OB

1. Organizational Behaviour
Nirbhay Mishra
Faculty
Purnea College Purnea
nirbhay134@gmail.com
Mb.-8368660373

2. Definition of O.B
• According to L. M. Prasad, “Organizational
behaviour can be defined as the study and
application of knowledge about human
behaviour related to other elements of an
organisation such as structure, technology
and social systems.”
What is Organizational
Behavior

3. In words of Stephen P. Robbins, “OB is a field of
study that investigates the impact that
individuals, groups and structures have on
behaviour within organisations for the
purpose of applying such knowledge towards
improving an organisation’s effectiveness.”

4. Scope of O.B
• Impact of personality
• Employee motivation
• Leadership
• Creating effective teams and groups
• Study of different organizational structures
• Individual behavior, attitude and learning
• Perception
• Impact of culture on organizational behavior
• Management of conflict and stress
• Organizational development
• Organizational culture
• Group behavior, power and politics

5. Importance of O.B
• Sustaining Changes in Business Environment
• Attaining Organizational Effectiveness
• Surviving Intense Competition
• Managing Global Influences
• Understanding human aspirations
• Building coordination among employees
• Imparting timely training to employees
• Communicating the goals successfully to employees so
that they would know what is expected of them
• Introducing new and innovative ideas

6. 6
Challenges and Opportunity for OB
Responding to Globalization – org.are no longer constrained
by national borders. Burger king is owned by British,
McDonald sell Hamburger in Moscow.
Increased foreign assignments - onsite projects of IT -
different needs,aspirations,attitudes – IBM,CTS.
Working with diff. culture – bosses, peers have been raised
in diff.cultures,your motivation, communication style is
diff. from them. Take shape of water to adapt.
Managing Workforce Diversity – means org.becoming
heterogeneous mix in gender,age,race,sex.New S.Africa is
characterized by blacks holding managerial positions –
age,women,disabled ,ex –defense.

7. Challenges faced by O.B
• Globalization
• Management of Workforce Diversity
• Improvement in Quality and Productivity
• Improvement in Quality and Productivity
• Incorporation of Innovation
• Incorporation of Work-Life Balance

8. Improving Quality and Productivity –india-300 malls are
present and 300 are in process - competition-managers
implement quality mgmt ,process re engineering to
improve quality ,increase productivity.
Improving Customer Service – John Abraham – AmEx Gold
Card – left in restaurant – called up customer service – new
card delivered at home within 2 hrs – made him a customer
for life.
Improving People skill – Pantaloons brand factory stores
coming up(simulating innovation),coping with
temporariness(SBI employees trained to operate computers
– ob provides insight to work with flexibility in changing
environment.

9. • People enter orgs. With certain intact
characteristics that will influence their
behavior at work such as
age,gender,learning,motivation,decisio
n making etc.
• Individuals in groups are influenced by
the patterns of behavior they are
expected to exhibit.
• Organizational behavior reaches its
highest level of sophistication when
formal structure is added to individual
& group behavior.
• The design of formal organization; org.’s
internal culture,hr policies &
practices(selection
process,training,performance
evaluation methods)all have impact on
dependent variable.
9
Individual-Level
Variables
Group-Level
Variables
Organization
System-Level
Variables

10. Behavior
Individual behavior can be defined as a mix of
responses to external and internal stimuli. It is
the way a person reacts in different situations
and the way someone expresses different
emotions like anger, happiness, love, etc

11. Factors Influencing Individual
Behavior
• Abilities
• Gender
• Race and culture
• Attribution
• Perception
• Attitude

12. What is Personality?
Personality
The sum total of ways in which an individual reacts and
interacts with others.
Personality Traits
Enduring characteristics
that describe an
individual’s behavior.

