The document discusses job satisfaction and attitudes in the workplace. It finds that job satisfaction among US employees has been trending upward since 2005, with factors like job security, skill utilization, relationships with bosses, and financial stability most affecting satisfaction. Attitudes are evaluations with cognitive, affective, and behavioral components. Work attitudes like job satisfaction, organizational commitment, and perceived organizational support are predictors of important outcomes. Leaders can foster positive attitudes by creating a sense of meaning and empowerment for employees' work.
This document discusses personality and person-environment fit in organizations. It defines personality as regular patterns of thoughts, feelings, and behaviors that characterize an individual. Understanding personality is important because it is linked to social behaviors at work and how individuals interact with coworkers. The document examines several theories and models of personality, including the Myers-Briggs Type Indicator, Big Five personality traits, and core self-evaluations. It also discusses the concept of person-environment fit and how fit between a person's personality and their job or organization can impact satisfaction and performance.
This document discusses emotions and moods in the workplace. It defines affect as the range of feelings employees experience, including emotions and moods. Emotions are triggered by specific events and brief, while moods are more general and last longer. Affective events theory examines how work environments and events trigger emotional reactions. The document also discusses emotional labor, intelligence, contagion, and neuroscience as they relate to emotions and moods at work.
The document discusses various topics related to perception, decision-making, and problem-solving. It describes factors that can influence perception like primacy effect, recency effect, and availability bias. It also discusses models of decision-making like rational decision-making and prospect theory. Prospect theory notes that people are averse to losses and will take risks to avoid losses. Intuition and various decision traps that can negatively impact decision-making are also examined. The document concludes with sections on creative problem-solving and how leaders can support creativity in their employees.
The document discusses various theories and approaches to leadership. It defines leadership as influencing others to achieve shared objectives. Leadership is distinguished from management in that leaders inspire vision while managers focus on problem-solving and operations. Trait approaches view leadership as innate qualities while behavior approaches emphasize specific leader actions. Path-goal theory focuses on how leaders motivate followers by clarifying paths to goals. Leader-member exchange theory examines the quality of relationships between leaders and followers and how in-groups and out-groups form. Trust is also discussed as important in leadership, developing over time through interactions and shared goals.
This document discusses organizational behavior and related concepts. It begins by noting a Gallup study finding that most workers are unhappy with their jobs primarily due to their bosses. It then defines organizational behavior as the study of individual and group behaviors in workplace settings. It also discusses key concepts like the Hawthorne effect, evidence-based management, critical thinking, the scientific method, outcome variables, levels of analysis, and McGregor's Theory X and Theory Y approaches to leadership and human motivation.
The document discusses various theories of motivation including: grit, needs theories (Maslow, McClelland), equity theory, expectancy theory, and the Pygmalion effect. It explains that motivation involves direction, intensity and persistence of effort. Key factors that motivate include goals, job design, fairness, expectations and leadership. Motivation to lead others is influenced by affective identity, social norms and non-calculative reasons.
The document discusses power and politics in organizations. It defines power as the ability to influence others and outlines different bases of power including position power (coercive, reward, legitimate) and personal power (expert, referent). It also discusses organizational sources of power related to supply lines, information lines, and support lines. The document notes that effective political skill is important for influence tactics and outlines guidelines for managing with power such as understanding different viewpoints and where power comes from in an organization.
The document discusses managing conflict and negotiation in organizations. It covers causes and types of conflict, conflict resolution styles, the relationship between conflict and performance, and negotiating across cultures. Conflict is defined as occurring when one party perceives another has negatively affected something they care about. While unproductive conflict harms performance and relationships, productive conflict that aligns with organizational goals can improve performance. Different conflict resolution styles like integrating, obliging, dominating, avoiding, and compromising are appropriate in different conflict situations. Moderate levels of task conflict can improve team performance while relationship conflict hurts satisfaction.
This document discusses personality and person-environment fit in organizations. It defines personality as regular patterns of thoughts, feelings, and behaviors that characterize an individual. Understanding personality is important because it is linked to social behaviors at work and how individuals interact with coworkers. The document examines several theories and models of personality, including the Myers-Briggs Type Indicator, Big Five personality traits, and core self-evaluations. It also discusses the concept of person-environment fit and how fit between a person's personality and their job or organization can impact satisfaction and performance.
This document discusses emotions and moods in the workplace. It defines affect as the range of feelings employees experience, including emotions and moods. Emotions are triggered by specific events and brief, while moods are more general and last longer. Affective events theory examines how work environments and events trigger emotional reactions. The document also discusses emotional labor, intelligence, contagion, and neuroscience as they relate to emotions and moods at work.
The document discusses various topics related to perception, decision-making, and problem-solving. It describes factors that can influence perception like primacy effect, recency effect, and availability bias. It also discusses models of decision-making like rational decision-making and prospect theory. Prospect theory notes that people are averse to losses and will take risks to avoid losses. Intuition and various decision traps that can negatively impact decision-making are also examined. The document concludes with sections on creative problem-solving and how leaders can support creativity in their employees.
The document discusses various theories and approaches to leadership. It defines leadership as influencing others to achieve shared objectives. Leadership is distinguished from management in that leaders inspire vision while managers focus on problem-solving and operations. Trait approaches view leadership as innate qualities while behavior approaches emphasize specific leader actions. Path-goal theory focuses on how leaders motivate followers by clarifying paths to goals. Leader-member exchange theory examines the quality of relationships between leaders and followers and how in-groups and out-groups form. Trust is also discussed as important in leadership, developing over time through interactions and shared goals.
This document discusses organizational behavior and related concepts. It begins by noting a Gallup study finding that most workers are unhappy with their jobs primarily due to their bosses. It then defines organizational behavior as the study of individual and group behaviors in workplace settings. It also discusses key concepts like the Hawthorne effect, evidence-based management, critical thinking, the scientific method, outcome variables, levels of analysis, and McGregor's Theory X and Theory Y approaches to leadership and human motivation.
The document discusses various theories of motivation including: grit, needs theories (Maslow, McClelland), equity theory, expectancy theory, and the Pygmalion effect. It explains that motivation involves direction, intensity and persistence of effort. Key factors that motivate include goals, job design, fairness, expectations and leadership. Motivation to lead others is influenced by affective identity, social norms and non-calculative reasons.
The document discusses power and politics in organizations. It defines power as the ability to influence others and outlines different bases of power including position power (coercive, reward, legitimate) and personal power (expert, referent). It also discusses organizational sources of power related to supply lines, information lines, and support lines. The document notes that effective political skill is important for influence tactics and outlines guidelines for managing with power such as understanding different viewpoints and where power comes from in an organization.
The document discusses managing conflict and negotiation in organizations. It covers causes and types of conflict, conflict resolution styles, the relationship between conflict and performance, and negotiating across cultures. Conflict is defined as occurring when one party perceives another has negatively affected something they care about. While unproductive conflict harms performance and relationships, productive conflict that aligns with organizational goals can improve performance. Different conflict resolution styles like integrating, obliging, dominating, avoiding, and compromising are appropriate in different conflict situations. Moderate levels of task conflict can improve team performance while relationship conflict hurts satisfaction.
This chapter discusses attitudes and job satisfaction in organizations. It finds that job satisfaction has been declining since 2009, with key factors being job security, ability to use skills, relationships with bosses, and financial stability. Job satisfaction is highest when income allows for a comfortable life. Positive attitudes towards oneself (core self-evaluation) relates to better job performance and search success. Commitment and involvement in work relates to lower turnover and better citizenship and performance. Engagement requires full investment in one's role and improves productivity.
