Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
This is a focus on Attitudes and Job Satisfaction. Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems and influence behavior. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that whatever managers can do to improve employee attitudes will likely result in heightened organizational effectiveness. Attitudes are evaluative statements or judgments concerning objects, people, or events. Attitudes are made up of three components. The cognitive component is made up of the belief in the way things are. The effective component is the more critical part of the attitude as it is calls upon the emotions or feelings. The behavioral component describes the intention to behave in a certain way toward someone or something. These three components work together to aid in our understanding of the complexity of an attitude. Sometimes we observe people who will change what they say so it doesn’t contradict their behavior. When attitudes and behaviors don’t line up, individuals will experience cognitive dissonance. This incongruity is uncomfortable and individuals will seek to reduce the dissonance to find consistency.
People are willing to live with some discomfort but the degree to which this is true depends upon the importance of the elements, how much influences the individual has in the situation, and the rewards available.
This chapter is very essential for those who are studying OB and as well has a huge importance for everyone else. Attitude is what makes someone successful and someone else unsuccessful. attitude is defined as evaluative statements- either favorable or unfavorable- concerning people, things, objects etc.while job satisfaction is a positive feeling about one's job.
Diversity In Organizations | Diversity Management | Surface-Level Diversity |...FaHaD .H. NooR
Describe the two major forms of workforce diversity
Identify the key biographical characteristics and describe how they are relevant to OB
Recognize stereotypes and understand how they function in organizational settings
Define intellectual ability and demonstrate its relevance to OB
Contrast intellectual from physical ability
Describe how organizations manage diversity effectively
Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
This is a focus on Attitudes and Job Satisfaction. Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems and influence behavior. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that whatever managers can do to improve employee attitudes will likely result in heightened organizational effectiveness. Attitudes are evaluative statements or judgments concerning objects, people, or events. Attitudes are made up of three components. The cognitive component is made up of the belief in the way things are. The effective component is the more critical part of the attitude as it is calls upon the emotions or feelings. The behavioral component describes the intention to behave in a certain way toward someone or something. These three components work together to aid in our understanding of the complexity of an attitude. Sometimes we observe people who will change what they say so it doesn’t contradict their behavior. When attitudes and behaviors don’t line up, individuals will experience cognitive dissonance. This incongruity is uncomfortable and individuals will seek to reduce the dissonance to find consistency.
People are willing to live with some discomfort but the degree to which this is true depends upon the importance of the elements, how much influences the individual has in the situation, and the rewards available.
This chapter is very essential for those who are studying OB and as well has a huge importance for everyone else. Attitude is what makes someone successful and someone else unsuccessful. attitude is defined as evaluative statements- either favorable or unfavorable- concerning people, things, objects etc.while job satisfaction is a positive feeling about one's job.
Diversity In Organizations | Diversity Management | Surface-Level Diversity |...FaHaD .H. NooR
Describe the two major forms of workforce diversity
Identify the key biographical characteristics and describe how they are relevant to OB
Recognize stereotypes and understand how they function in organizational settings
Define intellectual ability and demonstrate its relevance to OB
Contrast intellectual from physical ability
Describe how organizations manage diversity effectively
Communication, Chapter-10, Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -17th, Publisher Pearson
Diversity In Organizations, Chapter-2, Organizational BehaviorDr.Amrinder Singh
Diversity In Organizations, Chapter-2, Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -17th, Publisher Pearson
Contrast the three components of an attitude.
Summarize the relationship between attitudes and behavior.
Identify the role consistency plays in attitudes.
State the relationship between job satisfaction and behavior.
Identify four employee responses to dissatisfaction.
It shows basic information about Personality and values chapter 5 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Who Are Leaders and What Is Leadership
Define leaders and leadership.
Explain why managers should be leaders.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership
theories.
Explain the dual nature of a leader s behavior.
Communication, Chapter-10, Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -17th, Publisher Pearson
Diversity In Organizations, Chapter-2, Organizational BehaviorDr.Amrinder Singh
Diversity In Organizations, Chapter-2, Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -17th, Publisher Pearson
Contrast the three components of an attitude.
Summarize the relationship between attitudes and behavior.