13. Factors affecting individual personality
Personality Determinants
Heredity – Factors determined at conception., one's biological,
physiological & Inherent psychological makeup
Environment – societal changes
Situation – changing conditions of life

14. Risk taking - High-risk takers tend to make decisions faster and with less supporting
information than do low-risk takers.The need for high-risk acceptance behavior
must be linked to the requirements for the job
Type A & Type B personality - These people are very competitive and have a strong
sense of urgency. They work well in moderate to-high levels of stress. Type As are
fast workers who may not be too interested in the quality of their output. They are
infrequently creative and often make poor decisions because of their focus on
time. This type of individual is highly prized in North America but may not be seen
as positively in other societies.
Type B - The opposite of Type A people, Type Bs have far less time urgency and less
competitive natures. Type As do better in getting hired, but the work situation
itself may indicate that a Type B person would be an overall better fit.
Major Personality Attributes
Influencing OB

15. Theories of
Personality
Trait Theories: Attempt to learn what traits make up personality and
how they relate to actual behavior
Psychoanalytic Theories: Focus on the inner workings of personality,
especially internal conflicts and struggles
Humanistic Theories: Focus on private, subjective experience and
personal growth
Social-Cognitive Theories: Attribute difference in personality to
socialization, expectations, and mental processes

16. What Is Perception, and Why Is It
Important?
•People’s behavior is
based on their
perception of what
reality is, not on reality
itself.
•The world as it is
perceived is the world
that is behaviorally
important.

17. Factors That
Influence
Perception

18. Learning
It is the process of acquiring new knowledge,
skills and values which relatively changes the
behavior of individual. In organization, various
people with varieties of skills, knowledge and
perception need to work jointly.

19. Components of Learning in OB
1. Change in behavior
• Learning should change the behavior of people. Such change can be positive or negative, good or
bad but organization always seeks positive changes in behavior in employees. Negative behavior
like high absenteeism, bad habits, prejudice, stereotype, misbehave to other employees as well as
customers, etc. are expected to change by positive behavior. Whatever may be positive or negative,
fast or slow, more permanent or relatively permanent, there should be change in learning.
• 2. Relatively permanent
• To be learning, the behavioral change should be relatively permanent. Temporary change (reflexive)
cannot be supposed to be learning.
• 3. Experience
• To occur learning, some form of experience is necessary. Understanding and familiarity in know-
how or concept of work areas are necessary in learning. For example, ability of work based on
maturation cannot be considered as learning.
• 4. Reinforcement
• In order to have permanent learning, there should be reinforcement in practice. Learning activities
i.e. practices in activities must be regular or at least repeated at minimum possible time. If there is
no reinforcement in practice or learning, changes in behavior gradually disappear and the original
state my not be seen.

20. Major Learning Theories in OB
• 1. Classical Conditioning theory
• Classical conditioning theory is developed by Ivan P. Pavlov (1849-
1936), Russian physiologist in the early 1900s. This is called classical
because this is the first theory in the area of learning. Pavlov was
trying to discover the fact regarding digestive system but he
obtained the theory of learning. Later than, he worked out to
uncover and establish underlying principles of classical
conditioning.
• Classical conditioning theory has introduced a simple cause and
effect relationship between stimulus and response. This theory
states that learning a conditioned response involves association
between conditioned stimulus and unconditioned stimulus. It
explains simple reflexive behavior which is unlearned behavior.

21. Pavlov Experiment with dog
• Pavlov established this theory through findings of the experiment with dog. Pavlov
presented piece of meat to dog. He noticed salivation in dog and the salivation is
increased noticeably. He later, rang the bell without meat but the dog did not
salivate. This means ringing bell did not stimulate for salivation. He then, linked
ringing bell and serving meat of piece repeatedly. Dog repeatedly heard the bell
just getting meat. Dog learnt that when the bell rings he will get meat. Thus,
whenever dog hears ringing bell, starts salivating. Later, Pavlov stopped providing
meat, but dog salivation on ringing bell. Pavlov described this phenomenon i.e.
dog responded with ringing bell. The dog had learned an association between
ringing bell and the food. In conclusion, this learning is conditional response
involves association between conditioned stimulus (bell), unconditioned stimulus
(food), and unconditioned response (salivation).
• Unconditioned stimulus (UCS) in the theory represents the particular motivator or
trigger to respond automatically or naturally without previous learning. For
example, with we talk or see sour food or delicious food, salivation starts through
it was not learned. Here sour or delicious food is unconditioned stimulus.