This document discusses stress in the context of organizational change. It defines stress and identifies its sources, including role ambiguity, role conflict, role overload, and work-family conflict. Stress can result from challenge or hindrance and impact individuals physically, psychologically, and behaviorally. It also impacts organizations by reducing productivity and increasing costs. The document explores ways to cope with stress, such as problem-focused and emotion-focused approaches, social support, preventative management, and work redesign. Leadership plays an important role in helping employees cope by showing support and reducing suffering.
This chapter discusses individual differences that impact workplace behavior, including personality, psychological capital, emotions, diversity, and generations. It describes several personality theories and assessments, such as the Myers-Briggs Type Indicator and the Big Five model. It also covers how traits like psychological capital and emotional intelligence can influence performance. Additionally, it discusses the effects of emotions, moods, and affect in the workplace. The chapter then addresses diversity and generational differences, providing an overview of concepts like surface-level versus deep-level diversity and the characteristics of generations currently in the workforce.
This chapter discusses theories of motivation and rewards in organizational behavior. It covers reinforcement theory, which holds that behaviors leading to positive outcomes will be repeated. Social learning theory extends this to include observational learning. Intrinsic motivation comes from the task itself, while extrinsic motivation involves external rewards. Performance management aims to discuss employee performance and results but often suffers from biases and negative perceptions. Proper motivation involves rewarding both results and positive behaviors to reduce unethical actions and achieve desired outcomes.
This document summarizes key concepts around perception from Chapter 5. It discusses what perception is, perceptual errors like primacy and recency effects, and how expectations can influence performance. Leaders must understand that each person's perception is their reality and can change over time. The chapter also covers attribution theory and biases, as well as impression management and how potential employers perceive candidates.
The document discusses organizational culture and defines it as shared assumptions that are developed by a group to cope with problems, taught to new members as the correct way to think and feel. It describes three levels of culture - artifacts, values, and assumptions. It also discusses organizational subcultures, socialization processes, and organizational climates. Leaders can influence culture through recruitment, socialization, rewards, and managing cultural elements like stories, rituals, and symbols.
This document provides an overview of leadership concepts including:
- The differences between managers and leaders, with leaders focusing on developing new approaches and inspiring followers while managers focus on controlling operations efficiently.
- Transformational leadership behaviors that mobilize extra effort through emphasizing change, articulating a new vision, and the "four I's": idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.
- Leader-member exchange theory which examines the quality of relationships leaders develop with individual followers and how they develop "in-groups" who receive more benefits.
- The importance of trust for effective groups, productivity, and risk-taking. Trust develops over time through interactions and is important to repair
The document discusses leading organizational change and discusses several models for managing change including Lewin's 3-step model of change (unfreezing, changing, and refreezing) and Kotter's 8-step model for change. It also discusses forces that drive organizational change, types of planned changes, organizational development approaches to change, and how to create learning organizations that facilitate change.
The document discusses individual decision making in organizations. It covers rational decision making models and their limitations. Prospect theory and heuristics that influence decision making are described. Biases like hindsight bias, overconfidence, and escalation of commitment are also examined. The chapter concludes with sections on ethical decision making and supporting creativity in decision making.
Organizational behavior is the study of how individuals and groups act within organizations. It is an interdisciplinary field that draws from psychology, sociology, communication, and anthropology. A key part of organizational behavior is evidence-based management, which uses scientific evidence, organizational data, experiences, and stakeholder values to make management decisions. Critical thinking is also important, which involves examining beliefs using evidence and reasoning. Leaders can apply organizational behavior concepts like evidence-based management and critical thinking to improve employee performance and leadership skills.
The document discusses teams and group processes. It defines key terms like work groups, work teams, and team effectiveness. It describes the stages of team development including forming, storming, norming, performing, and adjourning. It also discusses factors that contribute to team effectiveness like cohesion, norms, and mental models. Challenges to teams like groupthink and social loafing are examined. Different team decision making techniques such as brainstorming and consensus are also outlined.
The document discusses organizational communication. It covers topics like the communication process, barriers to effective communication like noise, leadership communication, electronic communication, communicating across cultures, and nonverbal communication. It provides details on communication networks and flows within organizations. Factors that can influence cross-cultural communication are also examined, as well as the implications of communication for organizational leadership.
This document discusses and compares authentic leadership and relational leadership. Authentic leadership emphasizes transparency, genuineness and honesty to build authentic relationships and inspire trust and motivation. Relational leadership focuses on developing positive relationships within an organization to achieve goals or changes through people working together. Both leadership styles promote teamwork and goal orientation. The document also provides scenarios applying authentic leadership and relational leadership in a high school counseling setting.
The document discusses various theories of motivation in organizational behavior, including:
1. Maslow's hierarchy of needs and Herzberg's two-factor theory, which propose that different factors lead to satisfaction or dissatisfaction at work.
2. Goal setting theory and job characteristics theory, which suggest that motivating employees involves designing meaningful work and setting specific, measurable goals.
3. Equity theory and organizational justice, which emphasize the importance of fair treatment and balanced outcomes for maintaining employee motivation.
4. Expectancy theory, which proposes that employees are motivated when they believe effort will lead to good performance and rewards.
Leadership will always be important to organizations. Leadership is the process of influencing others to achieve organizational goals and objectives. It involves developing a vision and ideas, living by supporting values, and influencing others to embrace these through changing their mindsets rather than command and control. Effective leadership requires understanding followers' values, personalities, perceptions and attitudes as individuals act differently. Leaders are ordinary people with extraordinary vision who create a vision, share it with others, listen to feedback, and involve followers in working towards shared goals. While managers and leaders both direct work, managers focus more on planning, organizing and controlling, whereas leaders energize and motivate followers through developing ideas and building trust. Leading relies more on ideas and inspiring people compared to managing
This document discusses various leadership theories and concepts. It defines leadership as influencing others beyond expectations and describes effective leaders as those who influence, guide, and build goal-oriented teams. The document then summarizes theories such as Path-Goal theory, which states that leaders clarify paths and rewards to motivate followers, and Fiedler's contingency theory, which matches leadership styles to situational factors. Finally, it outlines four leadership behaviors in Path-Goal theory: directive, supportive, participative, and achievement-oriented.
The document discusses cross-cultural differences and adjustments in organizations. It covers topics like culture, cultural intelligence, cultural adjustment, culture shock, and developing cultural agility. Culture is described as shared behaviors, values, and beliefs that are learned and passed down within a society. The document also discusses cultural frameworks like Hofstede's cultural dimensions and the Globe study of leadership. Developing cultural intelligence and the ability to adjust to different cultures is key for global leaders and organizations.
The document discusses creating a helping organization to address employees' needs. It proposes five layers of help: (1) Community help through social networks and teams; (2) Barefoot help through managers' coaching; (3) Qualified help from trained leaders; (4) Professional executive coaching; and (5) Referral help through employee assistance programs. Each layer addresses needs from informal to complex, building a culture where employees feel supported in their work and personal lives to achieve their full potential.
An organization that provides multiple layers of help to employees. The five layers include:
1. Community help from coworkers and managers to feel supported.
2. Barefoot help is basic coaching from all managers.
3. Qualified help provides formal training to leaders to develop others.
4. Professional coaching helps executives improve performance and satisfaction.
5. Referral help through employee assistance programs addresses personal issues.
Together these layers aim to help employees with life challenges, maximize their potential, and create a culture of support.
