Attitude
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An attitude is a tendency to feel and behave positively or negatively towards someone or something. Attitudes have three components - emotional, informational, and behavioral. Attitudes are difficult to change due to escalation of commitment and insufficient information. However, providing new information, fear appeals, resolving attitude-behavior inconsistencies, and social influence can change attitudes. In organizations, important attitudes are job satisfaction and organizational commitment. Job satisfaction results from an employee's positive appraisal of their job and influences performance, turnover, and absenteeism. Organizational commitment reflects loyalty and involves affective, continuance, and normative commitments. Enhancing job satisfaction and organizational commitment benefits employers.
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This document discusses attitudes and job satisfaction. It defines attitudes as a mental position relative to thinking or behavior, and notes they have cognitive, affective, and behavioral elements. It also discusses types of attitudes like job involvement and organizational commitment. The document then covers job satisfaction, its relationship to individual and organizational productivity, and how it can be measured. Determinants of job satisfaction include organizational factors, personal factors, and attitudes towards aspects of the job like work tasks, pay, and relationships. Managers should focus on increasing job satisfaction through intrinsic parts of the job to improve behaviors and reduce costs.
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The document discusses attitudes and their relationship to behaviors. It defines attitudes as evaluative statements about objects, people, or events, and notes they have cognitive, affective, and behavioral components. Attitudes are influenced by a desire to reduce cognitive dissonance. Recent research shows attitudes can predict behaviors when moderating variables like importance and experience are considered. Job satisfaction is discussed as an attitude involving positive or negative feelings toward one's job. High job satisfaction is linked to higher productivity, fewer absences, and lower turnover. Overall the document examines how attitudes, especially job satisfaction, influence and relate to important workplace behaviors and outcomes.
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Employee attitudes largely determine how employees will perceive their work environment and behave. Attitudes are feelings and beliefs that form a mental set affecting how people view things. Job satisfaction is an important attitude consisting of feelings and emotions employees have towards their work. Important aspects influencing job satisfaction include pay, supervision, task nature, coworkers and working conditions. Positive employee attitudes like job satisfaction and organizational commitment can benefit organizations through increased performance and reduced absenteeism and turnover, while negative attitudes hurt organizations. It is important for managers to understand and monitor employee attitudes.
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The document discusses motivating employees in organizations. Motivation is defined as the willingness to exert effort to reach organizational goals in order to satisfy individual needs. Motivation comes from both intrinsic factors like satisfaction and loyalty, as well as extrinsic factors like pay and bonuses. The document provides suggestions for motivating employees, including recognizing individual differences, matching employees to jobs, using specific and attainable goals, individualizing rewards linked to performance, and ensuring equitable pay.
Robbins ob14 ppt_03
This chapter discusses attitudes and job satisfaction. It defines attitudes as having three components: emotional feelings, beliefs, and behavioral intentions. While attitudes can predict behaviors, other factors like social pressures may intervene. Job satisfaction is a positive feeling about one's job resulting from an evaluation of its characteristics. High job satisfaction is related to better performance and lower absenteeism and turnover. Causes of satisfaction include intrinsic qualities of work, achievement, and recognition from supervisors.
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The document discusses three main topics: attitudes, job satisfaction, and organizational commitment.
For attitudes, it defines attitudes as positive or negative feelings towards people, objects or situations. Attitudes have three components - cognitive, affective, and behavioral.
For job satisfaction, it defines it as positive feelings about one's job. Major causes of dissatisfaction are low pay, lack of promotion opportunities, unfair rewards, poor supervision, and bad work conditions. Consequences include low performance, increased turnover and absenteeism.
For organizational commitment, it defines it as acceptance of an organization's goals and desire to remain a member. There are three types of commitment - affective, continuance, and normative. Low
organizational commitment
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Attitudes and Job Satisfaction
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attitudes and job satisfaction
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attitudes
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moderating variables
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predicting behavior from attitudes
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It shows basic information about Attitude and job satisfaction chapter 3 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
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Surveys consistently show that attributes such as attitude and non-job behaviour is highly valued and critically important to success. But managers shy away from including such non-technical aspects in the job description because they are perceived to be highly subjective.
