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The document discusses attitudes and their impact in organizations. It defines attitudes as positive or negative feelings towards objects, people, or events. Attitudes are made up of affective, cognitive, and behavioral components. They determine how people perceive their work environment, interact with others, and behave on the job. High-performance work attitudes include job satisfaction and organizational commitment. The document also examines types of attitudes like job involvement, organizational commitment, and job satisfaction in more detail.
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attitudes, values and job
This document discusses attitudes, values, and job satisfaction. It defines attitudes as positive or negative evaluations of people, objects, or events. Attitudes have three components - affective, behavioral, and cognitive. Values are beliefs about preferable modes of conduct or outcomes. Job satisfaction is positive feelings about one's job. It is measured through single questions or summing scores on job aspects. Satisfied employees perform better and are less likely to quit. The document also discusses cognitive dissonance theory and how people resolve conflicts between attitudes and behaviors.
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This document discusses organizational attitudes. It defines attitude and identifies its three main components: affective, behavioral, and cognitive. It explains how attitudes can influence behavior but are not always directly related. Causes of employee dissatisfaction and negative attitudes are then outlined. The document also discusses different types of attitudes employees can have, barriers to changing attitudes, and methods for measuring attitudes. Finally, it concludes that attitudes are influenced by both logical beliefs and emotional factors, and shape behavior.
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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.
Attitude and job satisfaction at work life
some points related to attitude and job satisfaction at work life. it will help you in job specially in IT sector.
Morale
Morale refers to the attitude and overall satisfaction of an individual or group regarding their work or environment. It reflects how willing they are to work towards common goals. Motivation is more individualistic and explains why people behave certain ways, while morale is broader and considers total interactions within a group. Factors like job security, satisfaction, culture and management style influence morale. Low morale symptoms include absenteeism, turnover and poor relationships, while high morale is indicated by commitment, citizenship and cooperation. To boost morale, managers should motivate through example, communicate clearly, enrich jobs, challenge employees, involve them, acknowledge contributions and show care.
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.
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.
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attitudes, values and job
This document discusses attitudes, values, and job satisfaction. It defines attitudes as positive or negative evaluations of people, objects, or events. Attitudes have three components - affective, behavioral, and cognitive. Values are beliefs about preferable modes of conduct or outcomes. Job satisfaction is positive feelings about one's job. It is measured through single questions or summing scores on job aspects. Satisfied employees perform better and are less likely to quit. The document also discusses cognitive dissonance theory and how people resolve conflicts between attitudes and behaviors.
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This document discusses organizational attitudes. It defines attitude and identifies its three main components: affective, behavioral, and cognitive. It explains how attitudes can influence behavior but are not always directly related. Causes of employee dissatisfaction and negative attitudes are then outlined. The document also discusses different types of attitudes employees can have, barriers to changing attitudes, and methods for measuring attitudes. Finally, it concludes that attitudes are influenced by both logical beliefs and emotional factors, and shape behavior.
_Work Attitude and Organizational Efficiency.pptx
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.
Attitude and job satisfaction at work life
some points related to attitude and job satisfaction at work life. it will help you in job specially in IT sector.
Morale
Morale refers to the attitude and overall satisfaction of an individual or group regarding their work or environment. It reflects how willing they are to work towards common goals. Motivation is more individualistic and explains why people behave certain ways, while morale is broader and considers total interactions within a group. Factors like job security, satisfaction, culture and management style influence morale. Low morale symptoms include absenteeism, turnover and poor relationships, while high morale is indicated by commitment, citizenship and cooperation. To boost morale, managers should motivate through example, communicate clearly, enrich jobs, challenge employees, involve them, acknowledge contributions and show care.
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.
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.
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This document discusses developing a positive work attitude. It defines attitude and different types of attitudes. It then defines work attitude and positive work attitude. It discusses developing a positive work attitude through having pride in your work balanced with skills and knowledge, having passion balanced with direction, and having belief balanced with taking action. Having a positive work attitude provides benefits such as less stress, happier coworkers, job security, setting boundaries, empowerment, and a sense of control. Maintaining a positive outlook can be challenging but thinking of your work as your own business can help.
ch3.ppt
The document discusses attitudes and job satisfaction. It defines attitudes as having affective, cognitive, and behavioral components. Cognitive dissonance occurs when attitudes are inconsistent. Recent research shows attitudes can predict behaviors when moderating variables like importance and experience are considered. Job satisfaction is influenced by enjoying one's work and personality factors more than pay alone. Dissatisfied employees may exhibit exit, voice, neglect, or loyalty behaviors. Higher job satisfaction is linked to greater productivity, lower absenteeism, less turnover, higher customer satisfaction, and less workplace deviance.
Individual Attitude & Job satisfaction
1) The document discusses individual attitude and job satisfaction, including defining values, attitudes, and the components and types of attitudes. It also discusses factors that determine job satisfaction and the effect of job satisfaction on performance.