The document discusses five main methods of social work: casework, group work, community organizing, research, and administration. It describes the administrator's role in each method and the key competencies required of an administrator, including knowledge, attitudes, and abilities. Effective administrators demonstrate skills in planning, organizing, decision-making, communication, and motivating staff while respecting individuals and valuing democratic participation.
This document discusses organizational change and stress management. It covers the different types of organizational change, including planned and unplanned change. It also addresses the forces driving organizational change. Models for leading change, like Lewin's three-step model and Kotter's eight-step model, are presented. The document also defines what stress is in the context of organizations. It discusses sources of work-related stress and different types of stress. Methods for coping with stress, like problem-focused and emotion-focused coping, are covered. The importance of social support is also addressed. The document concludes with a discussion of preventative stress management techniques in organizations.
This document discusses theories of motivation and reinforcement including reinforcement theory, social learning theory, intrinsic and extrinsic motivation, and performance management. Reinforcement theory proposes that behaviors followed by positive outcomes will be repeated, while behaviors followed by negative outcomes will diminish. Social learning theory extends this by explaining how people can learn behaviors by observing others. The document also discusses the relationship between intrinsic and extrinsic motivation, problems with performance reviews, feedback seeking, and leadership implications for motivating employees with rewards.
This chapter discusses attitudes and job satisfaction in organizations. It finds that job satisfaction has been declining since 2009, with key factors being job security, ability to use skills, relationships with bosses, and financial stability. Job satisfaction is highest when income allows for a comfortable life. Positive attitudes towards oneself (core self-evaluation) relates to better job performance and search success. Commitment and involvement in work relates to lower turnover and better citizenship and performance. Engagement requires full investment in one's role and improves productivity.
This document discusses stress in the context of organizational change. It defines stress and identifies its sources, including role ambiguity, role conflict, role overload, and work-family conflict. Stress can result from challenge or hindrance and impact individuals physically, psychologically, and behaviorally. It also impacts organizations by reducing productivity and increasing costs. The document explores ways to cope with stress, such as problem-focused and emotion-focused approaches, social support, preventative management, and work redesign. Leadership plays an important role in helping employees cope by showing support and reducing suffering.
This chapter discusses individual differences that impact workplace behavior, including personality, psychological capital, emotions, diversity, and generations. It describes several personality theories and assessments, such as the Myers-Briggs Type Indicator and the Big Five model. It also covers how traits like psychological capital and emotional intelligence can influence performance. Additionally, it discusses the effects of emotions, moods, and affect in the workplace. The chapter then addresses diversity and generational differences, providing an overview of concepts like surface-level versus deep-level diversity and the characteristics of generations currently in the workforce.
This chapter discusses theories of motivation and rewards in organizational behavior. It covers reinforcement theory, which holds that behaviors leading to positive outcomes will be repeated. Social learning theory extends this to include observational learning. Intrinsic motivation comes from the task itself, while extrinsic motivation involves external rewards. Performance management aims to discuss employee performance and results but often suffers from biases and negative perceptions. Proper motivation involves rewarding both results and positive behaviors to reduce unethical actions and achieve desired outcomes.
This document summarizes key concepts around perception from Chapter 5. It discusses what perception is, perceptual errors like primacy and recency effects, and how expectations can influence performance. Leaders must understand that each person's perception is their reality and can change over time. The chapter also covers attribution theory and biases, as well as impression management and how potential employers perceive candidates.
The document discusses organizational culture and defines it as shared assumptions that are developed by a group to cope with problems, taught to new members as the correct way to think and feel. It describes three levels of culture - artifacts, values, and assumptions. It also discusses organizational subcultures, socialization processes, and organizational climates. Leaders can influence culture through recruitment, socialization, rewards, and managing cultural elements like stories, rituals, and symbols.
This document provides an overview of leadership concepts including:
- The differences between managers and leaders, with leaders focusing on developing new approaches and inspiring followers while managers focus on controlling operations efficiently.
- Transformational leadership behaviors that mobilize extra effort through emphasizing change, articulating a new vision, and the "four I's": idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.
- Leader-member exchange theory which examines the quality of relationships leaders develop with individual followers and how they develop "in-groups" who receive more benefits.
- The importance of trust for effective groups, productivity, and risk-taking. Trust develops over time through interactions and is important to repair
The document discusses leading organizational change and discusses several models for managing change including Lewin's 3-step model of change (unfreezing, changing, and refreezing) and Kotter's 8-step model for change. It also discusses forces that drive organizational change, types of planned changes, organizational development approaches to change, and how to create learning organizations that facilitate change.
The document discusses individual decision making in organizations. It covers rational decision making models and their limitations. Prospect theory and heuristics that influence decision making are described. Biases like hindsight bias, overconfidence, and escalation of commitment are also examined. The chapter concludes with sections on ethical decision making and supporting creativity in decision making.
Organizational behavior is the study of how individuals and groups act within organizations. It is an interdisciplinary field that draws from psychology, sociology, communication, and anthropology. A key part of organizational behavior is evidence-based management, which uses scientific evidence, organizational data, experiences, and stakeholder values to make management decisions. Critical thinking is also important, which involves examining beliefs using evidence and reasoning. Leaders can apply organizational behavior concepts like evidence-based management and critical thinking to improve employee performance and leadership skills.
The document discusses teams and group processes. It defines key terms like work groups, work teams, and team effectiveness. It describes the stages of team development including forming, storming, norming, performing, and adjourning. It also discusses factors that contribute to team effectiveness like cohesion, norms, and mental models. Challenges to teams like groupthink and social loafing are examined. Different team decision making techniques such as brainstorming and consensus are also outlined.
The document discusses organizational communication. It covers topics like the communication process, barriers to effective communication like noise, leadership communication, electronic communication, communicating across cultures, and nonverbal communication. It provides details on communication networks and flows within organizations. Factors that can influence cross-cultural communication are also examined, as well as the implications of communication for organizational leadership.
This document discusses and compares authentic leadership and relational leadership. Authentic leadership emphasizes transparency, genuineness and honesty to build authentic relationships and inspire trust and motivation. Relational leadership focuses on developing positive relationships within an organization to achieve goals or changes through people working together. Both leadership styles promote teamwork and goal orientation. The document also provides scenarios applying authentic leadership and relational leadership in a high school counseling setting.
The document discusses various theories of motivation in organizational behavior, including:
1. Maslow's hierarchy of needs and Herzberg's two-factor theory, which propose that different factors lead to satisfaction or dissatisfaction at work.
2. Goal setting theory and job characteristics theory, which suggest that motivating employees involves designing meaningful work and setting specific, measurable goals.
3. Equity theory and organizational justice, which emphasize the importance of fair treatment and balanced outcomes for maintaining employee motivation.
4. Expectancy theory, which proposes that employees are motivated when they believe effort will lead to good performance and rewards.
Leadership will always be important to organizations. Leadership is the process of influencing others to achieve organizational goals and objectives. It involves developing a vision and ideas, living by supporting values, and influencing others to embrace these through changing their mindsets rather than command and control. Effective leadership requires understanding followers' values, personalities, perceptions and attitudes as individuals act differently. Leaders are ordinary people with extraordinary vision who create a vision, share it with others, listen to feedback, and involve followers in working towards shared goals. While managers and leaders both direct work, managers focus more on planning, organizing and controlling, whereas leaders energize and motivate followers through developing ideas and building trust. Leading relies more on ideas and inspiring people compared to managing
This document discusses various leadership theories and concepts. It defines leadership as influencing others beyond expectations and describes effective leaders as those who influence, guide, and build goal-oriented teams. The document then summarizes theories such as Path-Goal theory, which states that leaders clarify paths and rewards to motivate followers, and Fiedler's contingency theory, which matches leadership styles to situational factors. Finally, it outlines four leadership behaviors in Path-Goal theory: directive, supportive, participative, and achievement-oriented.