Identify the role consistency plays in attitudes.
State the relationship between job satisfaction and behavior.
Identify four employee responses to dissatisfaction.
It shows basic information about Personality and values chapter 5 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this chapter.
Who Are Leaders and What Is Leadership
Define leaders and leadership.
Explain why managers should be leaders.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership
theories.
Explain the dual nature of a leader s behavior.
Understand about the attitudes
Contrast the three components of an attitude.
Summarize the relationship between attitudes and behavior.
Compare and contrast the major job attitudes.
Define job satisfaction
Importance of employee behavior in an organization
Define conflict and conflict behavior in organizations
Distinguish between functional and dysfunctional conflict
Understand different levels and types of conflict in organizations
Analyze conflict episodes and the linkages among them
Explain why conflict arises, and identify the types and sources of conflict in organizations.
Describe conflict management strategies that managers can use to resolve conflict effectively.
Understand the nature of negotiation and why integrative bargaining is more effective than distributive negotiation.
,managing conflict ,politics ,and negotiation
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capital budgeting
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concept of capital budgeting
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the capital budgeting process
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significance of capital budgeting
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classification of investment project proposals
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techniques of capital budgeting
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types of project
basic organization of computer
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input unit
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storage unit
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arithmetic logic unit (alu)
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computer codes
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computer for organization
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business communication
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payroll system
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operating system
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os
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what is an os?
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types of os
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logical architecture of a computer system
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ddata communications and computer networks
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data transmission media
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ring network
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hybrid network
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completely connected network
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multi-access bus network
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network linking devices
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network interface card (nic)
International Business basic concept of international business
,
approaches to international business/ modes of ent
,
barriers to international business
,
absolute advantage and comparative advantage
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
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The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
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2. Chapter Learning Objectives
After studying this chapter, you should be able to:
◦ Contrast the three components of an attitude.
◦ Summarize the relationship between attitudes and behavior.
◦ Compare and contrast the major job attitudes.
◦ Define job satisfaction and show how it can be measured.
◦ Summarize the main causes of job satisfaction.
◦ Identify four employee responses to dissatisfaction.
◦ Show whether job satisfaction is a relevant concept in countries other than the
United States.
3. Attitudes
Evaluative statements or judgments concerning objects, people, or events.
Three components of an attitude:
Attitude
Behavioral
Cognitive
Affective
The emotional or
feeling segment of
an attitudeThe opinion or
belief segment of
an attitude
An intention to behave
in a certain way toward
someone or something
See E X H I B I T 3–1
4. Does Behavior Always Follow
from Attitudes?
Leon Festinger – No, the reverse is sometimes true!
Cognitive Dissonance: Any incompatibility between two or more
attitudes or between behavior and attitudes
◦ Individuals seek to reduce this uncomfortable gap, or dissonance, to reach
stability and consistency
◦ Consistency is achieved by changing the attitudes, modifying the behaviors,
or through rationalization
◦ Desire to reduce dissonance depends on:
◦ Importance of elements
◦ Degree of individual influence
◦ Rewards involved in dissonance
5. Moderating Variables
The most powerful moderators of the attitude-behavior relationship
are:
◦ Importance of the attitude
◦ Correspondence to behavior
◦ Accessibility
◦ Existence of social pressures
◦ Personal and direct experience of the attitude.
BehaviorPredictAttitudes
Moderating Variables
6. Predicting Behavior from
Attitudes
◦ Important attitudes have a strong relationship to
behavior.
◦ The closer the match between attitude and behavior,
the stronger the relationship:
◦ Specific attitudes predict specific behavior
◦ General attitudes predict general behavior
◦ The more frequently expressed an attitude, the better
predictor it is.
◦ High social pressures reduce the relationship and may
cause dissonance.
◦ Attitudes based on personal experience are stronger
predictors.
7. What are the Major Job
Attitudes?
Job Satisfaction
◦ A positive feeling about the job resulting from an
evaluation of its characteristics
Job Involvement
◦ Degree of psychological identification with the
job where perceived performance is important to
self-worth
Psychological Empowerment
◦ Belief in the degree of influence over the job,
competence, job meaningfulness, and autonomy
8. Another Major Job Attitude
Organizational Commitment
◦ Identifying with a particular organization and its goals, while wishing to
maintain membership in the organization.