22. 2. Operant Conditioning Theory
• Operant conditioning theory or model is
developed by B.F. Skinner (1904-1990), a
psychologist. Skinner suggested that learning of
complex human behaviors can be explained or
better understood with the help of operant
conditioning. Operant conditions are explained
for voluntary behaviors. Voluntary behaviors have
some influence on the environment or they
operate in the environment. Thus, the word
operant is coined with operate. This theory can
be used to explain complex human behavior.

23. 3. Cognitive Mapping Theory
Cognitive mapping theory was established by
Edward Tolman (1886-1959), an American
psychologist. This theory is primarily based on
how events and objects are related to each other.
This theory relates two stimuli i.e. describes
stimulus-stimulus. Irrespective to classical
conditioning and operant conditioning theories,
cognitive theory considers the learning as the
outcome of deliberate thinking about the
problem.

24. Attitude
An attitude may be defined as a tendency to
react positively or negatively in regard to an
object.

25. Attitude Formation
• The sources of a person’s attitude are a
mixture of –
• Personal experiences
• Association
• Family
• Peer groups and society
• Models and
• Institutional factors.

26. Factors Influencing Attitude
• Social Factors.
• Direct Instruction.
• Family.
• Prejudices.
• Personal Experience.
• Media.
• Educational and Religious Institutions.
• Physical Factors.
• Economic Status and Occupations.

27. Leadership
• According to Keith Davis, “Leadership is the
ability to persuade others to seek defined
objectives enthusiastically. It is the human
factor which binds a group together and
motivates it towards goals.”

28. Characteristics of Leadership
• It is a inter-personal process in which a manager is into
influencing and guiding workers towards attainment of
goals.
• It denotes a few qualities to be present in a person
which includes intelligence, maturity and personality.
• It is a group process. It involves two or more people
interacting with each other.
• A leader is involved in shaping and moulding the
behaviour of the group towards accomplishment of
organizational goals.
• Leadership is situation bound.

29. Importance of Leadership
• Initiates action- Leader is a person who starts the work by communicating the policies and plans to
the subordinates from where the work actually starts.
• Motivation- A leader proves to be playing an incentive role in the concern’s working. He motivates
the employees with economic and non-economic rewards and thereby gets the work from the
subordinates.
• Providing guidance- A leader has to not only supervise but also play a guiding role for the
subordinates. Guidance here means instructing the subordinates the way they have to perform their
work effectively and efficiently.
• Creating confidence- Confidence is an important factor which can be achieved through expressing
the work efforts to the subordinates, explaining them clearly their role and giving them guidelines to
achieve the goals effectively. It is also important to hear the employees with regards to their
complaints and problems.
• Building morale- Morale denotes willing co-operation of the employees towards their work and
getting them into confidence and winning their trust. A leader can be a morale booster by achieving
full co-operation so that they perform with best of their abilities as they work to achieve goals.
• Builds work environment- Management is getting things done from people. An efficient work
environment helps in sound and stable growth. Therefore, human relations should be kept into mind
by a leader. He should have personal contacts with employees and should listen to their problems
and solve them. He should treat employees on humanitarian terms.
• Co-ordination- Co-ordination can be achieved through reconciling personal interests with
organizational goals. This synchronization can be achieved through proper and effective co-
ordination which should be primary motive of a leader.

30. Leadership Styles
• Autocratic leadership style: In this style of
leadership, a leader has complete command
and hold over their employees/team.
• The Laissez Faire Leadership Style: In this
style of leadership ,a leader totally trusts their
employees/team to perform the job
themselves.