The document discusses cross-cultural differences and adjustments in organizations. It covers topics like culture, cultural intelligence, cultural adjustment, culture shock, and developing cultural agility. Culture is described as shared behaviors, values, and beliefs that are learned and passed down within a society. The document also discusses cultural frameworks like Hofstede's cultural dimensions and the Globe study of leadership. Developing cultural intelligence and the ability to adjust to different cultures is key for global leaders and organizations.
The document discusses creating a helping organization to address employees' needs. It proposes five layers of help: (1) Community help through social networks and teams; (2) Barefoot help through managers' coaching; (3) Qualified help from trained leaders; (4) Professional executive coaching; and (5) Referral help through employee assistance programs. Each layer addresses needs from informal to complex, building a culture where employees feel supported in their work and personal lives to achieve their full potential.
An organization that provides multiple layers of help to employees. The five layers include:
1. Community help from coworkers and managers to feel supported.
2. Barefoot help is basic coaching from all managers.
3. Qualified help provides formal training to leaders to develop others.
4. Professional coaching helps executives improve performance and satisfaction.
5. Referral help through employee assistance programs addresses personal issues.
Together these layers aim to help employees with life challenges, maximize their potential, and create a culture of support.
The document discusses five main methods of social work: casework, group work, community organizing, research, and administration. It describes the administrator's role in each method and the key competencies required of an administrator, including knowledge, attitudes, and abilities. Effective administrators demonstrate skills in planning, organizing, decision-making, communication, and motivating staff while respecting individuals and valuing democratic participation.
This document discusses organizational change and stress management. It covers the different types of organizational change, including planned and unplanned change. It also addresses the forces driving organizational change. Models for leading change, like Lewin's three-step model and Kotter's eight-step model, are presented. The document also defines what stress is in the context of organizations. It discusses sources of work-related stress and different types of stress. Methods for coping with stress, like problem-focused and emotion-focused coping, are covered. The importance of social support is also addressed. The document concludes with a discussion of preventative stress management techniques in organizations.
This document discusses theories of motivation and reinforcement including reinforcement theory, social learning theory, intrinsic and extrinsic motivation, and performance management. Reinforcement theory proposes that behaviors followed by positive outcomes will be repeated, while behaviors followed by negative outcomes will diminish. Social learning theory extends this by explaining how people can learn behaviors by observing others. The document also discusses the relationship between intrinsic and extrinsic motivation, problems with performance reviews, feedback seeking, and leadership implications for motivating employees with rewards.
This document analyzes the influence of leadership style, organizational behavior, conflict, and work ethic on the performance of civil servant employees in Medan, Indonesia. Data was collected through questionnaires from 180 employees and analyzed using structural equation modeling. The results found that leadership style had a significant effect on organizational behavior and work performance. Organizational behavior directly impacted work performance. Work conflicts and work ethic also had significant direct impacts on work performance. However, leadership style and work conflicts had insignificant direct effects on employee performance, while organizational behavior and work ethic had significant direct impacts. Additionally, work performance had an insignificant effect on employee performance.
International Journal of Business and Management Invention (IJBMI) inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
1) The study analyzed the influence of organizational culture on employee task performance at PT Bank Pembangunan Daerah Bali in Renon Branch, with work discipline as a mediating variable.
2) The results showed that organizational culture had a positive and significant direct effect on task performance and an indirect effect through work discipline.
3) Work discipline was found to partially mediate the relationship between organizational culture and task performance.
Organizational Commitment Mediate: Servant Leadership and Organizational Just...AJHSSR Journal
ABSTRACT: The purpose of this study was to analyse the effect of Servant Leadership and Organizational
Justice on Organizational Citizenship Behavior Mediated by Organizational Commitment in Desa Pramana
Swan Villa employees. The population in this study were all 70 employees of Desa Pramana Swan Villa. The
sample of this study amounted to 70 respondents. The method of determining the sample using saturated
samples. This research uses descriptive analysis techniques. Data were analysed with SEM (Structural Equation
Modelling) with the Partial Least Square (PLS) approach. The results showed that Servant Leadership and
Organizational Justice had a positive and significant effect on Organizational Citizenship Behaviour. Servant
Leadership and Organizational Justice have a positive and significant effect on Organizational Commitment.
Organizational Commitment has a positive and significant effect on Organizational Citizenship Behaviour.
Organizational Commitment partially mediates the effect of Servant Leadership and Organizational Justice on
Organizational Citizenship Behavior. The findings in this study provide implications that to increase employee
Organizational Citizenship Behaviour, companies need to pay attention to or create a conducive work
atmosphere supported by the psychological and social environment of an employee. Companies are also
expected to increase Organizational Commitment by paying attention to employee loyalty values to foster a
sense of pride and maintain their membership in the company.
KEYWORDS:Servant Leadership, Organizational Justice, Organizational Commitment, Organizational
Citizenship Behaviour
This document summarizes a research study that examined the influence of organizational culture, work environment, and organizational commitment on organizational citizenship behavior and employee performance. The study used a quantitative descriptive approach with 60 respondents. Structural equation modeling was used to analyze the data. The results showed that organizational culture, work environment, and organizational commitment had a significant positive effect on organizational citizenship behavior and employee performance. Organizational citizenship behavior also had a significant positive effect on employee performance. In conclusion, factors like organizational culture, work environment, and commitment can impact employee behaviors and performance levels in organizations.
The Effect of Leadership Style, Organizational Climate, Work Motivation and O...AJHSSR Journal
ABSTRACT : This study aims to see the effect of (1)Leadership Style on the performance of the Sungai Penuh
City Inspectorate employees. (2)Organizational climate on the performance of the City Inspectorate of Sungai
Penuh employees.(3)Motivation on the performance of the Sungai Penuh City Inspectorate employees.
(4)Organizational Culture on the performance of the Kota Sungai Penuh Inspectorate employees
(5)Organizational climate leadership style, work motivation and organizational culture have a joint effect on the
performance of the Sungai Penuh City Inspectorate employees. The population in this study is allRiver City
Inspectorate employees as many as 45 people. And the technique of determining the number of samples taken as
respondents with this technique in sampling uses the total sampling technique (whole sample). Total sampling is
a sampling technique where the number of samples is the same as the population (Sugiyono, 2017). The reason
for taking total sampling is because according to (Sugiyono, 2017) the total population of which is less than 100
the entire population is used as a research sample. The results of this study show that (1)Leadership styleprovide
a positive influence on the performance of the employees of the Sungai Penuh City Inspectorate.
(2)Organizational climateprovide a positive influence on the performance of the employees of the Sungai Penuh
City Inspectorate. (3)Work motivationprovide a positive influence on the performance of the employees of the
Sungai Penuh City Inspectorate. (4)Organizational culturegive a positive influence on the performance of the
employees of the City of Sungai Penuh Inspectorate (5)Leadership style, organizational climate, work
motivation, and organizational culture together have a positive effect on the performance of the employees of
the Sungai Penuh City Inspectorate
KEYWORDS –Employee Performance; Leadership Style; Organizational Climate; Work Motivation;
Organizational Culture
The performance of education office organizations was influenced by the
behavior of its employees. This study aimed to determine the direct and
indirect influence of organizational culture, leadership style, personality, and
organizational justice towards the job performance of the employee
education office in Jakarta. Research samples were 221 employees of the
Jakarta Education Office. Data collection using questioner with the Likert
scale, The results of the research there was a direct influence of leadership
style towards organizational justice; Organizational culture on organizational
justice; Personality towards organizational justice; Leadership style on job
performance; Organizational culture towards job performance; Personality
towards job performance, then organizational justice towards job
performance, and personality through organizational justice towards job
performance. It was concluded that the level of job performance was
influenced by variations in leadership style, organizational culture,
personality, and organizational justice.