◦ Three dimensions:
◦ Affective – emotional attachment to organization
◦ Continuance Commitment – economic value of staying
◦ Normative - moral or ethical obligations
◦ Has some relation to performance, especially for new employees.
◦ Less important now than in past – now perhaps more of occupational
commitment, loyalty to profession rather than a given employer.
9. And Yet More Major Job
Attitudes…
Perceived Organizational Support (POS)
◦ Degree to which employees believe the organization values their contribution
and cares about their well-being.
◦ Higher when rewards are fair, employees are involved in decision-making,
and supervisors are seen as supportive.
◦ High POS is related to higher OCBs and performance.
Employee Engagement
◦ The degree of involvement with, satisfaction with, and enthusiasm for the job.
◦ Engaged employees are passionate about their work and company.
10. Are These Job Attitudes Really
Distinct?
No: these attitudes are highly
related.
Variables may be redundant
(measuring the same thing under
a different name)
While there is some distinction,
there is also a lot of overlap.
Be patient, OB researchers are working on it!
11. Job Satisfaction
One of the primary job attitudes measured.
◦ Broad term involving a complex individual summation of a number of
discrete job elements.
How to measure?
◦ Single global rating (one question/one answer) - Best
◦ Summation score (many questions/one average) - OK
Are people satisfied in their jobs?
◦ In the U. S., yes, but the level appears to be dropping.
◦ Results depend on how job satisfaction is measured.
◦ Pay and promotion are the most problematic elements.
12. Causes of Job Satisfaction
Pay influences job satisfaction only to a point.
◦ After about $40,000 a year (in the U. S.), there is no relationship between
amount of pay and job satisfaction.
◦ Money may bring happiness, but not necessarily job satisfaction.
Personality can influence job satisfaction.
◦ Negative people are usually not satisfied with their jobs.
◦ Those with positive core self-evaluation are more satisfied with their jobs.
13. Employee Responses to
Dissatisfaction
Exit
• Behavior directed
toward leaving
the organization
Voice
• Active and
constructive
attempts to
improve
conditions
Neglect
• Allowing
conditions to
worsen
Loyalty
• Passively waiting
for conditions to
improve
Active
Passive
ConstructiveDestructive
14. Outcomes of Job SatisfactionJob Performance
◦ Satisfied workers are more productive AND more productive workers are
more satisfied!
◦ The causality may run both ways.
Organizational Citizenship Behaviors
◦ Satisfaction influences OCB through perceptions of fairness.
Customer Satisfaction
◦ Satisfied frontline employees increase customer satisfaction and loyalty.
Absenteeism
◦ Satisfied employees are moderately less likely to miss work.
15. More Outcomes of Job
Satisfaction
Turnover
◦ Satisfied employees are less likely to quit.
◦ Many moderating variables in this relationship.
◦ Economic environment and tenure
◦ Organizational actions taken to retain high performers and to weed out lower performers
Workplace Deviance
◦ Dissatisfied workers are more likely to unionize, abuse substances, steal, be
tardy, and withdraw.
Despite the overwhelming evidence of the impact of job satisfaction on
the bottom line, most managers are either unconcerned about or
overestimate worker satisfaction.
16. Global Implications
Is Job Satisfaction a U. S. Concept?
◦ No, but most of the research so far has been in the U. S.
Are Employees in Western Cultures More Satisfied With Their Jobs?
◦ Western workers appear to be more satisfied than those in Eastern cultures.
◦ Perhaps because Westerners emphasize positive emotions and individual
happiness more than do those in Eastern cultures.
17. Summary and Managerial
Implications
Managers should watch employee attitudes:
◦ They give warnings of potential problems
◦ They influence behavior
Managers should try to increase job satisfaction and generate positive job
attitudes
◦ Reduces costs by lowering turnover, absenteeism, tardiness, theft, and
increasing OCB
Focus on the intrinsic parts of the job: make work challenging and
interesting
◦ Pay is not enough