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Values and attitides and its impact on managerial actions
Values and attitudes impact managerial actions. Attitudes are applications of values that affect behavior. There are three types of attitudes relevant to management: job satisfaction, job involvement, and organizational commitment. Job satisfaction occurs when employees find their work interesting and enjoy a stress-free environment with appreciation. Job involvement involves internalizing the value of work, which increases satisfaction and commitment while reducing fatigue. Organizational commitment encompasses loyalty to an organization, alignment with its goals, and a willingness to further its goals. Managers should display job satisfaction, involvement, and commitment as attitudes to inspire these behaviors in subordinates.
A STUDY ON EMPLOYEE ATTITUDE TOWARDS ORGANIZATIONAL CHANGE - WITH SPECIAL REF...
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Attitude and Job Satisfaction
The document discusses attitudes and their relationship to behaviors. It defines attitudes as evaluative statements about objects, people, or events, and notes they have cognitive, affective, and behavioral components. Attitudes are influenced by a desire to reduce cognitive dissonance. Recent research shows attitudes can predict behaviors when moderating variables like importance and experience are considered. Job satisfaction is discussed as an attitude involving positive or negative feelings toward one's job. High job satisfaction is linked to higher productivity, fewer absences, and lower turnover. Overall the document examines how attitudes, especially job satisfaction, influence and relate to important workplace behaviors and outcomes.
Work related attitudes
This document discusses attitudes and their components. It explains that attitudes have three components: behavioral, cognitive, and affective. The behavioral component is the intention to act in a certain way, the cognitive component is the beliefs and opinions, and the affective component is the feelings. Attitudes are assumed to influence behavior, but cognitive dissonance can break this relationship. The document also outlines major job attitudes like job satisfaction, organizational commitment, job involvement, perceived organizational support, and employee engagement. It provides definitions and dimensions of these attitudes.
Job involvement ppt
Job involvement refers to a state of psychological identification with work—or the degree to which a job is central to a person’s identity. From an organizational perspective, it has been regarded as the key to unlocking employee motivation and increasing productivity.
Attitude & job satisfaction
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Attitudes are evaluative statements about objects, people, or events that have three components: emotional feelings, beliefs or opinions, and behavioral intentions. Behavior does not always follow directly from attitudes, as other factors can influence the relationship. Major job attitudes include job satisfaction, involvement, commitment, perceived organizational support, and engagement. Job satisfaction is positively related to job performance, organizational citizenship behaviors, customer satisfaction, and negatively related to absenteeism and turnover. Managers should monitor employee attitudes to identify potential problems and try to increase positive attitudes in order to improve performance and reduce costs.
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Employee attitudes largely determine how employees will perceive their work environment and behave. Attitudes are feelings and beliefs that form a mental set affecting how people view things. Job satisfaction is an important attitude consisting of feelings and emotions employees have towards their work. Important aspects influencing job satisfaction include pay, supervision, task nature, coworkers and working conditions. Positive employee attitudes like job satisfaction and organizational commitment can benefit organizations through increased performance and reduced absenteeism and turnover, while negative attitudes hurt organizations. It is important for managers to understand and monitor employee attitudes.
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The document discusses motivating employees in organizations. Motivation is defined as the willingness to exert effort to reach organizational goals in order to satisfy individual needs. Motivation comes from both intrinsic factors like satisfaction and loyalty, as well as extrinsic factors like pay and bonuses. The document provides suggestions for motivating employees, including recognizing individual differences, matching employees to jobs, using specific and attainable goals, individualizing rewards linked to performance, and ensuring equitable pay.