31. • Democratic/Participative leadership style: The
leaders invite and encourage the team members
to play an important role in decision-making
process, though the ultimate decision-making
power rests with the leader.
• Bureaucratic leadership: Here the leaders strictly
adhere to the organizational rules and policies.
Also, they make sure that the employees/team
also strictly follows the rules and procedures.
Promotions take place on the basis of employees’
ability to adhere to organizational rules.

32. Role of a Leader
• Required at all levels- Leadership is a function
which is important at all levels of
management.
• Representative of the organization
• Integrates and reconciles the personal goals
with organizational goals
• invites support and co-operation of
subordinates.
• As a friend, philosopher and guide

33. Qualities of a Leader
• Physical appearance
• Vision and foresight
• Intelligence
• Communicative skills
• Objective
• Knowledge of work
• Sense of responsibility
• Self-confidence and will-power
• Humanist
• Empathy

34. Group: Concept & types
Group means there are
1. Two or more individuals
2. Interacting & interdependent
3. Come together to achieve particular
objectives.

35. Formal
A designated work
group defined
by the organization's
structure.
Informal
A group that is neither
formally structured nor
Organizationally determined
; appears in response to the
need for social contact.
Membership in such groups
is voluntary.
Task
represents those
who work
together to
complete a job task.
Command
A group composed
of the individuals
who report
directly to a
given manager.
FRIENDSHIP
Interest
A group of employees who
come together to satisfy
a common interest ;like improving
working conditions,
protesting company’s
environmental
policies, or
adjusting vacation schedules.

36. CHARACTERISTICS OF GROUP
• Interdependence: In order for an individual of the collective to
accomplish their part in the assigned task they depend, to some
degree, on the outputs of other members of the collective.
• Social interaction: In order to accomplish the goal ,some form
of verbal or nonverbal communication is required to take place
amongst the members of the collective.
• Perception of a group: All members of the collective must agree
they are, in fact, part of a group.
• Commonality of purpose: All the members of the collective
come together to serve or attain a common goal

37. Types Of Groups
• Formal Group
• A formal group is created within an organization
to complete a specific role or task.
• Informal Group
• Informal groups are established by individuals
who decide they want to interact with each other.
For example people may form a group because
they sit close together in an office or live together
in a house

38. Differences between Formal &
Informal Groups
• The groups formed by the management of the organization for accomplishing a specific task are
known as Formal Groups. The groups that are formed by the employees themselves as per their
likes and prejudices is known as Informal Groups.
• The formal groups are deliberately created by the organization, whereas the informal groups are
established voluntarily.
• The formal groups are big in size as compared to an informal group. Moreover, there can be sub-
groups in a single formal group.
• The structure of a formal group is designed in a hierarchical manner while the informal group lacks
structure or say it has no structure.
• In a formal group, the position of a member defines its importance in the group, but in an informal
group, every member is as important as any other member.
• In a formal group, the relationship between the members is professional, they gather just to
accomplish the task allotted to them. On the other hand, in an informal group, there is a personal
relationship between members, they share their opinions, experiences, problems, information with
each other.
• In a formal group, the flow of communication is restricted due to the unity of command. In contrast
to an informal group, the flow of communication stretches in all directions; there is no such
restriction.

39. What Is Communication?
• Communication
– The transfer and understanding of
meaning
• Transfer means the message was received
in a form that can be interpreted by the
receiver.
• Understanding the message is not the
same as the receiver agreeing with the
message.
– Interpersonal Communication
• Communication between two or more
people
– Organizational Communication
• All the patterns, network, and systems of
communications within an organization

40. The Interpersonal Communication Process
• Message
 Source: sender’s intended meaning
• Encoding
 The message converted to symbolic form
• Channel
 The medium through which the message travels
• Decoding
 The receiver’s retranslation of the message
• Noise
 Disturbances that interfere with communications