2) Key factors that determine job satisfaction include work content, pay and promotion policies, working conditions, work groups, supervision, and personality-job fit. Higher job satisfaction is linked to lower absenteeism and turnover.
3) Job satisfaction can positively impact performance, but high satisfaction does not necessarily lead to high productivity on an individual level due to various environmental factors. Organizational commitment is also positively associated with job satisfaction.
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The document discusses various topics related to attitudes and job satisfaction. It defines different types of attitudes like job involvement, organizational commitment, and job satisfaction. It also discusses theories like cognitive dissonance and self-perception theory. Additionally, it covers measuring job satisfaction, causes of job satisfaction, the relationship between job satisfaction and employee performance, and the relationship between job satisfaction and customer satisfaction.
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Attitudes
Attitudes are positive, negative, or neutral views that one holds towards people, behaviors, or events, and they reflect one's feelings. Attitudes have three components - cognitive, affective, and behavioral - and they can be changed through direct experience, social learning from others, and resolving inconsistencies. Work-related attitudes that can impact employees include job satisfaction, organizational commitment, loyalty, attitudes towards leadership and the work environment.
Employee engagement
The document discusses employee engagement, including its definition, importance, and ways to measure and improve it. Specifically:
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- 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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This document discusses a scenario where Ramesh, an employee of a sales team, missed calls from a potentially profitable client named Disha while he was on approved personal leave. When Ramesh called Disha back, she was annoyed that he missed her calls and felt he was not sincere in his work. As a result, Disha took her business to a competing firm. The document asks what actions, if any, Bhavin, the team leader, should take against Ramesh and discusses the concepts of organizational behavior, values, attitudes, job satisfaction, and cognitive dissonance in relation to the scenario.
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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.
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3) Modern theories including Deci and Ryan's self-determination theory, Locke's goal-setting theory, Bandura's self-efficacy theory, Vroom's expectancy theory, and Skinner's reinforcement theory.
The document then provides examples of employee
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2) There are simple ways to motivate employees like asking, telling, giving incentives, and showing them. However, myths exist like reducing work time or high wages automatically motivating employees.
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The document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that reflect how one feels about something. There are three main components of attitudes: cognitive, affective, and behavioral. It also discusses the major job attitudes of job satisfaction, job involvement, organizational commitment, and perceived organizational support. Finally, it discusses the importance of attitudes for workplace diversity and how attitude surveys are used to measure employee attitudes.
ch3.ppt
1. The document discusses attitudes and job satisfaction. It defines attitudes as having three main components - affective, cognitive, and behavioral.
2. It also discusses cognitive dissonance as an incompatibility between attitudes or between behavior and attitudes. Individuals seek to reduce this dissonance.
3. Several moderating variables influence the relationship between attitudes (A) and behaviors (B), including importance of the attitude and social pressures. Attitudes can also be used after an action to make sense of it.
4. The major job attitudes are identified as job involvement, organizational commitment, job satisfaction, employee engagement, and perceived organizational support. These are related to each other.
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Attitudes are positive, negative, or neutral views that one holds towards people, behaviors, or events, and they reflect one's feelings. Attitudes have three components - cognitive, affective, and behavioral - and they can be changed through direct experience, social learning from others, and resolving inconsistencies. Work-related attitudes that can impact employees include job satisfaction, organizational commitment, loyalty, attitudes towards leadership and the work environment.
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The document discusses employee engagement, including its definition, importance, and ways to measure and improve it. Specifically:
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- 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.
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The document discusses personality and attitudes. It describes five major perspectives on personality - psychodynamic, trait, humanistic, social-cognitive, and heredity. It also discusses the Myers-Briggs Type Indicator personality dimensions of extraversion vs introversion, sensing vs intuition, thinking vs feeling, and judging vs perceiving. The Big Five personality model dimensions of extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience are also covered. The document then defines attitudes and their components before discussing sources of attitudes and major job attitudes like job satisfaction, involvement, and organizational commitment. It concludes with details about Chanda Kochhar, the current CEO of ICICI Bank.
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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.
2 Values & Attitude of employees in organization
The correct answer is E. The organizing framework for understanding and applying OB is based on all of these factors - a systems approach, using person and environmental factors as inputs, processes at the individual, group/team and organizational levels, and outcomes organized at the individual, group/team and organizational levels.
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1) Content theories which focus on individual needs and goals, and process theories which examine how motivation occurs. Theories studied include Maslow, Herzberg, and Vroom.
2) Traditional theories such as Maslow's hierarchy of needs, Alderfer's ERG theory, Herzberg's two-factor theory, and McClelland's acquired-needs theory.
3) Modern theories including Deci and Ryan's self-determination theory, Locke's goal-setting theory, Bandura's self-efficacy theory, Vroom's expectancy theory, and Skinner's reinforcement theory.