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This chapter discusses attitudes and job satisfaction. It defines attitudes as having three components: emotional feelings, beliefs, and behavioral intentions. While attitudes can predict behaviors, other factors like social pressures may intervene. Job satisfaction is a positive feeling about one's job resulting from an evaluation of its characteristics. High job satisfaction is related to better performance and lower absenteeism and turnover. Causes of satisfaction include intrinsic qualities of work, achievement, and recognition from supervisors.
Attitude, Jobs satisfaction and organizational commitment
The document discusses three main topics: attitudes, job satisfaction, and organizational commitment.
For attitudes, it defines attitudes as positive or negative feelings towards people, objects or situations. Attitudes have three components - cognitive, affective, and behavioral.
For job satisfaction, it defines it as positive feelings about one's job. Major causes of dissatisfaction are low pay, lack of promotion opportunities, unfair rewards, poor supervision, and bad work conditions. Consequences include low performance, increased turnover and absenteeism.
For organizational commitment, it defines it as acceptance of an organization's goals and desire to remain a member. There are three types of commitment - affective, continuance, and normative. Low
organizational commitment
Organizational commitment refers to an employee's psychological attachment to an organization. There are three main types of organizational commitment: affective commitment which involves an emotional attachment to the organization; continuance commitment which is based on the costs associated with leaving the organization; and normative commitment which involves a feeling of obligation to the organization. Factors like job characteristics, leadership, relationships, and work environment can influence an employee's level of organizational commitment. Higher organizational commitment is generally associated with positive outcomes for both employees and organizations.
Attitudes and Job Satisfaction
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attitudes and job satisfaction
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attitudes
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moderating variables
,
predicting behavior from attitudes
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job satisfaction
,
another major job attitude
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causes of job satisfaction
,
employee responses to dissatisfaction
Chapter 3 value, attitudes n job satisfaction
This document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements about objects, people, or events. Attitudes have affective, cognitive, and behavioral components. The theory of cognitive dissonance holds that people desire to reduce inconsistency between attitudes and behaviors. Measuring the relationship between attitudes and behaviors depends on moderating variables like attitude importance. Self-perception theory is that attitudes justify prior actions. Types of attitudes include job involvement, organizational commitment, and job satisfaction. Surveys can measure employee attitudes. Training can shape attitudes about diversity. Job satisfaction levels have declined somewhat in recent decades.
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It shows basic information about Attitude and job satisfaction chapter 3 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
Attitude & effects
Employee attitudes, like job satisfaction, can impact organizational outcomes. Attitudes have cognitive, affective, and behavioral components and can be measured through surveys. Job satisfaction depends on factors like meaningful work, fair compensation, and a good work environment. Satisfied employees tend to be more productive, committed, healthy, and loyal, which benefits the organization. Changing attitudes requires understanding their causes and using strategies like information sharing, addressing inconsistencies, and influencing social groups. Regular attitude surveys provide management insights for improving job satisfaction.
Measuring Attitude and Other Non-job Roles
Surveys consistently show that attributes such as attitude and non-job behaviour is highly valued and critically important to success. But managers shy away from including such non-technical aspects in the job description because they are perceived to be highly subjective.
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Attitudes are positive, negative, or neutral views towards people, behaviors, or events. They reflect one's feelings and can affect behavior. Attitudes have three components - cognitive, affective, and behavioral. They are formed through direct experience, social learning from others, and can persist over time unless changed. Common work-related attitudes include job satisfaction, organizational commitment, and job involvement. Satisfied employees tend to have better job performance, lower absenteeism, and be less likely to quit. Managing attitudes can influence productivity and organizational success.
Attitudes & Job Satisfaction
Attitude is an important factor that influences job satisfaction. Attitude is composed of cognitive, affective, and behavioral components and determines how people feel and act in situations. While early research assumed attitudes determined behavior, later work found attitudes sometimes follow behavior due to cognitive dissonance. Job satisfaction is positively related to job performance, organizational citizenship behaviors, and customer satisfaction, while negatively related to absenteeism and turnover. Satisfied employees benefit organizations.