41. Interpersonal Communication
Methods
• Face-to-face
• Telephone
• Group meetings
• Formal presentations
• Memos
• Traditional Mail
• Fax machines
• Employee publications
• Bulletin boards
• Audio- and videotapes
• Hotlines
• E-mail
• Computer conferencing
• Voice mail
• Teleconferences
• Videoconferences

42. Interpersonal Communication Barriers
Defensiveness
National
Culture Emotions
Information
Overload
Interpersonal
Communication
Language
Filtering

43. Types of Organizational
Communication
• Formal Communication
– Communication that follows the official chain of
command or is part of the communication required to do
one’s job.
PRESIDENT
PRESIDENT
PRESIDENT
PRESIDENT
PRESIDENT PRESIDENT PRESIDENT
Efforts at coordination
Information
Instructionsanddirectives

44. • Informal Communication
– Communication that is not defined by the
organization’s hierarchy.
• Permits employees to satisfy their need for social
interaction.
• Can improve an organization’s performance by creating
faster and more effective channels of communication.
Informal Media
• Face-to-face discussions
• Telephone
• Voice messaging (voice mail)
• E-mail
• Instant messaging (chat)

45. Direction of Communication Flow
• Downward
– Communications that flow from managers to employees to inform,
direct, coordinate, and evaluate employees.
• Upward
– Communications that flow from employees up to managers to keep
them aware of employee needs and how things can be improved to
create a climate of trust and respect.
• Lateral (Horizontal) Communication
•Communication that takes place among employees on the same level in
the organization to save time and facilitate coordination.
• Diagonal Communication
•Communication that cuts across both work areas and organizational
levels in the interest of efficiency and speed.

46. Effective Communication
 Send clear and complete messages.
 Encode messages in symbols the receiver understands.
 Select a medium appropriate for the message AND monitored by
the receiver.
 Avoid filtering (holding back information) and distortion as the
message passes through other workers.
 Ensure a feedback mechanism is included in the message.
 Provide accurate information to avoid rumors.
 Pay Attention to what is sent as a message.
 Be a good listener: don’t interrupt.
– Ask questions to clarify your understanding.
 Be empathetic: try to understand what the sender feels.
 Understand linguistic styles: different people speak differently.
– Speed, tone, pausing all impact communication.
– This is particularly true across cultures.
– Managers should expect and plan for this.

47. CONFLICT
• Conflict Defined
– Is a process that begins when one party perceives that
another party has negatively affected, or is about to
negatively affect, something that the first party cares
about.
• Is that point in an ongoing activity when an interaction
“crosses over” to become an interparty conflict.
– Encompasses a wide range of conflicts that people
experience in organizations
• Incompatibility of goals
• Differences over interpretations of facts
• Disagreements based on behavioral expectations

48. SOURCES OF CONFLICT
1. Change
Implementation of new technology can lead to stressful change. Workers
who don't adapt well to change can become overly stressed, which increases
the likelihood of conflict in the workplace.
2. Interpersonal Relationships
When different personalities come together in a workplace, there is always
the possibility they won't mesh. Office gossip and rumors can also serve as
a catalyst for deterioration of co-worker relationships.
3. Supervisor vs. Employee
Just as co-worker personalities may not mesh, a supervisor and employee
can also experience conflict. A supervisor who is seen as overbearing or
unfair can rub an employee the wrong way, which makes the
working relationship more difficult.
4. External Changes
When the economy slides into a recession or a new competitor swoops in
and steals some of a company's market share, it can create tension within
the company. This stress can lead to conflict between employees and
even between upper levels of management.

