES LUXURIES.............................. Yes ? No BAD.................................................................... Yes ? No HIGHLY PAID....................................................... Yes ? No Promotions GOOD OPPORTUNITY FOR ADVANCEMENT.............. Yes ? No PROMOTION ON ABILITY........................................ Yes ? No DEAD-END JOB........................................................ Yes ? No GOOD CHANCE FOR PROMOTION............................ Yes ? No UNFAIR PROMOTION POLICY................................... Yes ? No INFREQUENT PROMOTIONS...................................... Yes ? No
  • 17. Causes of Job Satisfaction
        • Most people prefer work that is challenging and stimulating.
        • Jobs with good compensation have average job satisfaction levels. Money may be a motivator, but may not stimulate job satisfaction.
        • There is a link between a person’s personality and job satisfaction. Negative people are usually not satisfied with their jobs.
  • 18. The Effect of Job Satisfaction on Employee Performance
    • Satisfaction and Productivity
      • Satisfied workers are more productive AND more productive workers are more satisfied!
      • Worker productivity is higher in organizations with more satisfied workers.
    • Satisfaction and Absenteeism
      • Satisfied employees have fewer avoidable absences.
  • 19.
    • Satisfaction and Turnover
      • Satisfied employees are less likely to quit.
      • Organizations take actions to retain high performers and to weed out lower performers.
    • Satisfaction and Customer Satisfaction
      • Satisfied workers provide better customer service.
  • 20. Job satisfaction & organizational citizenship behavior (OCB)
      • Satisfied employees who feel fairly treated by and are trusting of the organization are more willing to engage in behaviors that go beyond the normal expectations of their job.
    • Satisfied employees increase customer satisfaction because:
      • They are more friendly, upbeat, and responsive.
      • They are less likely to turnover, which helps build long-term customer relationships.
  • 21. “ Pleasure in the Job puts perfection in the work” - Aristotle “ The best way to appreciate your job is to imagine yourself without one.” - Oscar Wilde
  • 22.