Employee Attitude And Their Effects
The document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements or judgments directed at objects, people or events. Attitudes have three components - cognitive, affective, and behavioral. Job satisfaction is described as a collection of positive or negative feelings about one's job. High job satisfaction corresponds to positive job attitudes. Factors influencing job satisfaction include pay, promotion opportunities, the work itself, supervision and coworkers. Regular attitude surveys are used to measure employee attitudes. The effects of job satisfaction include higher productivity, fewer absences, lower turnover, and increased customer satisfaction.
Job Satisfaction
Team Jackfruit introduces their team members and provides an overview of their report on job satisfaction. They define job satisfaction and the related concepts of job involvement and organizational commitment. They hypothesize a relationship between organizational commitment and job satisfaction. The report then discusses factors that contribute to job satisfaction, the effect of job satisfaction on employee performance, and strategies to improve employee engagement such as providing positive work environments and opportunities for development. It analyzes the impacts of satisfied versus dissatisfied employees using the exit-voice-loyalty-neglect framework.
Job Satisfaction
Team Jackfruit introduces their team members and provides an overview of their report on job satisfaction. They define job satisfaction and the related concepts of job involvement and organizational commitment. They hypothesize a relationship between organizational commitment and job satisfaction. The report then discusses factors that contribute to job satisfaction, the effect of job satisfaction on employee performance, and strategies to improve employee engagement such as providing positive work environments and opportunities for development. It analyzes the impacts of satisfied versus dissatisfied employees using the exit-voice-loyalty-neglect framework.
Discipline and grievance management
This document discusses discipline and grievances in the workplace. It defines discipline as employers' dissatisfaction with employees and how they behave at work. The objectives of discipline are to get employees to accept rules and regulations willingly, develop a spirit of tolerance, give direction and responsibility, create respect for human relations, and increase work efficiency and morale. Approaches to discipline include the human relations approach, human resource approach, group discipline approach, leadership approach, and judicial approach. Grievances refer to employee dissatisfaction with their job or company due to a difference between expectations and management practices. Causes of grievances include issues related to wages, incentive systems, job classifications, supervision, promotions, availability of materials, and job assignments.
Indiviual and interpersonal behaviour
This document discusses various aspects of individual and interpersonal behavior in an organizational context. It defines key terms like overt and covert behavior. It also outlines models for understanding behavior, like the SOBC model, and discusses factors that influence individual behavior like physiological, socio-psychological factors. The document also covers topics like attitude formation and components, motivation, decision making process, and implications for managing individual differences in organizations.
Attitude in Organisation Behaviour
This document discusses attitudes in the workplace. It defines attitude as a positive or negative orientation towards people, objects or events. Attitudes have three components - affective (feelings), cognitive (beliefs) and behavioral (intentions). Some types of work attitudes discussed are job involvement, organizational commitment and job satisfaction. Job satisfaction is influenced by factors like pay and personality, and higher job satisfaction is linked to greater productivity, less absenteeism and lower turnover.
Commitment
Commitment refers to a sincere and steadfast dedication to a course of action. It involves intellectually or emotionally binding oneself to a pledge or promise. Organizational commitment is driven by clear communication, job satisfaction, inspired leadership, effective performance management, and a positive work environment. Employees' commitment levels progress through stages from seeing their job as just a job to becoming advocates for the organization. Employees want their managers to help them see their value, feel proud, be heard, cared for, known, focused, challenged, trusted, and helped to grow. Managers can do this by providing feedback, discussing problems, seeking input, recognizing contributions, and providing opportunities for development.
Building culture through employee engagement
This document discusses building employee engagement through organizational culture. It defines engagement as having a positive attitude, awareness of business goals, and working to improve performance. Research shows engaged employees outperform others by 20-28% and are linked to higher retention, customer service, and financial performance. Culture is the shared values and behaviors in an organization. Leaders, managers, communication, team building, recognition, and measuring progress can all help build an engaged culture with internalized commitment from employees. The goal is for employees to feel empowered, contribute to business objectives, and take pride in their organization.