49. SOURCES OF CONFLICT
5. Poor Communication
Companies or supervisors that don't communicate effectively can
create conflict. For example, a supervisor who gives unclear instructions
to employees can cause confusion as to who is supposed to do what,
which can lead to conflict.
6. Subpar Performance
When a worker in a department is not "pulling his weight," it can lead
to conflict within the department, perhaps even escalating into
a confrontational situation. A supervisor who fails to acknowledge or
address the situation can add fuel to the fire.
7. Harassment
Harassment in the workplace can take many forms, such as sexual or
racial harassment or even the hazing of a new employee. Companies
that don't have strong harassment policies in place are in effect
encouraging the behavior, which can result in conflict.
8. Limited Resources
Companies that are looking to cut costs may scale back on resources
such as office equipment, access to a company vehicle or the spending
limit on expense accounts. Employees may feel they are competing
against each other for resources, which can create friction in the workplace.

50. Types of Conflict

51. Types of Conflict

52. Conflict Management Techniques
Conflict Resolution Techniques
• Problem solving
• Superordinate goals
• Expansion of resources
• Avoidance
• Smoothing
• Compromise
• Authoritative command
• Altering the human variable
• Altering the structural variables

53. Team Building
Team building refers to the various activities
undertaken to motivate the team members
and increase the overall performance of the
team.

54. Team Building Process
• Identify the Need for Team Building
• Define Objectives and Required Set of Skills
• Consider Team Roles
• Determine a Team Building Strategy
• Develop a Team of Individuals
• Establish and Communicate the Rules
• Identify Individual’s Strengths
• Be a Part of the Team
• Monitor Performance
• Schedule Meetings
• Dissolve the Team

55. Advantages of Team Building
• Identify Strengths and Weaknesses:
• Direct Towards Vision and Mission:
• Develops Communication and Collaboration
• Establishes Roles and Responsibilities
• Initiates Creative Thinking and Problem Solving
• Builds Trust and Morale
• Introduces and Manages Change
• Facilitates Delegation
• Better Productivity

56. Organization Culture ?
Organization culture refers to the beliefs and
principles of a particular organization. The
culture followed by the organization has a
deep impact on the employees and their
relationship amongst themselves.

57. Importance of Organization Culture
• The culture decides the way employees interact at their workplace
• The culture of the workplace also goes a long way in promoting
healthy competition at the workplace.
• The culture of an organization represents certain predefined
policies which guide the employees and give them a sense of
direction at the workplace.
• The work culture goes a long way in creating the brand image of
the organization.
• The organization culture brings all the employees on a common
platform.
• The work culture promotes healthy relationship amongst the
employees.
• It is the culture of the organization which extracts the best out of
each team member

58. Factors Influencing Culture of an
Organization
• Influence of the founder.
• Size & development stage of the business (e.g. start-up, multisite,
multinational)
• Leadership & management style
• Organizational structure, policies & practices
• Employee & management reward structures (e.g. pay, bonuses,
individual v team rewards)
• Market /industries in which it operates
• Working environment & nature of tasks (e.g. physical, office,
remote working, flexible working)
• External environment (e.g. legal, economic, social)
• Attitude of organization to risk-taking & innovation
• Sector: e.g. service, manufacturing

59. Organizational Development
Organizational development is a critical and
science-based process that helps
organizations build their capacity to change
and achieve greater effectiveness by
developing, improving, and reinforcing
strategies, structures, and processes.

60. Benefits of O.D
• Continuous development
• Increased horizontal and vertical
communication
• Employee growth
• Enhancement of products and services
• Increased profit margins

61. Steps in Organizational Development
• Problem identification—Diagnosis
• Planning Strategy for Change
• Implementing the Change
• Evaluation

62. Morale
Employee morale is defined as the attitude,
satisfaction and overall outlook of employees
during their association with an organization
or a business. An employee that is satisfied
and motivated at workplace usually tend to
have a higher morale than their counterparts.