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Attitude & Job Satisfaction
The document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that reflect how one feels about something. There are three main components of attitudes: cognitive, affective, and behavioral. It also discusses the major job attitudes of job satisfaction, job involvement, organizational commitment, and perceived organizational support. Finally, it discusses the importance of attitudes for workplace diversity and how attitude surveys are used to measure employee attitudes.
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1. The document discusses attitudes and job satisfaction. It defines attitudes as having three main components - affective, cognitive, and behavioral.
2. It also discusses cognitive dissonance as an incompatibility between attitudes or between behavior and attitudes. Individuals seek to reduce this dissonance.
3. Several moderating variables influence the relationship between attitudes (A) and behaviors (B), including importance of the attitude and social pressures. Attitudes can also be used after an action to make sense of it.
4. The major job attitudes are identified as job involvement, organizational commitment, job satisfaction, employee engagement, and perceived organizational support. These are related to each other.
motivation model
This document discusses different theories of motivation. It begins by defining motivation as the set of forces that cause certain behaviors and explains that managers aim to maximize desired behaviors. It then discusses determinants of individual performance including motivation, ability, and work environment.
The document goes on to explain content and process perspectives on motivation. Content perspectives examine what workplace factors motivate people, discussing theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Process perspectives focus on how people choose behaviors to satisfy needs and evaluate satisfaction, covering expectancy theory, equity theory, and goal-setting theory.
The document delves into Vroom's expectancy theory, explaining that motivation depends on desire and likelihood of outcomes. It outlines
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attiutude.ppt
- 2. Dynamics of Behavior in Organizations •Attitudes •Personality •Perception •Learning •Stress management Prof. Hansdeep Kaur
- 3. “It express an individual’s positive and negative feeling about some objects. It descries an individual’s feelings, thoughts and position to act toward some object in the environment.” Attitudes determines how people Perceive the work environment Interact with others Behave on the job ATTITUDE Prof. Hansdeep Kaur
- 4. • Attitude is not neutral • Attitudes are stable & evolving • Attitude can be inferred from behaviour or statements • Behaviour can be inferred from attitude but the relationship is not always reliable. Prof. Hansdeep Kaur
- 5. Components of an Attitude Prof. Hansdeep Kaur
- 6. Attitudes Attitudes Evaluative statements or judgments concerning objects, people, or events. Affective Component The emotional or feeling segment of an attitude. (how you feel ) Cognitive component The opinion or belief segment of an attitude.(what you think) Behavioral Component An intention to behave in a certain way toward someone or something. (how you act or react) Prof. Hansdeep Kaur
- 7. High-Performance Work Attitudes Two attitudes that might relate to high performance Job Satisfaction Organizational Commitment Managers of today’s knowledge workers often rely on job satisfaction to keep motivation and enthusiasm for the organization high Prof. Hansdeep Kaur
- 8. Types of Attitudes Job Satisfaction Job Involvement Attitude OB Organizational commitments Prof. Hansdeep Kaur
- 9. Types of Attitudes Job Involvement Identifying with the job, actively participating in it, and considering performance important to self-worth. Organizational Commitment Identifying with a particular organization and its goals, and wishing to maintain membership in the organization. Job Satisfaction A collection of positive and/or negative feelings that an individual holds toward his or her job. Prof. Hansdeep Kaur
- 10. Types of Attitudes Employee Engagement An individual’s involvement with, satisfaction with, and enthusiasm for the organization. Perceived Organizational Support (POS) Degree to which employees feel the organization cares about their well-being. Prof. Hansdeep Kaur
- 11. Job Satisfaction • Measuring Job Satisfaction – Single global rating – Summation score • How Satisfied Are People in Their Jobs? Prof. Hansdeep Kaur
- 12. How Employees Can Express 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. Prof. Hansdeep Kaur
- 13. Responses to Job Dissatisfaction Prof. Hansdeep Kaur
- 14. The Effect of Job Satisfaction on Employee Performance Satisfaction and Productivity – Satisfied workers are necessarily more productive. – Worker productivity is higher in organizations with more satisfied workers. Satisfaction and Absenteeism – Satisfied employees have fewer avoidable absences. Satisfaction and Turnover – Satisfied employees are less likely to quit. – Organizations take actions to retain high performers and to weed out lower performers. Prof. Hansdeep Kaur
- 15. Job Satisfaction and OCB Satisfaction and 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. Prof. Hansdeep Kaur
- 16. Job Satisfaction And Customer Satisfaction 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. – They are experienced. Dissatisfied customers increase employee job dissatisfaction. Prof. Hansdeep Kaur
- 17. Do attitudes predict behavior? Prof. Hansdeep Kaur
- 18. Conflicts Among Attitudes • Cognitive Dissonance = condition in which two attitudes or a behavior and an attitude conflict – Leon Festinger – 1950s – People want to behave in accordance with their attitudes – Usually will take corrective action Prof. Hansdeep Kaur