Chapter 6 Managing the internal employee market
Employees play a critical role as representatives of an organization to customers. Their attitudes, such as job satisfaction and commitment, significantly impact performance, productivity, absenteeism, and turnover. Management should aim to change negative attitudes into positive ones. Job satisfaction is influenced by the work itself, compensation, personality. Satisfied employees are more productive, committed, and provide better customer service. Employee retention requires motivating employees through empowerment, recognition, and trust to encourage them to remain with an organization. Strategies include hiring the right people, empowering employees in their work, and maintaining a healthy work environment and relationships.
Unit vi counseling, job satisfaction
Employee counseling involves direct communication between a supervisor and employee to address poor performance and identify ways for improvement. It is generally a more formal process than feedback and is used when additional action is needed following coaching. The purpose is to communicate concerns, determine the cause of issues, and establish an improvement plan. A counseling session should define objectives, review facts, and create an outline. It should be conducted privately and include active listening and identifying the root cause of problems. If appropriate, the session may result in a written memo for the employee's file.
Employee engagement
The document discusses employee engagement, including its definition, importance, and ways to measure and improve it. Specifically:
- Employee engagement refers to an employee's positive attachment and enthusiasm for their work, colleagues, and organization that influences their performance and willingness to contribute further.
- Highly engaged employees benefit organizations through improved performance, communication, customer satisfaction, teamwork and lower turnover.
- Managers play a key role in driving engagement through recruiting the right people, coaching, communicating clear objectives, and showing appreciation for good work.
- Engagement can be measured through surveys that assess employees' pride, motivation, and likelihood to recommend the organization to others. Regular measurement helps identify areas for improvement.
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Attitude
- 1. ATTITUDE WHAT IS ATTITUDE? An attitude can be defined as a persistent tendency to feel and behave in a particular way toward some object. CHARACTERISTICS OF ATTITUDES They tend to persist unless something is done to change them. Attitudes can fall anywhere along a continuum from very favourable to very unfavourable. Attitudes are directed toward some object about which a person has feelings and beliefs. COMPONENTS OF ATTITUDE Emotional: It involves the person’s feelings or affect- positive, neutral or negative. Informational: It consists of the beliefs and information the individual has about the object. Behavioural: It consists of a person’s tendencies to behave in a particular way toward an object. BARRIERS TO CHANGING ATTITUDE Escalation of Commitment Insufficient Information HOW TO CHANGE ATTITUDE Providing new information Use of fear Resolving discrepancies between attitude and behaviour Influence of friends and peers The co-opting approach ATTITUDES RELATED TO ORGANISATIONS Job Satisfaction Organisational Commitment JOB SATISFACTION It is a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience Job satisfaction is a result of employees’ perception of how well their job provides those things that are viewed as important. DETERMINANTS OF JOB SATISFACTION The work itself Pay 1
- 2. Promotion Opportunities Supervision Coworkers OUTCOMES OF JOB SATISFACTION Satisfaction and Performance Satisfaction and Turnover Satisfaction and Absenteeism WAYS TO ENHANCE SATISFACTION Make job more fun Have fair pay, benefits and promotion opportunities Match people with jobs that fit their interests and skills Design jobs to make them exciting and satisfying ORGANISATIONAL COMMITMENT This is an attitude reflecting employees’ loyalty to their organisation. COMPONENTS OF ORGANISATIONAL COMMITMENT Affective Commitment: Involves the employee’s emotional attachment to, identification with, and involvement with the organisation Continuance commitment: Involves commitment based on the costs that the employee associates with leaving the organisation Normative Commitment: Involves employees’ feelings of obligation to stay with the organisation because they should; it is the right things to do GUIDELINES TO ENHANCE ORGANISATIONAL COMMITMENT Commit to people-first values Clarify and communicate your mission Guarantee organisational justice Create a sense of community Support employee development 2