63. Factors Affecting Employee Morale
• Organization Itself
• Type of work
• Personal attributes
• Supervision and feedback
• Work-Life balance

64. Why is Morale Important?
• High morale in the workplace is critical to a business' overall
success. Employees who rank high on the morale scale generally
exhibit their positive attitude in a number of ways:
• Better productivity
• More focused on customers or outcomes
• Less employee turnover
• Increased communication between co-workers and management
• Better work attendance and timeliness
• Enhanced care about work product
• Fewer workplace-related injuries or accidents
• Increased attention to detail

65. Types of Morale: High and Low
Morale
• Type 1. High Morale:
• High morale exists when employee’s attitude is
congruent with group objectives and organizational
objectives.
• Advantages of High Morale:
• Team spirit.
• Enthusiasm.
• Zest.
• Loyalty.
• Dependability.
• Decrease in frustration.

66. • High morale results in:
• Cooperation.
• Better discipline.
• Employee interest in job.
• Initiative by employees.
• Voluntary conformance with rules and
regulations.

67. Low Morale
• Low morale exists when employee does not have
enthusiasm, zeal for his work and his attitude is
detrimental to the group and organizational
objectives.
• Reasons of Low Morale:
• Too many supervisors.
• Improper organizational structure.
• Repetitive nature of jobs.
• Improper selection of personnel.

68. • Low morale results in:
• Apathy.
• Pessimism.
• Jealousy.
• Disloyalty.

69. Methods Used to Evaluate Morale
• 1. Observation:
• In this method, supervisors observe the behaviour of employees and draw
the inferences.
• The things that supervisors observe include:
• i. What do the employees talk about?
• ii. Their expressions.
• iii. Work habits.
• iv. How carefully employees handle organisational resources?
• v. Movements of employees.
• After the detailed observation, the supervisor gets to know about the
normal behaviour of employees. Whenever there is any deviation from
normality, it comes to the notice of supervisor. For the success of this
method, the supervisor must be a very keen observer so that nothing
which could be of importance is missed out.

70. • 2. Attitude or Morale Survey:
• This method is used to study respondents’ feelings about their jobs,
supervisors, co-workers and organization.
• This survey can be done in two ways:
• i. Interview method
• ii. Questionnaire method
• i. Interview Method:
• In this method, the employees are interviewed about self-concept,
job, company policies, organization's culture, etc., so that the
inferences can be drawn on the basis of their feelings, opinions and
experiences. Questions can be explained, modified or detailed as
per the requirement and interviews are face to face, so they are
more reliable as it is difficult to tell a lie rather than writing a lie.

71. ii. Questionnaire Method:
• In this method, the employees are asked to fill
a questionnaire. This questionnaire contains
the questions about job, company policies and
organisation

72. Measures to Promote and Improve
Morale
• Sound Wage Structure
• Security of Job
• Delegation of Authority
• Grievance Procedure
• Suggestion Scheme
• Joint Consultation
• Sound Promotion Policy
• Employees Counseling
• Recognition of the Achievements
• Maintain a Sound Communication System
• Inspiring, Credos and Mottos Workers

73. Job Satisfaction
• E. A. Locke describe job satisfaction as, “the
pleasurable emotional state resulting from the
appraisal of one’s job as achieving or
facilitating the achievement of one’s job
values”
• According to S.P. Robbins, “Job satisfaction
refers to an individual’s general attitude
toward his or her job.”

74. Importance of Job Satisfaction
• Lower Turnover.
• Higher Productivity.
• Increased Customer Satisfaction.
• Employee Absenteeism.
• Helps to Earn Higher Revenues.
• Satisfied Employees Tend to Handle Pressure.

75. • Reduces the level of unionization.
• Reduces the number of accidents.
• It helps to create a better working
environment.
• Faster and sustainable Growth.

76. Factors affecting the level of job
satisfaction
• Working Environment.
• Fair Policies and Practice.
• Caring Organization.
• Appreciation.
• Pay.
• Age.
• Promotion.
• Feel of Belongings.
• Initiation and Leadership.
• Feel of Being Loved.
• Safety and Security.
• Challenges.
• Responsibilities.
• Creativity in Job.
• Personal Interest and Hobbies.
• Respect from Co-Workers.
• Relationship with Supervisors.
• Feedback.
• Flexibility.
• Nature of Work.