- The document discusses a study on the influence of organizational commitment, job satisfaction, and organizational citizenship behavior on employee performance at rural banks in the Karanganyar region of Central Java, Indonesia.
- It provides background on the importance of employee performance for banking companies and reviews literature on organizational commitment, job satisfaction, organizational citizenship behavior, and employee performance.
- The study aims to determine whether organizational commitment, job satisfaction, and organizational citizenship behavior significantly influence employee performance at the rural banks. Hypotheses are presented for each of the relationships.
A STUDY ON ORGANIZATION COMMITMENT AND JOB SATISFACTION IN SELECTED BUSINESS ...IAEME Publication
The purpose of this study is to analyze the relationship between job satisfaction and organizational commitment. Employees’ productivity is largely related to their level of job satisfaction and in fact, the turnover rate can be reduced with a higher level of organizational commitment. Therefore, it is important for an organization to study the relationships between these two variables. The database was collected from the organization through a well-structured questionnaire. The questionnaire consists of personal data, Questions related to the dimension organization commitment and job satisfaction in Selected BPOs in Tiruchirappalli. Hence the sample size for the study is 110 respondents by adopting Purposive sampling technique.
This research was about school supervisors who play a strategic role in the management of human resources in the school environment. The study aims to determine the direct and indirect influences of organizational culture, personality, job satisfaction, and trust on the school supervisor's performance. The research samples were 180 supervisors of the school Education Office Special capital Jakarta. Data collection using questionnaires with a Likert scale, before analyzed the obtained data will be validated and reliably in respondents outside of the research sample. Data were analyzed through path analysis, as data analysis requirements were tests of normality, homogeneity, and linearity. Research results there was a direct influence of organizational culture, and personality on job satisfaction; Organizational culture, and personality on trust; Organizational culture, and personality on performance; Job satisfaction, and trust on performance, then there was an indirect influence of organizational culture through job satisfaction on the performance of school supervisor. The conclusion that the performance of the school supervisor at the Education Office of Jakarta was influenced by variations level of organizational culture, personality, and Trust, but the personality of school supervisors should have a priority attention to improving their performance.
Perceived Organizational Support and Affective Commitment: A Demographic Anal...IOSRJBM
This descriptive research is conducted to study perceived organizational support and affective commitment with respect to demographic variables (gender, marital status, education etc.) and to study the relation between these variables. To realize this purpose the data on these variables was collected from 120 employees working in banking sectors with the help of standardized questionnaires. Statistical techniques of mean, standard deviation, correlation and regression and ANOVA were applied on data to test the hypothesis. Collected data was analyzed with the help of SPSS. The results highlight that perceived organizational support is positively related to affective commitment and POS accounts for 22% contribution to AC. The limitations of the study are discussed and future research areas are also highlighted
1) The document examines the effects of work discipline, work motivation, and job satisfaction on government employee performance in West Jakarta, Indonesia.
2) A sample of 73 government employees was studied using path analysis, finding that work discipline and work motivation significantly influence job satisfaction, and all three factors influence employee performance.
3) Previous related studies also found motivation, satisfaction, and discipline positively impact employee performance, supporting the relationships examined in this study.
Values and attitides and its impact on managerial actionsKyla Marie Ola
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 must display job satisfaction, involvement, and commitment to inspire these attitudes in subordinates.
Values and attitides and its impact on managerial actionsKyla Marie Ola
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.
Project on role of attitude in job satisfaction and job involvementVivek Tyagi
Job satisfaction is an important attitude that affects employee behavior and organizational performance. The document discusses key components of job attitudes like job involvement, organizational commitment, and job satisfaction. It defines these concepts and examines how they are formed from cognitive, affective, and behavioral components of attitudes. Determinants of job satisfaction are identified as both internal factors within the organization and external social and individual factors. Measures of job satisfaction include surveys and indexes to understand employee attitudes. High job satisfaction is found to positively impact performance, organizational citizenship behavior, customer satisfaction, and employee retention, while low job satisfaction can increase withdrawal behaviors and turnover.
This document summarizes a research study that examined the influence of organizational culture, work environment, and work motivation on employee discipline at PT Jasa Marga (Persero) TBK in Medan, North Sumatra, Indonesia. The study found that organizational culture, work environment, and motivation all had a positive and significant influence on employee discipline. A survey of 67 employees found that these three factors together explained 61.8% of the variability in employee discipline, while other unmeasured factors explained the remaining 38.2%. The study concludes that maintaining a positive organizational culture, work environment, and motivation levels can help improve employee discipline at the company.
Relationship between job satisfaction and organizational citizenship behaviorIAEME Publication
This document summarizes a research study that examined the relationship between job satisfaction, organizational commitment, and organizational citizenship behavior among faculty members at private universities in Punjab, India. The study found that:
1) Affective commitment partially mediates the relationship between job satisfaction and organizational citizenship behavior.
2) Normative commitment fully mediates the relationship between job satisfaction and organizational citizenship behavior.
3) Job satisfaction, affective commitment, and normative commitment were all found to be correlated with organizational citizenship behavior.
A study on the leadership behavior of bank branch managers ncr, india and i...IAEME Publication
This document summarizes a study on the relationship between leadership behavior of bank branch managers and subordinates' job satisfaction. The study used questionnaires to collect data on leadership styles and job satisfaction from 81 branch managers and 210 subordinates across public and private sector banks in India. The study aims to understand how leadership adaptability/effectiveness correlates with different aspects of job satisfaction, including job, management, personal adjustment, and social relations. Statistical analysis will be used to determine the direction and strength of relationships between leadership styles and job satisfaction variables. The Leader Adaptability and Style Inventory questionnaire was used to measure leadership styles of branch managers.
The document provides an overview of the structure and contents of the Bible. It discusses that the Bible includes the Old Testament accepted by Jews and the New Testament accepted by Christians. It also explores reading the Bible as a work of literature, noting it was written by humans in various literary forms for different purposes. Key characters, stories, symbols and numbers that recur throughout the Bible are also summarized.
The document outlines the three branches of the US government - legislative, executive, and judicial. The legislative branch is composed of Congress which has two chambers, the Senate and House of Representatives. The executive branch is led by the President and also includes the Vice President and Cabinet. The judicial branch is the federal court system. It also provides details on different employment-based green card preference categories for immigrants.
Coca-Cola introduced New Coke in 1985 to replace the original formula after losing market share to Pepsi. However, consumers strongly rejected the change and demanded the return of Coca-Cola Classic. After receiving thousands of complaints, Coca-Cola re-introduced the original formula just 79 days later. The company had underestimated the brand loyalty and cultural significance of the original Coca-Cola to many consumers. This marketing failure showed that consumer research does not always accurately predict public response.
Poor communication is one of the biggest inhibitors of group performance as individuals spend most of their waking hours communicating. Communication is central to an organization's existence as it involves both external communication with clients and internal communication with employees. Effective communication helps clarify tasks and goals while reducing ambiguities, but various barriers like language differences, emotions, and information overload can distort communication.
It is illegal in the US to ask about personal details such as nationality, religion, age, marital status, military background, health, union membership, and place of residence when hiring or interviewing applicants. Questions about these topics are prohibited under anti-discrimination laws aimed at protecting job seekers' privacy and preventing bias in employment decisions. Employers must evaluate candidates solely based on their qualifications for the job.
This document discusses health and wellness, mentioning courage, yoga, emotion, focus, illness, research, habit, unhealthy habits, and working out in a healthy way. Maintaining good habits and an active lifestyle can help overcome illness and other challenges with courage, mindfulness, and focus on emotional and physical well-being.
Manners at the dinner table have traditionally included not using your cell phone, keeping elbows off the table, and waiting for everyone to be seated before eating. However, some question if manners have changed too much over generations and how the pandemic may further influence accepted behaviors.
The lights festival is returning to the Talladega GP Raceway in Munford, Alabama and will serve communities in Huntsville, Birmingham, Montgomery, Atlanta, and Chattanooga. Adult entry tickets are $40. The document also briefly mentions engagement rings, TVs, watches and restaurant escargots priced in US dollars along with photos of urban landscapes, lakes, woods, modern architecture, traffic, fields and a statement about Memphis being located in Tennessee.
The document provides instructions to choose one of several products and make a short sales presentation about it. It then lists several products including a goatee shaping template, a hair clipping umbrella, a neck traction device, a cooling neck collar, a hair dryer cap, and a portable urinal. It concludes with a pheromone-infused lingerie wash.
The document discusses multicultural interactions and the extinction of mammoths. It mentions multiculturalism and the location where mammoths lived and eventually died out while interacting with other groups.
The document discusses various crises and disasters including running out of resources, assembling in response to environmental issues, and providing affordable alternatives to pollution, natural disasters like tornadoes, volcanoes, earthquakes, and floods.
The document presents several common stereotypes or generalizations about different groups of people. It suggests that stereotypes are often not accurate reflections of reality and questions whether others perceive us in the same way we see ourselves. Some of the stereotypes mentioned include assumptions about gender differences in style, the relationship between social media use and social skills, the healthiness of vegetarian versus meat-eating diets, how easy younger generations have it compared to their parents, the endurance of school friendships, how siblings get along, and the relationship between taste and healthiness in food.
The document asks a variety of questions about personal finances, relationships, opinions on controversial issues, and appropriate responses to greetings and farewells in different social situations. It inquires about saving habits, purchasing used goods, tipping servers, donating to those in need, preferred and least-liked stores, handling finances in marriage, how money impacts happiness, if money is more important than love, appropriate pay for different jobs, food in schools, television content, amusement parks, the death penalty, discipline in schools, dependency on technology, and balancing family and career. It also provides greeting and farewell scenarios to determine appropriate responses.
Success is defined as something you wanted or planned to do that you have done well, with related terms including the noun success, adjective successful, and verb succeed. In contrast, the opposite of success is failure, with related terms being the noun fail and adjective failed.
This document provides conversation starters for properly introducing oneself to someone for the first time by asking them to describe themselves, their family, best friend, job, or neighborhood in just 3 words. It suggests asking open-ended questions as an icebreaker to learn more about the other person in a concise yet insightful way.
The document provides advice around family relationships, including that families should eat together daily, parents and teen children should spend quality time together, elderly parents should live with their adult children when unable to live alone due to issues like loneliness and health problems, and the most important advice to give children is to cherish time with family. It also asks questions about relationships with parents and advice received from them.
This document provides words and phrases to use when generating interest in products and making sales. It discusses 12 important buzz words or phrases to remember: sale, off, now, new, best sellers, be the first, your, thank you, remember, free/at no extra charge, try, and ends. For each word, it gives examples of how to incorporate the word when talking to customers to encourage them to buy a product or take advantage of a promotion. The overall purpose is to provide salespeople with effective language to use in their pitches to customers.
ESL 0823L week 7 a job-interview-oneonone-activities-pronunciation-exercises-...BHUOnlineDepartment
The document provides a list of potential questions that may be asked during a job interview. Some of the questions include asking about the applicant's personal information, work history, qualifications, strengths and weaknesses, availability, and long term career goals. The questions cover a range of topics to evaluate an applicant's suitability for the position.
This document lists various body parts and common physical ailments. It includes a list of 20 body parts from head to toe as well as common illnesses and feelings of sadness. It also provides sample sentences to ask someone what body part hurts or what illness they have such as "She has a sore throat" or "He's feeling sad."
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
The Society of Human Resource Management (SHRM) conducts a survey each year of employee attitudes toward their work. In November and December of 2015, they surveyed about 600 U.S. employees to track their job satisfaction and factors that contribute to their satisfaction at work.
Overall job satisfaction (the global rating of how much a person is “somewhat satisfied” or “very satisfied” with their job) experienced a positive trend from 2005 to 2009. Job Satisfaction peaked at 86% of workers saying they were very satisfied with their jobs in 2009. However, the following few years saw a downward trend, with only 81% of respondents indicating high job satisfaction in the years 2012 and 2013. This may have been due to the economic stress and uncertainty resulting from the recession of 2008. It appears that job satisfaction recovered from this slump with 88% of the respondents reporting that they were very satisfied with their jobs in 2015--the highest level in 10 years.
The survey also looked at the reasons why people are satisfied with their jobs. Respectful treatment of employees at all levels was the most important contributor (67% of respondents reported this was “very important”).
Overall compensation and pay was second with 63% of respondents rating this is very important to them, with 60% also listing benefits as very important.
Trust between employees and senior management emerged as fourth most important (55% of respondents) and opportunities to use their skill and abilities at work was equally rated (55%).
Consistent with research on leadership, having a positive relationship with the boss was a close sixth factor contributing to job satisfaction (53%).
Figure 4.1 Employee Job Satisfaction 2005–2015
The Society of Human Resource Management (SHRM) conducts a survey each year of employee attitudes toward their work. In November and December of 2015, they surveyed about 600 U.S. employees to track their job satisfaction and factors that contribute to their satisfaction at work. The trends for job satisfaction over time show an interesting pattern as shown in the Figure 4.1 above.
Learning Objective 4.1: Define the concept of an attitude, and know its three components.
An attitude is defined as “a psychological tendency that is expressed by evaluating a particular entity with some degree of favor or disfavor”. Attitudes are, thus, a person’s evaluation of something else. These evaluations have three components: cognitive, affective, and behavioral. The existence of this three component structure has generally been supported by research.,
Learning Objective 4.1: Define the concept of an attitude, and know its three components.
The cognitive component of an attitude is a statement of belief about something--for example, “My boss is a mean person” reflects a person’s statement that they believe to be factual.
The affective component of an attitude is the emotional part. Emotions often have a powerful effect on employee motivation and work behaviors--for example, an affective statement related to the previously stated cognitive component might be, “I am angry because my boss is mean.”
The behavioral component of an attitude refers to an intention to act based upon the cognitions and affect experienced--for example, “I am going to go to the Human Resources department and report my mean boss.”
Learning Objective 4.1: Define the concept of an attitude, and know its three components.
Figure 4.2: Three Components of an Attitude
This three-part conceptualization of an attitude helps us understand that attitudes are complicated; it isn’t just that we think something and believe it to be true. We also experience feelings related to our beliefs, and we contemplate taking actions based on them. These components are all related to one another, as shown in Figure 4.2 above.
Figure 4.2 provides an additional example of the three-component model. The cognitive component is that the person thinks their job is boring. Therefore, they don’t like the job (the affect part). This results in a behavioral intention to withdraw from the work by planning to spend more time on Facebook during work hours rather than working on things that are boring, and they don’t like being bored (the behavioral intention).
Learning Objective 4.1: Define the concept of an attitude, and know its three components.
Cognitive dissonance is the incompatibility between two or more attitudes or between attitudes and behavior. This creates stress for an individual, and the person will be motivated to resolve the stress by making a change in one or both of the other components. Our thoughts (cognitions) need to be consistent with our feelings (affective), and these need to line up with our behavorial intentions. In other words, thoughts, feelings and behaviors need to be aligned.
Very few people can completely avoid dissonance in their lives.
For example, you may be reminded of this when a child corrects you for swearing because you have told them not to do this in the past. Festinger (1957) proposed that the degree to which people are motivated to resolve dissonance is related to the importance of what creates it and how much influence the person has over it. The final motivating element is rewards. So, one of the best ways to learn to stop swearing is to have your children remind you because it is important to you, and you do have influence over what you say. The reward from swearing isn’t all that much, so you are probably willing to change it to be a positive role model for your child, which is more rewarding.
Learning Objective 4.2: Understand why the measurement of attitudes is important for the workplace.
Attitudes have become indispensable to the understanding of people’s reactions to their work and leaders.
Knowing how satisfied people are with their work or how engaged they are is important because this contributes to their well-being and life satisfaction. Also, OB research has shown that attitudes are related to behaviors that organizations care about such as job performance and turnover.
Learning Objective 4.2: Understand why the measurement of attitudes is important for the workplace.
Attitudes make a difference in employee behaviors such as job performance. However, there are contingency factors that have been found to influence the relationship between attitudes and behavior.
The importance of an attitude and the correspondence between the attitude and the behavior increases the prediction of behavior. In other words, more specific attitudes predict more specific behaviors.
For example, it is better to ask an employee how much they trust the boss rather than how much they trust all of the leaders in the organizations to predict job performance.
Social pressure from others may also strengthen the relationship of an attitude toward behavior. A meta-analysis of research examining the link between attitudes and behavior found that how accessible an attitude is makes a difference, as well as how stable the attitude is over time.
For example, having direct experience with an attitude such as having a job you love increases the relationship to performance. Also, being asked frequently about an attitude increases the link to behavior (stability).
Learning Objective 4.3: Define job satisfaction, and know what the consequences of dissatisfaction are.
Job satisfaction is defined as “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience.” (Locke, 1976, p. 1300)
Learning Objective 4.3: Define job satisfaction, and know what the consequences of dissatisfaction are.
It is recognized that it is possible for a person to be satisfied with one aspect of their work but dissatisfied with others. In other words, an employee might love the work they do but dislike their gossiping coworkers. Thus, measures of facet job satisfaction have been developed.
One of the most widely known measures of facet satisfaction is the Job Descriptive Index (JDI). This measure includes different scales that measure various aspects of the work experience: pay, promotions, supervision, coworkers, and the work itself.
Learning Objective 4.3: Define job satisfaction, and know what the consequences of dissatisfaction are.
Table 4.1. Sample Items from the Job Descriptive Index.
Examples of items from the JDI are shown in Table 4.1 above. Research has suggested the strongest relationship of these facets to overall job satisfaction is the work itself, followed by supervision and coworker satisfaction. While it may be surprising, satisfaction with pay has the lowest relationship to overall job satisfaction
Learning Objective 4.3: Define job satisfaction, and know what the consequences of dissatisfaction are.
Table 4.1. Sample Items from the Job Descriptive Index.
Examples of items from the JDI are shown in Table 4.1 above. Research has suggested the strongest relationship of these facets to overall job satisfaction is the work itself, followed by supervision and coworker satisfaction. While it may be surprising, satisfaction with pay has the lowest relationship to overall job satisfaction
Learning Objective 4.3: Define job satisfaction, and know what the consequences of dissatisfaction are.
Figure 4.3. The Relationship Between Average Pay in a Job and Job Satisfaction.
In a review study including over 90 samples, researchers found that pay was only weakly related to job satisfaction. In fact, employees who were highly paid were just as satisfied as those who made less. The results of their study are summarized in Figure 4.3 above. Once a person reaches an income level where they can live comfortably (around US$40,000 in the United States), the relationship between income and job satisfaction goes away.
Learning Objective 4.3: Define job satisfaction, and know what the consequences of dissatisfaction are.
Figure 4.4. Responses to Job Dissatisfaction.
Dissatisfaction with work produces four possible responses that are summarized in Figure 4.4 above. As shown in this figure, these responses can either be active or passive. Thus, the employee can actually do something about it or choose not to respond in an active way. The second dimension is whether the response is constructive or destructive. The employee who is dissatisfied can respond by trying to do something positive or negative about the situation. There are thus four reactions shown in the figure, and their definitions follow:
Exit. The employee can search for another job and leave. This response is active and destructive.
Voice. The employee can discuss their dissatisfaction with their supervisor, making suggestions for improvement. This is an active and constructive response to being dissatisfied.
Loyalty. The employee can wait for the situation to improve, showing loyalty and trust in the management to address it in time. This is a passive response, but it is constructive.
Neglect. The employee allows the situation to get worse and may be late or absent from work and put in less effort on the job. This is a passive response that is destructive.
Research has shown that “voice” leaders to turnover--when employees speak out about their concerns they are more likely to quit. However, this research also found that leaders who allowed participation and provided support were able to prevent turnover from occurring. This effect is even more pronounced when leaders and followers agree on the extent to which followers voice their concerns. By leaders having open discussions with followers regarding what makes their input valuable, followers are able to get their concerns addressed. This may also avoid potential negative consequences for being out of synch with follower perceptions, and the destructive responses of exit or neglect. For followers, it isn’t just a matter of speaking up (voice); it is also a matter of being “heard.”
Learning Objective 4.4: Explain the role of job attitudes and core self-evaluation in the job search process.
OB research has shown that the job search is like a “roller coaster,” with ups and downs in the attitudes during the process. Perceived progress, experienced affect, and the belief that a job will be found may vary on a day-to-day basis during the job search process.
It is important to keep a positive attitude and maintain a positive self-image during a job search. Positive attitude about oneself is known as “core self-evaluations.”
Individuals were asked about how confident they were that they would find another job. The researchers asked questions such as the following:
Will you find a job if you look?
Will you get a good paying job?
Will you find a job that you like?
Will you land a job as good as or better than the one you left?
In addition to core self-evaluations, work-related attitudes are important because they reflect an employee’s reactions to work and serve as an important barometer of how well the organization is attending to employee needs.
Learning Objective 4.5: Discuss the concept of organizational commitment and its three components.
Organizational commitment is a psychological state that describes an employee’s relationship with their organization and a propensity to continue the relationship with the organization. It links an individual to the organization because of their identification with the organization’s values and goals.
Learning Objective 4.5: Discuss the concept of organizational commitment and its three components.
A three-component model of organizational commitment captures different aspects of this work attitude.
First, affective commitment refers to an employee’s emotional attachment to an organization (they stay because they care about the organization and are loyal to it).
Second, continuance commitment is the degree to which an employee is aware of the costs of leaving the organization (they stay because they are not able to leave).
Third, normative commitment is the moral obligation to stay with the organization (they stay because it is the right thing to do). Employees that are more committed to the organization are less likely to engage in organizational deviance (e.g., overly long breaks, intentional poor work quality) and interpersonal deviance (e.g., gossiping about peers, making fun of others).
Learning Objective 4.5: Discuss the concept of organizational commitment and its three components.
Job involvement is how much an employee identifies with his or her job and views his or her performance at work as an essential part of his or her self-esteem. Job involvement has been related to employee turnover, organizational citizenship, and job performance.
Learning Objective 4.5: Discuss the concept of organizational commitment and its three components.
Figure 4.5 The Relationship of Organizational Commitment and Job Involvement to Employee Turnover
By combining organizational commitment and job involvement, we can better understand the relationship of these variables to employee withdrawal behaviors (absenteeism and turnover).
This relationship is shown in Figure 4.5. As this figure shows, when organizational commitment and job involvement are both high, employees can be viewed as “Institutionalized Stars” because their efforts are focused on both the task and the group they belong to. The other extreme case is when both organizational commitment and job involvement are low. In this case, employees are “Apathetics” because they don’t put forth much effort on the task and are not concerned about the maintenance of group norms of goals. The other two quadrants represent interesting scenarios in which “Lone Wolves” are involved with their jobs to a high degree and have a task focus but they are not concerned about the maintenance of the group. They prefer to “go it alone” and are more likely to leave the organization than the final group, “Corporate Citizens.” Corporate Citizens are not focused on the task, but they do attend to the maintenance of the group. They may not be star performers, but they are loyal to the organization and the group. The figure also indicates suggestions for what aspects of satisfaction are important for each type of employee. For example, the Corporate Citizen is most concerned with coworker satisfaction to maintain their organizational commitment. In contrast, if the leader has a Lone Wolf in their group, they should focus more on the satisfaction with the work itself, working condition, and pay to avoid absenteeism and turnover.
Learning Objective 4.5: Discuss the concept of organizational commitment and its three components.
Employee engagement is related to job involvement and enthusiasm for the work performed. Engagement has been defined as “the investments of an individual’s complete self into a role” (p. 617).
Improving employee engagement may increase business-unit outcomes, including profit since disengaged employees cost organizations due to low motivation, poor customer service, and higher turnover.
Example: A study of 245 firefighters and their supervisors found that engagement plays a key role in the relationship between perceived organizational support (POS) and job performance. This study included job involvement, but engagement explained additional variance in performance.
Example: A large-scale study of 7,939 business units in 36 companies found that engagement was related to customer satisfaction, productivity, profit, employee turnover, and safety (fewer accidents).
Job engagement: Antecedents and effects on job performance.
Learning Objective 4.5: Discuss the concept of organizational commitment and its three components.
Figure 4.6: Employee Engagement and Work Outcomes
Gallup estimates that these actively disengaged employees cost the United States between US$450 billion to US$550 billion each year in lost productivity. In 2012, Gallup conducted its eighth meta-analysis on their engagement measure (the Q12) using 263 research studies including 49,928 business and work units, with almost 1.4 million employees. Gallup researchers statistically analyzed business and work unit level relationships between employee engagement and performance outcomes.. In 2016, this meta-analysis was repeated and the results were similar to the prior analysis (shown in Figure 4.6). Median differences between top-quartile and bottom-quartile units were 10% in customer loyalty ratings, 21% in profitability, 20% in sales production, -24% in turnover (high-turnover organizations), -59% in turnover (low-turnover organizations), -70% in safety incidents, -28% in shrinkage, -41% in absenteeism, -58% in patient safety incidents and -40% in quality (defects).
Given these positive findings, many organizations are implementing formal engagement programs.
Learning Objective 4.5: Discuss the concept of organizational commitment and its three components.
Figure 4.7. Employee Engagement Improves Financial Results.
The Aberdeen Group, a Boston-based research organization that identifies best-in-class practices by working with industry practitioners, conducted a study that compared companies that have engagement programs with those that don’t. Their analysis found that companies that have a formal engagement program reduce the loss of customers due to better responsiveness. In fact, customer referrals actually increased. As shown in Figure 4.7, additional outcomes of engagement were higher revenues, sales teams meeting their quotas more often, and improved cost savings.
Engaged employees feel valued by their organization. A longitudinal panel study found employee perceptions of how much they were valued by the organization was related to changes in affective commitment. Also, the resources employees feel that they have on their job positively relates to engagement.
Learning Objective 4.6: Define perceived organizational support (POS), and explain its relationship to fairness at the workplace.
An emerging line of research suggests employees pay attention to whether the organization values their contributions and cares about their well-being: POS. Organizational justice and fair rewards are important to the perception of organizational support.
A review of over 70 studies of POS indicated that there are three major categories of beneficial treatment: fairness, supervisor support, and organizational rewards along with favorable job conditions. The supervisor also plays an important role in the perception of POS, and it is important for employees to feel that they have a voice in decisions.
Learning Objective 4.6: Define perceived organizational support (POS), and explain its relationship to fairness at the workplace.
More than 20 years of research suggests that POS appears to be distinct from other attitudes and adds to understanding why some employees perform at higher levels than others. Robert Eisenberger and his colleagues note that leadership drives POS and provide eight evidence-based tactics for increasing POS in organizations to enhance employee engagement.
Implement supportive workforce services that are discretionary--“Don't just do the things you are required to do.”
Be fair and equitable in the making, monitoring and enforcement of all management practices
Set achievable goals and reward proportionately
Offer individualized benefits--“Learn and provide the type of support your workers and workforce needs”
Support supervisors so they will foster POS in their subordinates
Train subordinates to be supportive
Promote strong social networks
Begin organizational support prior to the start of employment
Learning Objective 4.7: Explain psychological empowerment and its relationship to job performance.
Psychological empowerment refers to “intrinsic task motivation manifested in a set of four cognitions reflecting an individual’s orientation to his or her work role: competence, impact, meaning, and self-determination.” These four cognitions are defined as follows:
Meaning--how much work goals align with your personal standards (i.e., how well the work “fits” your values)
Competence (or self-efficacy)--your belief in your capabilities to show mastery in your work role
Self-Determination--the degree to which you feel that you have a choice in your work and autonomy to carry it out according to your own preferences.
Impact--refers to how much you believe that you can influence important work outcomes (e.g., administrative policies at work)
Learning Objective 4.7: Explain psychological empowerment and its relationship to job performance.
Research has shown that psychological empowerment is positively related to managerial effectiveness, innovation, and organizational commitment., Empowerment is related to lower stress as well.
Meaning is the driver of psychological empowerment; however, all four components make unique contributions to outcomes.
Certain leadership styles influence the degree to which work is perceived as meaningful.,
A review of the literature on finding meaning in work concluded “leaders can imbue work with meaningfulness by prompting employees to transcend their personal needs or goals in favor of those tied to a broader mission or purpose.” Empowering leadership increases work engagement by giving followers a sense of work meaningfulness.
Research on leadership similarly shows that developing high-quality working relationships with followers relates to higher levels of job satisfaction, organizational commitment, and empowerment. In sum, leaders play a powerful role in creating meaning for their followers by developing high-quality relationships and then sharing the organization’s overall mission with followers. This provides followers with a sense of meaning in their work, which has been shown to relate to job satisfaction. In turn, employees respond with high levels of engagement and job performance.
Table 4.2. The Work As Meaning Inventory (WAMI).
Research on attitudes and job satisfaction shows that attitudes relate to important workplace outcomes such as improved job performance and lower turnover. Moreover, positive attitudes at work give people a sense that their work has meaning.
A research study found that, over time, individuals who feel committed to their career derive more meaning from their work, and are more satisfied with their jobs. These individuals believed that they were living a “calling” rather than going to work for money every day. The sense of having a calling in work also predicts goal-directed effort (work effort and career strategies) and psychological career success (life meaning and career adaptability) over time.
The questions used to measure the meaning of work are shown in Table 4.2 above.